A study by a PhD. researcher at Myers Lawson School of Construction, Virginia Tech, USA, Abiola Adegoke, has raised hope on how supply chain innovation can fix Nigeria’s project delivery crisis. In Nigeria’s construction industry, the words “delays” and “cost overruns” are all too familiar but research suggests the way out of these persistent failures isn’t just more funding, it is also the availability of smarter supply chain innovation.
The study conducted in Oyo State explores how rethinking construction supply chain management (CSCM) could unlock efficiency and drive transformative improvements in project delivery. The research, grounded in field data from registered contractors, shows that adopting innovative supply chain practices such as real-time information sharing, supplier benchmarking, and collaborative planning can sharply reduce waste, cut costs, and improve delivery timelines.
“Innovation is no longer optional. It is the engine of survival,” Adegoke says. “With up to 80% of project costs linked to external vendors and subcontractors, what happens along the supply chain determines whether a project succeeds or fails.”
Unlike manufacturing or tech sectors that have long embraced digital transformation, the construction industry in Nigeria still operates with outdated tools and fragmented workflows. This research points out that simply procuring materials is no longer enough. Instead, innovation must be embedded across the supply chain from design and planning to on-site delivery and post-construction. One of the standout findings from the study is the role of digital information acquisition and sharing. Contractors who embraced modern methods of sharing drawings, project briefs, and schedules were able to coordinate activities more smoothly, avoiding costly errors and material waste. The study also highlights contractor-supplier relationships as another key factor.
With 75-80% of construction budgets spent on materials and services, the ability to identify and retain reliable suppliers is critical. When this relationship is strengthened through transparency and performance monitoring, the entire chain becomes more resilient. Crucially, the research underscores that innovation isn’t just about adopting technology — it’s about redesigning how the industry thinks. For example, just-in-time delivery systems, long common in retail and logistics, can help Nigerian construction firms reduce storage costs and mitigate theft. Yet, their adoption remains rare due to rigid procurement systems and low digital literacy.
To counter this, the study proposes a clear roadmap for integrating innovation: investing in capacity-building workshops, incentivizing collaborative procurement models, and developing policy frameworks that reward efficiency and transparency. Government agencies and public clients have a major role to play. They can set the tone by requiring innovative practices in public tenders, supporting pilot programs, and encouraging data transparency.
Policymakers are also urged to adopt regulations that support digital tracking of materials, real-time reporting, and integrated planning platforms. The private sector is not left out. Construction companies — especially small- and medium-scale firms are encouraged to rethink their business models, invest in modern project management systems, and embrace performance-based supplier contracts. Professional associations should lead the charge in certifying and benchmarking innovative practices to raise industry standards. In conclusion, the study reframes innovation not as a luxury but as an operational necessity for Nigeria’s construction future.
As cities expand, infrastructure needs grow, and competition intensifies, only firms that master their supply chains will remain viable. For a country battling chronic infrastructure shortfalls, smarter construction supply chains could be the foundation for more livable, productive cities. And the time to act is now, according to Adegoke.
