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The attraction of public private partnerships (PPPs) for governments is that the on-ground fructification of infrastructure projects is far higher than the traditional implementation route through public sector or departmental undertakings. Besides, time overruns are also considerably reduced. However, empirical evidence does not clearly establish that PPPs are cost efficient. This coupled with the risk intensity has impacted the long run flow of private capital to infrastructure PPPs and it therefore calls for a more scientific approach to management of profitability related risks. Appropriate management control systems (MCS) could be the answer, provided they can favorably impact profitability. Aggregating data from road, ports, airports, urban infrastructure, railways and power PPP ventures implemented in India, this chapter attempts to study the relationship between MCS and returns to sponsors through regression analysis. The study concludes that multiple MCS have a significant relationship with sponsors’ profitability.

The present study investigated the nature of Public–Private Partnership (PPP) in various subsectors of social and commercial infrastructure in India for better understanding of significant characteristics, attributes and factors governing the public private participation. The Indicator Analysis approach has been adopted to study a total of 119 Public–Private-partnered projects involving four qualitative and three quantitative indicators to help build a detailed profile of partnered projects in various subsectors of social and commercial infrastructure in India. The subnational government has been unravelled as the dominant form of government participation across all the subsectors of the social and commercial infrastructure in India. The infrastructure projects in the subsector of tourism have registered high average cost and time overruns. Further, Build-Operate-Transfer (BOT) mode has been identified as the most preferred PPP entry mode in the social and commercial infrastructure in the Indian economy. Since, the Indian economy comprises a large workforce, investment in social and commercial infrastructure projects through PPP mode can tap and harness the demographic dividend, which is critical for sustaining the growth of developing and emerging economies. The study provides a detailed account of qualitative and quantitative information about the nature of social and commercial infrastructure sector that shall facilitate successful implementation of the PPP projects in this soft infrastructure sector, which has a substantial bearing on the economic growth and human development in the Indian economy.

Like many other nations, the Government of Bangladesh (GoB) is having colossal difficulties managing the continuity of its development efforts in the milieu of COVID-19 pandemic. Widespread resource gap is evident for development budget due to significant diminution of revenue from readymade garments (RMG) and remittances, volatility in capital market, constant increase in trade deficit and reduction of foreign currency reserve, increase in debt and lack of investor confidence. A new horizon of relationship with development partners (DPs) will matter more than ever before. Regrettably, recent experience with collaborative mechanisms such as Local Consultative Group (LCG) and LCG Sector Working Group (LCG-WG) does not support high-impact relationships in terms of result-oriented development effectiveness. Arguably, the international shift of the development community from aid to development effectiveness agenda in 2011 also contributed to country-level motivation of Government and DPs for closer collaboration. In this backdrop, the COVID-19 crisis makes a strong call to both Government and DPs to change their business for improved development results. This chapter, therefore, examines the issues that impede development effectiveness and governance related to the Government as well as DPs. The study observe that the DPs and GoB don’t represent a horizontal relationship to implement the development effectiveness agenda in Bangladesh mainly because of dominant attitude, lack of alignment and harmonization and accountability of DPs and weak policy, institution and leadership of GoB. However, COVID-19 economic crisis makes a renewed call to both DPs and GoB implement the development effectiveness agenda, addressing existing issues and improve the management of development finance to increase economic growth and improve life of the people.

The model and existing practice of the construction supply chain (CSC) in the United Kingdom (UK) and Australia was presented in this chapter. The policies and reports that support the practice of the CSC were examined in both countries. It was discovered from the review of literature that the UK has a more detailed report targeted at improving the CSC than Australia. However, both countries have a common factor affecting their CSC which originates from fragmentation experienced within their supply chain. Construction stakeholders in the UK and Australia believe that collaboration and integration are vital components for improving performance. The majority of the contractors in both countries embrace collaborative working for the sole purpose of risk sharing, access to innovation and response to market efficiency. However, most of the models developed for managing the CSC in the UK are built around building information modelling (BIM). Also, the reviewed studies show that supply chain management practice will be effective following the following principle: shared objectives, trust, reduction in a blame culture, joint working, enhanced communication and information-sharing. Finally, the UK has a more established framework and more CSC models compared to Australia.