34th Annual Conference of the International Group for Lean Construction (IGLC 34) - Singapore, Singapore - 2026

https://doi.org/10.24928/2026/0183

Contractor experiences with competitive dialogue in a Norwegian road infrastructure project

Joakim Røksland1, Ola Lædre2, Paulos Abebe Wondimu3 & Jardar Lohne4

1Graduate student, Civil and Environmental Engineering (IBM), Norwegian University of Science and Technology (NTNU), Trondheim, Norway/Project engineer, Contur AS, Norway, [email protected]
2Professor, IBM, NTNU, Norway, [email protected], orcid.org/0000-0003-4604-8299
3Adjunct associate professor, IBM, NTNU, Norway/Contract advisor, Norwegian Public Roads Administration, Oslo, Norway, [email protected], orcid.org/0000-0001-9421-594X
4Research scientist, IBM, NTNU, [email protected], orcid.org/0000-0002-2135-3468

Abstract

Competitive dialogue enables early contractor involvement (ECI) in complex public projects, yet contractor perspectives remain limited. This paper examines how the joint venture KSR (Contur & Risa) experienced and worked within competitive dialogue in the Norwegian road project Fv. 44 Bussveien (Stasjonsveien-Gauselvågen), and what lessons are transferable. A qualitative single-case study used twelve semi-structured interviews and analysis of procurement and project documents. Findings are structured by competitive dialogue phases and linked to reported execution effects. KSR operated as an integrated contractor-consultant team and invested substantial effort between dialogue meetings to mature and optimise solutions against the award criteria with client feedback. Reported outcomes include constructability and risk-reducing redesigns and stronger solution maturity at contract award. Collaboration routines were perceived to carry on into execution, supporting method optimisations, time/material savings, and fewer changes. The loser’s fee was perceived as insufficient, though not determining. Competitive dialogue provides an effective ECI when clients provide competent, actionable feedback and when the criteria are clear enough to steer supplier work. The competitive dialogue supported a lean design process. High transaction costs and limited compensation may nevertheless restrict participation and should be addressed in process and incentive design.

Keywords

Early contractor involvement, public procurement, infrastructure, award criteria.

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Reference in APA 7th edition format:

Røksland, J., Lædre, O., Wondimu, P. A. & Lohne, J.. (2026). Contractor experiences with competitive dialogue in a Norwegian road infrastructure project. In Hamzeh, F., Poshdar, M., & Garcia-Lopez,, N. P. (Eds.), Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34) (pp. 1–13). https://doi.org/10.24928/2026/0183

Shortened reference for use in IGLC papers:

Røksland, J., Lædre, O., Wondimu, P. A. & Lohne, J.. (2026). Contractor experiences with competitive dialogue in a Norwegian road infrastructure project. IGLC34. https://doi.org/10.24928/2026/0183

 

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