The construction sector is experiencing a fundamental shift towards greater digitization. Building information modeling (BIM), augmented and virtual reality (AR/VR), the internet of things (IoT), Artificial Intelligence (AI), and Digital twins are all becoming more prevalent in the architecture, engineering, and construction (AEC) industry. Greater digitization introduces additional data flows in construction projects that are collected, analyzed, and exchanged. Furthermore, the construction process, procedures, responsibilities, and obligations of the various stakeholders change. Dealing with the large volumes of data and the changing process necessitates a more robust and efficient data strategy than ever before. Tender documents will comprise, in addition to the standard documentation for physical construction work, several new or revised documents or regulations related to digital construction and data exchange. By understanding and controlling data exchange in projects, project advantages and organization-wide success may be realized. Currently, limited research is done in the field of public procurement and data exchange. Comparative case studies, in particular, have received little attention in this area.

Therefore, this thesis addresses the following research question: “How can contracting authorities (re)design the procurement phases to enhance successful data exchange in construction projects?” Through a theoretical study, followed by in-depth interviews and case studies, an attempt was made to gain insight into two important aspects of the tender: (I) the requirements of the product and process concerning data in the demand specification, and (II) the use of selection and award phase. Interviews with experts were conducted to provide external validation.

The research demonstrated that more attention should be paid to data exchange within public organizations, with a specific focus on asset management. The great majority of contracting authorities lack the necessary maturity to deal with the growing data in projects. In the procurement process, accurate data exchange is not or hardly prioritized, because public organizations are uncertain and even unaware of what they want and of the possibilities. As a result, a lot of data is lost during the life cycle of a building. For data and information management to become a component of asset management, a contracting authority must first pay attention to the softer, cultural, and organizational factors and define an associated organization-wide vision. By formulating unambiguous process and product requirements following the vision, it will be clear to market parties what the assignment entails and what is expected of them. In doing so, clients need to collaborate more with each other and contractors to achieve a successful data exchange.