buildings
Article
Probability of Winning the Tender When Proposing Using BIM
Strategy: A Case Study in Saudi Arabia
Mahmoud Majzoub 1 and Ahmed Eweda 2, *






Citation: Majzoub, M.; Eweda, A.
Probability of Winning the Tender
When Proposing Using BIM Strategy:
A Case Study in Saudi Arabia.
Buildings 2021, 11, 306. https://
doi.org/10.3390/buildings11070306
Academic Editor: Junbok Lee
Received: 21 May 2021
Accepted: 8 July 2021
Published: 14 July 2021
Publisher’s Note: MDPI stays neutral
with regard to jurisdictional claims in
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iations.
Copyright: © 2021 by the authors.
Licensee MDPI, Basel, Switzerland.
This article is an open access article
distributed under the terms and
conditions of the Creative Commons
Attribution (CC BY) license (https://
creativecommons.org/licenses/by/
4.0/).
Buildings 2021, 11, 306. https://doi.org/10.3390/buildings11070306
1 Arabian Towers Projects Contracting Co., Dammam 32210, Saudi Arabia; majzoob555@gmail.com
2 Corporate Asset Management, London, ON E1 6AN, Canada
* Correspondence: aeweda@london.ca
Abstract: The procurement process is one of the most important phases in any project life cycle,
particularly when it comes to selecting the right contractor for the job. Awarding the contract to
the best bid proposal is a critical step to ensure the greatest value. BIM has been recognized as not
only a geometric modelling of buildings, but also, it facilitates the different stages in management of
construction projects. The purpose of this paper is to study the impact of using Building Information
Modeling (BIM) in the tendering process from the contractor’s perspective, based on a probability
model able to predict winning probability, regardless of relative weight. The main objective of this
research is to measure the likelihood of winning a tender in the case of implementing BIM strategy,
compared with contractors who do not use BIM. The research uses a literature review, surveys, and
interviews with experts to develop a model that predicts the probability of winning a contract; this
is determined by measuring the BIM impact on each selection criterion in a multicriteria selection
process using the Analytical Hierarchy Process (AHP) to develop a probability-based model. The
results of the survey and the interview show that BIM strategy has a variant influence on the score
the contractor could have on each of them raising the probability of winning the tender. The main
result of this paper is the property-based model, which is able to predict BIM winning probability
regardless of relative weight, which can be applied in any country. Nonetheless, the Saudi case study
shows that utilizing BIM when proposing could increase the winning probability by up to 9.42% in
the case of Quality-Based Selection (QBS), and to 5.5% in the case of Cost-Based Selection (CBS).
Keywords: BIM strategy; BIM technology; tender selection criteria; project delivery methods;
probability-based model; probability of winning the tender
1. Introduction
One of the most important phases during construction project management processes
is the tendering process. During the tendering process, especially in mega structures,
there could be a high probability that bidders could go for innovative strategies. There
is no doubt that owners are keen to use these strategies for their own good, and equally,
contractors are in a continuous race to provide the best tactics to use their accumulative
experience to establish a competitive advantage; nonetheless, BIM strategy could be a path
for both parties to insure the maximum profit possible [1,2].
Hence, to win as many project contracts as possible, a contractor should provide a
favorable offer to the owner, represented through quality, cost, and duration [3]. Moreover,
there is an international trend to use Building Information Modeling (BIM) as a tool
in design, construction, and even facilities management project stages. This tool offers
architects and engineers the ability to avoid conflicts between design disciplines, while
modeling and constructing buildings.
Nevertheless, while BIM may be an effective tool to model the project and establish
a strong base for the design process, there should be an efficient mechanism that would
effectively use the BIM properties in the contractor’s favor [4], leading to the importance of
https://www.mdpi.com/journal/buildings
Buildings 2021, 11, 306 2 of 13

identifying BIM and BIM strategy to differentiate between these two terms. While BIM is an
infinite dimensional modeling process that enables project participants and professionals
to design, construct, and operate the building with data-driven insights, BIM Strategy
is a methodology of BIM implementation through selection and investing in processes,
technology, tools and people to fulfill the set goal [5].
The objective of this paper is to study and determine the impact of using BIM strategy
on the probability of winning the tender. This objective will be accomplished by study-
ing the characteristics of BIM and its strategy from international and local perspectives,
identifying Tender Selection Criteria (TSC), determining the contribution of BIM in tender
selection criteria, and developing a model that measures the probability of winning the
contract when proposing using BIM strategy. This paper will assume that the tender is
applied in cases of Quality-Based Selection (QBS) or Cost-Based Selection (CBS), which
have been applied in both sectors, private and public; hence, bidding through BIM is more
likely to have a higher cost compared to contractors who do not use it—BIM implementa-
tion requires extra overhead costs for experts and technologies [6–8]. Saudi Arabia will
be the spatial limitation of this study; it is one of the fastest developing countries with
a tremendous amount of construction projects, and is in the phase of creating its own
regulation in BIM use, where projects such as NEOM and THE LINE are expected to be the
first cities in the world built based on smart and intelligent technologies such as BIM, in
all of its phases, starting from design, construction and operation, with a budget of over
500 billion USD [9].

2. Literature Review
2.1. Tender Practices and Procedure
Tender can be described as the method of winning a project by providing a service
to the owner or client; this service could be tangible, such as money or assets [10,11].
Awareness of tender techniques, methods, and strategies—such as BIM strategy—may
increase a contractor’s chance of winning the project contract. However, not all bidding
strategies are on the side of the contractor; a large number of such strategies aim to
protect the owners [12]. Consequently, there is an essential need to employ a strategy that
considers the project presentation and facilitates the communication between stakeholders
as a primary goal [13,14]. Tender selection criteria for construction projects in Saudi Arabia
depend largely on cost, with the contractor providing a minimum cost, unless it is below
70% of the owner’s cost estimate. Although these notes cannot be considered advantages
for the projects sought, the data are real and must be accommodated. Generally, projects
in Saudi Arabia suffer from continual time delays and poor construction quality, and
BIM could provide an appropriate solution to reduce the occurrence of these issues [15].
Bid prices generally are the sole basis for contractor selection around the world, not
only in Saudi Arabia or the Middle East; for example, in North America and France, the
lowest price bidder is selected, and abnormal prices are excluded. Conversely, in Italy,
Peru, Portugal, and South Korea, the two highest-priced and two lowest-priced bids are
excluded [1,16–21].

2.2. BIM Implementation in Tender

There are varying market responses and reactions to BIM around the globe; in the
United States and Malaysia, the market is not ready for BIM, and there are worries about
increasing project costs by limiting competition. Moreover, contractors are not yet well-
fitted to the use of BIM, which could affect the design phase. Unlike clients, who are
considered the key factor in encouraging the use of BIM, this fact can be generalized in
the previously mentioned countries, despite the fact that some construction companies
had used BIM effectively, especially as an important winning factor in the procurement
stage. Nevertheless, there is significant progress in Canada compared to the United States
in the efficient use of BIM, especially in the procurement stage [22]. However, in the
United Kingdom, BIM strategy shows that it could have a direct and tangible impact in
Buildings 2021, 11, 306 3 of 13

the bidding phase. The client receives the advantages of this technology, which includes
waste reduction and the avoidance of problems that could lead to huge fines on either
the contractor or other projects’ stakeholders [12]. This could be a strong basis for the
related authorities in the United Kingdom, who have required the use of BIM strategy since
2016, to procure any project budgeted for more than GBP 5 million. Still, there are certain
struggles in BIM implementation in tender process like regulation and legal considerations,
which may require workshops to be developed to help contractors effectively implement
BIM technology [23].

2.3. BIM and Project Delivery Methods

An efficient use of these technologies and methods would increase a management
team’s ability to make appropriate decisions in all phases of the construction process to
reduce construction failures and a lack of integration and collaboration among participants
in the project execution process, which could decrease the margin of risk and keep the
project under budget and within costs [11]. However, previous case studies show an
acceptable outcome when it comes to using Integrated Project Delivery with BIM and other
risk-sharing approaches on the target price and target value of the construction industry. In
fact, determinants control the feasibility of using IPD and it is concluded that certain criteria
determine whether IPD or a traditional delivery method is appropriate for a particular
project [24]. However, speaking within the local domain, there is no doubt that Design–Bid–
Build (DBB) is the most used PDM in the construction industry, especially in the Middle
East and Gulf Cooperation Council (GCC) countries. It is perceived as the simplest method
of delivering projects, where all responsibilities are clearly distributed among participants
and there is a minimum margin of overlap between assigned duties [25].
The American Institute of Architects leads the construction industry in the intensive
use of IPD to achieve the maximum rate of return expected from the constructed facil-
ity. Moreover, the use of IPD helps architects and designers create buildings with high
sustainable criteria and high energy performance, without overlooking advantages such
as planning, cost estimation, cost control, and time control that IPD provides suppliers,
contractors, and other project stakeholders. Additionally, IPD offers the ability to contribute
to decision making in the early stages, which, for example, gives the project management
team an assessment of the contractors’ and suppliers’ ability to complete their required
activities according to the given time schedule and with the required quality; this could
lead to a comprehensive time schedule [13,19,26].
Implementing BIM in any Level of Development (LOD) would be considered a BIM
project. Hence, BIM implementation could be in level 300 only, in level 500, or in all
levels. In practice, BIM should accommodate the selected Project Delivery Method (PDM);
otherwise, BIM would not be useful if the PDM chosen by the owner cannot be fitted
with the contractor’s BIM strategy. Therefore, the subject of accommodating BIM to the
selected PDM is discussed in this section. In the literature review, the properties and
advantages of BIM and its strategy were listed to determine the best PDM to maximize
these advantages [2,5,27,28]. As mentioned, several PDMs are used in construction projects,
and these methods are selected based on several criteria such as the nature of the project,
the number of authorities involved, the construction risks, and the client’s preference.
These methods largely depend on the complexity of the project; the more complicated the
project, the more it trends away from traditional methods [29–31]. This occurs due to the
essential need for risk sharing among project stakeholders. Methods that can distribute
risk by logical doses, such as Design-Build (DB), Construction Management Multi-Prime
(CM@MP), and Design–Bid–Build are considered traditional when applied to a complex
project. However, IPD and CM@Risk are considered to be modified forms of DB with a
different methodology for risk distribution management [24,32,33].
 project. However, IPD and CM@Risk are considered to be modified forms of DB with a
different methodology for risk distribution management [24,32,33].
Buildings 2021, 11, 306 In general, there are a considerable amount of studies that highlight the4advantages of 13
of using BIM in the construction industry: it could reduce cost, duration, and conflicts
between buildings systems, and reduce waste materials and communication issues, which
are all good for thethere
In general, client
areside. Nonetheless,
a considerable amount encouraging
of studies thatBIM implementation
highlight would not
the advantages
be applicable
of using BIM without making it feasible
in the construction industry:for contractors
it could reduce to use,
cost, whichand
duration, requires extensive
conflicts
between buildings systems, and reduce waste materials and communication
study to evaluate if BIM could be awarded to contractors in the form of project winning. issues, which
are all good for the client side. Nonetheless, encouraging BIM implementation would not
Highlighting the previous issues increases the need to fill this gap, by making a compre-
be applicable without making it feasible for contractors to use, which requires extensive
hensive study that would
study to evaluate evaluate
if BIM could BIM implementation
be awarded to contractors in thefeasibility from the
form of project contractor’s
winning.
perspective, by measuring
Highlighting the previousincreased winning
issues increases probability.
the need to fill this gap, by making a compre-
hensive study that would evaluate BIM implementation feasibility from the contractor’s
3. Methodology
perspective, by measuring increased winning probability.

3.The literature review provides an understanding of the benefits of applying BIM in

Methodology
the construction industry,
The literature review characteristics of the BIM
provides an understanding strategy,
of the benefitsand obstacles
of applying BIMofinimplemen-
the
tation. Additionally, it highlights the criteria for selecting contractors during
construction industry, characteristics of the BIM strategy, and obstacles of implementation. the construc-
tion Additionally,
bidding process. The research
it highlights methodology
the criteria for selectinguses a qualitative
contractors duringapproach through face-
the construction
bidding
to-face process.as
interviews The research
well methodology approach
as a quantitative uses a qualitative
through approach throughquestionnaire.
a structured face-to-
face
Thisinterviews as well as athe
section discusses quantitative
steps and approach
processes through a structured
required questionnaire.
to fulfill the objectives of this
This section discusses the steps and processes required to fulfill the objectives of this
paper. It includes a detailed description of the methods used to collect experts’ opinions
paper. It includes a detailed description of the methods used to collect experts’ opinions
and and
analyze thethe
analyze results,
results,and
and it discussesthe
it discusses the framework
framework design
design of theofquestionnaire
the questionnaire
to to
produce an outcome with a minimum margin of error. Figures 1 and
produce an outcome with a minimum margin of error. Figures 1 and 2 shows the procedure 2 shows the proce-
durefollowed
followed to satisfy
to satisfy the research
the research goal,
goal, the thedepends
study study depends on thereview
on the literature literature review out-
outcomes,
a survey, and interviews with experts.
comes, a survey, and interviews with experts.

Figure
Figure1.1.Research methodology.
Research methodology.
Buildings 2021, 11, 306 5 of 13
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Figure2.2.Fitting
Figure FittingBIM
BIMwith
withPDM.
PDM.
Figure 2. Fitting BIM with PDM.

3.1.Applying
3.1. ApplyingBIM
Applying BIMwith withDBB DBB
Thelatest
The latesttechnologies
latest technologiesmust must
mustadaptadapt
adaptto to the
tothethe present
present
present conditions,
conditions,
conditions, and
and and there
there there isisno
nono
is need
needneedfor
for
anew
afor new
a new technology
technology
technology ififititifisis not
itnot providing
is not providing
providing tangible
tangible
tangible benefits.
benefits.
benefits. Therefore,
Therefore,
Therefore, aatool
atool
tool such
such such asas
as BIM
BIMBIM isis
isnecessary
necessary
necessary tomeet
to meet
to meet thethe
the current
current
current conditions
conditions
conditions andand
and become
become
become aacornerstone
cornerstone
a cornerstone forthe
for the industry
forindustry
the industry pro-
pro-
gress[25].
progress
gress [25].
[25].Nonetheless,
Nonetheless,
Nonetheless, BIM
BIM BIM asas
as aafirst
afirst
firstsight could
sightcould
sight have
couldhavehaveno no significant
nosignificant
significantimpact impacton
impact onprojects
on projects
that
that use
use DBB
DBB and
and inin which
which designers
designers andand executors
executors are
that use DBB and in which designers and executors are separate entities [34]. In an oppo- are separate
separate entities
entities [34]. [34].
In In
an an oppo-
opposite
approach,
site the
approach, general
the general contractor hires
contractor technical
hires office
technical staff
office
site approach, the general contractor hires technical office staff to support the site techni- to support
staff to the
support site
the technically,
site techni-
transfer
cally, all Issued-For-Construction
cally,transfer
transfer allIssued-For-Construction
all Issued-For-Construction drawings drawings
drawings to shop toshop
to drawings
shop drawings
drawings andandandeventually,
eventually,
eventually, create
cre-
cre-
the
ate as-built
atethetheas-builtdrawings.
as-built drawings.
drawings. Additionally,
Additionally,
Additionally, the the
technical
thetechnical office
technical is responsible
office
office isisresponsible
responsible for forcoordinating
forcoordinating
coordinating all
issues
all on
issues site;
on in
site; other
in other words, words,a technical
a technical office is
office a strong
is a tool
strong
all issues on site; in other words, a technical office is a strong tool for a general contractor for
tool a general
for a general contractor
contractorto
control
to and
control manage
and manage the project’s
the subcontractors;
project’s subcontractors; therefore,
to control and manage the project’s subcontractors; therefore, even if the project’s docu- even
therefore, if the
even project’s
if the documents
project’s docu-
were
ments
ments not submitted
were
were not throughthrough
not submitted
submitted BIM, a general
through BIM, aacontractor
BIM, who is represented
general contractor
general contractor by a technical
who isis represented
who represented by aa
by
office would
technicaloffice
technical rather
officewould transfer
wouldrather the
rathertransferdocuments
transferthe thedocumentsto BIM
documentsto and then
toBIM
BIMand extract
andthen shop
thenextract drawings
extractshop shopdraw-and
draw-
produce
ingsand
ings andan accurate
produce
produce ananbill of quantities,
accurate
accurate billof
bill as-built drawings,
ofquantities,
quantities, and
as-builtdrawings,
as-built a timeand
drawings, schedule
and time[26,34,35].
aatime schedule
schedule
In other words,
[26,34,35].
[26,34,35]. Inother
In as presented
other words,as
words, in Figure 3,
aspresented
presented inthe
in best3,3,
Figure
Figure action
thebest
the that
best general
action
action that
that contractors
generalcontractors
general can take
contractors
iscan
can totake
use is
take the
isto BIM
to usetool
use theBIM
the to
BIM their
tooladvantage
tool totheir
to in all aspects,
theiradvantage
advantage inall
in alland tendering
aspects,
aspects, is only one
andtendering
and tendering of these
isisonly
only one
one
fields.
of theseGeneral
fields. contractors
General must highlight
contractors must the abilities
highlight the ofabilities
their technical
of their offices to use
technical BIMto
offices
of these fields. General contractors must highlight the abilities of their technical offices to
technology
use BIM effectively and
BIM technology
technology highlight
effectively and previous
highlight projects
previous executed successfully
projects executedthrough BIM
successfully
use effectively and highlight previous projects executed successfully
implementation
throughBIM [34].
BIMimplementation
implementation[34]. [34].
through

Figure
Figure3.
Figure Methodology
3.3.Methodology of
Methodologyof applying
ofapplying BIM
applyingBIM with
BIMwith DBB.
withDBB.
DBB.
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3.2. Applying
3.2.
3.2. Applying BIM
Applying BIM with
BIM withIPD
with IPD
IPD
BIMsupports
BIM
BIM supportsthe
supports themanagement
the managementteam
management team
team in
inin accomplishing
accomplishing
accomplishing the
thethe goal
goal
goal for
for for which,
which,
which, nonethe-
nonethe-
nonetheless,
less,
BIM BIM
less,would would
BIM wouldbe the bebe
main the main communication
thecommunication
main communication and leading
and tool
and leading leading tool between
tool project
between between project partici-
project partici-
participants. The
pants.
pants.
key The
The
is the key is
integration the
key is thethat integration
integration
BIM makes that BIM makes
thatpossible.
BIM makes possible.
possible.
Moreover, BIM Moreover,
Moreover,
adds value BIM
BIM adds
foradds
owners value
value for
for
in the
ownersmanagement
owners
facility in the
in the facility
facility management
management
phase. phase. When
phase.
When reviewing When
previousreviewing
reviewing previous
projects,previous
owners mightprojects,
projects, owners
haveowners
faced
might have
have loss
information
might faced
faced information
at information loss
the end of theloss at the
the end
endphase.
construction
at of the
of theBIM
construction phase.
can workphase.
construction BIM can
as a method
BIM can work as
to preserve
work as
a method to preserve this information for facility operation and
a method to preserve this information for facility operation and maintenance. The re-
this information for facility operation and maintenance. The reviewedmaintenance
literature . The
suggests re-
viewed
that
viewed literature
BIMliterature
and IPD can suggests that BIM
dramatically
suggests that BIM and IPD
enhance
and IPD can performance
project
can dramatically from
dramatically enhance
enhance project perfor-
perfor-
conceptualization
project
mance
through
mance fromfrom conceptualization
to building management
conceptualization through to building
and ongoing
through management
operations.
to building management and
Someand ongoing
references
ongoing operations.
refer to BIM
operations.
Some
as references
IPD references
Some and vice versa;refer they
refer to BIM
to BIM as
are as IPD and
and to
considered
IPD vice
vice versa;
beversa; theyconcept,
a unified
they are considered
are considered
unable tototobe
beseparated
be aa unified
unified
concept,
from unable
one unable
concept, to be
[16,36].to be separated
separated from
from one
one [16,36].
[16,36].

4.
4. Model
4. Model Development
Model Development
Development
Based
Based on
Based onthe
on theliterature
the literaturereview,
literature review,aaaquestionnaire
review, questionnairewas
questionnaire wasdesigned
was designedto
designed tocollect
to collectdata.
collect data.Clients
data. Clients
Clients
and
and consultants are the sample for this survey, because they are the decision makerswhen
and consultants
consultants are
arethe
the sample
sample for
forthis
this survey,
survey, because
because they
they are
arethe
the decision
decision makers
makers when
when
itit
itcomes
comes to
to identifying
identifying the
the selection
selection criteria
criteria and
and assigning
assigning each
each criterion’s
criterion’s
comes to identifying the selection criteria and assigning each criterion’s relative weight. relative
relative weight.
weight.
On
Onthe theother
otherhand,
hand,the thefeasibility
feasibilityofofusing
usingBIMBIMstrategy
strategyisis
isdetermined
determinedby bycontractors,
contractors,whowho
On the other hand, the feasibility of using BIM strategy determined by contractors, who
must decide
must decide whether
decide whether
whether it it is
it is feasible
is feasible to
feasible to apply
to apply this
apply this strategy,
this strategy, since
strategy, since it
since it requires
requireshiring
it requires hiringhighly
highly
must hiring highly
trained
trainedand andspecialized
specialized engineers/specialists
engineers/specialists andandthethe
utilization of costly
utilization digital
of costly
costly equipment
digital equip-
trained and specialized engineers/specialists and the utilization of digital equip-
and
ment software
and packages.
software packages.
ment and software packages.
First,
First,stakeholders’
stakeholders’opinions
opinionswerewerecollected
collectedtoto determine
to determine increased
increased winning
winning probabil-
proba-
First, stakeholders’ opinions were collected determine increased winning proba-
ity, by
bility, byknowing
by knowing their
knowing their perspective
their perspective on
perspective on how BIM
on how
how BIM advantages
BIM advantages could
advantages could increase
could increasetender winning
increase tender
tender win-
win-
bility,
potential, as presented
ning potential,
potential, in Figures
as presented
presented 4 and45.and
in Figures
Figures However,
5. However,
However,thesethese
advantages
advantageswere were
identified and
identified
ning as in 4 and 5. these advantages were identified
listed according
and listed
listed accordingto the
according to literature
to the review.
the literature
literature review.
review.
and

Figure
Figure 4.Methodology
Figure4.
4. Methodologyof
Methodology ofquestionnaire.
of questionnaire.
questionnaire.

Figure5.
Figure
Figure 5.Methodology
5. Methodologyof
Methodology ofprobability-based
of probability-basedmodel
probability-based modelgeneration.
model generation.
generation.
Buildings 2021, 11, x FOR PEER REVIEW 7 of 13
Buildings 2021, 11, 306 7 of 13

This survey was developed to determine the probability of winning the tender when
applying
ThisBIM; it attempts
survey to measure
was developed the impact
to determine theofprobability
BIM technology on each
of winning the tender
tender selec-
when
tion criterion from the perspectives of clients, consultants, and stakeholders.
applying BIM; it attempts to measure the impact of BIM technology on each tender It has a five-
selection
point scale
criterion on the
from each side of theofpreferences,
perspectives depending
clients, consultants, andon the likelihood
stakeholders. of achoosing
It has five-pointa
contractor
scale on eachwho applied
side of theBIM strategy depending
preferences, with respect ontothe
those mentioned
likelihood in Figure
of choosing 6.
a contractor
who applied BIM strategy with respect to those mentioned in Figure 6.

Figure 6. Mapping between BIM advantages and TSC.

Figure 6. Mapping between BIM advantages and TSC.
These selection criteria were gathered from the extensive literature review, and the
tendencies of preference were scaled to a likelihood degree, as indicated in Table 1.
These selection criteria were gathered from the extensive literature review, and the
tendencies of preference were scaled to a likelihood degree, as indicated in Table 1:
Table 1. Questionnaire scaling.
Table
BIM1.Strategy
Questionnaire
5 4scaling.
3 2 1 0 1 2 3 4 5 Traditional Strategy
BIM Strategy 5 4 3 2 1 0 1 2 3 4 5 Traditional Strategy
The questionnaire was sent to 85 engineers and specialists employed by 32 engineering
firmsThe questionnaire
in the Kingdom ofwas sentArabia,
Saudi to 85 engineers
all of whichandare
specialists
qualifiedemployed by 32 engineer-
by Saudi Aramco and the
ing firms in the Kingdom of Saudi Arabia, all of which are qualified
Royal Commission of Jubail and Yanbu. The sample selected for this study covered by Saudi Aramcomany
and
the Royal Commission
disciplines of Jubailconstruction,
related to building and Yanbu. The suchsample selected for
as architectural this studydesigners,
engineers, covered
many disciplines
quantity surveyors, related
BIMtomanagers,
building construction, such civil
safety engineers, as architectural
and structuralengineers, design-
engineers, site
ers, quantity
engineers, andsurveyors, BIM managers,
MEP engineers, to ensuresafety engineers,
all building civil and
disciplines werestructural engineers,
considered.
site engineers, and MEP engineers,
Years of experience related toto ensure all
building building disciplines
construction were considered.
is a significant factor in deter-
mining the validity of this study, and consultants selected for this sample have in
Years of experience related to building construction is a significant factor deter-
between
mining
7 and 35the validity
years of this study,
of experience andspecialty.
in their consultants selected
Each for this samplewas
engineer/specialist have between 7
interviewed
and 35 years
to clarify the of experience
reason behindingiving
their specialty. Each engineer/specialist
a certain grade for each criterion, to was interviewed
provide to
feedback
on their
clarify theopinion, to evaluate
reason behind thea response
giving or tofor
certain grade answer adequately
each criterion, and logically,
to provide andon
feedback to
guarantee
their opinion,no toconfusion
evaluate was there while
the response or tograding
answer the criteria. and
adequately Thelogically,
size of the
andsurveyed
to guar-
engineering
antee firms varied
no confusion fromwhile
was there 30 employees
grading the to 2500 employees
criteria. The sizethat usesurveyed
of the BIM. All engi-
other
firms that do not use this technology were excluded. Table 2 illustrates
neering firms varied from 30 employees to 2500 employees that use BIM. All other firms sample distribution
among
that do engineering
not use thisspecialties.
technology were excluded. Table 2 illustrates sample distribution
among engineering specialties.
 Buildings 2021, 11, x FOR PEER REVIEW 8 of 13
Buildings 2021, 11, 306 8 of 13

Table 2. Sample of engineers/specialists.

Table 2. Sample of engineers/specialists.
Architectural Structural BIM Quantity Safety MEP Tech.
Total
Architectural Structural BIM
Engineers QuantityCoordinators
Engineers Safety Surveyors
MEP Tech.
Engineers Engineers Managers
Total
Engineers Engineers Coordinators Surveyors Engineers Engineers Managers
31 16 31
8 1612 8 8 12 10 8 510 5 85 85

5.5.Results
Resultsand
andDiscussion
Discussion
The
Theresults
resultsare
arebased
basedon onthe
thequestionnaire
questionnaireresponses
responsesfromfromengineers/specialists
engineers/specialistswith with
the
therequired
requiredexpertise
expertiseand andinclude
includethetheeffect
effectofofBIM
BIMon oneach
eachlisted
listedcriterion.
criterion.TheTherationale
rationale
behind
behindthese
theseresults
resultswas
wasprovided
providedthrough
throughinterviews
interviewsand andthetheliterature
literaturereview.
review.Figure
Figure77
shows
showsthetheincreased
increased percentage
percentage on on
eacheach
contractor
contractorselection criterion
selection during
criterion the proposals’
during the pro-
evaluation when contractors
posals’ evaluation utilize BIM
when contractors technology.
utilize It is clear
BIM technology. It isthat implementation
clear that implementa- of
BIM positively influences the evaluation of the contractor implementing
tion of BIM positively influences the evaluation of the contractor implementing the same the same tech-
nology; the contractor
technology; couldcould
the contractor scorescore
moremore
in allinthe
allsurveyed
the surveyedselection criteria.
selection It ranges
criteria. in
It ranges
increased percentage from 2% to 25%. The highest increased percentage
in increased percentage from 2% to 25%. The highest increased percentage is allocated to is allocated to the
benefits that that
the benefits BIMBIM provides to the
provides toeffectiveness of the
the effectiveness of communication
the communication between contractors
between contrac-
and
torssubcontractors.
and subcontractors. The second
The secondhighest was was
highest allocated to the
allocated to ability of the
the ability contractor
of the to
contractor
conduct effective and accurate project cost control when utilizing
to conduct effective and accurate project cost control when utilizing the BIM during thethe BIM during the
construction
constructionphase.
phase.
Figure
Figure77illustrates
illustratesthe
theeffect
effectofofBIM
BIMon oneacheachtender
tenderselection
selectioncriterion.
criterion.TheTheresults
results
indicate that BIM has a strong effect on communication among project
indicate that BIM has a strong effect on communication among project participants, participants, main-
tenance and operation cost, project cost, project duration, ability of cost
maintenance and operation cost, project cost, project duration, ability of cost control, ac-control, accuracy
of cost estimation,
curacy and duration
of cost estimation, and of MEP construction.
duration According to
of MEP construction. the survey,
According toBIM would
the survey,
increase
BIM would increase communication with stakeholders by 25%; reduce maintenancecost
communication with stakeholders by 25%; reduce maintenance and operation and
by 9%; reduce
operation costthe
by project cost, the
9%; reduce time schedule
project cost,for theschedule
time project, and MEP
for the construction
project, and MEP by con-
8%;
and reduce project change orders by 10%. Conversely, BIM seems to have a minor impact
struction by 8%; and reduce project change orders by 10%. Conversely, BIM seems to have
(3% or less) on previous claims, governmental requirements, facility expected revenue, and
a minor impact (3% or less) on previous claims, governmental requirements, facility ex-
site safety.
pected revenue, and site safety.

Government requirements 3%

Previous claims and disputes 3%

Availability of Workforce and equipment 8%

Site accident and safety of workers 2%

12%
Ability of cost control
Accuracy of tender cost estimation 8%
3%
Facility expected revenue
8%
Maintenance and operation cost
Project construction duration (time… 5%

Project total cost 5%

10%
Project change order
25%
Communication between contractor and…
4%
Reduce amount of waste material
14%
Work stoppage related to coordination…
8%
Reduction of MEP construction time…

0% 5% 10% 15% 20% 25% 30%

Figure7.7.BIM
Figure BIMimpact
impacton
onsurvey
surveycriteria.
criteria.
 Buildings 2021, 11, 306 9 of 13
Buildings 2021, 11, x FOR PEER REVIEW 9 of 13

5.1.5.1. Interviews
Interviews Findings
Findings
(1) (1)Large
Large consulting
consulting firms
firms do do
notnot tend
tend to to
useuse BIM,
BIM, since
since more
more effortisisrequired
effort requiredtototrans-
transfer
information to BIM software compared to
fer information to BIM software compared to smaller firms.smaller firms.
(2) (2)In mega
In mega structures,
structures, consulting
consulting engineers
engineers andand designers
designers whowhohavehave little
little experience
experience
and background in BIM technology prefer to use traditional
and background in BIM technology prefer to use traditional strategies. They use strategies. They
BIMuse
BIM in specific areas of the project where there is a misty view
in specific areas of the project where there is a misty view of systems used, and the of systems used,
general contractor or subcontractor can ask for more detailed drawings and specifi-and
and the general contractor or subcontractor can ask for more detailed drawings
specifications
cations if the submittals
if the submittals do not
do not clarify theclarify the component.
component.
(3) There is considerable bias for consultants
(3) There is considerable bias for consultants who use BIM who usetoBIM to select
select contractors
contractors who
who ap-
apply BIM technology in their
ply BIM technology in their tender proposal.tender proposal.
(4) General contractors, represented by their technical offices and designers, prefer to use
(4) General contractors, represented by their technical offices and designers, prefer to
BIM in LOD 300 and above. It is not generally practical to use BIM for the schematic
use BIM in LOD 300 and above. It is not generally practical to use BIM for the sche-
and conceptual design stages; in these phases, designers require fast software that
matic and conceptual design stages; in these phases, designers require fast software
renders the project roughly, to illustrate the design concept.
that renders the project roughly, to illustrate the design concept.
5.2. Calculating Probability of Winning
5.2. Calculating Probability of Winning
After data collection through the literature review, questionnaires, and interviews
After
with data collection
experts, these data through the literature
are analyzed review,
to reflect the winningquestionnaires,
probability that andcan
interviews
be obtained
withthrough AHP to generate a probability-based model that is able to predict thebe
experts, these data are analyzed to reflect the winning probability that can ob-
winning
tained through AHP to generate a probability-based model that is able to predict
probability, regardless of the relative weights of selection criteria. After determining the the win-
ning probability,
experts’ opinionsregardless of the relative
on the impact of BIM weights of selection
on each criterion criteria.
in the After
survey, thedetermining
survey criteria
thewere
experts’ opinions on the impact of BIM on each criterion in the
matched to related tender selection criteria through a logical bond extracted survey, the surveyfrom
criteria were matched to related tender selection criteria through
the literature review. When a survey criterion had an impact on more than one a logical bond extracted
contractor
from the literature
selection review.
criterion, Whenmargin
the impact a surveywascriterion
dividedhad an impact
between them; onthen,
morethethan one con-
averages of all
tractor selection criterion, the impact margin was divided between them; then,
margins of impact from the questionnaire criteria to the selection criteria were calculated. the aver-
ages of results
The all margins of impact
represent from the questionnaire
the probability of winning the criteria to the selection criteria were
contract.
calculated. The results
Figures 8 and 9represent
shows that thethe
probability of winning the BIM
result of implementing contract.
on the Saudi case study
Figures
could 8 andthe
increase 9 shows
contract that the result
winning of implementing
probability BIM on
by up to 9.42% in the
the Saudi
case ofcase
CBS.study
could increase the contract winning probability by up to 9.42% in the case of CBS.

Figure 8. BIM impact on survey criteria calculation process.

Figure 8. BIM impact on survey criteria calculation process.
Buildings 2021, 11, 306 10 of 13
Buildings 2021, 11, x FOR PEER REVIEW 10 of 13

Quality Assurance 0%
1.90%
Safety Consciousness

10.25%
Equipment Repair and Maintenance
17.80%
Scheduling and Cost Control
24.90%
Management Capability
2.80%
Previous Claims and Disputes
3%
Equipment Availability and Resources
3%
Workforce Availability and Resources

Work Experience 0%
2.87%
Government Requirement
16.65%
Life Cycle and Maintenance Cost
20.70%
New Technologies
6%
Time of Construction
24.10%
Cost Offered

0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00%

Figure 9.
Figure 9. Impact
Impact of
of BIM
BIM on
on TSC.
TSC.

5.3. Validity of Results in Practice

As was previously mentioned, there are two scenarios of biddings—QBS and CBS.
In the case of QBS,
QBS, previous
previous results
results will
will be
be validated
validated withwith minor
minor margins
margins of of difference
difference
depending on the country; this will not be the case case in
in CBS,
CBS, inin which
which allall criteria
criteria other
other than
than
cost will lose their impact. Furthermore, as mentioned in the literature review, review, most public
most public
sectors
sectors in
in many
many countries
countries useuse cost
cost as
as aa sole
sole base
base of of selection.
selection. However,
However, when when itit comes
comes to to
the private sector, there are no available data that give the data of owners’
the private sector, there are no available data that give the data of owners’ tendency tendency towardto-
selection bases,bases,
ward selection but there
but is no doubt
there that they
is no doubt thathave
theyextended use and
have extended useawareness
and awarenessto select
to
contractors on bases
select contractors otherother
on bases than than
cost. cost.
Moreover,
Moreover, therethere
is high votes
is high in many
votes in many countries
countries to
encourage
to encourage private
privatesector to go
sector forfor
to go QBS.
QBS.
The
The main result of this paper is
main result of this paper is the
the property-based
property-based model, model, which
which is is able
able to
to predict
predict
BIM
BIM winning probability regardless of the relative weight, which can be applied in
winning probability regardless of the relative weight, which can be applied in any
any
country. Nonetheless, the Saudi case study shows that the feasibility
country. Nonetheless, the Saudi case study shows that the feasibility of BIM increasing of BIM increasing
the
the probability
probability ofof winning
winning would
would relyrely onon its
its impact
impact on on bid
bid price;
price; regarding
regarding this,
this, the
the core
core
increment margin of BIM winning probability in the case
increment margin of BIM winning probability in the case of CBS is 5.5%. of CBS is 5.5%.
Taking
Taking Saudi
Saudi Arabia
Arabia as as aa case
case study,
study, itit is
is difficult
difficult toto consider
consider aa 5.5%
5.5% rise
rise in
in winning
winning
probability as a good way to convince contractors to use BIM, especially if the owner does
probability as a good way to convince contractors to use BIM, especially if the owner does
not require it. Nonetheless, there should be a comparative study on the feasibility of using
not require it. Nonetheless, there should be a comparative study on the feasibility of using
BIM in light of these results, taking into consideration all of the initial and running costs
BIM in light of these results, taking into consideration all of the initial and running costs
of transferring to BIM technology, and the risk contractors may face to learn and become
of transferring to BIM technology, and the risk contractors may face to learn and become
professional enough to use it in all project phases. However, this percentage is applicable
professional enough to use it in all project phases. However, this percentage is applicable
when proposing for the public sector that may use CBS, not in the private sector that uses
when proposing for the public sector that may use CBS, not in the private sector that uses
Buildings 2021, 11, 306 11 of 13

QBS, which is based on relative weight which the owner may decide. In fact, in some
cases, where the priority is to finish the project on time to meet certain international events,
a higher weight will be loaded to the construction duration. In other words, it depends
more on bidding circumstances than where it was offered. This fact adds more validity to
the probability model generated in this study; it is able to predict winning regardless of
relative weight, which may vary depending on place, time, tender circumstances, or any
unpredictable factor.

6. Conclusions
This research sheds light on the impact of BIM in the tendering process from the
contractor’s perspective. It aims to investigate the effect of implementing BIM strategy on
the probability of winning the contract. The positive effect could encourage contractors to
implement BIM in bidding, even if it is not a requirement. One of the best ways to convince
contractors to use BIM is to present its ability to increase the probability of winning the
tender over another contractor who does not use BIM in their proposal. However, the
application of BIM in the tender could be more attractive for owners than contractors
because BIM implementation guarantees high construction quality, mitigates errors and
rework, and provides lifecycle cost reduction due to BIM’s advantages in the operation
and maintenance phases, etc.
This study uses a literature review, survey, and interviews with experts to develop
a probability-based model using AHP to identify the impact of BIM on tender winning
probability in various project delivery methods. The main aim of this paper is to generate a
probability-based model able to predict winning probability regardless of relative weight.
However, taking Saudi Arabia as a case study shows that implementing BIM strategy in the
bidding proposal has a positive impact on each tender selection criterion; it could increase
bid winning probability to 9.42% in the case of QBS and 5.5% in the case of CBS. Interviews
with experts revealed that BIM could have a tangible impact on certain tender selection
criteria, such as cost offered, facility life cycle and maintenance, management capability,
scheduling, and cost control.
However, there should be a comprehensive market study to evaluate the feasibility of
BIM use in light of these results, to know if it is worth going for BIM or not, especially if BIM
technology is not required. Moreover, consistent studies to highlight the advantages of BIM
technology for contractors is required; otherwise, extension of BIM using would be limited
to initiation of owners; the best way to encourage contractors toward BIM is to highlight
its financial feasibility. One way to do this is to show its impact on winning projects.

Author Contributions: Conceptualization, M.M. and A.E.; methodology, M.M. and A.E.; validation,
M.M. and A.E.; formal analysis M.M. and A.E.; investigation, M.M. and A.E.; resources M.M. and
A.E.; data curation, M.M. and A.E.; writing—original draft preparation, M.M.; writing—review and
editing, A.E. All authors have read and agreed to the published version of the manuscript.
Funding: This research received no external funding.
Institutional Review Board Statement: Not applicable.
Informed Consent Statement: Not applicable.
Data Availability Statement: The data presented in this study are available.
Conflicts of Interest: The authors declare no conflict of interest.

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