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| | Clients | Contractors |
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| Key stakeholders | Public clients (i.e., ministries of transport and infrastructure, regional and local authorities, semipublic corporations, public-private partnership corporations, etc.) that own and operate civil infrastructure objects as a part of local or regional transport and mobility systems | Industrial companies (i.e., construction firms, manufacturers, material and component suppliers, design and technical engineers, inspection and maintenance specialists, etc.) that develop, manufacture, install, and maintain the civil infrastructure objects and their components |
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| Main business agenda | Focus on the end-products as a whole (e.g., bridges, roads, and tunnels) and their contribution for an optimal functioning of transport network | Focus on the development and delivery of components and products with sustainable business cases for the companies and the market |
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| Implications of asset management | A shift from the ad hoc realization and maintenance of a particular civil infrastructure object towards a proactive strategy for the whole transport network, based on comprehensive monitoring and forecasting knowledge
Performance, especially in terms of the availability and accessibility of the civil infrastructure (for instance maximum traffic capacity and minimum disturbance due to construction and repair work), becomes the main priority | A civil infrastructure object (e.g., a bridge) is no longer developed and delivered for a client as a “one-off” project, but as a “purchase and customize order” that refers to the serial production process
The products are categorized in standard product families. A product family is developed based on parametric design and mass-customizable elements within a certain range of scale, function, capacity, modification possibilities, and so forth. Asset management comprises the most effective and efficient process throughout the product lifecycle |
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| Implications of value-/supply-chain integration | Value-chain integration based on an innovative collaboration with the industry through an integrated project delivery strategy using performance-based procurement | Supply-chain integration by establishing comakerships or long-term partnerships with industrial partners within the development and supply-chain of certain products |
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