How Integrated Supply Chain Intelligence Is Redefining Project Delivery

In today’s construction environment, volatility is no longer an exception — it’s the norm. 

Owners and developers are navigating unprecedented supply chain disruption, escalating sustainability requirements, regulatory complexity and persistent labor constraints — all while being asked to deliver projects faster, more efficiently and with greater certainty. 

Skanska USA Building Executive Vice President and General Manager of Skanska Integrated Solutions George Swetz said, in this climate, traditional delivery models built on fragmented oversight and reactive decision-making are falling short. What the industry increasingly needs are integrated delivery methods grounded in real building experience and informed by actionable market intelligence.

At Skanska, this approach is embodied through Skanska Integrated Solutions. SIS is the firm’s program management group, which draws directly from Skanska's decades of experience as a builder.

Recent data underscores the urgency of this shift. According to a 2025 McKinsey report, construction projects nationally experience schedule overruns by about 60% and cost overruns by about 70% on average, with supply chain instability and labor volatility cited as primary drivers. 

“These challenges are not theoretical,” Swetz said. “They are impacting capital programs across sectors, from healthcare and life sciences to infrastructure, commercial development and public sector work.”

He said addressing these issues goes beyond having advisory services. It requires delivery partners who understand how projects are actually built and who can translate that knowledge into predictable outcomes.

This is where integrated program management models rooted in hands-on construction expertise are proving increasingly valuable, Swetz said. Rather than operating solely as a consultant, SIS leverages Skanska’s design-build, construction management, preconstruction and self-perform capabilities across a wide range of project types. This creates a direct connection to the field that fundamentally changes how projects are planned, sequenced, procured and delivered. 

“Because this program management capability is embedded within an organization that builds, clients benefit from an integrated approach that spans early planning through final delivery,” Swetz said. 

He said scheduling, procurement strategy, cost control, risk mitigation and design-to-build coordination are not treated as isolated workstreams or downstream considerations. They are integrated from day one, informed by real-world construction insight and a clear understanding of market conditions. 

“In an era of volatility, this holistic framework provides a level of predictability that many independent project management models struggle to achieve,” Swetz said.

Another critical dimension of reshaping project delivery is sustainability, particularly as it relates to the supply chain. Owners today face growing pressure around environmental, social and governance performance, embodied carbon, ethical sourcing and increasingly rigorous reporting requirements. 

Swetz said these considerations can no longer be layered onto projects late in the process without introducing cost, risk or delay. They must be embedded early and managed deliberately.

Skanska demonstrates a longstanding commitment to sustainability and responsible supply chain practices. The firm is a founding partner of the Supply Chain Sustainability School in the U.S., an industrywide initiative that provides education and resources focused on sustainable procurement, supplier diversity, environmental impact and circular economy principles. 

This leadership translates directly into project execution, Swetz said. By prioritizing materials with Environmental or Health Product Declarations, evaluating suppliers’ ESG practices and aligning all stakeholders around shared sustainability expectations, SIS can help clients meet compliance requirements while reducing long-term risk and future cost exposure, he said.

Beyond sustainability, one of the most powerful advantages of an integrated delivery model is the ability to harness cross-functional market intelligence at scale, he said. 

“Because program management teams operate within Skanska’s broader delivery ecosystem, they have access to extensive project data, procurement insight and real-time market intelligence that can inform supply chain strategy, not just for individual projects but across entire portfolios of capital programs,” Swetz said.

He said this intelligence enables early procurement planning during preconstruction, coordinated purchasing strategies and proactive logistics management — capabilities that are especially valuable in markets where material availability and pricing remain unpredictable. 

Instead of reacting to disruptions as they occur, teams can work with owners to anticipate risks, lock in critical materials when appropriate and sequence work in ways that protect both schedule and budget, he said. 

“Transparency and control are maintained throughout the project life cycle, giving owners greater confidence in decision-making at every stage,” Swetz said.

Ultimately, the value of integrated supply chain intelligence is practical rather than theoretical, he said.

In a time defined by uncertainty around supply, labor, regulation and sustainability, owners and developers need more than hope that conditions will stabilize; they need delivery partners whose methods are proven, comprehensive and forward-looking, Swetz said.

By uniting hands-on building expertise, sustainable supply chain practices, cross-disciplinary project oversight and strategic market intelligence into a single, integrated offering, SIS provides a smarter model for project delivery, he said. For clients, that translates into predictability, risk mitigation and durable outcomes along with the confidence that budgets, timelines, quality and sustainability commitments will hold up under real-world conditions.

As the construction industry continues to evolve, the path forward will favor those who can integrate knowledge across disciplines and deliver certainty in even the most volatile environments, Swetz said.  

“Integrated supply chain intelligence is no longer a differentiator,” he said. “It is fast becoming a prerequisite for successful project delivery.”

This article was produced in collaboration between Skanska and Studio B. Bisnow news staff was not involved in the production of this content.

Studio B is Bisnow’s in-house content and design studio. To learn more about how Studio B can help your team, reach out to studio@bisnow.com.