• Korean Journal of Construction Engineering and Management
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• v.13 no.6
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• pp.45-53
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• 2012

Recently, with achieved US$ 500 Billion international cumulative construction order, the Korean government presented overseas construction industry visions for international orders of US$ 100 Billion and entering the top five countries in global construction market. Also, Korean companies are developing strategies for expansion of international markets. However, ODA loan projects are low risk for the Korea Construction companies trying to advance their overseas business. This study provides data-based advice on securing competence for Korean construction companies entering the global market through the ODA loan projects. To analysis construction firm's competitiveness for ODA loan project, FGD was utilized and BSA model was applied to the valuable analysis. Competencies highly assessed were construction quality control, relationship building through high-level diplomatic activities, and project management. Competencies requiring urgent improvement were handling risks of local countries, financing projects, and developing know-how within participating companies.

• Korean Journal of Construction Engineering and Management
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• v.14 no.5
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• pp.84-91
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• 2013

In 2012, Korean overseas construction market has achieved 64.9 billion dollars of contract order and its amount has increased since the mid 2000's. However, importance of qualitative growth based on profitability as well as quantitative growth is also emphasized. This study analyzed overseas plant project's subcontract process management which is closely related to cost management as one of the qualitative growth methods. In order to select major subcontract processes, extensive literature review and focus group interview(FGI) were implemented and then professionals with years of experience in the overseas plant projects were participated in the questionnaire survey. The collected data were analyzed by Benefit-Structure Analysis(BSA) model. The findings of this study include: (1) the seven and six subcontract processes are positioned in the area of importance control factor and in the area of maintenance/control factor, respectively; (2) administration capability attainment is needed for the six subcontract processes in the area of importance control factor and sustainable management system is required for the processes in the maintenance/control factor area. The further research will identify key subcontract processes to be managed for overseas plant projects by Korean EPC contractors based on the findings of this research.