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Volume 5, Issue 2, 2026

Abstract

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Cost-schedule control in construction projects is inherently a continuous decision-making process conducted under conditions of uncertainty, rather than a purely technical or accounting activity. Conventional approaches, which rely on retrospective performance measurement and fragmented indicators, provide limited support for timely managerial intervention and often lead to delayed or suboptimal decisions. This study develops a decision-centric framework that integrates earned value analytics with organizational decision processes to enable proactive and structured cost–schedule control in small and medium-sized construction projects. The proposed framework conceptualizes cost control as a four-stage decision process—situational awareness, diagnostic analysis, predictive assessment, and intervention execution—and establishes explicit linkages between analytical signals and managerial actions. Within this structure, earned value metrics are reinterpreted as decision triggers rather than passive evaluation tools, while organizational roles are reconfigured to support timely interpretation and coordinated response. The framework is examined through an in-depth case study of a gas station construction project exposed to significant environmental and operational uncertainty. The findings indicate that cost overruns are primarily associated with delayed decision responses, fragmented information flows, and misaligned responsibility structures. By embedding real-time performance evaluation within a coherent decision architecture, the proposed approach enables earlier identification of deviations and more targeted managerial interventions. The study contributes to the literature on intelligent management decision-making by demonstrating how analytical tools can be operationalized within organizational contexts to enhance decision quality under uncertainty. It further provides a transferable framework for structuring data-informed decision processes in resource-constrained project environments.

Abstract

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Sustainable logistics hub planning in emerging economies is often challenged by high levels of uncertainty, limited data availability, and the need to balance economic, environmental, and social objectives. Supporting consistent and transparent decision-making under such conditions remains a key issue in infrastructure planning. To address this, the present study develops an intelligent decision-support framework for prioritizing logistics hubs in complex and uncertain environments. The proposed framework combines $q$-rung orthopair fuzzy sets with the ordinal priority approach, enabling the representation of imprecise expert judgments alongside ordinal preference information within a unified multi-criteria structure. The approach is applied to the case of Kenya, where logistics development involves multiple and often conflicting criteria. A comprehensive evaluation system is established, and expert assessments are incorporated to derive priority rankings. The results show that operational efficiency and economic considerations play a dominant role in the decision process, while environmental and social factors receive comparatively lower weights. Sensitivity and comparative analyses confirm the stability and reliability of the findings. The study provides a structured and uncertainty-aware decision-support tool that can assist infrastructure planning and offers practical insights for policy and managerial decision-making in logistics systems.

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