** ࠺ǎݡ⦺Ʊ Õᖅ⪹ĞŖ⦺ŝ ᕾᔍŝᱶ ([email protected])
Received January 31, 2013/ revised February 19, 2013/ accepted March 4, 2013
Copyright ⵑ 2013 by the Korean Society of Civil Engineers
This is an Open Access article distributed under the terms of the Creative Commons Attribution Non-Commercial License (http://creativecommons.org/licenses/by-nc/3.0)
ǣǣȀȀǤǤȀͳͲǤͳʹͷʹȀ ǤʹͲͳ͵Ǥ͵͵ǤǤʹͷʹͻ
Ǥ ǤǤ
ጫᙲ#ሲ⛢♮⮃#㬲ⰶ#⾂㍚ⴂ#Ⳃ㬚#㬳⢪⮫ᶇ#ᦂ㍚#
- ⛢ኂ#/ ⢚ኳ#⮫ᶇ#ⴲἺ#⻏⢪⳺Ḛ#-
ঃ࣐ ȵण
Kim, Sang-Bum*, Kim, Yong-Bi**
A Study on Core Competencies to increase Global Competitiveness for the Korean Construction Industry - Focusing on Discrepancies Between Construction and Design Competencies -
ABSTRACT
The Korean construction industry has led the miraculous economic boost of Korea by providing solid domestic infrastructures such as highway, roads, and airports. It also played a critical role in global construction market and eaned more than 500 billions dollars in terms of their accumulated international orders. However, domestic construction market has significantly decreased in recent years due to the domestic political environments and global economic crisis. Therefore, the importance of international construction market cannot be more emphasized to the Korean construction market in order for the sustainable growth. There has been, however, little research in the area of identifying required competency elements for the Korean construction industry to stay successful in the global market. The main purpose of this study is to identify elements of core competency to increase global competitiveness for Korean construction industry. Core global construction competency elements were derived from the internal and external environmental analyses along with the extensive literature review, expert interviews and a survey. This study utilized the Importance-Performance Analysis (IPA) and a gap analysis in providing insights on the status competitiveness of the Korean construction industry in terms of required global core competency elements. The analysis shows that project management and financial management are the main areas for improvements required to engineering contractors while construction contractors need to take a more balanced approach among technical, project management, and financial management in order to increase their global competencies.
Key words : Global construction, Core competency, Importance-performance analysis, Gap analysis
Ⅹಾ
ǎԕÕᖅၰᨵḡܩᨕยᔑᨦᮡǎԕSOC ᩩᔑ᮹qᗭ, ᅖḡᨱݡ⦽šᝍ᮹᷾a, Õᖅᔑᨦᨱݡ⦽ǎၝᱢ⦝ಽࠥaᔢ⧉ᨱฯᮡᨕಅ ᬡᮥċŁᯩ۵ᔢ⫊ᯕ݅. ၹ໕, IMF ᭥ʑෝᱥ⬥ಽᵝ∅⦹ᩡÕᖅᔑᨦ᮹⧕ḥ⇽ᮡ٥ᱢᙹᵝᧂ5000ᨖᇩᮥݍᖒ⦹۵ť༊⧁อ⦽⩶ᱢ ᯙᖒᰆᮥᯕᨩ݅. ᯕ్⦽ᨕಅᬕǎԕᰆᔢ⫊ŝᔢݡᱢ⧕ᰆ᮹⪽⫊ᮝಽᯙ⦹ᩍฯᮡÕᖅšಉᨦℕॅᮡ⧕ḥ⇽ᮥ᭥⦽ᇡ݉⦽י ಆᮥʑᬙᯕŁᯩ݅. ⧕Õᖅᰆᮡ⩶ᱢᯙᖒᰆᨱࠥᇩǍ⦹Ł, ݡʑᨦ᭥ᵝ᮹ḥ⇽, Ŗ/ᨵḡܩᨕย᮹ᇩɁ⩶, ॒ᩍ్aḡྙᱽᱱᮥaḡ Łᯩ݅. ᅙᩑǍᨱᕽ۵ᯕ్⦽⧕Õᖅḥ⇽ᮥ᭥⦽ྙᱽᱱᮥ⧕đ⦹ʑ᭥⧕⧕ḥ⇽ᨱ⦥⦽ᝅḩᱢᯙᩎపv⪵ݡᦩ᮹ࠥ⇽ᮥࠥ⦹ᩡᮝ ໑, ✚⯩Ŗ/ᨵḡܩᨕยe᮹Ǎᩎప₉ᯕ᮹ᇥᕾᮥࠥ⦹ᩡ݅. ᅙᩑǍ᮹༊ᱢᮡǎԕ읆Ñᱢ읆ၙᱢ⩥⫊ᇥᕾၰྙ⨭᳑ᔍෝ☖⧕⧕
ḥ⇽ᮥ᭥⦽⧖ᝍᩎపᮥࠥ⇽⦹۵ߑᯩ݅. ੱ⦽, ࠥ⇽ࡽ⧖ᝍᩎపᮥᝅྕᯱᵲᝍ᮹ᖅྙᮥʑၹᮝಽᩎపᄥᵲࠥ᪡⩥ᰍᅕᮁᩎప᮹ᱶࠥ
֨ėěν
ෝ❭ᦦ⦹۵IPA ᇥᕾၰGAPᇥᕾᮥ☖⦹ᩍ⧕ḥ⇽⧖ᝍᩎపᗭᨱݡ⦽ᝍ⊖ᱢᇥᕾᮥࠥ⦹ᩡ݅. ᝅྕᯱᖅྙᇥᕾđŝᬑᖁv⪵ᩎప
ᇡᇥᨱᕽ۵Ŗᇥ᪡ᨵḡܩᨕยᇥ۵əᬑᖁᙽ᭥᮹₉ᯕ۵᳕ᰍ⦹ӹ, ⦥⦽⧕ḥ⇽ᩎప᮹᳦ඹӹᝅŝᱽᨱᯩᨕᕽ᮹⪶ᩑ⦽₉ᯕ
ෝᅕᯕḡᦫŁᯩᮝ໑ᯕ۵⧕ᰆᨱᕽᨵḡܩᨕยŝŖᔍ᮹ᨦྕჵ᭥aᱱᱱմᨕḡŁᯩ݅۵᮹ၙಽ⧕ᕾࡽ݅. ⦹ḡอᵲᰆʑᱢᩎపv
⪵ᇡᇥᨱᕽ۵ᨵḡܩᨕยᇥ۵ᯱɩ᳑ݍၰᔍᨦšญᩢᩎᨱḲᵲࡹ۵༉ᮥᅕᩍᵝᨩŁ, Ŗᇥʑ᳕ʑᚁᇥᨱᕽ┩⦝⧁ᙹᯩ۵ᩎ పᮥv⪵⧁⦥aᯩ۵äᮝಽᇥᕾࡹᨩ݅. ᯕ۵ɡಽჭ⧕Õᖅᰆᨱᕽ᮹ᖅĥ/Ŗ᮹ᨦᩎe᮹☖⧊⪵ᬡḢᯥᮥၹ᷾⦽݅Ł⇵ᱶ⧁ᙹ
ᯩᮥäᯕ݅.
áᔪᨕ ⧕Õᖅ, ⧖ᝍᩎప, IPA, GAP ᇥᕾ
Fig. 1. 20102012 Top 50 International Contractors (Source : ENR, 2010~2012)
Fig. 2. 20102012 Top 50 International Design Firms (Source :
ENR, 2010~2012) Fig. 3. Research Process
1. ᕽು
1.1 ֜ଭࢼլࢫࡧୡ
ǎԕÕᖅၰᨵḡܩᨕยᔑᨦᮡǎԕSOC ᩩᔑ᮹qᗭ, ᅖḡᨱ
ݡ⦽ šᝍ᮹ ᷾a, Õᖅᔑᨦᨱ ݡ⦽ ǎၝᱢ ⦝ಽࠥa ᔢ⧉ᨱ
ฯᮡᨕಅᬡᮥċŁᯩ۵ᔢ⫊ᯕ݅. ᯕ్⦽ᨕಅᬕǎԕᰆᔢ
⫊ŝ ݡእࡽᔢݡᱢ ⧕ ᰆ᮹⪽⫊ᨱ ⯹᯦ᨕ ฯᮡᨦℕॅᯕ
⧕ಽḥ⇽⦹Łᯱיಆ⦹Łᯩ݅. ⦹ḡอENR 200ݡᖙĥᨵḡܩ ᨕยʑᨦᝅᱢᨱ໕ǎԕᨵḡܩᨕยʑᨦ᮹ᖙĥᰆๅ⇽
ᱱᮁᮉᮡ`10֥0.8%ᨱᕽ`11֥1.2%ಽᗭ⡎᷾a⦹ᩡᮝӹᩍᱥ
⯩ᯝᅙ·ᵲǎᨦℕᨱእ⧕ᕽࠥԏᮡᱱᮁᮉᮥᅕᯕŁᯩ݅. ੱ⦽
ḡӽ65֥⧕Õᖅᰆᨱḥ⇽⦽ᯕ௹⩥ᰍʭḡᵲᗭʑᨦᮡⅾ
ᙹᵝÕᙹ8,638Õᵲ4,873Õᮝಽᱥℕ56%ෝ₉ḡ⦹ḡอᙹᵝɩ ᧂᮡⅾ5,013ᨖݍ్ᵲ559ᨖݍ్ಽ11%ᨱᇩŝ⦽äᮝಽḲĥࡱ
݅. ǎԕ᮹⧕Õᖅᙹᵝ۵ḥ⇽ᨦℕ᮹ᔢݚᙹaᵲᗭʑᨦᯥᨱࠥ
ᇩǍ⦹Łݡʑᨦᯕḡ႑ᱢᯙእᵲᮥ₉ḡ⦹Łᯩᨕݡʑᨦŝᵲᗭ ʑᨦ᮹Ċ₉aⓑäᮝಽӹ┡ԍ݅. ੱ⦽⧕Õᖅᙹᵝᧂᙽ᭥
50᭥ǭᯕԕᨱǎԕŖᨦℕ۵Йᵡ⯩᳕ᰍ⦹۵ၹ໕ᨵḡܩᨕย
ᨦℕ۵ 2012֥ ↽Ⅹಽ 1} ᨦℕa ḥ᯦⦽ ᔢ⫊ᯕ݅(Figs. 1, 2 ₙ᳑).
ᯕ్⦽ᔢ⫊ᨱእ⇵ᨕᅕᦹᮥভݡʑᨦ-ᵲᗭʑᨦe, Ŗ-ᨵḡ ܩᨕยᔑᨦe⧕ḥ⇽ᇩɁ⩶ᮝಽᯙ⦹ᩍ Õᖅᨦĥ᮹ɡಽჭ
ᖒᰆ᮹ԕᝅᱢᯙ⦽ĥa᳕ᰍ⦽݅Ł⠪a⧁ᙹᯩ݅. ᯕෝ⧕đ⦹ʑ
᭥⧕ᔩಽᬕÕᖅᯝq, ᰆ⇽ᐱอᦥܩ⧕ḥ⇽ᨱ⦥⦽
ᝅḩᱢᯙ ᩎప v⪵ ݡᦩᮥ ࠥ⇽⦹۵ äᯕ ⦥⦹݅.
ᅙᩑǍ᮹༊ᱢᮡǎԕÕᖅᔑᨦ᮹ᖒŖᱢᯙ⧕ᰆḥ⇽ᮥ
᭥⦹ᩍǍࡹ۵ᩎపᗭෝࠥ⇽⦹Ł, ᯕෝᇥᕾ⦹Łᯱ⦹۵ߑ
ᯩ݅. ᯕෝ᭥⦹ᩍ, ǎԕ·Ñᱢ·ၙᱢ⩥⫊ᇥᕾၰྙ⨭᳑ᔍෝ
☖⧕⧕ḥ⇽ᮥ᭥⦽⧖ᝍᩎపᮥࠥ⇽⦹ᩡᮝ໑, ࠥ⇽ࡽ⧖ᝍᩎప
ᮥᝅྕᯱᵲᝍ᮹ᖅྙᮥ☖⦹ᩍá᷾ᮥࠥ⦹ᩡ݅. ੱ⦽IPA (Importance-Performance Analysis) ෝᝅ⦹ᩍᵲࠥ᪡⩥ᰍ ᩎపᮥእƱ⦹ᩍᬑᖁᩎపᮥࠥ⇽⦹ᩍᩎపv⪵᮹ᬑᖁᙽ᭥ࠥ⇽
ᮥࠥ⦹ᩡ݅. ᇥᕾᨱᯩᨕᖅĥ/Ŗe᮹ᩎప₉ᯕෝᇥᕾ⦹ᩍ
Table 1. Literature Review on Global Engineering
Preceding research Summary Reference competency A Study of The Global
Design Firm’s Strategy for Strengthen Its
Competitiveness (Jang, Hyoun-seung 3
others, 2005)
Based on engineering market, global
enterprise analysis-find out
benchmarking countries and R&D
localization strategy, Market analysis
A Study on the Activation of Construction Engineering Industry (Lee, Tae-sik 1 other,
2007)
SOC market analysis, Engineering SOC business dependency analysis for overseas
business
Technology, ODA Financial
A Benchmarking Study on Engineering
Project Delivery System - A Case Study
FIDIC & U.S.
Governmental Regulation - (Kim, Sang-bum 2
others, 2008)
Analyse developed countries contract system, best practice for change domestic
law
Contract & Claim, Project management
Engineering industry expand work R&D
(Kim, Sang-bum, 2012)
Engineering industry market expanding strategy based on Internal & External
market analysis
New leading business, Technology standard,
Global market analysis, Technology
standardization
Fig. 4. World Population-Age Type (2040) (Source: KDI, Vision 2040, 2010)
ᅥᮝಽ៉Ŗᨱ⊹ᬑ⊽⩥ᰍ᮹⧕Õᖅᰆ᮹ᇩɁ⩶⧕ᗭෝ
᭥⦽ ʑᅙ ᩎపᱶᅕෝ ᱽŖ⦹Łᯱ ⦽݅.
1.2 ֜ଭࢺ࣑
ᅙ ᩑǍ۵ ᯕುᱢ Łₑᇡᇥᨱᕽ Õᖅᔑᨦ ᩎపšಉ ᩑǍ ၰ
ྙ⨭ᮥ᳑ᔍ⦹ᩍ⩥ᰍࠥ⇽ࡽÕᖅᔑᨦ⧕ḥ⇽šಉᩎపॅᮥ
᳑ᔍ⦹Łᯕ⬥, Ñᱢ·ၙᱢ⪹Ğᇥᕾᮥ☖⦹ᩍÕᖅᔑᨦŝᩑš
ࡽ ᩎపॅᮥࠥ⇽⦹ᩍ ᦿᕽ ḥ⧪⦽ᩑǍ ၰ ྙ⨭᳑ᔍ᮹đŝ᪡
⧉̹ᇥᕾ⦹ᩍǎԕÕᖅᔑᨦ᮹⧕ḥ⇽ᮥ᭥⦽ᩎపॅᮥࠥ⇽⦽
݅. ᯕ⬥ᝅྕᯱ᭥ᵝ᮹ᖅྙ᳑ᔍđŝෝၵ┶ᮝಽIPA ၰGAP ᇥᕾᮥ ᝅ⦹ᩍb ᩎప ᵲࠥၰ ⩥ᰍᩎపᨱ ݡ⦽ℕĥᱢᯙ
ᇥᕾᮥࠥ⦹ᩡ݅. ษḡสᮝಽᯕෝၵ┶ᮝಽᖅĥၰŖᇥ
⧕ ḥ⇽ᮥ ᭥⦽ ᬑᖁ ⧖ᝍᩎపᮥ ࠥ⇽⦽݅.
1.3 ଲߨୡճఝ
ǎԕÕᖅᔑᨦ⧕ḥ⇽ᮥ᭥⦽ᩑǍၰᩎపŝšಉࡽםྙᮥ
ᵲᝍᮝಽ᳑ᔍ⦹ᩡ݅. ǎaᄥᨵḡܩᨕยᨦℕ᮹Ğᰢಆv⪵ᱥఖ
ᇥᕾᨱᕽ۵ݚᨵḡܩᨕยᝅ┽ᇥᕾၰǎaᄥĞᰢv⪵ᱥఖᇥ ᕾᮥ☖⦹ᩍǎԕᝅᱶᨱ฿۵ᄅ⊹ษ┚ݡᔢᨦℕၰ⇵⬥ǎԕᨦℕ
᮹ᝅᱶᨱ฿۵ᄅ⊹ษ┚ݡᔢၰ⦥ᱶ₦ၰᯱǍיಆᮥᱽ⦹ᩡ
݅. Õᖅᨵḡܩᨕยᔑᨦ⪽ᖒ⪵ᨱš⦽ᩑǍෝᔕ⠕ᅙđŝSOC
ᰆȽ༉, ᨵḡܩᨕยᔍᨦ᮹᳕ᮉᇥᕾᮥᝅ⦹ᩍ⧕Õᖅḥ⇽
⪶ݡḡᬱႊᦩᮥᱽ⦹ᩡᮝӹᵝಽʑᚁŝᱽࠥᵲᝍᮝಽǍᖒࡹ
ᨕ ᯩ݅. ᨵḡܩᨕย ᯦·Ӻₑᱽࠥ ⧕ᔍಡ ᄅ⊹ษ┚ ᩑǍ۵
⧕ᖁḥǎ᮹᯦·Ӻₑᱽࠥᇥᕾၰᵝᔍಡᇥᕾᮥ☖⦹ᩍǎԕ
ᨵḡܩᨕย᯦·Ӻₑᱽࠥ}ᖁᮥᵲᝍᮝಽǍᖒࡹᨕᯩ݅. ᨵḡܩ ᨕยᔑᨦᯝq⪶ݡႊᦩᩑǍ۵ᅙᩑǍ᮹ʑၹᯕࡹ۵ᩑǍಽᕽ
ǎԕ ၰ ⧕ᰆ ᇥᕾᮥ ʑၹᮝಽ ⧕ḥ⇽ ᩎపᮥ ࠥ⇽⦹Ł
ᖅྙ᮹ᇥᕾᮥ☖⦹ᩍᨵḡܩᨕยᔑᨦ⧕ḥ⇽ႊ⨆ၰᯝq⪶ݡ
ႊᦩᮥᱽ⦹ᩡ݅(Table 1ₙ᳑). ᨵḡܩᨕยᇥ⧕ḥ⇽šಉ
ᩑǍᨱᕽʑᚁᩎప, ᝁᖒᰆ࠺ಆʑᚁᩎప, ʑᚁ⢽ᵡ⪵ᩎప, ɡಽ ჭᰆ⩥⫊ᇥᕾ᮹⦥ᖒ, ĥ᧞ၰⓕ౩ᯥᩎపv⪵, ⥥ಽ᱾✙
šญ ᩎప, ⩥ḡ⪵ ᱥఖᩎప ॒ᮥ ࠥ⇽⦹ᩡ݅.
2. ⪹Ğᇥᕾ
ၙ௹ǎԕᨵḡܩᨕยᇥၰŖᇥᷪÕᖅᔑᨦ᮹ᬱ⪽⦽
⧕ ḥ⇽ᮥ᭥⧕ᖙĥᱢ ✙౭ऽෝၵ┶ᮝಽ ⨆⬥ Õᖅᔑᨦᨱ
ᩢ⨆ᮥၙ⋁ᯙᮥᔕ⠕ᅝ⦥aᯩ݅. ੱ⦽ǎԕၰ⧕᮹
Õᖅᔑᨦšಉ⩥⫊ᮥ᳑ᔍ⦹ᩍ⨆⬥⧕ḥ⇽ᨱ⦥⦽ᩎపᨱ ۵ ᨕਅ äॅᯕ ᯩ۵ ḡ ᳑ᔍ⦹ࠥಾ ⦽݅. ⪹Ğ ᇥᕾᮥ ☖⧕
ࠥ⇽ࡽᯕᛩॅᮡ⨆⬥Õᖅᔑᨦᨱᕽ⦥ಽ⦹۵ᔍᨦ᮹᳦ඹෝ
ࠥ⇽⦹Łᯕ్⦽ᔍᨦᨱᕽ⦥⦽ᩎప॒ᮥࠥ⇽⦹۵ߑᯕᬊ⦹Ł
ᯱ ⦽݅.
2.1 Ջਏୡฅլंজ 2.1.1 ڂฃࢫڋߡฃ
}ࠥǎᨱᕽ۵ᅕÕ᭥ᔾ᳑Õᯕ}ᖁࡹŁ, ᔗ᮹ḩ⨆ᔢᨱෙ
⠪Ɂʑݡᙹ᮹᷾aಽᯙ⦹ᩍᔾᔑa܆ᯙǍaฯᦥḡ۵ℎ֥⪵
⩥ᔢᯕӹ┡ӹŁ, 2010ⴇ2040֥ʑe࠺ᦩ}ࠥǎ᮹15ⴇ64ᖙ
ᯙǍ እᵲᮡ ݡℕಽ 65%ᙹᵡᮥ ᮁḡ⧁ äᮝಽ ᱥࡹŁ ᯩ݅.
┡}ၽࠥᔢǎŝ۵݅íᵲǎ᮹Ğᬑ, 65ᖙᯕᔢᯙǍእᵲᮡ
Fig. 5. Globalization of the Asia-Pacific Region (source : Towerswotson, 2012)
Table 2. Design Firms and revenue of Engineering Industry (source : Development Plan for Engineering Industry , 2010)
Size Small
(Under 99)
Middle (100~299)
Large (Over 300) Amount of order
(Ten billion won) 2,397(32.8%) 972(13.3%) 3,939(53.9%) Number of company 4,899(97.0%) 107(2.0%) 47(1.0%)
Fig. 6. Outlook of Green Infra Construction Capacity (Source : Status of Green Policies & Construction Industry, 2011)
8.2% (2010) ᨱᕽ21.8% (2040)ಽᔢ⦹ᩍ, Łಚ⪵⩥ᔢᯕᵲǎ
Ğᱽၽᱥ᮹ ᰆᧁᯙᮝಽ ᯲ᬊ⧁ ᱥᯕ݅. ᯕ᮹ ၙǎ, ᮁ, ᯝᅙ॒ᖁḥǎᮡ⠪Ɂʑݡᙹ᮹᷾a᪡⇽ᔾශqᗭಽᯙǍ᮹
Łಚ⪵ ⩥ᔢᯕ ૽ಘ⧕ḩ ᱥᯕ݅. ᷪ Łಚ⪵᪡ ⇽ᔑᮉ ᱡ᳑۵
ᰆʑᱢᮝಽ Ğᱽ⪽࠺ ᯙǍෝ qᗭ┅Ł, ᰁᰍᖒᰆශ᮹ ᱡ⦹ෝ
ᇩ్ ᙹ ᯩ݅Ł ᩩᔢࡽ݅(Fig. 4ₙ᳑).
2.1.2 Թࢳܑঃ֝ଭ݊ୋ
ၙǎ, ᯝᅙ, ᮁᵲᝍ᮹ᖙĥĞᱽ۵⨆⬥BRICS (ቭḩ, ్
ᦥ, ᯙࠥ, ᵲǎ), CHIME (ᵲǎ, ᯙࠥ, ᵲ࠺), MAVINS (ຶ⎵, ᪅ᜅ✙౩ᯝญᦥ, ᄁ✙ԉ, ᯙࠥօᦥ, ӹᯕḡญᦥ, ԉᦥ⥥ญ⋕Ŗ⪵
ǎ) ॒ᮥእ⦽ᦥᦥḡᩎ᮹ɪĊ⦽Ğᱽᖒᰆᮝಽ݅ǎ⪵a
ḥ⧪ࢁᱥᯕ݅. 2025֥ᨱᯕ్ᵲǎŝᯙࠥ᮹Ğᱽಆᮡၙǎŝ
ᯝᅙ᮹GDP Ƚ༉ෝ⇵ᬵ⦹Ł2040ⴇ2050֥ྕಖBRICS ǎaॅ
᮹ĞᱽȽ༉۵G7 ǎaaᱥᖙĥGDPᨱᕽ₉ḡ⦹۵እᵲŝ
࠺ᯝ⦽ ᙹᵡᮝಽ ᖒᰆ⧁ äᮝಽ ᱥࡽ݅(Cho, 2012). ᯕ్⦽
ᱥᯕᨱࠥ ɡಽჭ ᯙᔍᯕ✙᮹ ᖙĥ GDP እᵲ ᄡ⪵ ᱥᮥ
ᔕ⠕ᅕ໕2010֥ᦥᦥ, ᵲǎ, ᯙࠥ3ǎ᮹GDP۵᧞17᳑ݍ్ᨱ ᕽᖙĥGDP᮹᧞34%ෝ₉ḡ⦹Łᯩḡอ, 2040֥Ğ3ǎ᮹
GDP۵76᳑ݍ్ಽ2040֥ᱥℕGDP᮹᧞60%ෝ₉ḡ⧁äᮝಽ
ᩩᔢ⦹ᩡ݅(Global Insight, 2009). ᷪၙ௹ᨱ۵}ၽࠥᔢǎᯕ⩥
ᰍ ᖁḥǎॅᨱ እ⧕ ᖙĥ Ğᱽ ၰ ᰆᨱ ḡݡ⦽ ᩢ⨆ᮥ ၙ⋁
äᮝಽ ᩩᔢ⧁ ᙹ ᯩ݅.
2.1.3 ଜ׆২ਏ۩
₉ᖙݡ ʑᚁ⩢ᮡ ᨕ۱ ⦽ ᇥᨱ ǎ⦽ࡹḡ ᦫŁ ᝁʑᚁe
ੱ۵ ᯕॅŝ┡ᇥ᪡᮹ᔢᱢđ⧊ᮥ☖⦽ᮖ⧊ʑᚁ(Converging Technology)ᯕᵝࠥ⧁äᮝಽᩩ⊂ࡹᨩ݅. ᮖ⧊ʑᚁᮡ݉ᯝʑᚁ ᮹ ⦽ĥෝ ɚᅖ⦹Ł, ᯕ᳦ ʑᚁ᮹ ⬉ᬊᖒᮥ ᮖ⧊⦹۵ ʑᚁॅᯕ
݅᧲⦽⩶┽ಽၽᱥ⦹໕ᕽᔩಽᬕᱽ⣩ၰᕽእᜅᰆ᮹⇽ᩢᩎ (Blue Ocean) ᮝಽᯙࡹŁᯩ݅(NSTC, 2008). ᯕ్⦽ᮖ⧊ʑᚁ
ᮡ21ᖙʑ᮹₉ᖙݡʑᚁ⩢ᮥⅪၽ⧁äᮝಽʑݡࡹŁᯩ݅.
⨆⬥ᯙe᮹ᯙḡ܆ಆŝᗭ☖܆ಆ᮹⪶ᰆ, ᯙe᮹Õv᷾ݡ᪡
ᙹᩑᰆ, ᔍ⫭᮹Ğᱽᱢ⬉ᮉᖒ⨆ᔢᮥa܆⦹í⧁ᐱอᦥܩ, ḡǍ᪉ӽ⪵, ʑɝ, ḩᄲ॒ᱥᯙඹᱢྙᱽᨱᯩᨕᕽࠥᔩಽᬕ
࠭❭Ǎෝ ᱽ⧁ ᙹ ᯩᮥ äᯕ݅.
2.2 ࢠਏୡฅլंজ
2.2.1 ֝ٛફۍઘࠫऀं෮จंজ
↽ɝᨵḡܩᨕยᔍᨦᯱ᮹ᝁŁᨦℕᙹ۵ḡᗮᱢᮝಽ᷾a⦹Ł
ᯩᮝӹ, ᷾a⦹۵ᨦℕ᮹ݡᇡᇥᮡᩢᖙᵲᗭʑᨦᯙäᮝಽ❭ᦦࡹ
Łᯩ݅. ੱ⦽ᨵḡܩᨕยᇥ᮹ᙹᯱᔍᨦℕᙹ۵47}ಽᱥℕ᮹
1%ᨱ ə⊹ḡอ ᝅḩᱢ ᙹᵝᝅᱢᮡ ᱥℕ᮹ 53.9%ಽ ݡʑᨦᯕ
ฯᮡᇡᇥᮥ₉ḡ⦹Łᯩᨕ, ݡʑᨦ-ᵲ·ᗭʑᨦeᰆ᮹Ɂ⩶ᖒŝ
Õᱥᖒᯕ ԁಽ ᦦ⪵ࡹŁ ᯩ۵ äᮝಽ ❱݉ࡽ݅(Table 2 ₙ᳑).
ᷪᯕ్⦽᭥ʑෝɚᅖ⦹ʑ᭥⦹ᩍəᨕ۱ভᅕ݅ʑ᳕ᰆᨱᕽ᮹
⩥ᔢᮁḡ ၰ ᝁȽᰆ ⇽ᮥ ᭥⦽ ᱢɚᱢᯙ יಆᯕ Ǎࡹ۵
ভ⧁äᯕ໑ᯕ᪡࠺ᨱᵲ·ᗭȽ༉᮹ᨵḡܩᨕยʑᨦᮥ᭥⦽
⧕ ḥ⇽ႊᦩ ༉ᔪᯕ ⦥⧁ äᮝಽ ᅕᯙ݅.
2.2.2 ֝ٛਏվऀं෮จंজ
⩥ᰍ ǎԕ Õᖅʑᨦ᮹ ⧕ ᙹ⇽ ᵝಆᔢ⣩ᮡ ᵲ࠺ᇱᨱ
ᮁ⪵⥭✙᪡ၽᱥ⥭✙ᨱḲᵲࡹᨕᯩ݅. ᯕಽᯙ⦹ᩍÕ⇶,
☁༊, ᙹᯱᬱᇥ॒᮹ḥ⇽ᨱ۵Ḳᵲ⦹ḡ༜⦹۵ᔢ⫊ᮥᅕᯕŁ
ᯩ݅.
⥭✙ᐱอᦥܩ⩥ᰍbŲၼŁᯩ۵ᝁᰆᮥŖఖ⧁⦥a
ᯩ݅. Fig. 6ᮡǭᩎᄥךᔪᯙ⥥ÕᖅᰆȽ༉ෝᱥ⦽⢽ᯕ໑,
⨆⬥ ךᔪ ᯙ⥥ Õᖅᰆᮡ ᱱᱱ ⪶ݡࡹŁ ךᔪ ᇡྙᨱᕽࠥ
ᦥᦥ᪡ᇩᨕᇢၙᰆ᮹⪶ᰆᮥᱥ⦹ᩡ݅. ᯕ్⦽ᔢ⫊ᨱᕽ
Table 3. Problems for Global Expansion on Middle Size Firms (source : MOCT, Activation Plan of Global Expansion on Middle Size Firms, 2006)
Rank Advanced enterprise Not advance enterprise 1 Government support
(Finance, tax etc.)
Difficult scrap overseas information 2 Difficulty of guarantee Difficulty of guarantee 3 Difficult scrap overseas
information
Insufficient competency bid &
Contract paper 4 Insufficient with foreign
advanced enterprise
Government support (Finance, tax etc.) 5 Insufficient competency bid
& Contract paper
Insufficient with foreign advanced enterprise
Fig. 7. CAGR of Global Engineering Market (Source : Construction Vision Forum, Lee Sang ho, 2011)
Fig. 8. Global Design Revenue Ranking by Nations
⨆⬥ ǎԕ Õᖅʑᨦॅ᮹ ⧕ḥ⇽ ᱥఖᮡ ʑ᳕᮹ ᵲ࠺ ⥭✙
ᰆᨱᕽᬑ᭥۵ᅕ᳕⦹໕ᕽ⇵⬥ၽᱥa܆ᖒᯕ׳ᮡᇢၙᰆ
ၰ ᦥᦥ ᰆᨱ ݡ⦽ Ŗఖᮥ ᵡእ ⧁ ⦥a ᯩ݅.
ᵲ·ᗭÕᖅᨦℕॅᯕ⧕ᰆᨱḥ⇽⦹ᩍᖒŖ⦹ʑ᭥⧕ᕽ۵
ʑ᳕ḥ᯦ʑᨦॅŝĞᰢᨱᕽᔕᦥԉᦥ⦹Ł, ⩥ḡ᮹ྙ⪵᪡ᱽࠥ
ᨱݡ⦽ᯕ⧕ၰၽᵝᯱ᮹✚ᖒ❭ᦦ॒݅ႊ໕᮹יಆᯕǍࡹŁ
ᯩ݅. ə్ӹᵲᗭÕᖅᨦℕ᮹✚ᖒᔢᅙḩᱢᨕಅᬡᯕ᳕ᰍ⦽݅.
ᰆǍ᳑ᔢᵲᗭʑᨦᯕᗮ⦽ݡᇡᇥ᮹ᔑᨦᮡḥ᯦ᰆᄞᯕԏᦥ
Ğᰢᯱ᮹ᙹaฯŁ, ݡʑᨦᨱእ⧕ᔢݡᱢᮝಽ᧞⦽⩲ᔢಆᮝಽ
ᯙ⧕ԏᮡᙹᯖᖒᮥaḩᙹၷᨱᨧ݅(Kim et al., 2009). ੱ⦽
ᵲᗭÕᖅᨦℕa⧕Õᖅᰆᨱḥ⇽⦹ᩍĞᰢಆᯩ۵ʑᨦᮝಽ
ᖒᰆ⦹ʑᨱ۵⧕ḥ⇽ʑၹᯕݡʑᨦᨱእ⧕≉᧞⦹Łᯱℕᱶᅕ ᙹḲ܆ಆᯕᇡ᳒⦹ᩍ⬉ᮉᱢݡ᮲ᮥ⦹ḡ༜⦹Łᯩ݅. ੱ⦽, ᯱɩಆ ᯕ≉᧞⦹Łݡᝁᯙࠥaԏᦥ⧕Ŗᔍᙹ⧪ᅕ᷾ᕽၽɪ
॒᮹ ɩᮖᇡྙᨱࠥ ⓑ ᧁಽᱱᯕ ᯩ݅(Table 3 ₙ᳑).
ᯕ్⦽ᇡᇥᮥ⧕đ⦹ʑ᭥⦹ᩍᵲ·ᗭᨦℕaᙹ⧪⧁ᙹᯩ۵
ႊᦩᮝಽ۵ǎԕᯱɩʑၹᯕࡹ۵ODA (Ŗᱢ}ၽᬱ᳑, Official Development Assistance)aᯩ݅. ੱ⦽ᬒŖĊᱢᯙ⧕Ŗఖ
ႊჶᮝಽ۵J.V (Joint Venture) ၰ⧕⩥ḡ⪵ᱥఖ॒ᮥᱽ⧁
ᙹ ᯩ݅.
2.2.3 ફۍઘࠫऀंැ෮จंজ
ᖙĥᨵḡܩᨕยᰆᮡ2005֥᧞200ᨖݍ్ᨱᕽ2007֥
᧞420ᨖݍ్ಽ43.1%᮹ᰆᖒᰆශᮥᅕᩡᮝ໑2008֥ᇡ░
20010 ֥ʭḡ۵᧞4.6%᮹ᰆᖒᰆශᮥӹ┡ԕ໑ᵝ∅⦹ᩡ݅.
⦹ḡอŖ᳦ᄥᖒᰆශᮥᔕ⠕ᅙđŝƱ☖, ၽᱥၰᙹᯱᬱᰆ
ᖒᰆශᮡ2008֥ᇡ░20120֥ʭḡbb17%, 14%, 26%ෝʑಾ
⦹ᩡ݅(Fig. 7 ₙ᳑). ᯕॅ ᰆ᮹ᵝࠥ⦹ᨱ ɡಽჭ ᨵḡܩᨕย
ᰆᮡ ⨆⬥ᨱࠥ ḡᗮᱢᯙ ᖒᰆᖙෝ ᅕᯝ äᯕ݅.
↽ɝ3֥e⧕ᖅĥᰆᨱᕽၙǎ᮹⠪Ɂๅ⇽ᧂᮡ187ᨖ
ݍ్ಽᱥℕ᮹34%᮹ᱱᮁᮉᮥ₉ḡ⦹Łᯩᮝ໑, ᩢǎ, օऽ,
⋱ӹ݅, ⪙ᵝ, ᵲǎ॒ੱ⦽׳ᮡๅ⇽ᮥᅕᯕŁᯩ݅(Fig. 8 ₙ᳑).
ᵲǎŝ⥥௲ᜅ᮹⠪Ɂๅ⇽ᧂᮡbb18.7ᨖ, 16.3ᨖݍ్ಽᬑญӹ
᮹3֥e⧕ᖅĥๅ⇽3.2ᨖݍ్᮹6႑ᯕᔢᮥʑಾ⦹Ł
ᯩ݅. ᯕ۵ᨵḡܩᨕยᇥᖁḥǎ᮹⧕ᰆᖁᱱእᮉᯕๅᬑ
׳݅۵äᮥᅕᩍᵝ໑ᯕ్⦽ᰆᨱᕽ᮹Ğᰢᮥ᭥⧕ᕽ۵ᖁḥ
ᨵḡܩᨕยǎaaaḡŁᯩ۵ᩎపŝ࠺॒ੱ۵əᯕᔢ᮹ᩎపᮥ
aḡŁ ᯩᨕ ᰆ ḥ᯦ᯕ a܆⦽ ᯕᮁᯕ݅.
2.2.4 ਏվऀंැ෮จंজ
2006 ֥ᮥʑᵡᮝಽᖙĥÕᖅᰆ᮹Ƚ༉۵᧞4.6᳑ݍ్(ๅ⇽
ᧂʑᵡ), 2008֥ʑᵡᮝಽ7.5᳑ݍ్ಽ❭ᦦࡹŁ, ⇵⬥2020֥ᨱ ۵᧞12.7᳑ݍ్ᨱᯕෝäᮝಽᱥࡹŁᯩ݅. Õᖅᔑᨦᮡᱥ
ᖙĥĞᱽȽ༉(Gross Domestic Product, GDP) ⧊᮹᧞8-10%ෝ
₉ḡ⦹ŁᵝĞᱽၽᱥᖁࠥᔑᨦᵲ᮹⦹ӹᯕ໑ᝁ⯆ᰆᮥ
ᵲᝍᮝಽ⦽⧕Õᖅᰆᮡḡᗮᱢᮝಽᖒᰆᯕᱥࡹ۵ᔑᨦᯕ݅
(Kim, 2012).
ɡಽჭÕᖅᰆ᮹2020֥ʭḡ᮹ᖒᰆ⇵ᯕ۵2010֥ᮥʑᵡᮝ ಽᯝᅙᮥᱽ⦽࠺ᦥᦥǎa, ᦥᦥǎa, ԉၙaIndex ʑᵡ
70 ᯕᔢᖒᰆ⧁äᮝಽᩩᔢࡹᨕaᰆⓑᖒᰆᮥ⧁äᮝಽᅕᯙ݅.
ᯕෝᱽ⦽ᇢၙ, ࠺ᮁ, ᵲ࠺ၰᦥ⥥ญ⋕۵Index 30~50 ᔍᯕ᮹
Table 4. Definition of Core Competencies
Criteria Subject Definition
CT*
Technology competency
Technology learn & reserve expansion of construction market New leading
busisiness
World abroad new leading business capacity like important techniques &
green Technology
standardization R&D result’s global standardization
PM**
Knowledge of global market
Global market knowledge scrap and strategy
Contract & Claim
empowerment Risk management skill capacity Project
management capacity
Project management skill for whole project or program Monopolistic
advantage
Scrap overseas country information and response capacity
FM***
Advance enlargement of
MDB
Overseas project capacity with MDB
Advance enlargement of
PF/Global Project
Overseas project contract such as PF business & co-operation with global
enterprise Advance
enlargement of ODA
ODA overseas project contract
* CT : Construction Technology ** PM : Project Management
*** FM : Financial Management
ᖒᰆᮝಽ᧲⪙⦽ᙹᵡ᮹ᖒᰆᮥ⧁äᮝಽᅕᯕ໑, ᕽᮁᮡIndex
15ᱶࠥಽ aᰆ ԏᮡ Õᖅᰆ ᖒᰆᮥ ᅕᯝ äᮝಽ ᩩᔢࡹᨩ݅.
⩥ᰍ}ၽࠥᔢǎ᮹ÕᖅᰆȽ༉۵46%ᯕḡอ⇵⬥2020֥ࠥᨱ ۵55%ಽᩩᔢࡹŁᯩ݅. ⩥ᰍᖙĥÕᖅᰆᨱᕽaᰆⓑᖒᰆᮥ
ᅕᯕŁᯩ۵ᵲǎᮥᱽ⊹Łᯙࠥ, ᯙࠥօᦥ, ్ᦥ॒ᯕᰆᨱᕽ
᧞ḥᯕᩩᔢࡹŁᯩ݅. ʑ᳕ᖁḥǎ᮹GDP۵2000֥48%ᨱᕽ
2020 ֥32.6%ಽqᗭ, BRICs᮹GDP۵2000֥16.1%ᨱᕽ2020
֥32.3%ಽݡ⡎ᔢ⦹۵äᮝಽᩩᔢࡽ݅. ɡಽჭᰆ᮹ᰁᰍಆ
ᮡʑ᳕᮹ᵲ࠺, ❕ᦥີญ⋕ᨱᕽᦥᦥḡᩎᮝಽᯕᱥࡹŁᯩᮭ
ᮥ ᙹ ᯩᮝ໑ ⇵⬥}ၽࠥᔢǎॅ᮹ ⨆⬥ Ğᱽၽᱥᮥa܁⧁
ᙹ ᯩ݅.
2.3 ฅլंজਏॷ
ᦿᕽᱽࡽ⪹ĞᇥᕾᮥʑၹᮝಽǎԕÕᖅᇥ᮹⧕ᙹᵝ᮹
᳕ࠥ ᔢᮝಽ ᯙ⦽ ⧕ḥ⇽᮹ ⦥ᖒ, Project Life Cycleᨱ
Ǎᖒࡹᨕᯩ۵ʑ⫮/┡ݚᖒá☁, ⥥ಽ᱾✙šญ, }ֱ/ʑᅙᖅĥ,
ᬕᱥ, ᬕᩢšญ᪡zᮡᇥಽᨦྕᇥ᮹⦥ᖒ, ᵲ·ᗭÕᖅᨦ ℕ᮹ODA (Ŗᱢ}ၽᬱ᳑, Official Development Assistance), J.V (Joint Venture) ၰ ⧕ ⩥ḡ⪵ ᱥఖ ॒᮹ ⦥ᖒ ࠥ⇽ᮥ
☖⦽ᰆ᳑ᔍၰᇥᕾ, ⩥ḡ⪵ᱥఖᩎప॒ᨱݡ⦽Ǎෝࠥ⇽⦹ᩡ
݅. ੱ⦽⧕Ŗᇥ}ၽࠥᔢǎᮝಽ᮹ḥ⇽a܆ᖒၰ⦥ᖒᨱ
ݡ⦹ᩍ ࠥ⇽⦹ᩡ݅.
3. ᩎపᯙࠥ⇽
⧕Õᖅḥ⇽ᮥ᭥⦽⧖ᝍᩎపࠥ⇽ᮥ᭥⦹ᩍᅙᩑǍᨱᕽ۵
ⓍíÕᖅʑᚁᩎపǑ, ᔍᨦšญᩎపǑ, ɩᮖšญᩎపǑ᮹ᖙaḡ
ჵᵝಽ⧖ᝍᩎపǍᇥᮥࠥ⦹ᩡ݅. ᯕ۵ྙ⨭᳑ᔍ᪡ᱥྙaᯱྙ
ᮥ☖⦹ᩍᯕᨕᲭᮝ໑, ɩᮖšญᩎఖǑᮥᄥࠥಽᔢ᭥}ֱᨱᕽ
Ǎᖒ⦽ äᯕʑ᳕᮹ ᩎప ᗭšಉ ᩑǍ᪡۵ ₉ᄥࡹ۵ᗭ
⧁ äᯕ݅. Õᖅᔑᨦ᮹ ⧕ḥ⇽ᮥ ᭥⦽ ⧖ᝍᩎపॅᮥ ᱶญ ⦽
đŝ۵ Table 4᪡ z݅.
ℌჩṙᵲᱱᩎపǑᯙÕᖅʑᚁᩎపǑᵲʑᚁᩎపᮡÕᖅᰆ
⪶ݡෝ᭥⦽ᝅḩᱢʑᚁᙹ݉ाၰᅕᮁᩎపᮥ᮹ၙ⦽݅. ᝁᖒᰆ
࠺ಆʑᚁᩎపᮡ⧕ᰆḥ⇽ᬑ᭥ᖁᱱᮥ᭥⦽⧖ᝍ(ᬱ) ၰəฑʑᚁ॒᮹ᝁᖒᰆ࠺ಆᨱݡ⦽ʑᚁᩎపᮥ᮹ၙ⦹໑, ʑᚁ⢽
ᵡ⪵ᩎపᮡ⩥ᰍǎԕʑᚁੱ۵ʑᚁ}ၽđŝྜྷ᮹ǎᱽ⢽ᵡ⪵᪡
šಉࡽ ᩎపᮥ ᮹ၙ⦽݅.
ࢱჩṙᵲᱱᩢᩎᯙᔍᨦšญᩎపǑ᮹ɡಽჭᰆ⩥⫊ᇥᕾᮡ
ɡಽჭÕᖅᰆ⇵ᖙၰ⮱ᨱݡ⦽ᯕ⧕᪡ᱥఖᙹพᩎపᮥ
᮹ၙ⦽݅. ĥ᧞ၰⓕ౩ᯥᩎపv⪵ᩎపᮡ⧕Õᖅḥ⇽ญᜅⓍ
↽ᗭ⪵ෝ᭥⦽ĥ᧞ᕽá☁ၰⓕ౩ᯥšญᩎపᮥ᮹ၙ⦹໑⥥ಽ᱾
✙šญᩎపᮡɝ௹᷾a⦹Łᯩ۵PM (Program Management) ၰᯕ⥥ ᔍᯕⓕ ԕᨦᩎ⪶ݡ᪡ šಉ⦽ ⥥ಽ᱾✙ᱥၹᨱ Ù⊽
ᔍᨦšญ᪡šಉࡽᩎపᮥ᮹ၙ⦽݅. ⩥ḡ⪵ᩎపᮡ⧕ḥ⇽ݡᔢ ǎ ⩥ḡᨱ ݡ⦽ ᱶᅕෝ ᙹḲ⦹Ł ᯕᨱ ݡ᮲⧁ ᙹ ᯩ۵ ᩎపᮥ
᮹ၙ⦽݅.
ᖙჩṙᵲᱱᩎపǑᯙɩᮖšญᩎపǑ᮹MDB ᔍᨦḥ⇽⪶ݡ
ᩎపᮡ݅ᯱ}ၽᮡ⧪ᮥ☖⦽⧕ᔍᨦḥ⇽ᩎపᮥ᮹ၙ⦽݅. PFᔍ ᨦḥ⇽⪶ݡၰɡಽჭ⩲ಆᮡPF ᔍᨦၰɡಽჭʑᨦŝ᮹⩲᳑
ੱ۵ M&Aෝ ☖⦽ ⧕ᔍᨦ ḥ⇽ᩎపᮥ ᮹ၙ⦹໑ ODA ᔍᨦ
ḥ⇽⪶ݡᩎపᮡŖᱢ}ၽᬱ᳑/ ݡĞᱽ⩲ಆʑǍෝ☖⦽⧕ᔍ ᨦ ḥ⇽ᩎపᮥ ᮹ၙ⦽݅.
3.1 IPA ंজ
IPA (Importance-Performance Analysis) (Martilla and
James, 1997) ۵ᩎపᨱݡ⦹ᩍᖅྙݡᔢᯱॅ᮹᮹čᮥ≉⧊⦹
Fig. 9. IPA Model
Table 5. Core Competencies Elements
Criteria Subject Competence
CT
Technology competency
Global leading technology Based on local demand strategy Building Information Modeling Technology
New leading busisiness
Process specialty & technology license R&D Energy efficiency improvement
Green Engineering design Productivity improvement(Duration, cost etc..)
Technology standardization
Design code globalization Understanding overseas design standard and
specification Technology certification (Function, Area, New tech, patent etc..)
PM
Knowledge of global market
Branding for domestic enterprise Saudization counterplan Contract &
Claim empowerment
Understand international contract standard International contract & claim action Make international official document
Project management
capacity
Project management system Cost/Quality, Process management
Project life cycle management Labor, Material, Communication PM
assistance
Monopolistic advantage
Oversea countries politic, society, cultural understanding
Site labor/material/machinery procurement information collect
Target industry standard understanding (Law, System, Bid, Delivery system)
FM
Advance enlargement of
MDB
Analyse MDB target country Co-operation with MDB experienced
enterprise
MDB PM, Consultant, Institution contract list Expand interchange with MDB
Advance enlargement of
PF/Global Project
Project Financing
Networking with Financial, Construction industry
Co-operation with global financial Global development project counterplan
Partnering, J.V and M&A with Global enterprise
Advance enlargement of
ODA
Analysis foreign policy related with construction industry Relation capability ODA target countries
ᩍᱽ⦽ࡽᯱᬱ᮹⬉ᮉᱢᯙ⚍ᯱෝ᭥⦽⡍✙⡕ญ᪅ᇥᕾʑჶᮝಽ
ᔍᬊࡹŁᯩ݅. ᖅྙđŝs᮹ᵲࠥ(Importance)᪡⩥ᰍᩎప (Performance) ᙹᵡᨱݡ⦽ đŝs᮹⠪Ɂs(X⇶ʑᵡᖁ: ⩥ᰍ ᩎప ⠪Ɂ, Y⇶ ʑᵡᖁ: ᵲࠥ ⠪Ɂ)ᮥ ⪽ᬊ⦹ᩍ ᔍᇥ໕ᮥ
Ǎᇥ⦹ᩡŁIPA ༉ߙ᮹ᔍᇥ໕ᨱݡ⦽ᱶ᮹ၰԕᬊᮡ ݅ᮭ
Fig. 9᪡ zᯕ ӹ┡ӽ݅.
Quadrant 1 ( ᬑᖁᱢ⪶ᅕᩎప) : ⠪aᯱa⧕ݚᗮᖒᨱݡ⧕
ๅᬑᵲ⦹íᔾb⦹Łᯩḡอ, ⩥ᰍᩎప(ᙹ⧪ࠥ)ᮡԏí⠪aࡽ
ᔢ┽ಽ ⨆⬥ Ḳᵲᱢᮝಽ }ᖁ⧕ ⦹۵ ᗮᖒᯕ݅.
Quadrant 2 (⧖ᝍᩎప) : ⠪aᯱࠥ⠪aᗮᖒᨱݡ⧕ᵲ⦹í
ᔾb⦹ŁᯩŁ, ⩥ᰍᩎప(ᙹ⧪ࠥ) ੱ⦽እƱᱢᯕᨕḡŁᯩᨕ
ĥᗮ ᮁḡ⧕ ӹa۵ äᯕ ၵ௭Ḣ⧉ᮥ ᮹ၙ ⦹۵ ᗮᖒᯕ݅.
Quadrant 3 ( ᱥఖᱢv⪵ᩎప) : ⠪aᯱ۵⠪aᗮᖒᨱݡ⧕
ԏí ⠪a⦹Ł ᯩŁ, ⩥ᰍᩎప(ᙹ⧪ࠥ) ੱ⦽ ԏᮡ ᔢ┽ಽ ⩥ᰍ
ᯕᔢ᮹ יಆᯕ ᇩ⦥⦽ ᔢ┽ෝ ᮹ၙ ⦹۵ ᗮᖒᯕ݅.
Quadrant 4 (ᰁᰍĞᰢᬑ᭥ᩎప) : ⠪aᯱ۵ᵲ⦹íᔾb⦹Ł
ᯩḡ ᦫᮡ⠪a ᗮᖒᨱ ݡ⧕ᙹ⧪ࠥa ŝᯪࡹí ӹ┡ӽᔢ┽ಽ
⩥ᰍᩎప(ᙹ⧪ࠥ)ᮥ ᵥᯕÑӹ ⚍᯦ࡽ יಆᮥ ݅ෙ ⠪a ᗮᖒᨱ
⚍᯦⧕ ⧉ᮥ ᮹ၙ ⦹۵ ᗮᖒᯕ݅.
IPA ᖅྙᮥ ᭥⦹ᩍ Õᖅʑᚁ, ᔍᨦšญ, ɩᮖšญ ᩎపǑ᮹
b⧖ᝍᩎపᄥᝅŝᱽ⧎༊ᮥࠥ⇽⦹ᩡ݅(Table 5 ₙ᳑). ᝅŝ ᱽॅᮡᖁ⧪᳑ᔍ᮹ᩎప⧎༊ၰᱥྙa᮹čᙹಕᮥ☖⦹ᩍࠥ⇽⦹
ᩡᮝ໑ǎԕÕᖅၰᨵḡܩᨕยᨦℕॅ᮹⧕ḥ⇽ᨱᯩᨕᇡ᳒⦹
Ñӹ⦥⦹݅Łᔾbࡹ۵ᩎపŝᱽෝḲᵲᱢᮝಽᱽ⦹Łᯱ⦹
ᩡ݅.
Fig. 10. IPA Results on Engineering Fig. 11. IPA Results on Construction
3.2 ডࢂէրंজ
3.2.1 ફۍઘࠫंઉIPA ंজ
ǎԕ ᨵḡܩᨕย ᇥ ᝅŝᱽෝ ʑၹᮝಽ ⦽ IPA ᖅྙᮥ
ᝅ⦹ᩡ݅. əđŝᨵḡܩᨕยᇥᨱᕽࠥ⇽ࡽIPA đŝsᮡ
݅ᮭŝz݅(Fig. 10 ₙ᳑). ᔍᇥ໕ᵲᝍᱱᮡᵲࠥ3.5 ⩥ᰍᩎప
2.21ಽ ᖅྙ đŝs᮹ ᔑᚁ⠪Ɂᮥ ᯕᬊ⦹ᩡ݅.
ᨵḡܩᨕยᇥIPA ᇥᕾđŝᔍᇥ໕ᵲQuadrant 1ᨱᕽ۵
ḡᩎᙹʑၹʑᚁᩎప, ⩥ḡᯙಆ/ᯱᰍ/ᰆእ᳑ݍᱶᅕ⫮ाᩎప ᯕࠥ⇽ࡹᨩ݅. Quadrant 2ᨱᕽ۵ɡಽჭᖁࠥʑᚁᩎప, Õᖅᱶᅕ
⪵ʑᚁᩎప, Ŗᱶᱥྙᖒ⪶ᅕၰʑᚁᯕᖝᜅ}ၽ·⪶ᅕᩎప, ᖅĥ ⎵ऽ ɡಽჭ ᩎప, ḥ⇽ ⯍ǎ ᖅĥʑᵡ ၰ ႊᨱ ݡ⦽
ᯕ⧕ᩎప, ǎᱽ⢽ᵡĥ᧞ᕽ᮹ᯕ⧕ᩎప, ǎᱽĥ᧞ၰⓕ౩ᯥ
šญ ᩎప, ǎᱽ Ŗྙᕽ ᯲ᖒ ᩎప, ⥥ಽ᱾✙ šญ ℕĥ ᩎప, ᬱa/⣩ḩ, Ŗᱶšญ⧖ᝍPMᩎప, bǎ᮹ᱶ⊹, ᔍ⫭ྙ⪵ᨱݡ⦽
ᯕ⧕܆ಆ, bǎ᮹ ᔑᨦ⢽ᵡᨱ ݡ⦽ ᯕ⧕ಆ, ⥥ಽ᱾✙ ❭ᯕԙᝒ
ᩎప, ɩᮖ, Õᖅᔑᨦŝ᮹օ✙ᬭⓍᩎప, ɡಽჭɩᮖᔍ⩲ಆᩎప ᯕࠥ⇽ࡹᨩ݅. Quadrant 3ᨱᕽ۵ᨱթḡ⬉ᮉ}ᖁᩎప, Green Engineering ᖅĥᩎప, ʑᚁᯙ᷾ᩎప, ǎԕʑᨦ᮹ɡಽჭቭऽ
⪵ᩎప, MDB ḡᬱݡᔢǎᨱݡ⦽ℕĥᱢᇥᕾ, MDB ᮁĞ⨹
ʑᨦŝ᮹⩲ಆℕĥǍᖒᩎప, MDB PM, ⍉ᖅ▕✙, ᯕ⧪ʑšŝ᮹
ᱲⅪᮥ᭥⦽ᱶᇡʑšᵲᝍ᮹⩲᮹ℕǍᖒᩎప, MDB ❭č॒
ᯙಆƱඹ⪶ݡ, ɡಽჭʑᨦŝ᮹Partnering, J.V ၰM&A ᩎప, ᬑญӹݡḡᬱᱶ₦᮹Õᖅᔑᨦšಉᇥᕾᩎప, ODA ḥ⇽ǎŝ ᮹⩲ಆℕĥǍᖒᩎపᯕࠥ⇽ࡹᨩ݅. Quadrant 4ᨱᕽ۵ᔾᔑᖒ
⨆ᔢᩎప, ᯱǎ⪵ᱶ₦ᨱݡ⦽ᯕ⧕ၰݡ᮲ᩎప, ⥥ಽ᱾✙ᔾᧁᵝ ʑ šญ ᩎప, ᩎྕšญ, ᯱᰍšญ, ⍅စܩ⍡ᯕᖹ šญ ॒ PM ᅕ᳑ᩎప, ɡಽჭ⚍ᯱ}ၽ⩶ᔍᨦݡ᮲ᅖ⧊ᩎపᯕࠥ⇽ࡹᨩ݅.
3.2.2 ਏվंઉIPA ंজ
ǎԕŖᇥᝅŝᱽෝʑၹᮝಽ⦽IPA ᖅྙᮥᝅ⦹ᩡ݅.
əđŝŖᇥᨱᕽࠥ⇽ࡽIPA đŝsᮡ݅ᮭŝz݅(Fig.
11 ₙ᳑). ᔍᇥ໕ᵲᝍᱱᮡᵲࠥ3.79, ⩥ᰍᩎప2.60ಽᱥℕ
đŝs᮹ ᔑᚁ⠪Ɂᮥ ᯕᬊ⦹ᩡ݅.
ŖᇥIPA ᇥᕾđŝᔍᇥ໕ᵲQuadrant 1ᨱᕽ۵ǎԕʑᨦ ᮹ɡಽჭቭऽ⪵ᩎప, ǎᱽ⢽ᵡĥ᧞ᕽ᮹ᯕ⧕ᩎప, ǎᱽ
ĥ᧞ၰⓕ౩ᯥšญᩎప, ǎᱽŖྙᕽ᯲ᖒᩎప, ⩥ḡᯙಆ/ᯱᰍ/
ᰆእ᳑ݍᱶᅕ⫮ाᩎప, bǎ᮹ᔑᨦ⢽ᵡᨱݡ⦽ᯕ⧕ಆ, ɩᮖ, Õᖅᔑᨦŝ᮹ օ✙ᬭⓍ ᩎప, ɡಽჭ ɩᮖᔍ ⩲ಆᩎప, ɡಽჭ
⚍ᯱ}ၽ⩶ᔍᨦݡ᮲ᅖ⧊ᩎప, ɡಽჭʑᨦŝ᮹Partnering, J.V ၰM&A ᩎపᯕࠥ⇽ࡹᨩ݅. Quadrant 2ᨱᕽ۵ɡಽჭᖁࠥ
ʑᚁ ᩎప, Ŗᱶᱥྙᖒ ⪶ᅕ ၰ ʑᚁᯕᖝᜅ }ၽ·⪶ᅕ ᩎప, ᔾᔑᖒ ⨆ᔢ ᩎప, ḥ⇽⯍ǎ ᖅĥʑᵡ ၰ ႊᨱ ݡ⦽ ᯕ⧕
ᩎప, ʑᚁᯙ᷾ ᩎప, ⥥ಽ᱾✙ ❭ᯕԙᝒ ᩎప, ⥥ಽ᱾✙ šญ
ℕĥ ᩎప, ᬱa/⣩ḩ, Ŗᱶšญ ⧖ᝍ PMᩎపᯕ ࠥ⇽ࡹᨩ݅.
Quadrant 3 ᨱᕽ۵Õᖅᱶᅕ⪵ʑᚁᩎప, ᖅĥ⎵ऽɡಽჭᩎప, MDB ᮁĞ⨹ʑᨦŝ᮹⩲ಆℕĥǍᖒᩎప, MDB PM, ⍉ᖅ▕✙, ᯕ⧪ʑšŝ᮹ ᱲⅪᮥ ᭥⦽ ᱶᇡʑš ᵲᝍ᮹ ⩲᮹ℕ Ǎᖒ ᩎప, MDB ❭č॒ᯙಆƱඹ⪶ݡ, ODA ḥ⇽ǎŝ᮹⩲ಆℕĥǍᖒ
ᩎప, ⥥ಽ᱾✙ᔾᧁᵝʑšญᩎపᯕࠥ⇽ࡹᨩ݅. Quadrant 4ᨱ ᕽ۵ ḡᩎ ᙹʑၹ ʑᚁ ᩎప, ᨱթḡ ⬉ᮉ}ᖁ ᩎప, Green Engineering ᖅĥᩎప, ᯱǎ⪵ᱶ₦ᨱݡ⦽ᯕ⧕ၰݡ᮲ᩎప, bǎ᮹ᱶ⊹, ᔍ⫭ྙ⪵ᨱݡ⦽ᯕ⧕܆ಆ, MDB ḡᬱݡᔢǎᨱ
ݡ⦽ℕĥᱢᇥᕾ, ᬑญӹݡḡᬱᱶ₦᮹Õᖅᔑᨦšಉᇥᕾ
ᩎప, ᩎྕšญ, ᯱᰍšญ, ⍅စܩ⍡ᯕᖹšญ॒PM ᅕ᳑ᩎపᯕ
ࠥ⇽ࡹᨩ݅(Table 6 ₙ᳑).
Table 6. IPA Results by Quadrants on Engineering
Q Code Competence Importance Performance GAP
1
D-1 Branding for domestic enterprise 3.20 1.80 1.40
E-1 Understand international contract standard 4.40 2.40 2.00
E-2 International contract & claim action 4.20 2.60 1.60
E-3 Make international official document 3.60 2.40 1.20
G-2 Site labor/material/machinery procurement information collect 3.80 1.80 2.00 G-3 Target industry standard understanding(Law, System, Bid, Delivery system) 3.60 2.80 0.80
I-2 Networking with Financial, Construction industry 4.20 2.40 1.80
I-3 Co-operation with global financial 4.40 2.40 2.00
I-4 Global development project counterplan 3.00 2.40 0.60
I-5 Partnering, J.V and M&A with Global enterprise 3.00 1.60 1.40
2
A-1 Global leading technology 4.20 2.60 1.60
B-1 Process specialty & technology license R&D 4.20 2.40 1.80
B-4 Productivity improvement(Duration, cost etc..) 3.40 2.60 0.80
C-2 Understanding overseas design standard and specification 4.20 2.60 1.60 C-3 Technology certification(Function, Area, New tech, patent etc..) 3.00 2.20 0.80
I-1 Project Financing 4.20 2.60 1.60
F-1 Project management system 4.40 2.40 2.00
F-2 Cost/Quality, Process management 4.00 2.80 1.20
3
A-3 Building Information Modeling Technology 4.20 2.40 1.80
C-1 Design code globalization 4.20 2.40 1.80
H-2 Co-operation with MDB experienced enterprise 2.40 1.60 0.80
H-3 MDB PM, Consultant, Institution contract list 2.60 1.60 1.00
H-4 Expand interchange with MDB 2.40 1.60 0.80
J-2 Relation capability ODA target countries 4.20 2.40 1.80
F-3 Project life cycle management 2.80 3.00 -0.20
4
A-2 Based on local demand strategy 3.80 1.80 2.00
B-2 Energy efficiency improvement 2.80 2.00 0.80
B-3 Green Engineering design 3.00 1.80 1.20
D-2 Saudization counterplan 3.20 2.40 0.80
G-1 Oversea countries politic, society, cultural understanding 3.60 2.40 1.20
H-1 Analyse MDB target country 2.80 1.40 1.40
J-1 Analysis foreign policy related with construction industry 3.40 1.80 1.60
F-4 Labor, Material, Communication PM assistance 2.80 2.40 0.40
