Business Re-engineering Strategic Process Model for Small-Medium Local Contractor’s Sustainable Competitiveness: A Case of Tanzania

Re-engineering the construction business process has been regarded as an acceptable management technique for reducing the overwhelmed construction challenges that have ascribed prolonged unsustainable competitiveness for most small and medium local construction firms in less developed countries. This study adopted the business re-engineering philosophy to identify and recommend the Strategic Business Process Model for the sustainable competitiveness of local firms in the domestic competitive environment. The questionnaire and in-depth interview survey were opted to collect the data from 227 respondents sampled through purposive sampling. SPSS 24-AMOS was used to analyze the data and create a structural equation model for sustainable competitiveness. The findings have revealed eleven (11) construction core and three (3) organizational process-related strategies, which suggest that the integration of design (β1=0.228, p=0.000), procurement (β2=0.091, p=0.003), construction management (β3=0.264, p=0002) and organizational (β4=0.068, 00; p=0.004) strategic processes have proved a positive significant in attaining sustainable competitiveness of local firms. The study serves as a valuable empirical mark that provides insight and initial evidence for researchers, policy makers, and stakeholders in understanding potential construction core and organizational process strategies adopted by local firms to attain a competitive advantage.