ABSTRACT
ABSTRACT Requirements for infrastructure systems are constantly changing. This is caused by developments in mobility, climate, population, urbanization and incremental innovations. To ensure the performance of the infrastructure systems, contractors are hired as infrastructure asset managers. The contractor is responsible for applying technical and financial judgement to decide what interventions are needed to meet performance aims over the whole life cycle of the infrastructure systems. To improve their judgement, contractors are investing in digital support tools. The data obtained by these support tools provides valuable insight in all levels of decisionmaking (strategic, tactical, operational and executive). These insights can be used for day-to-day maintenance and management activities. Furthermore, it can be used for strategic decision-making, which considers the technical and functional performance of the infrastructure network. By investing in digital support tools, the role of the contracting party is shifting from an executor to an advising partner. This new paradigm requires a restructuring of key-roles within currently used integrated contract types. This study focusses on two case studies in which the use of digital support tools led to added value on all levels of decision-making. The contractor acted as advising partner for the asset owner (the client). A transparent form of collaboration was initiated through which the client had access to all data at all times. Overall, the use of digital support tools resulted in a 20% decrease of total cost of ownership for both case studies.
