Due to mounting environmental and social challenges, supplier selection has become one of the most critical tasks of project‐oriented organizations. Because supplier selection can affect the long‐term success and profitability of the organizations and their projects, directly, embracing sustainability can add value in the equation. Considering sustainability measures can positively guide project managers in making better decisions for the projects in the long term. Therefore, the current study attempts to provide a conceptual model for selecting the best supplier based on a sustainability framework in megaprojects. Meanwhile, decision‐making methods can be employed as a proper tool to find the best supplier. Ordinal priority approach (OPA) is a recent development in multiple criteria decision making (MCDM), while it has many benefits compared with other methods like analytic hierarchy process (AHP) and technique for order of preference by similarity to ideal solution (TOPSIS). However, this method cannot consider multiple ranks during the decision‐making process, and using an uncertainty approach feels strongly. Grey systems theory (GST) can consider uncertainties with no need for large sample or proposing membership function. Hence, the current study employed the GST to consider multiple ranks for criteria and alternatives in the OPA method. This is the first time that a sustainable supplier selection framework has been presented for megaprojects with the aid of the Grey OPA (OPA‐G) method. Finally, a case study has been examined to evaluate the performance of the proposed approach. The results show that the proposed approach can be used in real‐world situations and it has acceptable performance under uncertainty conditions.

Since there is fierce competition in the global high-speed rail (HSR) market, pursuing sustainable development has become an essential task for HSR firms. However, competition on the international HSR projects shows prominent dynamic characteristics, which pose severe challenges to the sustainable development of HSR firms. Transient competitive advantage (TrCA) as a kind of advantage, that can be built quickly and abandoned rapidly, would guide HSR firms winning awards and survival in the

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Digital transformation is the direction that the Chinese construction industry is moving toward. This paper aims to investigate its current status, major barriers, and potential impact. To achieve this goal, a questionnaire survey was carried out. The results show that 80% of enterprises where the industry experts work have already formulated digital transformation plans or made plans. Additionally, BIM software was the most commonly used digital technology. Furthermore, “Data Fragmentation”, “Lack of Core Technology”, “Weak Digital Infrastructure Allocation”, “Lack of Technical Personnel”, and “Lack of Technical Standards” were prominent barriers. Moreover, digital transformation was perceived to affect the procurement management mostly at a project level, and to affect the governance performance mostly at an enterprise level. These findings can provide scholars and practitioners with an in-depth understanding of digital transformation in the Chinese construction industry. They might also help policymakers formulate appropriate policies to promote digital transformation.

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