Risks and challenges of contract management in works procurement: a case study of Dhaka Executive Engineer’s Office, LGED

Abstract

This study investigates the risks and challenges in contract management for works procurement, centering on a case study of the Dhaka Executive Engineer’s Office within the Local Government Engineering Department (LGED), Bangladesh. Using a high-value bridge project overseen by the Dhaka Executive Engineer's Office as the main example, it seeks to uncover financial, operational, strategic, technological and legal barriers that prevent efficient contract execution in public infrastructure projects. Semi-structured interviews with important LGED personnel and an examination of contract agreements, progress reports, and pertinent legal frameworks, such as the Public Procurement Act 2006 and Public Procurement Rules 2008, were all part of the qualitative technique that was used. Systemic flaws include subpar deliverables of contractors, delayed land acquisition, insufficient supervision, restricted use of digital mediums, and bureaucratic bottlenecks are identified by the study. It also draws attention to particular difficulties such as administrative transfers, the lack of a risk registry, and the difficulties that come with projects that cut across several administrative lines. The findings reveal how unaddressed risks can severely impact the project management Iron Triangle—time, cost, and quality—threatening value-for-money and public confidence. Although LGED is known for its technical expertise, institutional limitations and fragmented coordination still hinder effective contract delivery. The research ends with recommendations for improved contractor assessment systems, independent monitoring mechanisms, clearer operating procedures for variances, digital integration (such as increased e-GP capabilities), and targeted capacity building. Enhancing accountability, effectiveness, and the long-term viability of Bangladesh's public works procurement requires these measures.