Cue construction 4.0

Cue construction
4.0: Make-or-
break time
An in-depth look at technology adoption in
Canada’s construction industry
Foreword
The past few years have been, to say the least, challenging for the construction industry.
The pandemic, supply chain disruptions, labour shortages, tools and applications to help them gain efficiencies and
and the surge in material costs disrupted lives and reduce costs in their back-office functions.
business activity. In response to these challenges, many
Yet, the industry has a way to go before it truly unlocks the
construction companies came to realize that investments in
value of digital innovation, according to our recent survey
technology were needed to improve productivity, workflow
inefficiencies, and worker safety.
findings. Only 13 percent of respondents feel that their
company has realized full integration across their value chain Tom Rothfischer
When KPMG in Canada fielded its 2020 Construction from supplier to customer, and 59 percent feel they are Partner – Toronto
Industry Digital Maturity survey in the early days of partially integrated. Building, Construction &
COVID-19, the industry didn’t expect the pandemic to Real Estate Lead
On what we call “work front” technologies – like robotics,
spur new investment in technology. Fewer than six in 10 trothfischer@kpmg.ca
digital twins, demand-driven supply chain management –
companies (57 percent) said COVID-19 would have no or
that will drive sustainability, productivity, and worker safety
little impact on their technology spending. However, the
at the project level, our research reveals much more work
impacts arising from the pandemic served as a catalyst for
and investment will be necessary.
investment. According to new KPMG research, two thirds
of construction companies say the pandemic prompted Progress is being made.
them to make “moderate” to “great or considerable” new
investments in technology. With nearly three-quarters of More than eight in 10 companies believe that disruptive
respondents (73 percent) saying Canada’s construction technologies can generate savings and efficiencies
industry lags other countries in digital-technology adoption, and make them more competitive. The decisions that
most organizations today feel they must adapt their digital
strategy to succeed in the new market landscape.
construction companies make today have never been
more important for they will determine how well their
Jordan Thomson, P.Eng.
organizations will be able to weather the unexpected and Senior Manager – Toronto
Owners, contractors, and designers have largely invested in seize the coming opportunities. Global Infrastructure Advisory
what we call “table stakes” technology, or must-have digital jordanthomson@kpmg.ca
© 2023 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Cue construction 4.0: Make-or-break time | 2
Table of contents
04 About the KPMG 2023 construction
industry digital maturity survey 08 Technology adoption:
What’s in your toolkit? 17 Cyber risk management
10 Big data
05 Current digital landscape

11 Demand-driven supply chain
12 Building Information Modelling (BIM) &

Digital twins
18 Getting the right people at the table
06 19
13 Robotics and automation
Industry outlook Next steps / Can you afford to wait?
13 Blockchain and smart contracts
14 Internet of things sensors
07 Hitting the labour wall

15 Technology plans: Next three years
16 Bringing it altogether: The connected site 20 How we can help
About the KPMG 2023 construction
industry digital maturity survey
KPMG in Canada in collaboration with the Canadian Construction Association (CCA) surveyed construction companies across Canada
in 2020 and presented a Digital Maturity Assessment Tool to help advance the industry’s digital transformation.
In 2023, KPMG relaunched an updated version of the survey, All sectors are represented: industrial, commercial, $1 billion and $2 billion; and the remaining 3 percent reported
interviewing 275 Canadian companies to gauge the progress residential (multi-dwelling/multi-unit/condominiums, etc.), revenue of more than $2 billion.
that the industry has made in adopting new technologies institutional, and civil. The survey also encompassed small-,
Respondents are from across Canada: 41 percent are
and transforming the way their organizations operate1. medium-, and large-sized companies. By annual gross
domiciled in Ontario, 17 percent in Alberta, 13 percent
revenue, 44 percent of the companies have annual gross
Unlike the 2020 survey for which KPMG interviewed in Québec, 11 percent in British Columbia, 11 percent
revenue of less than $20 million; 11 percent have between
contractors only, the 2023 survey respondents include: in Atlantic Canada, and 7 percent in Saskatchewan and
$20 million and $50 million; 16 percent have between
general contractors (38 percent), owners (28 percent), Manitoba.
$50 million and $249 million; 16 percent have between
suppliers (13 percent), subcontractors (11 percent) and
$250 million and $1 billion; 11 percent have between
consultants, such as engineers or architects (11 percent).
Note: Some figures may not add up to 100 percent due to rounding.
1
KPMG in Canada used the Methodify online research platform owned by Sago, a leading global data collection and research services company, to interview 250 Canadian construction
companies from February 6 to March 17, 2023, on their Asking Canadians B2B panel. An additional 25 companies were surveyed by KPMG from November 2022 through March 2023.
Current digital landscape
When KPMG conducted its 2020 survey, digital and technological maturity in the construction
industry was “fairly low”.
The 2023 survey reveals the industry has made headway but more needs to be done. COVID-19 hastened their digital journeys:
Over two thirds (67 percent) of respondents say the pandemic spurred new investment in, or assessment of, new technologies
for their business. Of the 67 percent, nearly a third (32 percent) say the pandemic influenced them to a “great” and “considerable”
extent, while 35 percent say it had influenced them to “a moderate extent”.
Compared to 2020, they are now shifting more investment dollars into technologies to support project management, project
execution, and bid development.
Investing in new technologies:
12% 13% Great extent

17% 16%
Considerable extent
31% 35%
Moderate extent
35% 37%
Little extent
40% 38%
32% 30%
7% 11% 10% 8%
Corporate operations Project Project Bid
& back office management execution development
Industry outlook
The industry has tremendous growth potential across the industrial, commercial, institutional, and civil construction sectors in part
fuelled by housing demand, needed maintenance and repairs, government investments, and the transition to the green economy.
In Ontario alone, where the construction industry contributes they represent the first link in the construction value chain. Their
7.7 percent to the provincial economy, construction projects optimism suggests continued investment in projects will flow to
in public transportation, nuclear refurbishment, and other
infrastructure and institutional projects will contribute to the
the rest of the industry.
In the near term, the construction industry is buckling in for a

Owners and suppliers have
growth in non-residential construction, according to StatsCan.
However, the industry is divided in its outlook for the next

five years despite the anticipated need for infrastructure asset
possible recession. Over two-thirds (67 percent) of construction
companies expect an economic downturn in the next 12
months, with a nearly 50-50 split in expectations on whether it
a more optimistic view of
replacement and repair, renewable energy projects, and new
residential housing.
will be shallow or deep.
Just over half (54 percent) believe the downturn will be mild
the future than general
While 42 percent of respondents are significantly or somewhat
more optimistic about the sector’s five-year outlook, a third
are significantly or somewhat more pessimistic and a quarter
and short-lived, lasting one or two quarters at most. Forty-six
percent anticipate a more prolonged recession. contractors, subcontractors,
are neutral. Owners and suppliers have a more optimistic view
of the future than general contractors, subcontractors, and
Either way, the prospect of a recession has not deterred their
digital transformation plans. and consultants (architects,
consultants (architects, engineers, etc.) Nearly half of owners Nearly seven in 10 respondents (69 percent) who expect
(49 percent) and two thirds of suppliers (66 percent) have a
significantly or somewhat optimistic five-year industry outlook,
a recession are currently either accelerating their digital
transformation strategies (60 percent) or staying the course on
engineers, etc.)
compared to only 37 percent of general contractors, 29 percent their digitalization timetables (40 percent). Fewer than a third
of subcontractors, and 31 percent of engineers, architects, etc. (31 percent) are pausing or reprioritizing their digital plans largely
The high level of optimism with owners is important to note, as to cut their operating expenses and alleviate economic stresses.
Hitting the labour wall
The construction industry must find a way to do more with less.
The pandemic hastened the industry’s impending retirement prefabrication, modularization and innovative new tools and
crisis, prompting older workers to retire early and contributing machinery to improve their efficiency and address the labour
to a tightening in the labour market. As many as 62,000 jobs
nationwide currently need to be filled, estimates the CCA, and
shortage. Nearly nine in 10 (89 percent) agree that “better
project management tools, that is, analytics, building information
In Québec, 94 percent are
approximately 156,000 workers are expected to retire by 2028, modelling (BIM), digital twins, etc. make labour more effective
according to BuildForce Canada2.
As it stands today, the industry can’t keep up with today’s

and help address shortages”.
The KPMG poll also finds that 91 percent of construction

also struggling to bid on new
labour force requirements. Nine in 10 companies said that they
are currently experiencing a labour shortage. That jumps to
companies across Canada believe the education system needs
to be “much more flexible” to allow young people to pursue the
work and/or their projects are
94 percent in Québec. Almost as many – 86 percent nationally – trades. In Québec, that figure jumps sharply to 97 percent.
say that the labour crunch is impacting their ability to bid on
projects and/or meet project deadlines. In Québec, 94 percent
The industry realizes that it’s not attracting the talent it needs
and it can’t entirely rely on immigration to fill the gap. While
behind schedule. As many as
90 percent of B.C. construction
are also struggling to bid on new work and/or their projects are
education is one lever, technology is another. In the world of
behind schedule. As many as 90 percent of B.C. construction
modern construction, technology can help to attract young
companies say their projects are also being impacted.
workers who have grown up in a digitally interconnected
Technology offers ways for companies to weather the scarcity
of labour. Eighty-six percent of the companies surveyed – and
technological world and want to make an impact in the greening
of industry.
companies say their projects
again 94 percent in Québec – say that they are considering
are also being impacted.
2
Build Force Canada, Construction and Maintenance Looking Forward: An Assessment of Construction Labour Markets from 2022 to 2027
Technology adoption:
What’s in your toolkit?
The construction companies surveyed by KPMG intend to invest significantly in
technology and digital transformation.
Anticipated tech and digital transformation spend as a percentage of their annual corporate operating budget:
of respondents anticipate investing 6-10 percent

33%
will spend 11-20 percent
32%
will invest up to 5 percent
20%
anticipate spending 21-50 percent
13%
will spend more than 50 percent
1%
Where are construction companies putting their digital investment dollars?
Technology Adoption: 2020 to Today3
144%
Demand
driven
Adoption increase
supply chain
108%
Blockchain
& smart
contracts 80% 78%
Additive
manufacturing
BIM & digital
twin
63%
Robotics
Adoption decrease
-13% -17%
Cybersecurity
Cloud
storage and
computing
3
Showing contractors only
Big data
You can’t digitally transform your organization without a
fundamental data transformation. In an industry run on slim
profit margins, companies that have a better handle on their
14 percent say it hasn’t significantly impacted their organization
at all. This begs the question as to the quality of the data that’s
collected and fed into AI applications, and whether big data has
Just 36 percent say their
data and can trust its veracity and quality will stand a far greater
chance of delivering projects on or ahead of time, on or below
budget, and delivering superior returns compared to their
in fact been truly understood or implemented.
Only 42 percent of respondents have designed and

corporate functions and
competitors.
Big data can reduce project costs and timelines, identify

implemented cloud computing to connect data sources and
share information across project teams, and 42 percent say their
organization’s systems and processes are integrated to a “great
internal departments share
safety issues and material wastage, improve sustainability, and
increase efficiency. Globally, many construction companies
are using real-time, cloud-powered analytics of large and
or considerable extent”. Just 36 percent say their corporate
functions and internal departments share data effectively and
as many as, six in 10 (61 percent) acknowledge that they are
data effectively and as many
unstructured datasets. Through predictive analytics, machine
learning (ML) and artificial intelligence (AI), companies are better
able to analyze historical material, time, personnel spend, and
experiencing “significant issues” with data siloing.
Less than half (45 percent) say they are using “data analytics
as, six in 10 (61 percent)
evaluate a project’s risk profile to help them decide if a project is
worth bidding on, its cost and contingencies.
effectively to make business decisions” and another 29 percent
leverage data analytics to a “moderate extent”. Fewer than
half (only 44 percent) use online document management or
acknowledge that they are
Big data has made a “great or considerable” positive impact for
40 percent of the companies currently using it.
data repository tools with their clients and project teams to a
“great or considerable extent.” About a third (34 percent) are
using ML and automation “to a great or considerable extent”
experiencing “significant
However, 46 percent say the extent to which it’s impacted their
organization has been moderate or slight and the remaining
on administration-type processes.
issues” with data siloing.
Demand-driven supply chain
Demand-driven supply chain (DDSC) integrates links along the supply chain to anticipate demand and enable faster and more
cost-effective delivery of materials and services. It requires visibility and transparency in the supply chain. While DDSC has been
leveraged for years in the manufacturing industry, the pandemic highlighted the importance of active supply chain management
in the construction sector.
Investments in new technologies intersect with DDSC to enhance supply chain management accuracy and effectiveness:
Blockchain & Smart Contracts
Big Data & Data Analytics BIM & Digital Twin
Effective
DDSC
Intelligent Automation /
Internet of Things
Machine Learning
Building Information Modelling (BIM) &
Digital twins
BIM uses 3D modelling to digitally render construction designs and analyze
construction phases and site logistics, increasing both efficiency and productivity
by providing a central repository for project data, providing critical project data
spanning design criteria, materials, construction, cost, and warranty and operation
documentation.
About a third (34 percent) say they are experienced “to a great or considerable
extent” with BIM and digital twin technologies and their application in project
delivery while 28 percent are experienced to a “moderate extent”.
Robotics and automation
When asked the extent to which they are using robotics – like drones, exoskeletons, collaborative robotics, etc. – nearly a
third of companies (32 percent) say to a “great or considerable extent”, and a quarter (25 percent) to “a moderate extent”.
Sixteen percent are using them “a little” and 28 percent aren’t using robotics at all.
While the survey shows an increasing focus on robotics and automation, we believe that companies are primarily investing
in lower-cost technology, like drones. Further, most respondents (63 percent) have an expected payback time of less
than three years for their technological investments, which is a shorter timeframe than when companies were surveyed
three years ago.
Based on the survey findings, the key business case for robotics is worker health and safety followed by schedule efficiency
and productivity. This is aligned with the manufacturing sector, where automotive companies have already invested in tools
like exoskeletons to improve workplace safety.
Blockchain and smart contracts

Almost six in 10 companies plan to introduce or are in discussions to implement smart contracts built on blockchain
technology, finds the research.
The objective is to improve transparency, accountability, and traceability. It’s a single source of truth covering all aspects of a
construction project, and as such, can also deter fraud by eliminating suspicious and duplicate transactions. Information on
purchased materials can be visible on the blockchain, including production and quality certificates.
Internet of things sensors
Canadian construction companies have various reasons for investing in wearables and Internet of things (IoT) sensors, including to
improve productivity, planning, and estimating, sustainability or health and safety.
The survey finds that only 56 percent have invested to a “great or considerable extent” (34 percent) and to “a moderate extent”
(22 percent). Twenty percent have invested “a little” and a quarter have not invested at all.
General Consultants (architects,

Wearables & IoT sensors Total contractors Subcontractors Suppliers Owners designers, engineers)
Productivity 9% 10% 16% 9% 8% 7%
Quality 13% 13% 10% 9% 17% 10%
Scheduling efficiency 11% 14% 3% 3% 13% 10%
Health & safety 16% 17% 13% 23% 18% –
Sustainability 12% 13% 3% 23% 13% 7%
Planning & estimating 9% 5% 3% 20% 7% 21%
Market differentiation 3% 4% 3% – 4% 3%
Do not use 27% 25% 48% 14% 20% 41%
IoT sensors are immensely valuable on construction sites to detect and mitigate risks like water pipes freezing and potentially
bursting in the winter. IoT sensors can cover a broad array of attributes including water, temperature, air quality and particulate
counts to fire risks, the structural integrity of a building, monitoring proper curing and quality of concrete and more.
Accordingly, IoT sensors offer an interesting value proposition to insurance companies which can use sensors to better understand
and mitigate risk by requesting that construction companies deploy IoT technology to detect, mitigate and control risks and thereby
reducing project risk, insurance claims and litigation.
Technology plans: Next three years
The industry will undergo significant transformation over the next three years.
Already Implemented Planned or In

Technology 2023 Discussion Not Planned
Table Stakes
Intelligent Automation / Machine Learning 21% 62% 17%
Internet of Things 20% 61% 19%
Cloud Storage & Computing 34% 55% 12%
Big Data & Data Analytics 26% 57% 17%
Cybersecurity 38% 49% 14%
Differentiating
Demand-driven Supply Chain 20% 60% 20%
Blockchain & Smart Contracts 15% 59% 26%
Additive Manufacturing 18% 58% 24%
BIM & Digital Twin 16% 58% 25%
Robotics 17% 55% 28%
Bringing it altogether: The connected site
Projects create an enormous amount of valuable information.
BIM and digital twin technology provide the ability to combine and integrate technology across the project team to develop a unified data model which will be what
defines the construction landscape in the 21st century. We call it the “Connected Site.”
Environmental
management
Communication
Quality
Site implementation management
Construction Site
management management
Survey
engineering Doc sharing
Sustainable
power utilization
Schedule
Site
digitization PMO
Project estimation
BIM/Digital twin
Smart
infrastructure
Cyber risk management
Technology and digital connectivity – with all their benefits – come with risks. Percentage of companies that are
concerned about privacy breaches
From ransomware to spear phishing and distributed denial of records, architectural and engineering designs, intellectual property
and potential risks:
service (DDoS) attacks, cyberattacks in Canada are on the rise. data, or confidential or sensitive project information, or to gain
No industry is immune. control of critical infrastructure.
Yet, fewer than four in 10 companies (38 percent) have implemented Cyber breaches can result in both financial and reputational loss
45% 16%
cybersecurity tools and technologies, finds KPMG’s survey. Only and could jeopardize work on future projects.
about a third (32 percent) have definitive plans to implement
While three quarters (76 percent) are greatly, considerably, or
cybersecurity technologies over the next three years and moderately concerned about privacy breaches and potential risks
17 percent have put it on the table for discussion to implement. associated with private data, over half (54 percent) acknowledged
The remaining 13 percent admit they have no plans to implement that they have not fully considered the risks of using digital
cybersecurity tools. No wonder then that over half (56 percent) of technologies nor quantified the financial risks. a great or a little extent
those surveyed aren’t confident that their IT world is secure.
Cybersecurity starts with awareness and identification, considerable extent
Six in 10 companies (62 percent) also acknowledge their “flow- assessment, prevention and defence, and response.
down” cyber compliance requirements or specifications to their
suppliers could be clearer or better articulated. Increasingly, cybersecurity-related provisions are being included in
construction projects and tailored to specific project needs and risks.
As companies leverage technologies – such as robotics to assist
in builds, drones to monitor worksites, and sensors and connected
devices to operate smart buildings – they generate, collect,
and store vast quantities of data. Cybercriminals are looking for
Do the terms of your supply and construction contracts cover cyber
risks, provide early warning regimes, indemnification, or restrict
the storage of data? Are there measures stipulating that sensitive
information be destroyed or returned when the contract ends?
31% 8%
vulnerabilities or ways in to steal personnel, account or financial Are security frameworks, testing and audit procedures in place?
a moderate extent not at all
Getting the right people
at the table
Are construction companies investing in the right technologies? Who makes the investment
decisions? How supportive of technology use are your project teams and skilled trades? How
well is change management being communicated throughout the organization? The primary decision makers
The unwillingness to change established ways of working is
typically the biggest barrier for wider adoption of technology.
Department heads – those closest to identifying the
organization’s needs and limitations – will need to play a
for tech investments are
CEOs (32 percent), CFOs
This is particularly true in the construction industry. Between larger role in guiding their organization’s digital maturity. They
2015 and 2019, labour productivity in the Canadian construction will also need to review their workforce capabilities. Forty-
industry fell 2.2 percentage points (pp) below the economy four percent of companies say that digital transformation will
standard to 11.2 pp, while capital productivity hovered between
0.7 pp and 3.9 pp below the standard, according to the
Brookfield Institute.4 The U.K. example is even more stark. U.K.
require hiring new talent within their organization to a “great”
and “considerable” extent and another 33 percent say it will
require hiring new talent to a “moderate” extent. Are there
(11 percent), department
productivity fell 7 percent between 1997 and 2021 as other
industries leapt ahead. By comparison, productivity in the U.K.
manufacturing sector, for example, increased 126 percent over
opportunities to reskill or upskill employees on various
technologies? How effectively is your organization recruiting
data scientists and technologists?
heads (23 percent), or
the same 24-year period.
A successful digital strategy starts with board and executive

On the upside, there’s excitement in the air over change.
Approximately eight in 10 companies say their project
the board of directors
sponsorship. But only 44 percent of the companies surveyed
say that top management assigns a “great” or “considerable”
significance to digital transformation.
teams, workforce, and back-office teams are considerably
or moderately “excited about and supportive of new
technologies”.
(13 percent), the survey finds .
4
4
Laying Foundations: Technological Maturity in Canada’s Construction Sector”, The Brookfield Institute for Innovation + Entrepreneurship
Next steps / Can you afford
to wait?
In our 2020 report, we posed the question, ‘Can you afford to wait?’ The ensuing three years
proved that companies can’t afford to wait. The industry now recognizes that they must
modernize or be left behind. The next three to five years could well be a ‘make or break’ time
frame for many companies.
Develop enterprise-wide strategy and track progress Attract and retain talent
A strategy can help set goals to build digital capabilities and Include skills development, transition support, clear
allocate required funding within specified timelines. communications, and success measures
Identify business outcomes Partner with trusted advisers

Technology must be intrinsically linked to the business’s Embarking a technology transformation can be daunting and
overall objectives. pose significant risks. The industry will need to partner with
trusted advisors who are able to combine technical insights
Build motivation and change management plan and expertise with construction industry-specific experience to
The workforce needs to buy in to change. provide tailored solutions that address the industry’s key issues.
How we can help
KPMG understands the industry at a global, national, and
local level. We combine global insights with hands-on
experience to help mitigate risk and position organizations for
growth opportunities. With our cross-functional capabilities
and breadth of services, KPMG can help you master new
technologies, drive digital innovation, gain insights from
your operational data, and stay on top of regulatory changes,
including ESG.
CCA has been a vocal advocate for accelerating the adoption

of innovation in the industry and modernizing procurement
strategies to encourage innovation, promote long-term value
and sustainability, and support shared risk. From analytics to
drones, robotics, 3D printing, BIM, and IoT, digital technology
leads to improved productivity, safety, and decision-making
on projects.
Contact
Tom Rothfischer Jordan Thomson Mary Van Buren
National Industry Leader, Building, National Sector Leader, Building & President,
Construction & Real Estate Construction Canadian Construction Association
KPMG in Canada KPMG in Canada 613-236-9455 ext. 101
416-777-8569 416-228-4320 mvanburen@cca-acc.com
trothfischer@kpmg.ca jordanthomson@kpmg.ca
kpmg.com/ca
The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although
we endeavour to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received
or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough
examination of the particular situation.
© 2023 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated
with KPMG International Limited, a private English company limited by guarantee. All rights reserved. The KPMG name and logo are trademarks used
under license by the independent member firms of the KPMG global organization. 21709

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Cue construction

05 Current digital landscape

12 Building Information Modelling (BIM) &

14 Internet of things sensors

07 Hitting the labour wall

16 Bringing it altogether: The connected site 20 How we can help

Investing in new technologies:

12% 13% Great extent

In the near term, the construction industry is buckling in for a

However, the industry is divided in its outlook for the next

As it stands today, the industry can’t keep up with today’s

The KPMG poll also finds that 91 percent of construction

of respondents anticipate investing 6-10 percent

Technology Adoption: 2020 to Today3

Only 42 percent of respondents have designed and

Big data can reduce project costs and timelines, identify

Blockchain & Smart Contracts

Big Data & Data Analytics BIM & Digital Twin

Blockchain and smart contracts

General Consultants (architects,

Productivity 9% 10% 16% 9% 8% 7%

Quality 13% 13% 10% 9% 17% 10%

Scheduling efficiency 11% 14% 3% 3% 13% 10%

Health & safety 16% 17% 13% 23% 18% –

Sustainability 12% 13% 3% 23% 13% 7%

Planning & estimating 9% 5% 3% 20% 7% 21%

Do not use 27% 25% 48% 14% 20% 41%

Already Implemented Planned or In

Intelligent Automation / Machine Learning 21% 62% 17%

Internet of Things 20% 61% 19%

Cloud Storage & Computing 34% 55% 12%

Big Data & Data Analytics 26% 57% 17%

Cybersecurity 38% 49% 14%

Demand-driven Supply Chain 20% 60% 20%

Blockchain & Smart Contracts 15% 59% 26%

Additive Manufacturing 18% 58% 24%

BIM & Digital Twin 16% 58% 25%

Robotics 17% 55% 28%

A successful digital strategy starts with board and executive

Identify business outcomes Partner with trusted advisers

CCA has been a vocal advocate for accelerating the adoption

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