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Vice-rector for Strategic Development and International Cooperation, Faculty of Business Administration, Business Administration, IT, Math, Turan International University , Namangan , Uzbekistan
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Senior Lecturer of Mathematics, Faculty of Business Administration, Business Administration, Math, IT, Turan International University , Namangan , Uzbekistan
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Senior Lecturer of Mathematics, Faculty of Business Administration, Business Administration, Math, Turan International University , Namangan , Uzbekistan
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Senior Lecturer of Mathematics, Faculty of Business Administration, Business Administration, Math, Turan International University , Namangan , Uzbekistan
Director of IC&DT Department, Faculty of Business Administration, Business Administration, IT, Math, Turan International University , Namangan , Uzbekistan
The smart infrastructure construction projects implemented under the Engineering-Procurement-Construction (EPC) model have been growing more complicated with the globalized supply chains, the technology-induced complexity of the components employed, and the increased sustainability and risk management demands. Conventional EPC supply chain and project management have been highly divided, resulting in a lack of real-time visibility, reactive decision-making, and inefficiencies in performance. This paper opposes this by analyzing how digital supply chain practices can be incorporated into project management functions to enhance performance in EPC-based smart infrastructure projects. The research follows a conceptual and analytical course, integrating the latest literature on digital supply chains, project delivery of EPC, and technologies of smart infrastructure. It is on this synthesis that a Digital Supply Chain- Project Management Integration Framework is created with the aim of matching digital capabilities in terms of engineering, procurement, construction, and governance. Analyses of comparative performance based on literature-synthesized measures prove that digitally enabled EPC supply chains obtain significant improvements in comparison with the traditional practice in terms of approximately 35-40 % procurement lead time, 45-50 % cost variance, and 45-60 % risk response time. Other benefits can be seen in schedule reliability and supply chain visibility; the largest performance improvements can be seen within the construction phase and the project governance phase. The results indicate that digital integration contributes to the proactive management of risks, enhanced coordination, and performance-based project governance. The current study is an addition to the literature by filling the gaps between digital supply chain management and project management in the EPC setting and providing a practical understanding in furthering the resilience, transparency, and sustainability of smart infrastructure provision.
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