Traditional Canadian pavement construction contracts provide detailed specifications for the work that needs to be carried out. This is the case for both maintenance and rehabilitation contracts. However, for many road agencies around the world, this traditional way of contracting had shortcomings. These agencies have been proactive in changing their contracts to maintain the road networks while reducing the cost. The challenge of maintaining the road networks to the highest possible condition while investing the minimal amount of money has promoted innovative contracting approaches. Furthermore, road agencies have increased the private sector involvement through warranty contracts. According to road agencies around the world, there has been a movement over the last two decades towards Performance Based Contracts (PBCs); a long term warranty contract. In PBCs, the client agency specifies certain clearly defined minimal performance measures to be met or exceeded during the contract period and payments are explicitly linked to the contractor successfully meeting or exceeding those performance measures. Therefore, the PBC maintenance and rehabilitation selection differs significantly from that of traditional asset management contracts and more complex due to the pavement deterioration process and probability of failure to achieve the specified level of service for various performance measures along the contract period. This thesis involves the development of a novel framework that facilitates the selection of maintenance and rehabilitation activities for pavement assets under PBCs. The framework consists of two phases. Phase-One, called the Initial Program, uses historical data, performance modeling, and optimization to establish and select the maintenance and rehabilitation program for the bidding stage. Phase-Two, called Project Asset Management, is implemented after the contract is awarded. This phase uses the contract performance monitoring data and the cost estimate from Phase-One as a baseline budget to update and validate the established program through performance modeling and optimization. A case study using data from the Ministry of Transportation Ontario (MTO) second generation Pavement Management System (PMS2) is used to illustrate the framework.

Traditional Canadian pavement construction contracts provide detailed specifications for the work that needs to be carried out. This is the case for both maintenance and rehabilitation contracts. However, for many road agencies around the world, this traditional way of contracting had shortcomings. These agencies have been proactive in changing their contracts to maintain the road networks while reducing the cost. The challenge of maintaining the road networks to the highest possible condition while investing the minimal amount of money has promoted innovative contracting approaches. Furthermore, road agencies have increased the private sector involvement through warranty contracts. According to road agencies around the world, there has been a movement over the last two decades towards Performance Based Contracts (PBCs); a long term warranty contract. In PBCs, the client agency specifies certain clearly defined minimal performance measures to be met or exceeded during the contract period and payments are explicitly linked to the contractor successfully meeting or exceeding those performance measures. Therefore, the PBC maintenance and rehabilitation selection differs significantly from that of traditional asset management contracts and more complex due to the pavement deterioration process and probability of failure to achieve the specified level of service for various performance measures along the contract period. This thesis involves the development of a novel framework that facilitates the selection of maintenance and rehabilitation activities for pavement assets under PBCs. The framework consists of two phases. Phase-One, called the Initial Program, uses historical data, performance modeling, and optimization to establish and select the maintenance and rehabilitation program for the bidding stage. Phase-Two, called Project Asset Management, is implemented after the contract is awarded. This phase uses the contract performance monitoring data and the cost estimate from Phase-One as a baseline budget to update and validate the established program through performance modeling and optimization. A case study using data from the Ministry of Transportation Ontario (MTO) second generation Pavement Management System (PMS2) is used to illustrate the framework.

Performance-based contracting (PBC) redefines the relationships between suppliers and buyers and differs from traditional contracting approaches with its reward/payment scheme, emphasis on the performance outcomes, increased supplier autonomy, and transfer of risk and responsibilities to suppliers. Given the 70% of life cycle costs of products/systems reside in sustainment, PBC has led to substantial improvements in availability, maintainability, reliability, and thus total cost of ownership of systems/products. Though PBC has changed the way of doing business and its presence has increased across multiple industry, private and public sectors, for profit and not-for-profit, its implications on various aspects of logistics and supply chain management have been understudied. It is important to explore and establish evidence regarding these implications through academic rigor. Therefore, this three-essay dissertation aims to give some insight regarding structural and behavioral implications of PBC using a multi-method approach. Specifically, it (1) explores the relationship between PBC and supply chain resilience (SCRES), (2) examines the supplier goal commitment (i.e., motivation) in PBC, (3) proposes a mathematical model to find optimal contract length, periodic contract price and investment that concurrently maximizing supplier profit and satisfying buyer requirements. This dissertation offers theoretical and managerial contributions as well.