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Globally, 61% of respondents agreed that built environment supply chains are inherently adversarial. Interestingly, public sector respondents were slightly more optimistic, with 49% agreeing that supply chains are adversarial and 56% agreeing that disputes are inevitable, suggesting that exposure to more collaborative approaches may already be shifting attitudes. UK data in the report highlights particular
pressure points. 63% of UK architects stated that formal external dispute resolution had been necessary often or very often in the past five years – more than double the global average of 26%. Meanwhile, 59% of UK main contractors identified late payment as their single biggest source of instability, the highest figure recorded in any market. Trust and collaboration: valued but inconsistently practised Despite these challenges, the research reveals a strong and consistent belief in the value of collaboration. 83% of respondents agreed that trust is critical to successful project outcomes, 81% said higher levels of collaboration help resolve issues more quickly, and 78% agreed that the most effective supply chain relationships are built on trust and cooperation. The main factors that help minimise disputes were highlighted as effective communication (48%), clear boundaries and processes agreed from the start (39%), positive supply chain relationships built on trust and cooperation (34%), and contracts that support transparency and risk-sharing (34%). In the UK, strong client leadership also featured prominently.
Collaborative contracts: clear benefits, limited adoption One of the most important findings is the gap between positive attitudes toward collaborative contracting and actual uptake. Across all respondents, 33% had worked on a project using collaborative contracts, 9% said their organisation actively requires their implementation, and 79% of those familiar with them feel positive about wider adoption. Among those with experience, the
perceived benefits are significant. 76% say collaborative contracts help protect their business, 74% say they improve delivery timescales, 71% say they reduce legal disputes and improper risk allocation, and 69% say they improve project profitability. Yet awareness remains uneven. In the
UK, 20% had never heard of collaborative contracts, the highest figure across all markets, and only 27% had worked on projects using them. Public sector awareness was higher (67%), though only 19% had direct experience. The client’s pivotal role – especially for local authorities It is evident that client organisations overwhelmingly determine contract form. Around 70% of respondents said they operate primarily within traditional contract frameworks, driven largely by client specification. For local authorities who are already under pressure to deliver more within constrained budgets, this represents both a responsibility and an opportunity. Where public sector clients have adopted collaborative contracting consistently, the effects have been felt across entire supply
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chains: fewer disputes, better delivery outcomes and stronger long-term relationships. A moment for change With industry demonstrating a clear appetite for collaboration, and the extensive training and support available, the conditions for change are in place. The message is unmistakable: more effective supply chain relationships are not just desirable; they are essential to meeting delivery challenges ahead. Better relationships build better projects, and the moment to act is now. To download Trust, Contracts and
Outcomes: A Global Study of Construction Supply Chain Relationships, visit
www.neccontract.com/insights- supply-chain
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