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The Islamic University of Gaza ‫ﺍﻟﺠـﺎﻤﻌﺔ ﺍﻹﺴـﻼﻤﻴـﺔ – ﻏــﺯﺓ‬
Faculty of Engineering ‫ﻜﻠﻴـــﺔ ﺍﻟﻬﻨﺩﺴــــﺔ‬

Higher Studies Deanery ‫ﻋﻤﺎﺩﺓ ﺍﻟﺩﺭﺍﺴـﺎﺕ ﺍﻟﻌﻠﻴـﺎ‬
A Framework For Construction Materials Supply

Chain Process in the Local Construction Industry
‫إﻃﺎر ﻋﺎم ﻟﻌﻤﻠﻴﺔ ﺳﻠﺴﻠﺔ ﺗﻮرﻳﺪ ﻣﻮاد اﻟﺒﻨﺎء ﻓﻲ ﺻﻨﺎﻋﺔ‬

‫اﻹﻧﺸﺎءات اﻟﻤﺤﻠﻴﺔ‬
Alaa A. Al-Shorafa
Supervised by:
Prof. Dr. Rifat N. Rustom

Professor of Civil Engineering, the Islamic University of Gaza
A Thesis Submitted in Partial Fulfillment of Requirements for the Degree of Master

in Construction Management
‫م‬2009-‫هـ‬1430
DEDICATION
This thesis is sincerely dedicated
To my beloved parents,
To my wife,
Lovely kids (Dalia, Mohammed, Karim, Deema, and Farah)
And
My brothers and sister
I
Acknowledgement
Acknowledgment is due to Islamic University of Gaza for support of this
research.
I wish to express my deepest gratitude to my supervisor Professor Rifat N.

Rustom for his professional advice and guidance to complete this research.
My deep thanks to Dr. Kamalain Shaath and Prof. Adnan Enshassi for their
sincere support and help
I would like to express my thanks to all Contractors who participated in

filling the questionnaire and provided important information for this study.
II
Table of Content
DEDICATION ........................................................................................................................................... I
ACKNOWLEDGEMENT ............................................................................................................................ II
TABLE OF CONTENT .............................................................................................................................. III
ABSTRACT ........................................................................................................................................ IX
‫اﻟﻤﻠﺨﺺ‬ ................................................................................................................................................ XI
CHAPTER 1: INTRODUCTION ......................................................................................................... 1
1.1. BACKGROUND ............................................................................................................................... 1
1.2. STATEMENT OF THE PROBLEM ...................................................................................................... 2
1.3. RESEARCH AIM ............................................................................................................................. 3
1.4. RESEARCH OBJECTIVES ................................................................................................................. 3
1.5. SCOPE AND LIMITATIONS .............................................................................................................. 3
1.6. SIGNIFICANCE OF THE STUDY ........................................................................................................ 4
1.7. METHODOLOGY OUTLINE ............................................................................................................. 4
1.8. THESIS CONTENT .......................................................................................................................... 4
CHAPTER 2: LITERATURE REVIEW ............................................................................................. 6
2.1. CONSTRUCTION INDUSTRY ............................................................................................................ 6
2.2. MATERIAL MANAGEMENT IN CONSTRUCTION .............................................................................. 6
2.3. BENEFITS OF THE MATERIALS MANAGEMENT ............................................................................... 7
2.4. SUPPLY CHAIN FUNDAMENTALS ................................................................................................... 7
2.5. OBJECTIVES OF SUPPLY CHAIN MANAGEMENT ............................................................................. 8
2.6. SUPPLY CHAIN IN MANUFACTURE ................................................................................................ 8
2.6.1. Origin of the Supply Chain Management................................................................................. 8
2.6.2. Concept of the Supply Chain Management ............................................................................. 9
2.7. CONSTRUCTION SUPPLY CHAIN .................................................................................................. 11
2.7.1. Characteristics of Construction Supply Chains ...................................................................... 12
2.8. CONSTRUCTION SUPPLY CHAIN MANAGEMENT .......................................................................... 12
2.8.1. AREAS OF FOCUS, AND ROLES OF SUPPLY CHAIN MANAGEMENT IN CONSTRUCTION ................. 13
2.9. MATERIAL SUPPLY CHAIN PROCESS ........................................................................................... 14
2.10. PROBLEMS OF THE CONSTRUCTION SUPPLY CHAINS ................................................................... 16
2.11. TRADITIONAL CONSTRUCTION SUPPLY CHAIN............................................................................ 17
2.12. SUPPLIER/CONTRACTOR ARRANGEMENTS .................................................................................. 19
2.13. CONSTRUCTION SUPPLY CHAIN INTEGRATION ............................................................................ 20
2.13.1. Partnering .............................................................................................................................. 21
2.13.2. Information and Communication System .............................................................................. 22
2.14. BARRIERS THAT OBSTRUCT INTEGRATION OF CONSTRUCTION SUPPLY CHAIN ........................... 25
2.15. SUMMARY ................................................................................................................................... 26
CHAPTER 3: METHODOLOGY ..................................................................................................... 28
3.1. RESEARCH DESIGN ...................................................................................................................... 28
3.2. LITERATURE REVIEW ................................................................................................................... 30
3.3. QUESTIONNAIRE DESIGN AND CONTENT ..................................................................................... 30
3.4. PILOT STUDY ............................................................................................................................... 32
3.5. RESEARCH POPULATION .............................................................................................................. 32
3.6. SAMPLE SIZE DETERMINATION ................................................................................................... 33
3.7. DATA MEASUREMENT ................................................................................................................. 33
3.8. VALIDITY OF THE RESEARCH ...................................................................................................... 34
3.8.1.Content Validity of the Ques onnaire ........................................................................................ 35
3.8.2.Sta s cal Validity of the Ques onnaire ..................................................................................... 35
3.8.2.1. Criterion Related Validity ........................................................................................................... 35
3.8.2.2. Structure Validity of the Questionnaire ....................................................................................... 35
III
3.9. RELIABILITY OF THE RESEARCH .................................................................................................. 36
3.9.1. Half Split Method ....................................................................................................................... 36
3.9.2. Cronbach’s Coeﬃcient Alpha ..................................................................................................... 37
3.10. ONE-SAMPLE KOLMOGOROV-SMIRNOV TEST ............................................................................. 38
3.11. DATA ANALYSIS ......................................................................................................................... 39
CHAPTER 4: DATA ANALYSIS AND DISCUSSION...................................................................... 40
4.1. INTRODUCTION ............................................................................................................................ 40
4.2. GENERAL BACKGROUND AND INFORMATION .............................................................................. 40
4.2.1. Company Establishment Year ................................................................................................ 40
4.2.2. Company Specialized Sector .................................................................................................. 41
4.2.3. Companies Classifications According to the Palestinian Contractor Union ........................... 41
4.2.4. Average Number of Employees within the Last Five Years ................................................... 42
4.2.5. Number of Executed Projects within the Last Five Years ...................................................... 42
4.2.6. Value of the Executed Projects within the Last Five Years .................................................... 43
4.2.7. The Person or Section in Charge of Materials Procurement ................................................. 43
4.3. CURRENT PRACTICES OF MATERIAL SUPPLY CHAIN PROCESS AND THE IMPORTANT FACTORS
THAT FORM IT ............................................................................................................................................ 44
4.3.1. Bidding Phase (Estimating, Preparation, Submission and Winning) ...................................... 45
4.3.2. Sourcing (Vendor Selection) Phase ........................................................................................ 50
4.3.3. Material Procurement Phase ................................................................................................. 54
4.3.4. Construction Phase ................................................................................................................ 58
4.3.5. Post Construction Phase (Surplus Materials) ......................................................................... 62
4.3.6. Evaluation Phase .................................................................................................................... 63
4.3.7. Information Related to the Current Practices of the Construction Supply Chain Management .......... 64
4.3.8. Methods Used for Ordering Materials from the Suppliers .................................................... 65
4.4. CONTRACTOR / SUPPLIER RELATIONSHIP .................................................................................... 66
4.4.1. Criteria for Selection the Suppliers ........................................................................................ 66
.4.4.2 Action Taken Against Late Deliveries and Not Complying With the Required Specifications .............. 68
4.5. IMPACT OF THE ISRAELI CLOSURE AND POLICIES ON THE CONSTRUCTION MATERIALS SUPPLY
CHAIN. .................................................................................................................................................. 70
4.6. MITIGATING THE UNCERTAINTIES ASSOCIATED WITH THE CONSTRUCTION INDUSTRY ............... 71
4.6.1. Buffer Stock .............................................................................................................................................................. 71
4.6.1.1. Local Materials with Normal Conditions ............................................................................................................. 72
4.6.1.2. Local Materials with Unstable Conditions ........................................................................................................... 73
4.6.1.3. Imported Materials with Normal Conditions ....................................................................................................... 73
4.6.1.4. Imported Materials with Unstable Conditions ..................................................................................................... 73
4.6.2. Buffer Time ............................................................................................................................................................... 74
4.6.2.1. Local Materials with Normal Conditions .............................................................................................................. 75
4.6.2.2. Local Materials with Unstable Conditions ............................................................................................................ 75
4.6.2.3. Materials need to be Imported in Stable Conditions ........................................................................................... 75
4.6.2.4. Materials need to be imported With Unstable Conditions .................................................................................. 76
4.7. PROBLEMS ENCOUNTERING CONTRACTORS THROUGH THE MATERIAL SUPPLY CHAIN PROCESS 76
4.7.1. Bidding Phase ........................................................................................................................................................... 76
4.7.2. Sourcing (Vendor Selection) Phase ........................................................................................................................... 78
4.7.3. Material Procurement ................................................................................................................................................ 79
4.7.4. Construction Phase .................................................................................................................................................... 81
4.7.5. Post-Construction (Surplus materials) Phase ............................................................................................................. 83
4.8. KEY FACTORS CONTRIBUTING IN INTEGRATING CONSTRUCTION SUPPLY CHAIN ....................... 84
CHAPTER 5: MATERIAL SUPPLY CHAIN PROCESS FRAMEWORK ....................................... 89
5.1. BIDDING PHASE ........................................................................................................................... 89
5.1.1. Process ...................................................................................................................................................................... 89
5.1.2. Problems Encountered .............................................................................................................................................. 90
5.1.3. Key Integrating Factors ............................................................................................................................................. 91
5.2. SOURCING PHASE ........................................................................................................................ 91
5.2.1. Process ...................................................................................................................................................................... 91
5.2.4. Decision Node ........................................................................................................................................................... 93
5.3. PROCUREMENT PHASE ................................................................................................................ 93
IV
5.3.1. Process ...................................................................................................................................................................... 93
5.3.4. Decision Node ........................................................................................................................................................... 96
5.4. CONSTRUCTION PHASE ............................................................................................................... 98
5.4.1. Process ...................................................................................................................................................................... 98
5.4.3. Key Integrating Factors ........................................................................................................................................... 100
5.4.4. Decision Node ......................................................................................................................................................... 100
5.5. POST- CONSTRUCTION PHASE ................................................................................................... 101
5.5.1. Process .................................................................................................................................................................... 101
5.5.2. Problems Encountered ............................................................................................................................................ 101
5.5.3. Key Integrating Factors ........................................................................................................................................... 101
5.5.4. Decision Node ......................................................................................................................................................... 101
5.6. EVALUATION PHASE ................................................................................................................. 102
5.7. GRAPHICAL REPRESENTATION OF THE MATERIAL SUPPLY CHAIN PROCESS ............................. 102
5.8. EVALUATION OF MATERIAL SUPPLY CHAIN PROCESS FRAMEWORK ......................................... 110
CHAPTER 6: CONCLUSION AND RECOMMENDATION ........................................................... 112
6.1. CONCLUSION ............................................................................................................................. 112
6.2. RECOMMENDATIONS ................................................................................................................. 115
6.3. RECOMMENDATIONS FOR FURTHER STUDIES ............................................................................ 115
REFERENCES ................................................................................................................................. 117
APPENDIX 1: THE QUESTIONNAIRE (IN ARABIC) ...................................................................................... 122
APPENDIX 2: THE QUESTIONNAIRE (IN ENGLISH) .................................................................................... 134
APPENDIX 3: RESULTS OF THE SPEARMAN CORRELATION COEFFICIENTS FOR CRITERION RELATED
VALIDITY AND STRUCTURE VALIDITY OF THE QUESTIONNAIRE .............................................................. 147
V
List of Tables
Page
Table 2.1: Characteristic differences between traditional ways of managing the supply 10
chain and SCM, (Cooper et al., 1993) mentioned in (Vrijhoef et al., 1999).
Table 3.1: Classification of Sample Size 33
Table 3.2: Half Split Method 37
Table 3.3: Cronbach’s Coefficient Alpha 38
Table 3.4: One-Sample Kolmogorov-Smirnov Test 38
Table 4.1: Contracting Companies Establishment Year 40
Table 4.2: Company Specialized Sector 41
Table 4.3: Company Degree of Classifications 42
Table 4.4: Average Number of Employees Within the Last Five Years 42
Table 4.5: Number of Executed Projects within the Last Five Years 43
Table 4.6: Value of Executed Projects within the Last Five Years 43
Table 4.7: Person or Section in Charge of the Material Procurement 44
Table 4.8 : Bidding Process Phase (Estimating, Preparation, Submission and Winning) 45
Table 4.9: Sourcing (Vendor Selection) Process 50
Table 4.10: Material Procurement Process 54
Table 4.11: Construction Process Phase 58
Table 4.12: Post Construction Phase (Surplus Materials) 62
Table 4.13: Assessment Phase Result 63
Table 4.14: Information Related to the Current Practices of the Construction Supply 65
Chain Management Results
Table 4.15: Ranking of the Methods of Ordering Materials from the Suppliers 65
Table 4.16: Ranking the Criteria to Select the Supplier 66
Table 4.17: Ranking the Criteria to Select the Supplier (Source: Pheng & Chuan, 2001) 68
Table 4.18: Materials Purchasing Criteria Priorities between 1997 and 1999 68
Table 4.19: Preferred Course of Action Taken Against Late Deliveries and/ or not 69
Complying with the Required Specifications
Table 4.20: Preferred Course of Action Taken Against Late Deliveries (Source: Pheng & 70
Chuan, 2001)
Table 4.21: The Impact of Israeli Closure on Material Supply Chain Process 71
VI
Table 4.22: Preferred (Minimum) Level of Buffer Stocks to Safeguard against 72
Uncertainties
Table 4.23: Preferred (Minimum) Level of Buffer Stocks to Safeguard against 73
Uncertainties
Table 4.24: Preferred (minimum) Level of Buffer Time to Safeguard against 74
Uncertainties
Table 4.25: Problems Encountering Contractors during the Bidding Phase 76
Table 4.26: Problems Encountering Contractors during the Sourcing (Vendor 78
Selection) Phase
Table 4.27: Problems Encountering Contractors During Material Procurement Phase 79
Table 4.28: Problems Encountering Contractors during Construction Phase 81
Table 4.29: Problems Encountering Contractors during Post-Construction Phase 83
Table 4.30: Factors which may Contribute to Successful Integration of the 84
Construction Supply Chain Process
Table 5.1: Problems Encountered During the Bidding Phase and Possible Solutions 90
Table 5.2: Problems Encountered During the Sourcing Phase and Possible Solutions 92
Table 5.3: Sourcing Phase Decision 93
Table 5.4: Problems Encountered During the Procurement Phase and Possible 94
Solutions
Table 5.5: Procurement Phase Decisions 97
Table 5.6: Problems Encountered During the Construction Phase and Possible 99
Solutions
Table 5.7 : Construction Phase Decisions 100
Table 5.8: Post- Construction Phase Decision 101
Table 5.9: Evaluation of the Material Supply Chain Process Framework 110
VII
List of Figures
Page
Figure 2.1 Generic Configuration of a Supply Chain in Manufacturing 9
Figure 2.2 General Structure of construction supply chain 11
Figure 2.3 Problems in CSC 17
Figure 3.1 Research Methodology Flowchart 29
Figure 5.1.A: Material Supply Chain Process Framework (Bidding Phase) 103
Figure 5.1.B: Material Supply Chain Process Framework (Procurement and Sourcing 104
Phase)
Figure 5.1.C: Material Supply Chain Process Framework (Sourcing Phase) 105
Figure 5.1.D: Material Supply Chain Process Framework (Sourcing Phase) 106
Figure 5.1.E: Material Supply Chain Process Framework (Procurement and 107
Construction Phase)
Figure 5.1.F: Material Supply Chain Process Framework (Construction Phase) 108
Figure 5.1.G: Material Supply Chain Process Framework (Construction Phase, Post- 109
Construction and Evaluation Phase )

VIII
Abstract
Materials require special attention while creating a project plan, since it forms a large
portion of the total cost of a construction project. Materials are essential for the daily
progress of a construction project. The absence of materials when needed is one of the main
causes of loss of productivity in a jobsite. Current materials management practices in the
construction industry are performed on fragmented basis with unstructured communication
and no clearly established responsibilities between the parties involved. The highly
fragmentation is a result of the separation of design and construction, lack of coordination
and integration between various functional disciplines, poor communication, etc. All of
theses are the important factors causing performance-related problems such as delay in
material ordering and receiving, low productivity, cost and time overrun, conflict and
disputes.
The aim of this research is to develop a framework for the best practice of material supply
chain process through the project phases that suits the local construction industry in order to
help contractors to have the right materials in the right quantities (at the right place) at the
right moment at minimal cost. This will assist contractors to improve their productivity,
minimize losses and increase competitiveness. To realize the research aim, a survey
questionnaire was used to achieve the following objectives: exploring the current practices
of material supply chain process, identifying the important activities that form the material
supply chain process, studying the contractor/ supplier relationship, studying the impact of
the Israeli closure of the Gaza Strip on the material supply chain process, providing solution
to the risks and uncertainties inherent in the construction industry, identifying the most
occurred problems facing the contractors through the project phases and finally identifying
the key factors that may contribute in integrating the phases of the material supply chain
process. Eighty one questionnaires were distributed to the contractors of first, second and
third class. Fifty questionnaires were received back and analyzed.
The important result of this study is developing Material Supply Chain Process Framework.
The framework consists of six phases which are: bidding phase, sourcing phase,
procurement phase, construction phase, post construction phase and evaluation phase. Each
phase involves a set of activities that should be viewed as integrated activities rather than a
series of separated ones. The study reveals that contractor/supplier relationship is based on
IX
project by project basis. Most of the contractors do not form long term agreement or
partnership with the suppliers. Competitive pricing is the most important criteria adopted
for selection of the suppliers and it is primarily based on the lowest price. The study shows
that different level of minimum buffer stocks and buffer time were advocated by the
respondents to mitigate the uncertainties inherent in the construction setting and the
problem of Israeli closure to the borders of the Gaza Strip. The problems that may hamper
the smooth application of the material supply chain process through project phases were
identified and possible solutions for these problems were provided. Poor communication
among the parties involved is the common problem occurred in each phase of the material
supply chain process. Finally, the study reveals that understanding the client needs and
objectives by the contractors, subcontractors and suppliers and committing to these needs
and objectives, establishing a protocol for dealing effectively with disputes and problems
that may arise between the project participant during the course of project implementation
and establishing a system among the project participants for communication and share
project information in timely and accurate manner are the most key factors that contribute
in integrating the project phases and the project participants.
X
‫اﻟﻤﻠﺨﺺ‬
‫ﺗﺘﻄﻠ ﺐ اﻟﻤ ﻮاد اهﺘﻤﺎﻣ ﺎ ﺧﺎﺻ ًﺎ ﻋﻨ ﺪ اﻟﺘﺨﻄ ﻴﻂ ﻟﻠﻤﺸ ﺮوع ﻷﻧﻬ ﺎ ﺗﺸ ﻜﻞ ﻧﺴ ﺒﺔ آﺒﻴ ﺮة ﻣ ﻦ ﺗﻜﻠﻔ ﺔ اﻟﻤﺸ ﺮوع اﻹﺟﻤﺎﻟﻴ ﺔ‪ ،‬آﻤ ﺎ أﻧﻬ ﺎ‬
‫ﺿﺮورﻳﺔ ﻟﻺﻧﺘﺎج اﻟﻴﻮﻣﻲ‪ .‬إن ﻋﺪم ﺗﻮﻓﺮ اﻟﻤﻮاد ﻋﻨﺪ اﻟﺤﺎﺟﺔ إﻟﻴﻬﺎ هﻮ أﺣﺪ اﻷﺳﺒﺎب اﻷﺳﺎﺳﻴﺔ ﻻﻧﺨﻔ ﺎض اﻹﻧﺘﺎﺟﻴ ﺔ ﻓ ﻲ اﻟﻤﻮﻗ ﻊ‪.‬‬
‫ﺗ ﺘﻢ ﻣﻤﺎرﺳ ﺎت إدارة اﻟﻤ ﻮاد اﻟﺤﺎﻟﻴ ﺔ ﻓ ﻲ ﺻ ﻨﺎﻋﺔ اﻹﻧﺸ ﺎءات ﻋﻠ ﻰ أﺳ ﺎس ﻣﺠ ﺰأ و ﻏﻴ ﺮ ﻣﺘ ﺮاﺑﻂ‪ ،‬ﺣﻴ ﺚ أن اﻻﺗﺼ ﺎﻻت ﺑ ﻴﻦ‬
‫اﻷﻃ ﺮاف اﻷﺳﺎﺳ ﻴﺔ اﻟﻤﺸ ﺎرآﺔ ﻓ ﻲ ﺗﻨﻔﻴ ﺬ اﻟﻤﺸ ﺮوع ﺿ ﻌﻴﻔﺔ‪ ،‬آﻤ ﺎ أن اﻟﻤﺴ ﺆوﻟﻴﺎت ﺑ ﻴﻦ ه ﺬﻩ اﻷﻃ ﺮاف ﻏﻴ ﺮ واﺿ ﺤﺔ‪ .‬إن ﻣ ﻦ‬
‫اﻷﺳﺒﺎب اﻷﺳﺎﺳﻴﺔ ﻟﻬﺬﻩ اﻟﺘﺠﺰﺋﺔ وﻋﺪم اﻟﺘﺮاﺑﻂ ﻳﺮﺟﻊ إﻟﻰ ﻓﺼﻞ ﻣﺮﺣﻠﺔ اﻟﺘﺼﻤﻴﻢ ﻋﻦ ﻣﺮﺣﻠﺔ اﻟﺘﻨﻔﻴﺬ‪ ،‬ﺿﻌﻒ اﻟﺘﻨﺴﻴﻖ واﻻﻧﺪﻣﺎج‬
‫ﺑﻴﻦ اﻹﻃﺮاف اﻟﻤﺸﺎرآﺔ ﻓﻲ ﻣﺨﺘﻠﻒ اﻟﺘﺨﺼﺼﺎت‪ .‬ﺟﻤﻴﻊ هﺬﻩ اﻟﻌﻮاﻣﻞ اﻟﻬﺎﻣ ﺔ أدت إﻟ ﻰ ﻣﺸ ﺎآﻞ آﺒﻴ ﺮة ﻓ ﻲ اﻷداء ﻣﺜ ﻞ اﻟﺘ ﺄﺧﻴﺮ‬
‫ﻓﻲ ﻃﻠﺐ و اﺳﺘﻼم اﻟﻤﻮاد‪ ،‬اﻧﺨﻔﺎض اﻹﻧﺘﺎﺟﻴﺔ‪ ،‬زﻳﺎدة اﻟﺘﻜﻠﻔﺔ‪ ،‬اﻟﺘﺄﺧﻴﺮ ﻓﻲ إﻧﺠﺎز اﻟﻤﺸﺎرﻳﻊ‪ ،‬اﻟﺨﻼﻓﺎت واﻟﻨﺰاﻋﺎت‪.‬‬
‫ﺗﻬﻒ هﺬﻩ اﻟﺪراﺳﺔ إﻟ ﻰ ﺗﻄ ﻮﻳﺮ إﻃ ﺎر ﻋ ﺎم ﻷﻓﻀ ﻞ ﻃﺮﻳﻘ ﺔ ﻳﻤﻜ ﻦ ﻣ ﻦ ﺧﻼﻟﻬ ﺎ إدارة ﻋﻤﻠﻴ ﺔ ﺳﻠﺴ ﺔ ﺗﻮرﻳ ﺪ اﻟﻤ ﻮاد ﺧ ﻼل ﻣﺮاﺣ ﻞ‬
‫اﻟﻤﺸ ﺮوع اﻟﻤﺨﺘﻠﻔ ﺔ ﺗ ﺘﻼءم ﻣ ﻊ ﺻ ﻨﺎﻋﺔ اﻹﻧﺸ ﺎءات ﻓ ﻲ ﻗﻄ ﺎع ﻏ ﺰة وذﻟ ﻚ ﻣ ﻦ اﺟ ﻞ ﻣﺴ ﺎﻋﺪة اﻟﻤﻘ ﺎوﻟﻴﻦ ﻋﻠ ﻰ ﺗﻮرﻳ ﺪ اﻟﻤ ﻮاد‬
‫ﺑﺎﻟﻤﻮاﺻﻔﺎت اﻟﻤﻄﻠﻮﺑﺔ‪ ،‬ﺑﺎﻟﻜﻤﻴﺎت اﻟﻤﺤﺪدة‪ ،‬ﻓ ﻲ اﻟﻤﻜ ﺎن اﻟﻤﻨﺎﺳ ﺐ‪ ،‬ﻓ ﻲ اﻟﻮﻗ ﺖ اﻟﻤﻨﺎﺳ ﺐ و ﺑﺄﻗ ﻞ اﻷﺳ ﻌﺎر‪ .‬ﻟﺘﺤﻘﻴ ﻖ ه ﺬا اﻟﻬ ﺪف‬
‫اﻟﻌﺎم ﺗﻢ اﺳﺘﺨﺪام أﺳﻠﻮب اﻹﺳﺘﺒﺎﻧﺔ ﻟﺘﺤﻘﻴﻖ اﻷهﺪاف اﻟﻔﺮﻋﻴﺔ اﻟﺘﺎﻟﻴﺔ‪ :‬دراﺳﺔ اﻟﻤﻤﺎرﺳﺎت اﻟﺤﺎﻟﻴ ﺔ ﻟﻌﻤﻠﻴ ﺔ ﺳﻠﺴ ﻠﺔ ﺗﻮرﻳ ﺪ اﻟﻤ ﻮاد‪،‬‬
‫ﺗﺤﺪﻳ ﺪ اﻟﺒﻨ ﻮد اﻟﻬﺎﻣ ﺔ اﻟﺘ ﻲ ﺗﺸ ﻜﻞ ﺳﻠﺴ ﻠﺔ ﺗﻮرﻳ ﺪ اﻟﻤ ﻮاد‪ ،‬دراﺳ ﺔ اﻟﻌﻼﻗ ﺔ ﺑ ﻴﻦ اﻟﻤﻘ ﺎوﻟﻴﻦ واﻟﻤ ﻮردﻳﻦ‪ ،‬دراﺳ ﺔ أﺛ ﺮ اﻟﺴﻴﺎﺳ ﺎت‬
‫اﻹﺳﺮاﺋﻴﻠﻴﺔ ﻋﻠﻰ ﺳﻠﺴﺔ ﺗﻮرﻳﺪ اﻟﻤﻮاد‪ ،‬ﺗﻘﺪﻳﻢ ﺑﻌﺾ اﻟﺤﻠﻮل ﻟﻠﻤﺨ ﺎﻃﺮ اﻟﻜﺎﻣﻨ ﺔ ﻓ ﻲ ﺻ ﻨﺎﻋﺔ اﻹﻧﺸ ﺎءات‪ ،‬ﺗﺤﺪﻳ ﺪ اﻟﻤﺸ ﺎآﻞ اﻷآﺜ ﺮ‬
‫ﺣﺪوﺛًﺎ ﺧﻼل ﻋﻤﻠﻴﺔ ﺳﻠﺴﻠﺔ ﺗﻮرﻳﺪ اﻟﻤﻮاد و أﺧﻴﺮًا ﺗﺤﺪﻳﺪ اﻟﻌﻮاﻣﻞ اﻷﺳﺎﺳﻴﺔ اﻟﺘﻲ ﻳﻤﻜﻦ أن ﺗﺴﺎهﻢ ﻓﻲ دﻣﺞ ﻣﺮاﺣﻞ اﻟﻤﺸ ﺮوع و‬
‫آﺬﻟﻚ دﻣﺞ اﻷﻃﺮاف اﻷﺳﺎﺳﻴﺔ اﻟﻤﺸﺎرآﺔ ﻓﻲ اﻟﻤﺸﺮوع‪ .‬ﺗﻢ ﺗﻮزﻳﻊ ‪ 81‬اﺳﺘﺒﺎﻧﻪ ﻋﻠﻰ ﻣﻘﺎوﻟﻴﻦ درﺟﺔ أوﻟﻰ‪ ،‬ﺛﺎﻧﻴ ﺔ و ﺛﺎﻟﺜ ﺔ وﻗ ﺪ ﺗ ﻢ‬
‫ﺟﻤﻊ ‪ 50‬اﺳﺘﺒﺎﻧﺔ‪.‬‬
‫ﻣﻦ اﻟﻨﺘﺎﺋﺞ اﻟﻬﺎﻣﺔ ﻟﻬﺬا اﻟﺒﺤﺚ هﻮ ﺗﻄﻮﻳﺮ إﻃﺎر ﻋﺎم ﻹدارة ﻋﻤﻠﻴ ﺔ ﺳﻠﺴ ﻠﺔ ﺗﻮرﻳ ﺪ اﻟﻤ ﻮاد واﻟ ﺬي ﻳﺘﻜ ﻮن ﻣ ﻦ ‪ 6‬ﻣﺮاﺣ ﻞ وه ﻲ‪:‬‬
‫ﻣﺮﺣﻠﺔ اﻟﺘﺴﻌﻴﺮ‪ ،‬ﻣﺮﺣﻠﺔ اﺧﺘﻴﺎر اﻟﻤﻮرد‪ ،‬ﻣﺮﺣﻠﺔ اﻟﺸﺮاء‪ ،‬ﻣﺮﺣﻠﺔ اﻟﺘﻨﻔﻴﺬ وﻣﺮﺣﻠﺔ اﻟﺘﻘﻴﻴﻢ‪ .‬ﺗﺤﺘﻮي آﻞ ﻣﺮﺣﻠ ﺔ ﻣ ﻦ ه ﺬﻩ اﻟﻤﺮاﺣ ﻞ‬
‫ﻋﻠﻰ ﻣﺠﻤﻮﻋﺔ ﻣﻦ اﻷﻧﺸﻄﺔ اﻟﺘﻲ ﻳﺠﺐ اﻟﺘﻌﺎﻣﻞ ﻣﻌﻬﺎ ﺑﺸﻜﻞ ﺗﻜﺎﻣﻠﻲ وﻟﻴﺲ ﻋﻠﻰ أﺳﺎس ﻣﻨﻔﺮد‪ .‬ﺑﻴﻨ ﺖ ه ﺬﻩ اﻟﺪراﺳ ﺔ ﺑ ﺄن اﻟﻌﻼﻗ ﺔ‬
‫ﺑ ﻴﻦ اﻟﻤﻘ ﺎول واﻟﻤ ﻮرد ﻣﺒﻨﻴ ﺔ ﻋﻠ ﻰ اﻟﻤﺸ ﺮوع و ﻟﻴﺴ ﺖ ﻋﻠ ﻰ أﺳ ﺎس اﻻﺳ ﺘﻤﺮارﻳﺔ واﻟﺸ ﺮاآﺔ‪ ،‬آﻤ ﺎ أن اﻷﺳ ﻌﺎر اﻟﺘﻨﺎﻓﺴ ﻴﺔ ه ﻲ‬
‫اﻟﻄﺮﻳﻘﺔ اﻟﻤﺘﺒﻌﺔ ﻻﺧﺘﻴﺎر اﻟﻤﻮردﻳﻦ وهﻲ ﻣﺆﺳﺴﺔ ﻋﻠﻰ اﺧﺘﻴﺎر أﻗ ﻞ اﻷﺳ ﻌﺎر‪ .‬آﻤ ﺎ أوﺿ ﺤﺖ اﻟﺪراﺳ ﺔ ﺑ ﺄن هﻨ ﺎك اﺧ ﺘﻼف ﺑ ﻴﻦ‬
‫اﻟﻤﻘﺎوﻟﻴﻦ ﻓﻲ ﺗﺤﺪﻳﺪ اﻟﻜﻤﻴﺔ اﻟﻤﺜﻠﻰ ﻟﻠﺘﺸﻮﻳﻦ واﻟﻮﻗﺖ اﻷﻣﺜﻞ ﻟﻄﻠﺐ اﻟﻤﻮاد ﻟﻠﺘﺨﻔﻴﻒ ﻣﻦ اﻟﻤﺨﺎﻃﺮ اﻟﻜﺎﻣﻨﺔ ﻓﻲ ﺻ ﻨﺎﻋﺔ اﻹﻧﺸ ﺎءات‬
‫و اﻹﻏﻼﻗﺎت اﻹﺳﺮاﺋﻴﻠﻴﺔ ﻟﻠﻤﻌ ﺎﺑﺮ‪ .‬ﻣ ﻦ ﻧﺘ ﺎﺋﺞ ه ﺬﻩ اﻟﺪراﺳ ﺔ أﻳﻀ ًﺎ ﺗﺤﺪﻳ ﺪ اﻟﻤﺸ ﺎآﻞ اﻷآﺜ ﺮ ﺗﻜ ﺮارًا اﻟﺘ ﻲ ﻳﻤﻜ ﻦ أن ﺗﻌﻴ ﻖ ﺗﻄﺒﻴ ﻖ‬
‫ﻋﻤﻠﻴﺔ ﺳﻠﺴﻠﺔ ﺗﻮرﻳﺪ اﻟﻤﻮاد‪ .‬وﻗﺪ أوﺿﺤﺖ اﻟﺪراﺳﺔ ﺑﺄن أآﺜﺮ اﻟﻤﺸﺎآﻞ ﺣﺪوﺛُﺎ ﺧﻼل ﻣﺮاﺣ ﻞ اﻟﻤﺸ ﺮوع ه ﻮ ﺿ ﻌﻒ اﻻﺗﺼ ﺎﻻت‬
‫ﺑﻴﻦ اﻷﻃﺮاف اﻟﻤﺸﺎرآﺔ ﻓﻲ اﻟﻤﺸﺮوع‪ .‬وﻣﻦ اﻟﻨﺘﺎﺋﺞ اﻟﻬﺎﻣﺔ ﻟﻬ ﺬﻩ اﻟﺪراﺳ ﺔ اﻟﺘ ﻲ ه ﻮ ﺗﺤﺪﻳ ﺪ اﻟﻌﻮاﻣ ﻞ اﻟﺘ ﻲ ﻳﻤﻜ ﻦ أن ﺗﺴ ﺎهﻢ ﻓ ﻲ‬
‫دﻣﺞ ﻣﺮاﺣ ﻞ اﻟﻤﺸ ﺮوع وآ ﺬﻟﻚ اﻷﻃ ﺮاف اﻷﺳﺎﺳ ﻴﺔ اﻟﻤﺸ ﺎرآﺔ ﻓ ﻲ اﻟﺘﻨﻔﻴ ﺬ‪ .‬و ﻗ ﺪ أوﺿ ﺤﺖ اﻟﺪراﺳ ﺔ أن ﻓﻬ ﻢ اﻟﻤﻘ ﺎول‪ ،‬ﻣﻘ ﺎوﻟﻲ‬
‫اﻟﺒﺎﻃﻦ واﻟﻤﻮردﻳﻦ ﻻﺣﺘﻴﺎﺟﺎت وأهﺪاف اﻟﻤﺎﻟﻚ ﻣﻦ اﻟﻤﺸﺮوع وﻣﻦ ﺛﻢ اﻻﻟﺘﺰام واﻟﻌﻤﻞ ﻋﻠﻰ ﺗﺤﻘﻴﻖ هﺬﻩ اﻷه ﺪاف‪ ،‬إﻧﺸ ﺎء ﻧﻈ ﺎم‬
‫ﻟﻠﺘﻌﺎﻣﻞ ﺑﻔﺎﻋﻠﻴﺔ ﻣﻊ اﻟﻤﺸﺎآﻞ و اﻟﺨﻼﻓﺎت اﻟﺘﻲ ﻳﻤﻜﻦ أن ﺗﻨﺸﺄ ﺑ ﻴﻦ اﻷﻃ ﺮاف اﻟﻤﺸ ﺎرآﺔ ﺧ ﻼل ﻣﺮﺣﻠ ﺔ ﺗﻨﻔﻴ ﺬ اﻟﻤﺸ ﺮوع و إﻧﺸ ﺎء‬
‫ﻧﻈﺎم ﻟﻼﺗﺼﺎل‪ ،‬و ﺗﺒﺎدل اﻟﻤﻌﻠﻮﻣﺎت اﻟﻤﺘﻌﻠﻘﺔ ﺑﺎﻟﻤﺸﺮوع ﺑﺸﻜﻞ ﻓﻌﺎل و ﺻﺤﻴﺢ هﻲ أآﺜﺮ اﻟﻌﻮاﻣﻞ اﻟﺘﻲ ﻳﻤﻜﻦ أن ﺗﺴﺎهﻢ ﻓﻲ دﻣﺞ‬
‫ﻣﺮاﺣﻞ اﻟﻤﺸﺮوع وآﺬﻟﻚ ﺑﻴﻦ ﺟﻤﻴﻊ اﻷﻃﺮاف اﻟﻤﺸﺎرآﺔ ﺑﺎﻟﻤﺸﺮوع‪.‬‬
‫‪XI‬‬
Chapter 1: Introduction
1.1. Background
Supply Chain Management (SCM) is a concept originating from the supply system by
which Toyota was seen to coordinate its supplies and manages its suppliers. The basic
concept of the SCM includes tools like Just-In-Time (JIT) and logistics management.
The current concept of the SCM is somewhat broader but still largely dominated by
logistics (Vrijhoef and Koskela, 1999).
SCM deals with the management of materials and information resources across a
network of organizations that are involved in the design and the production process. It
recognizes the inter-connection between materials and information resources within and
across the organization boundaries and seeks systematic improvement in the way these
resources are structured and controlled (Trucker and Mohammed, 2001). The objective
of supply chain management is to be able to have the right products in the right
quantities at the right place at the right moment at minimal cost.
Construction Supply Chain (CSC) is all the construction process, from the demands by
the client, conceptual design, construction and maintenance and organizations, which
are involved in the construction process, such as owner, designer, general contractors,
subcontractors, suppliers, consultants, etc. CSC is not a chain of construction business
with business-to-business relationships but a network of multiple organizations and
relationships, which includes the flow of information, the flow of material services or
products, and the flow of funds between client, designer, contractor and supplier (Xue,
et al., 2007).
The focus and attention in this research are given to the materials since it forms a large
portion of the total cost of a construction project. In addition, materials are essential for
the daily progress of a construction project. The absence of materials when needed is
one of the main causes of loss of productivity in a jobsite. Therefore, contractors have
to manage their materials efficiently to lower cost in order to remain in business. They
should select reputable suppliers, tracking the materials to identify when materials need
to be ordered based on the actual usage of materials on site and progress of the work,
1
dealing on site with materials handling, storage, misplacement and handling of
materials surplus.
1.2. Statement of the Problem
Current materials management practices in the construction industry are performed on

fragmented basis with unstructured communication and no clearly established
responsibilities between the parties involved. The highly fragmentation is a result of the
separation of design and construction, lack of coordination and integration between
various functional disciplines, poor communication, etc. Furthermore, dependency of
the general contractors on other parties such as suppliers and subcontractors reinforces
the construction industry fragmentation. All of theses are the important factors causing
performance-related problems such as delay in material ordering and receiving, low
productivity, cost and time overrun, conflict and disputes.
This research investigates current material management practices and develops Material
Supply Chain Process (MSCP) that suits the local construction industry. The
investigation considered all the activities starting with the estimating process and
ending up with surplus materials at the end of the project. The supplier / contractor
relationship was studied. The problems encountering the contractors during MSCP were
documented. Furthermore, the investigation included the factors that may contribute in
integrating the MSCP.
Still, there are many challenges facing contractors during various phases of the MSCP.
During the bidding stage, contractor may decide to reduce the cost in order to win the
contract; such decision will affect the subsequent phases of the MSCP. During the
sourcing phase, the selection of a reputable supplier is critical for ensuring that
materials are delivered in quantities needed at the specified time. During the
procurement phase, contractors face many decisions that related to "when to order
materials", "when to buy materials" and "how much to buy" . During the construction
phase, contractors have the challenge to choose the best location for delivering the
material. Finally, contractors have to decide how to deal with surplus material at the end
of the project at the post-construction phase.
2
1.3. Research Aim
The aim of this research is to develop a framework for the best practice of material supply
chain process through the project phases that suits the local construction industry in order to
help contractors to have the right materials in the right quantities (at the right place) at the
right moment at minimal cost so they can improve their productivity, minimize losses and
increase competitiveness.
1.4. Research Objectives
The aim of this research was realized through the following objectives:
1. To investigate the current practices of the MSCP in the local construction

industry
2. To determine the important activities that form the phases of MSCP
3. To study the contractor/supplier relationship
4. To explore the impact of the Israeli closure on the MSCP
5. To provide solution to uncertainties and risks inherent in MSCP
6. To identify the most occurred problems facing contractors in the MSCP through
the project phases, to diagnose the root causes of them and to develop possible
solutions for them
7. To study key factors that may contribute in integrating the phases of MSCP
1.5. Scope and Limitations
The proposed research will be limited to the following assumptions:
• The research will focus on contracting companies classified as first class, second
class and third class.
• The focus of this research is on the material supply chain process from the main
contractor's perspective, as the questionnaire is addressed only to the construction
contractors in the Gaza Strip. Clients and suppliers are not included.
3
1.6. Significance of the Study
The framework is significant in several ways. First, the framework identifies and
describes all phases of the MSCP starting from bidding, sourcing, procurement,
construction, post-construction and ending with evaluation. Second, the framework
presents solutions to the uncertainties and risk inherent in the MSCP. Third, the
framework documents the problems encountering the contractors through the MSCP and
providing possible solutions to the most occurred ones. Finally, the framework identifies
the factors that contribute in integrate the MSCP.
1.7. Methodology Outline

The research was conducted in four main stages. The first stage included identifying the
research problem, setting out the dissertation's aim and objectives and developing the
research plan. The second phase included reviewing the literature related to supply chain
management and construction supply chain management. The third phase was developing
a questionnaire to investigate the factors that form the material supply chain process, the
criteria that contractors consider to select and suppliers, the factors that could help in
mitigating the risks and uncertainties inherent in the material supply chain process, the
problems encountering the contractors through the material supply chain process and the
factors that may contribute in integrating the phases of the material supply chain process.
Statistical analysis for questionnaires was done by using Statistical Package for the Social
Sciences (SPSS). Discussion for the obtained results was also made. The fourth phase
was developing the MSCP based on the results obtained from the field survey and
literature review. Finally, conclusions of research and recommendations were then
drafted.
1.8. Thesis Content
This dissertation is divided into six chapters: Background, Statement of the Problem,
Significance of the Study and Objectives of the Study are introduced and discussed in
Chapter One. Literature related to the concept of supply chain management and
construction supply chain management is reviewed in Chapter Two. Chapter Three
describes the research methodology. Chapter Four shows the results and discussion of the
survey. Results are presented in eight main parts:
• General Background Information
4
• Current practices of the materials supply chain process and important activities
that forming it
• Contractor / supplier relationship
• Impact of Israeli closure on the materials supply chain process
• Factors considered to mitigate uncertainties and risks inherent in the material
supply chain process
• Most occurred problems encountering the contractors in the materials supply
chain process
• Key factors that integrate the material supply chain process.
Chapter Five presents material supply chain process framework. Finally, Chapter Six
contains the conclusion and recommendations.
5
Chapter 2: Literature Review
2.1. Construction Industry
The construction industry in general is highly fragmented with significant negative

impacts perceived low productivity, cost and time overruns, conflicts and disputes, and
resulting claims and time-consuming litigation. These have been acknowledged as the
major causes of performance-related problems facing the industry. The legacy of this high
level of fragmentation is that the project delivery process is considered highly inefficient
in comparison with other industry sectors (Trucker et al, 2001). The construction industry
has numerous problems because of its complicated nature of operation. This industry is
comprised of a multitude of occupations, professions and organizations (Milakovich,
1995). They are involved in the different phases of a construction project, which,
according to Schultzel and Unruh (1996), include: feasibility, development, finance,
concept development and review, estimate, detailed engineering, procurement,
construction and start-up. The client, consultants, contractor and sub-contractors of a
construction project all have a role to play in delivering a quality project. Failure of any
of the parties will seriously affect the quality of the final project. Moreover, the parties
have different objectives which keep them apart. Rowlinson and Walker (1995) point out
that the construction industry is also characterized by its non-standardization. Production
processes are to some extent different from each other. Hence, no universal standard or
specification can be applied to the product, which leads to difficulties in quality
assurance. Moreover, excessive changes to the details of the design of a project are
typical throughout the construction process. They may be the result of the lack of
buildability of the design produced or variations by the contractors for the sake of speed
and cost of production. Rowlinson and Walker (1995) further added, quality is often at
risk because of the excessive changes. As a result of the changes, delays in completion of
the construction project and claims by different parties to the project often occur. Hence,
the relationship between the parties tends to be confrontational.
2.2. Material Management in Construction
Efficient management of materials plays a key role in the successful completion of a

project. The control of materials is a very important and vital subject for every company
and should be handled effectively for successful completion of a project. Materials
6
account for a big part of project cost. Some studies concluded that materials account for
around 50%-60% of the project cost (Bernold and Treseler, 1991).
Different authors define the concept of materials management in different ways.

However, all the researchers point out that materials management is extremely important
for a successful project completion. The basic idea behind materials management is that
the materials and/or equipment needed, in the quantities needed, meeting the standards of
quality specified, are obtained at a reasonable cost and are available when needed on the
construction site. The process of materials management should integrate purchasing,
expediting, and inventory control. A well managed materials management system can
contribute to the cost effectiveness of a project (Perdomo, 2004).
2.3. Benefits of the Materials Management
An effective material management system can bring many benefits for a company.
Previous studies by the Construction Industry Institute (CII) concluded that labor
productivity could be improved by six percent and can produce 4-6% additional savings
(Bernold and Treseler, 1991). Among these benefits are:
• Reducing the overall costs of materials
• Better handling of materials
• Materials will be on site when needed and in quantities required
• Improvement in labor productivity
• Improvement in project schedule
• Better relation with suppliers
• Reduce of surplus materials
• Reduce storage of materials on site
• Labor savings
• Stock reduction
2.4. Supply Chain Fundamentals
There are many definitions for the supply chain (SC) and there seems to be a universal
agreement on what a supply chain is (Teigen, 1997). Lee et al. (1995) define a SC to be a
network of facilities that procure raw materials, transform them into intermediate goods
7
and then final products, and deliver the products to customers through a distribution
system. Swaminathan et al. (1996) has a similar definition: a network of autonomous or
semi-autonomous business entities collectively responsible for procurement,
manufacturing, and distribution activities associated with one or more families of related
products. Ganeshan et al. (1995) has yet another analogous definition: SC is a network of
facilities and distribution options that performs the functions of procurement of materials,
transformation of these materials into intermediate and finished products, and the
distribution of these finished products to customers.
2.5. Objectives of Supply Chain Management
The objective of supply chain management (SCM) is to be able to have the right products
in the right quantities (at the right place) at the right moment at minimal cost. More
precisely, the objective can be translated into more precise areas of concern, which are:
flexibility, delivery reliability, delivery, time/lead time and inventory level. Delivery
reliability and delivery times are both aspects of customer service, which is highly
dependent on flexibility and on inventory (Teigen, 1997).
2.6. Supply Chain in Manufacture
The concept of the SC is addressed here as it was initially developed and used in
manufacturing industries.
2.6.1. Origin of the Supply Chain Management
SCM is a concept that has originated and flourished in the manufacturing industry. The
first signs of SCM were perceptible in the JIT delivery system as part of the Toyota
Production System (Shingo 1988). This system aimed to regulate supplies to the Toyota
motor factory just in the right - small - amount, just on the right time. The main goal was
to decrease inventory drastically, and to regulate the suppliers’ interaction with the
production line more effectively. After its emergence in the Japanese automotive industry
as part of a production system, the conceptual evolution of SCM has resulted in an
autonomous status of the concept in industrial management theory, and a distinct subject
of scientific research, as discussed in literature on SCM (Bechtel and Yayaram 1997,
8
Cooper et al. 1997). Along with original SCM approaches, other management concepts
(e.g., value chain, extended enterprise) have been influencing the conceptual evolution
towards the present understanding of SCM. In a way, the concept of SCM represents a
logical continuation of previous management developments (Van der Veen and Robben
1997). Although largely dominated by logistics, the contemporary concept of SCM
encompasses more than just logistics (Cooper et al. 1997). Actually, SCM is combining
particular features from concepts including Total Quality Management (TQM), Business
Process Redesign (BPR) and JIT (Van der Veen and Robben 1997).
2.6.2. Concept of the Supply Chain Management
The supply chain has been defined as ‘the network of organizations that are involved,
through upstream and downstream linkages, in the different processes and activities that
produce value in the form of products and services in the hands of the ultimate customer’
(Christoph,1992).
Figure 2.1 Generic Configuration of a Supply Chain in Manufacturing

(Christopher, 1992).
Figure 2.1 shows a generic configuration of supply chain in manufacturing, with

information flows (such as orders, schedules, forecasts), circulating between customers,
retailers, assemblers, manufacturers and suppliers. Material flows (as supplies,
production, deliveries, and products of whatever kind) circulate from their manufacturing
from raw materials or components, through to their use within the manufactured product.
SCM looks across the entire supply chain (Figure 2.1), rather than just at the next entity
or level, and aims to increase transparency and alignment of the supply chain’s
coordination and configuration, regardless of functional or corporate boundaries (Cooper
9
and Ellram 1993). According to Cooper and Ellram (1993), the shift from traditional
ways of managing the supply chain towards SCM includes various elements (Table 2.1).
The traditional way of managing (Table 2.1) is essentially based on a conversion (or
transformation) view on production, whereas SCM is based on a flow view of production.
The conversion view suggests that each stage of production is controlled independently,
whereas the flow view focuses on the control of the total flow of production (Koskela
1992).
Table 2.1: Characteristic differences between traditional ways of managing the supply
chain and SCM, (Cooper et al., 1993) cited in (Vrijhoef et al., 1999).
Element Traditional management Supply chain management
Inventory management Independent efforts Joint reduction of channel
approach Inventories
Total cost approach Minimize firm costs Channel-wide cost
efficiencies
Time horizon Short term Long term
Amount of information Limited to needs of current As required for planning and
sharing and monitoring transaction monitoring processes
Amount of coordination Single contact for the Multiple contacts between
of multiple levels in the transaction levels in firms and levels of
channel between channel pairs channel
Joint planning Transaction-based Ongoing
Compatibility of Not relevant Compatibility at least for
corporate key
philosophies relationships
Breadth of supplier base Large to increase Small to increase
competition and spread coordination
risks
Channel leadership Not needed Needed for coordination
focus
Amount of sharing risks Each on its own Risks and rewards shared
and rewards over the
long term
Speed of operations, Warehouse” orientation “Distribution center”
information (storage, safety stock) orientation
and interrupted by barriers to (inventory velocity)
inventory levels. flows; localized to interconnecting flows; JIT,
channel pairs. quick response across the
channel.
10
2.7. Construction Supply Chain
Construction is a multi-organization process, which involves owner, designer, contractor

supplier, consultant, etc. It is also a multi-stage process, which includes conceptual,
design, construction, maintenance, replacement. From this point of view, Construction
Supply Chain (CSC) is all the construction process, from the demands by the client,
conceptual, design, construction and maintenance and organizations, which are involved
in the construction process, such as owner, designer, general contractors, subcontractors,
suppliers, consultants, etc. CSC is not a chain of construction business with business-to-
business relationships but a network of multiple organizations and relationships, which
includes the flow of information, the flow of materials services or products, and the flow
of funds between client, designer, contractor and supplier, as shown in figure 2.2 (Xue, et
al., 2007).
Figure 2.2 General Structure of Construction Supply Chain (Xue, et al., 2007)
11
2.7.1. Characteristics of Construction Supply Chains
In terms of structure and function, the CSC is characterized by the following elements
(Vrijhoef et al., 2000):
• It is a converging supply chain directing all materials to the construction site
where the object is assembled from incoming materials. The « construction
factory » is set up around the single product, in contrast to manufacturing systems
where multiple products pass through the factory, and are distributed to many
customers.
• It is, apart from rare exceptions, a temporary supply chain producing one-of
construction projects through repeated reconfiguration of project organizations.
As a result, the construction supply chain is typified by instability, fragmentation,
and especially by the separation between the design and the construction of the
built object.
• It is a typical make-to-order supply chain, with every project creating a new
product or prototype. There is little repetition, again with minor exceptions. The
process can be very similar, however, for projects of a particular kind.
2.8. Construction Supply Chain Management
Agapiou et al (1998) noted that no studies have defined what is SCM in the construction
process. However, based on the understanding of SCM, Construction Supply Chain
Management (CSCM) can be defined as: the integration of key construction business
processes, from the demands of client, design to construction, and key members of
construction supply chain, including client/owner, designer, contractor, subcontractor and
supplier. CSCM focuses on how firms utilize their suppliers’ processes, technology and
capability to enhance competitive advantage. It is a management philosophy that extends
traditional intra-enterprise activities by bringing trading partners together with the
common goal of optimization and efficiency. CSCM emphasizes on long-term win-win,
cooperative relationships between stakeholders in systemic perspective. Its ultimate goal
is to improve construction performance and add client value at less cost (Xue, et al.,
2007). Trucker et al. (2001) define the CSCM as the strategic management of information
flow, tasks and process, involving various networks of organizations and linkages
(upstream and downstream), through out a project life cycle. The upstream activities
12
within construction in relation to the position of a main contractor, consists of the
activities and tasks leading to the preparation of the production on site involving
construction clients and design teams. The downstream consists of activities and tasks in
the delivery of construction product involving construction suppliers, subcontractors, and
specialist contractor interrelating with the main contractor.
2.8.1. Areas of Focus, and Roles of Supply Chain Management in

Construction
Vrijhoef & Koskela (2000) identified four major roles of or level of implementation of
SCM, dependent on whether the focus is on the supply chain, the construction site, or
both. One or several SC participants could lead each level of implementation. The roles or
level of implementation are not mutually exclusive, but are often used jointly.
1. The focus may be on the impacts of the supply chain on site activities. The goal is
to reduce costs and duration of site activities. In this case, the primary
consideration is to ensure dependable material and labor flows to the site to avoid
disruption to the workflow. This may be achieved by simply focusing on the
relationship between the site and direct suppliers. The contractor, whose main
interest is in site activities, is in the best position to adopt this focus.
2. The focus may be on the supply chain itself, with the goal of reducing costs,
especially those relating to logistics, lead-time and inventory. Material and
component suppliers may also adopt this focus.
3. The focus may be on transferring activities from the site to earlier stages of the
supply chain. This rationale may simply be to avoid the basically inferior
conditions on site, or to achieve wider concurrency between activities, which is
not possible with site construction with its many technical dependencies. The goal
is again to reduce the total costs and duration. Suppliers or contractors may initiate
this focus.
4. The focus may be on the integrated management and improvement of the supply
chain and the site production. Thus, site production is subsumed into SCM.
Clients, suppliers or contractors may initiate this focus. The focus here is on the
supply chain of a main contractor.
13
2.9. Material Supply Chain Process
Perdomo (2004) developed a conceptual framework for the Material Supply Chain
Process (MSCP). The framework was based on various discussions and interviews with
office and site personnel from the electrical contracting industry in Northern Virginia,
Southwest Virginia, Tennessee, Maryland and Carolina. From the information acquired
from the interviews, five distinct phases that comprise the MSCP were identified which
are: 1-Bidding Phase, 2-Sourcing Phase, 3- Materials Procurement, 4-Costruction Phase,
5- Post Construction Phase. The following subsections will briefly discuss the five
phases.
Bidding Phase: the materials management process starts from the time that the contractor
receives the drawings and specifications. The materials takeoff and identification process
is the first step in this phase and involves identifying the materials needed as well as any
special requirements or special materials to be used in the project.
Sourcing Phase: This phase includes the selection of reputable suppliers and
manufacturers. The selection of suppliers is critical and the contractor needs to verify that
the supplier is capable of delivering the right material (i.e. type, quality and quantity)
when needed (i.e. at dates specified).
Material Procurement Phase: this phase includes material requisition and expediting
and it is considered very critical to the success of a material management process. The
person in charge of procuring materials or the purchasing department, in the case of a
large company, needs to ensure that the correct materials in the correct quantities are
delivered. This person also needs to verify the release dates at which the material is
needed and to clearly specify those delivery dates and the location of delivery to the
supplier.
Construction Phase: material delivery usually occurs during the construction phase.
Material is generally requested for delivery to the jobsite. In some instances material
delivery to the jobsite may not be feasible due to storage or access limitations. In this
case, the material is delivered to other locations such as the contractor’s warehouse, a pre-
fabrication shop or another subcontractor storage area. Material requisition problems
14
greatly affect the construction stage and failure to manage this phase effectively could
result in project disruption and possible delays due to late deliveries, stockouts due to
small quantities bought, material delivered to the wrong locations, material backordered
and effects in overall costs. The requisition process for miscellaneous material starts in
the construction phase and is focused on how much material to buy, when to buy this
material, where to deliver this material, when to deliver, which supplier to buy from,
where to store on site.
Post-Construction Phase: after installation of the materials on the structure, the

contractor has to manage any surplus material. The surplus is handled differently
depending on the type of material and also whether or not the contractor has a warehouse.
If the company has a warehouse, the surplus material is stored in the warehouse for use in
future projects. Other companies return surplus material to the supplier for
reimbursement.
Furthermore, Abdul Rahman and Al-Dirisy (1993) developed a framework that shows the
activities involved in the management of materials on construction site. The following is a
description of the activities:
1. Preparation of material purchase- this involves the description, quantity and
quality of the materials to be used, order and delivery dates and the location.
2. Order of materials- the preparation of a purchase order that describes the quantity,
quality, dimensions and location of delivery.
3. Transportation- this covers the loading and transit, handling and off-loading of
materials.
4. Delivery- site management should check the material delivery order against the
purchase order. Damages during the transit have to be spotted upon the arrival of
materials.
5. Site material management- a record of the performance of the material vendor,
providing information on the materials needed and which manages the warehouse
and distribution of the materials.
6. Comparison and evaluation- this activity involves comparing materials receipt
against orders and records on materials usage.
7. Materials handling- the duty of the foreman to oversee workmanship, overall
handling materials and protection of the completed structure.
15
8. Work implementation and monitoring- this include supervision of the work, the
use of proper instrument and check against wastage.
9. Work completed and acceptance- examination of the completed works, inspection
and request for remedial work. Once a task is completed and satisfactorily
accepted by the client, an evaluation should be made to assess wastage/surplus
and stock.
2.10. Problems of the Construction Supply Chains
Much research work and real test cases analyses have assessed that construction is
ineffective and many problems can be observed. Analysis of these problems has shown
that a major part of them are supply chain problems, originating at the interfaces of
different parties or functions, as represented in Figure 2.3, among which (Vrijhoef et al.,
2001):
• client/design interface: difficulties in finding out client’s wishes, changes of
client’s wishes, long procedures to discuss changes,
• design/engineering interface: incorrect documents, design changes, extended wait
for architect’s approval or design changes,
• engineering/purchasing & preparation interface: inaccurate data, engineering
drawings not fitting the use,
• purchasing & preparation/suppliers interface and purchase &
preparation/subcontractors interface: inaccurate data, information needs not met,
adversarial bargaining and other changes.
It can be noticed from this list that communication problems (either described in terms
of “data”, or more generally in terms of information handled during the exchanges)
form an important part of the problems faced in construction supply chains. The current
practice of supply chain management rightly suggests controlling the supply chain as an
integrated value-generating flow, rather than only as a series of individual activities.
16
Figure 2.3 Problems in Construction Supply Chain (Vrijhoef et al., 2001)
Furthermore, Dey (2001) noted that the common issues related to materials management
are as follows (cited by Kasim et al, 2005):
• Receiving materials before they are required, causing more inventory cost and
chances of deterioration in quality;
• Not receiving the materials at the time requirement, causing loss of productivity;
• Incorrect materials takeoff from drawings and design documents;
• Subsequent design changes;
• Damage/loss of items;
• Selection of type of contract for specific materials procurement;
• Vendor evaluation criteria;
• Piling up of inventory and controlling of the same; and
• Management of surplus materials
2.11. Traditional Construction Supply Chain
Traditionally, project management in construction follows an activity-centered approach

that concentrates on monitoring project participants’ activities against a construction
schedule (Howell 1999). Since the underlying motivation of this approach is to improve
efficiency in value-adding activities where physical conversions occur (Koskela 1992),
passive communications from downstream (customer side) to upstream (supplier side)
have been prevailing in the industry. However, due to the long information lead-time and
17
the lack of coordination, the initiated communication often fails to have the required
information in a timely manner. To make matters even worse, the communication itself
may not be initiated because of the large number of project participants in a construction
project: it is an overwhelming task for project managers to cover numerous project
members and their suppliers. These types of disturbances in information flows generate
turbulences in material flows, which are one of the highly ranked causes of delay in a
construction project. Furthermore, project information exchange between designers and
contractors has mainly based on paper documents (Luiten et al, 1998). These documents
come in the form of architectural and engineering drawings, specification and bills of
quantities and materials. This practice is far from being satisfactory, which research
showing that about two-thirds of the construction problems are caused by inadequate
communication and exchange of information and data (Cornick, 1990).
The most significant characteristic of this process is the project organization which has
been described as a “temporary multiple organization” (Cherns and Bryant, 1983). Such
an organization is usually project-focused, with a short-term perspective, emphasizing
competitive bidding as the main tool in contractors, subcontractors and supplier
evaluation. Consequently, customer-supplier relationships in construction are generally of
the arms length type rather than being partnerships. Cox and Thompson (1997) concluded
that competitive tendering assures that sub-contracting is procured to the lowest-price
supplier with little or no guarantee (or even incentive) to future work.
In Brazil, the construction of the projects is often managed in the traditional way. The
construction phase often begins with only a part of the designs complete, and the rest of
them are completed during the construction. In additions to this, designs are mostly
limited to what build, there is a little information about how to build. Unfortunately, this
erroneous way of thinking has resulted in many problems in the construction phase:
rework, constructability problems, delay caused by incomplete design or lack of
congruency are daily problems on site (Villagarcia & Cardoso, 1999).
To overcome industry fragmentation, a number of integration approaches and strategies,

and their successful applications in manufacturing and other industries have been
recommended (Mohamed, 1997). These include design-and-construct, design-for-
construction, concurrent engineering, lean construction, business process reengineering,
18
and a variety of others. Unfortunately, these approaches have proved inadequate to cope
with the increasing complexity of construction projects, without the support of
information technology (Mokhtar and Bedard, 1995). Also, most of these approaches
have tried to focus on elements linked to time, quality and/or cost, but research
(Kagioglou et al, 1998) noted that 85% of commonly associated problems are process
related, and not product related. Except for the most trivial projects, the delivery process
for a constructed facility consists of several phases and a multitude of professionals from
various disciplines working together to advance the project (Fischer et al, 1998).
2.12. Supplier/Contractor Arrangements
Unavailability of materials when needed can greatly affect the productivity of the
workforce, thus causing delays to activities, increasing the cost of the project and possibly
delaying the completion of the project. There is no doubt availability of materials when
needed is critical for the successful completion of the project. The contractor should
search for arrangements that will ensure availability of materials when they are needed.
The construction industry has been characterized by adversarial relationships between

the parties involved. Traditionally, the most common way in which the contractor gets
most of his projects is by hard bid. Because of the competitive nature of hard bidding, the
contractor needs to obtain materials and subcontractor’s services at the lowest cost
possible. Usually, the contractors request bids from suppliers and subcontractors in order
to get the lowest prices possible for their services and products. Suppliers or
subcontractors will try to win the contract by offering a relative low price to the
contractor. Sometimes the price offered might not be low enough to win the contract and
the contractor could request a lower price. If the supplier or subcontractor does not lower
the price, the contract might be awarded to another party. This bidding process might
create adversarial relationships because the suppliers or subcontractors could get the job
at a lower amount than what they originally were expecting; therefore they are making
less profit. Because of this loss in profit, the supplier or subcontractor might not be totally
devoted to this particular contract and some problems might arise (Perdomo, 2004).
The relationship of a contractor with his suppliers is critical for the successful completion
of any construction project. Availability of materials is essential for the timely completion
19
of activities and for the productivity of the labor force. If materials are not available when
they are needed, a variety of problems might arise. Leenders et. al. (2002) offer a
classification of supplier based on the quality of the service that the supplier offers to the
customer. The classifications that they present are unacceptable suppliers, acceptable
suppliers, good suppliers, preferred suppliers, and exceptional suppliers. A description of
each category follows.
• Unacceptable suppliers- these suppliers are not able to meet the operational needs
of the customer and are not able to provide materials when they are needed. In
addition, they don’t offer means to satisfy the strategic needs of their customers.
• Acceptable suppliers- these suppliers meet the current operational needs of the
customer, however, the services that they provide can easily be matched by any
other supplier.
• Good suppliers- these suppliers are a step above acceptable suppliers in the fact
that they can provide the materials needed, but in addition they can also provide
some value added services.
• Preferred suppliers- these suppliers offer a system that integrates the
buying/selling functions in an electronic format. This integration eliminates
duplication and allows to process transactions faster. These suppliers meet both
the operational needs of the company as well as their strategic needs.
• Exceptional suppliers- these suppliers are able to recognize and anticipate the
needs of their customers and are able to satisfy those needs. Because of the value
they provide to their customers, they are valued. They allow customers to
experiment with different scenarios and approaches, because of their efficiency,
which results in minimization of risk for their customers.
2.13. Construction Supply Chain Integration
In view of the above, there has been a growing recognition that it is important to integrate
the various disciplines/participants in a construction project; this includes aspects of
integrating all the members of the supply chain.
20
2.13.1. Partnering
To minimize the risk of not having materials when they are needed, companies are
recurring to set up partnering agreements with suppliers. Project partnering is an approach
used to enable the different parties involved in a project to work cooperatively. Project
partnering is a synergy- a cooperative, collaborative management effort among
contracting and related parties to complete project in the most efficient, cost-effective
method possible, by setting common goals, keeping lines of communication open and
solving problems tighter as they arise. Perdomo (2004) defined partnering agreement as
business relationship that looks forward to the benefits of the partners involved. A
partnering agreement does not represent a legal partnership with the associated partners,
instead it refers to an informal working agreement to maintain cooperative relationships.
In such types of agreement, the decision process should be done in a win-win basis for all
the parties involved. No benefits should be acquired by hiding information from other
parties. A successful partnering relationship consists of trust, fairness and commitment
from all the parties involved. Communication is a very important aspect in Partnering.
Open and honest communication among team members is critical.
Leenders et. al. (2002) describes two different types of partners, basic and extended
partners. They point out that all suppliers should be treated as basic partners with respect
among parties, honesty, trust, open communication, and understanding of the aspects that
drive their relationship. An extended partnership is only established with key suppliers.
This type of agreement goes beyond basic partnering and is oriented on the goals of the
supplier and customer. It is not uncommon to have a team, comprised from
supplier/customer employees, to create plans for mutual success and profitability.
Extended partnering has a long term view and improvement of both parties should be the
main objective. Anderson (1994) defines some key elements of a Partnering agreement. A
brief description of these elements follows.
• Commitment -All members of the team should commit to good faith and fair
dealings with the other partners
• Equity- When developing mutual goals and plans for the companies, the interest
of the stakeholders must be considered. If there are aspects that stakeholders don’t
appreciate or think that are valuable, they won’t commit to the partnership
agreement.
21
• Communication- Open and honest communication is critical. Trust- Trust is
critical for resolution of issues. Information sharing among partners without fear is
essential. Issue Resolution System- There must be a fair process for dispute
resolution without finger pointing. These issues should be solved quickly and in a
fair way.
• Evaluation- Meetings are needed to evaluate the work being performed by the
team. An assessment of work performed vs. work accomplished is essential to
identify if the partnership agreement is working as expected.
One of the biggest benefits of a Partnering agreement is the elimination of adversarial

relationships between contractors and suppliers. The cooperative environment between
the parties minimizes the risk of unavailability of materials on the construction site when
they are needed. In addition, the contractor will ensure that bills are paid as stated in the
partnership agreement, which provides a better cash flow for the supplier. Another main
benefit is the information sharing between parties, which can lead to the enhancement of
one company’s competitive position by using the information and resources provided by
the partner company (Perdomo, 2004).
2.13.2. Information and Communication System
There is a growing awareness of the value of information and communications

technology to bring together the major parties in the construction process and share
project as well as industry information in a meaningful way (Tucker et al, 2001). Thus,
the coordination of information flows is a key component in achieving tight integration in
order to optimize the chain-wide performance. As a way of coordinating information
flows, the idea of real-time information sharing has been studied extensively in the
manufacturing industry. It specifically emphasizes instantaneous multilateral information
sharing within a supply chain in order to reduce uncertainties associated with operations
and demand forecast (Cooper et al. 1997).
The concept of the a Web-Based information system is to utilize the internet and the
technologies associated with the World Wide Web (as a publishing media) for global
distribution of information using widely available technologies. With the Web-based
information system, time requirements for transferring and checking information are
22
expected to be decreased. The application of a Web-based system to construction project
enhances the general process of collecting, gathering and reporting different types of data
information. The availability of the current and valid information decrease the response
time required to handle any unforeseen situation that may arise (Trucker et al, 2001).
As a part of the PhD graduation project, Pinho et al. (2007) designed a Web-based
system, like a web portal, to allow users to access the information from the outside the
company. The portal is designed in order to introduce information, such as requests of
materials and equipment, fuel consumption, etc. related to the construction sites and to
generate reports based on that information. Its primary function is to eliminate the papers
that were being used to inform center of the company. With this on-line information,
managers are able to request something and get much of the information they need, in real
time. All the information used is stored in the main data base of the company, which
provides all the users with the same information, without any errors or misinterpretation,
since the information introduced and visualized in the portal is the same information used
by the main program used in the company intranet. The main characteristics of the portal
are being developed in order to correspond to the needs of the intervenient of the
company's supply chain so that the information could be available at any time and
anywhere. The principle features offered by the portal are:
• Ability to launch request of materials: the portal connects to the main database and
order processing system of the company, which immediately returns all relevant
information about stocks and expedition details related to requests;
• Ability to launch requests for equipments: the user selects the equipment based on
the characteristics needed;
• Ability to launch requests of transportation equipment: the user selects the vehicle,
based on the characteristics needed;
• Ability to display the status of fuel consumption: the user can then manage the
stock of the fuel stored on the tanks in the construction sites;
• Allows to perform project management, with the association of the resources
(materials, equipment, work force) to the activities executed on-site;
• Ability to display the status of requests;
• Ability to validate documents and generate official documents for transportation;
• Ability to evaluate suppliers
23
• Possibility to consult the stock available on-site;
• Possibility to consult information about external suppliers, e.g., information about
their products (lead times, technical reports, technical drawings, etc.).
Coordination is managing the dependencies between activities. It is defined as mutually

beneficial and well-defined relationship entered into by two or more organizations to
achieve common goals. It also refers to the integration of different parts of an
organization or different organizations in the supply chain to accomplish a collective set
of tasks and to achieve mutual benefits. It involves more formal relationships, objectives
and actions which are mutual, compatible and common, not necessary a centralized
authority (Xue, et al., 2005).
Many researchers emphasized the importance of communication and information

exchange between project participants in the material flow control process (Agapiou et al.
1998; Vrijhoef and Koskela 1999). In this context, numerous researchers have focused on
sharing information in construction supply chain management. Nicolini et al. (2001)
pointed out the inefficiency of centralized coordination system in managing
interdependencies within a construction supply chain. In order to facilitate information
sharing, they suggested a cluster, which is a temporary organization consisting of
designers and suppliers, to support intensive collaboration between different disciplines.
Clustering design helps minimize interfaces, which in turn, facilitates communication
transparency (Nicolini et al. 2001). In terms of this type of collaborative design, Bogus et
al. (2000) claimed that design team should be expanded such that it includes contractors,
subcontractors, and material suppliers. They described that traditional constructability
concepts have contributed to improve the flow of construction process but they should not
be limited only to designers and contractors. However, they expected that communication
will be the most difficult part but recent advances in information technology could make
it easier for them to communicate (Bogus et al. 2000).
In a thoroughly study on the design department (Vrijhoef et al., 2001), the central
problems found were defined as follows "the involved persons perceive uncertainty on
what has to be done, who has to do it and when has to be ready". The actors of the design
project organization have no common and clear understanding on what should be
24
designed. In other words, this indicates that the conversation for action were either in
effective or missing altogether in the coordination of the design.
In addition to the information sharing in the design phase, Chua et al. (1999) extensively
discussed the planning and the scheduling perspective of information sharing. In the
distributed Integrated Production Scheduler (IPS) model, all the members of a project are
responsible for executing schedules and providing relevant information so that all the
process is clearly visible to the others (Chua et al. 1999). Choo and Tommelein (2000)
emphasized the importance of well-structured communication and coordination in a
dynamic and complex project. They developed a database program called Work Move
Plan in order to automatically create look-ahead plans and weekly work plans (Choo and
Tommelein 2000). Both of the approaches allow project participants to share the latest
schedule information and to propagate conflicts if there is any. Vrijhoef et al., (2001)
found various logistics problems, in various stages of the construction supply chain.
Many of the problems referred directly and indirectly to insufficient coordination,
communication and thus commitment, such as failures to inform about schedule change,
late confirmation of deliverers and lack of feedback procedures.
2.14. Barriers that Obstruct integration of Construction Supply Chain

There are several barriers that obstruct coordination and integration of the CSC process
(Xue, et al., 2007).
• Attitude-related issues: such as narrow-minded "win-lose" attitude and short term
focus, arrogant attitude, exclusion of the subcontractors and suppliers from the
early involvement phases, lack of praise of good performance and lack of
understanding of the subcontractors and suppliers problems
• Quality of information-related issues: such as poor information quality from
general contractor and less transparency coupled with inadequate information
exchanges and limited communications.
• Financial/cost-related issues: these are related to competitive tendering based on
price (with inadequate focus on life-cycle costs and ultimate value), which has
developed adversarial relationships among clients, general contractors,
subcontractors and suppliers that result in serious problems with regards to
payments.
• Programming/time related issues: such as false expectation on part of the general
contractor, unrealistic and uncertain lead time of materials.
25
2.15. Summary
Current materials management practices in the construction industry are performed on

fragmented basis with unstructured communication and no clearly responsibilities
between the parties involved. The fragmentation leads to low productivity, cost and time
overruns, conflicts and disputes. Efficient material management plays an important role in
the successful completion of project since the cost of material forms large portion of the
project total cost. The material supply chain process comprises five phases which are:
bidding phase, sourcing phase, procurement phase, construction phase and post-
construction phase. Each phase consists of a set of activities. Traditionally, the
management of these activities follow an activity-centered approach that concentrates on
monitoring project participants' activities against construction schedule. Also, the
exchange of information within the five phases often fails to be transferred on timely
manner among the project participants. Such disturbance in information flow leads to
turbulences in material flow which cause delay to the project completion. Furthermore,
the contractor/ supplier relationship is usually project-focused with a short-term
perspective, emphasizing competitive bidding as the main tool in contractors,
subcontractors and supplier evaluation. Consequently, customer-supplier relationships in
construction are generally of the arms length type rather than being partnerships. The
construction supply chain management seeks to integrate the project phases starting with
the client demands and ending up with the construction and the key members of the
construction supply chain, including client, designer, contractor, subcontractor and
supplier. Such integration aims at enabling contractors to have the right products in the
right quantities (at the right place) at the right moment at minimal cost. Partnering is one
of the fundamental concepts of the construction supply chain process. Project partnering
is an approach used to enable the different parties involved in a project to work
cooperatively in order to complete project in the most efficient, cost-effective method
possible, by setting common goals, keeping lines of communication open and solving
problems tighter as they arise. Also, the coordination of information is a key components
in achieving tight integration. Web-Based information system is utilized for distribution,
collecting and reporting different types of data among the project participants.
Reviewing the literature that related to the construction supply chain management the
following have been achieved: identifying the activities that form the material supply
26
chain process, exploring the contractor supplier relationship, identifying two concepts that
help in mitigating the risks inherent in the construction setting, identifying the problems
encountering the contractors during the project phase of the material supply chain process
and finally determining the key factors that contribute in integrating the project phases as
well as the key members of the project participants.
27
Chapter 3: Methodology
This chapter describes the methodology that was used in this research. The adopted
methodology to accomplish this study uses the following techniques: review of literature
related to construction supply chain management, information about the research design,
questionnaire design, pilot study, research population, research sample size, content
validity, instrument reliability and statistical data analysis, formulation of narrative and
graphical representation of the material supply chain process, evaluation of the material
supply chain process, conclusion and recommendations.
3.1. Research Design
The first phase of the research thesis proposal included identifying and defining the
problems, establishing the objectives of the study and developing the research plan. The
second phase included a summary of the comprehensive literature review. The third
phase included a field survey which was conducted from the viewpoint of contracting
companies. The fourth phase focused on the modification of the questionnaire design
(pilot study), through distributing the questionnaire to experts. The purpose of the pilot
study was to test and prove that the questionnaire questions are clear to be answered in a
way that help to achieve the aim of the study. In addition, it was important to ensure that
all information received from contracting companies would be useful in achieving the
research objectives. The questionnaire was modified based on the results of the pilot
study. The fifth phase was distributing the questionnaire. Eighty one questionnaires were
distributed to the research population but only fifty two (64.0%) were received back. The
sixth phase was data analysis and discussion. Statistical Package for the Social Sciences
(SPSS) was used to perform the required analysis. The seventh phase was developing the
material supply chain process framework based on literature review, questionnaire
analysis and the researcher experience. The eights phase included evaluation of the
framework by ten experts. The final phase included the conclusion and recommendations.
Figure 3.1 shows the methodology flowchart, which leads to achieve the research
objectives.
28
Topic Selection Identify the
Problem
Define the
Develop Thesis Proposal Problem
Research Plan
Literature Establish Aim

Review Objectives
Field Surveying
Interviews
experts, Owners
and Consultants
Questionnaire Design
Interviews
contractors
Final
Questionnaire
Pilot Study
Researcher
Results experience
Data Analysis and
Questionnaire Discussion
Validity
Framework
Questionnaire Development
Reliability
Framework Evaluation
Conclusion &
Recommendation
Figure 3.1 Research Methodology Flowchart.
29
3.2. Literature review
A comprehensive literature search was conducted to identify the activities that form the
material supply chain process, the criteria that contractors consider to select and suppliers,
the factors that could help in mitigating the risks and uncertainties inherent in the material
supply chain process, the problems encountering the contractors through the material
supply chain process and the factors that may contribute in integrating the phases of the
material supply chain process.
3.3. Questionnaire Design and Content
Based on the review of the literature related to the construction supply chain
management, interview experts who have experience with the subject at different levels
and the researcher experience, all the information that could help in achieving the study
objectives were collected, reviewed and formalized to be suitable for the study survey and
after many stages of brain storming, consulting, amending, and reviewing executed by the
researcher with the supervisor, a questionnaire was developed with closed questions.
The questionnaire design composed of six sections to accomplish the aim of the research,
as follows:
1. The first section contained information about Companies Profiles.
2. The second section contained Current Practices of Material Supply Chain Process
and the important activities that form it.
3. The third section was about the Contractor / Supplier Relationship.
4. The fourth section was about the Impact of the Israeli Closure and Policies on the
Materials Supply Chain Process and the concepts that may lessen the risks and
uncertainties that inherent in the construction setting and the impact of Israeli
closure of the Gaza Strips.
5. The fifth section was about the Identification of the Most Occurred Problems
Encountering the Contractors through the Material Supply Chain Process.
6. The sixth section was about the Key Factors Contributing in Integrating the
Material Supply Chain Process.
30
The first section contains eight questions aiming at providing general information about
the contracting companies like, company establishment year, company specialized sector,
average number of employees within the last five years, total amount of executed projects
within the last five years.
The second section contains the phases that form the material supply chain process and
each phase contains set of activities. The aim of this section is to study the current
practices of the material supply chain process and identifying the main activities that form
it through using two rating scales. The first rating scale is the usage degree and the second
one is the importance degree.
The third section contains two subsections aiming at studying the contractor/ supplier
relationship. The first subsection contains nine criteria aiming at studying the concerns of
the contractors in selecting the suppliers. The second subsection contains five course of
actions aims at studying the likely course of action that contractors will adopt in case
suppliers do not deliver materials on time and/ or deliver materials do not comply with
the project specifications.
The fourth section contains three subsections. The first subsection contains five questions
aiming at studying the impact of the Israeli of the Gaza Strip on the material supply chain
process. The second subsection contains different levels of preferred minimum buffer
stocks to safeguard against varied conditions and material late delivery by the suppliers.
The third subsection contains the different levels of preferred minimum buffer time to
safeguard against supplier later delivery.
The fifth section contains the problems that may encounter the contractors during the
application of the material supply chain process. This section aims at determining the
most occurred problems facing the contractors through each phase of the material supply
chain process in order to address solutions to these problems.
The six phase contains twelve questions that aiming at determining the key factors that
may contribute in integrating the project phases of the material supply chain process as
well as the key project participants in order to achieve smooth application of the material
supply chain process.
31
The questionnaire was designed in Arabic (Appendix 1), as most members of the target
population were unfamiliar with English and to be more understandable. An English
version was attached also in Appendix 2. Unnecessary personal data, complex and
duplicated questions were avoided. The questionnaire was provided with a covering letter
which explained the purpose of the study, the way of responding, the aim of the research
and the confidentiality of the information in order to encourage high response.
3.4. Pilot Study
It is customary practice that the survey instrument should be piloted to measure its
validity and reliability and test the collected data. The pilot study was conducted by
distributing the initial questionnaire to a panel of experts having experience in the same
field of the research to have their comments.
The first panel, which consisted of ten experts in the field of contracting, was asked to
verify the validity of the questionnaire topics and its relevance to the research objective.
The second panel, which consisted of two experts in statistics, was asked to identify that
the instrument used was valid statistically and that the questionnaire was designed well
enough to provide relations and tests among variables.
Expert comments and suggestions were collected and evaluated carefully. All the
suggested comments and modifications were discussed with the supervisor before taking
them into consideration. At the end of this process, some minor changes, modifications
and additions were introduced to the questions and the final questionnaire was
constructed.
3.5. Research Population
The research targets 102 contracting companies in Gaza strip classified as first, second
and third class in any major construction type as per the Palestinian Contracting Union
(Year, 2004-2008).
32
3.6. Sample Size Determination
Sampling can be defined as the process of selecting representative units of a population

for the study in research investigation. The objective of the sampling is to provide a
practical means of enabling the data collection and processing the components of the
research to be carried out with ensuring that the sample provides a good representation of
the population. A sample is a small proportion of a population selected for observation
and analysis. The sample was selected randomly from the population. The percent of
valid respondents to No. of distributed questionnaires is shown in Table 3.1.
The researcher distributed 81 questionnaires either by hand or e-mail. The name,

telephone number and address list of the contracting companies was obtained from the
Palestinian Contracting Union. As shown in Table 3.1, the response rate for the
questionnaire survey was 64.0%. The percent of valid respondents to the number of
distributed questionnaires was 62.0%.
As a matter of fact, the researcher found difficulty in communicating the contracting

companies during the study period because most of these companies were closed due to
the Israeli comprehensive siege imposed on Gaza Strip which prevented entering the
major construction materials such as cement and steel.
Table 3.1: Classification of Sample Size

Percent of
valid
Number of Number of
Number of Number of Number of respondents to
distributed valid
(population) sample respondents No. of
questionnaire respondents
distributed
questionnaires
102 81 81 52 50 62
3.7. Data Measurement
For assessing the questionnaire factors, the respondents were required to rate these factors
on a 5-point Likert scale as follows:
The usage degree of the items of the MSCP through the project's phases by scores 1 to 5,
where "1" represents Never and "5" represents Always.
33
The importance degree of the items of the MSCP through the project's phases by scores 1
to 5, where "1" represents the Little Importance and "5" represents the Very Important.
The impact of Israeli closure and policies on the MSCP by scores 1 to 5, where "1"
represents the No impact and "5" represents the Very High Impact.
The most occurred problems through the projects phases of the MSCP by scores 1 to 5,
where "1" represents the Never and "5" represents the Always.
The key factors that contribute in integrating the project's phases of the MSCP through by
scores 1 to 5, where "1" represents the Little Importance and "5" represents the Very
Important.
To determine the relative ranking of the factors, these scores were then transformed to
importance indices based on the following formula:
Relative Importance Index =

∑ w = 5n 5 + 4 n 4 + 3 n3 + 2 n 2 + 1 n1
AN 5N
Where w is the weighting given to each factor by the respondent, ranging from 1 to 5. For
example, n1 = number of respondents for Little Important, n2 = number of respondents for
Some Important, n3 = number of respondents for Quite Important, n4 = number of
respondents for Important, n5 = number of respondents for Very Important). A is the
highest weight (i.e. 5 in the study) and N is the total number of respondents. The relative
importance index ranges from 0 to 1 (Tam and Le, 2006).
3.8. Validity of the Research
Validity refers to the degree to which an instrument measures what it is supposed to be

measuring. Validity has a number of different aspects and assessment approaches. There
are two ways to evaluate instrument validity: content validity and statistical validity,
which include criterion-related validity and construct validity.
34
3.8.1. Content Validity of the Questionnaire
Content validity test was conducted by consulting two groups of experts. The first was
requested to evaluate and identify whether the questions agreed with the scope of the
items and the extent to which these items reflect the concept of the research problem. The
other was requested to evaluate that the instrument used is valid statistically and that the
questionnaire was designed well enough to provide relations and tests between variables.
The two groups of experts did agree that the questionnaire was valid and suitable enough
to measure the concept of interest with some amendments.
3.8.2. Statistical Validity of the Questionnaire
To insure the validity of the questionnaire, two statistical tests should be applied. The first
test is Criterion-related validity test (Pearson test) which measures the correlation
coefficient between each paragraph in one field and the whole field. The second test is
structure validity test (Pearson test) that is used to test the validity of the questionnaire
structure by testing the validity of each field and the validity of the whole questionnaire.
It measures the correlation coefficient between one filed and all the fields of the
questionnaire that have the same level of similar scale.
3.8.2.1. Criterion Related Validity
Internal consistency of the questionnaire is measured by a scouting sample, which

consisted of fifty questionnaires, through measuring the correlation coefficients between
each paragraph in one field and the whole filed. Appendices (A3.1 to A3.4) show the
correlation coefficient and p-value for each field paragraph. As shown, the p- values are
less than 0.05 or 0.01, so the correlation coefficients of this field are significant at α =
0.01 or α = 0.05. Therefore, the paragraphs of this field are consistent and valid to
measure what it was set for.
3.8.2.2. Structure Validity of the Questionnaire
Structure validity is the second statistical test that is used to test the validity of the
questionnaire structure by testing the validity of each field and the validity of the whole
35
questionnaire. It measures the correlation coefficient between one filed and all the fields
of the questionnaire that have the same level of Likert Scale.
As shown in Appendix (A3.5) for all fields, the significance values are less than 0.05 or
0.01, so the correlation coefficients of all the fields are significant at α = 0.01 or α = 0.05.
Therefore, the fields are valid to measure what they were set for to achieve the main aim
of the study.
3.9. Reliability of the Research
The reliability of an instrument is the degree of consistency which measures the attribute;
it is supposed to be measuring. The less variation an instrument produces in repeated
measurements of an attribute, the higher its reliability. Reliability can be equated with the
stability, consistency, or dependability of a measuring tool. The test is repeated to the
same sample of people on two occasions and then compares the scores obtained by
computing a reliability coefficient.
It is difficult to return the scouting sample of the questionnaire that is used to measure the
questionnaire validity to the same respondents due to the different work conditions to this
sample. Therefore, two tests can be applied to the scouting sample in order to measure
the consistency of the questionnaire. The first test is the Half Split Method and the second
is Cronbach's Coefficient Alpha.
3.9.1. Half Split Method
This method depends on finding Pearson correlation coefficient between the means of
odd questions and even questions of each field of the questionnaire. Then, correcting the
Pearson correlation coefficients can be done by using Spearman Brown correlation
coefficient of correction. The corrected correlation coefficient (consistency coefficient) is
computed according to the following equation: Consistency coefficient = 2r/(r+1), where
r is the Pearson correlation coefficient. The normal range of corrected correlation
coefficient (2r/ r+1) is between 0.0 and + 1.0. As shown in Table 3.2, all the corrected
correlation coefficients values are between 0.0 and +1.0 and the significant (α ) is less
than 0.05 so all the corrected correlation coefficients are significance at α = 0.05. The
results were in the range from 0.7207 and 0.8426. This range is considered high; the
result ensures the reliability of the questionnaire.
36
Table 3.2: Half Split Method
Corrected
p- Significant
No. Section Correlation correlation
value level
coefficient
1 Current Practices of Material **

0.5634 0.720737 0.000
Supply Chain Process
The Impact of the Israeli Closure
2 and Policies on the Construction 0.6749 0.805899 0.000 **
Materials Supply Chain
Identification of the Most
Occurrence Problems
3 Encountering the Contractors 0.5903 0.742376 0.000 **
Through the Material Supply
Chain Process
Key Factors Contributing in
4 Construction Supply Chain 0.7281 0.84266 0.000 **
Integration
All sections 0.6547 0.791322 0.000 **
* Correlation coefficient is significant at the α = 0.05
* * Correlation coefficient is significant at the α = 0.01
3.9.2. Cronbach’s Coefficient Alpha
This method is used to measure the reliability of the questionnaire between each field and
the mean of the whole fields of the questionnaire. The normal range of Cronbach’s
coefficient alpha values between 0.0 and + 1.0, and the higher values reflects a higher
degree of internal consistency. As shown in Table 3.3, the Cronbach’s coefficient alpha
was calculated for the first field of the Current Practices of Material Supply Chain
Process, the second field of The Impact of the Israeli Closure and Policies on the
Construction Materials Supply Chain, the third field of The Identification of the Most
Occurred Problems Encountering the Contractors Through the Material Supply Chain
Process and the fourth filed of The Key Factors Contributing in Integrating the Material
Supply Chain Process. The results were in the range from 0.7817 and 0.8875. This range
is considered high; the result ensures the reliability of the questionnaire.
37
Table 3.3: Cronbach’s Coefficient Alpha
Cronbach’s
No. Section
coefficient alpha
1 Current Practices of Material Supply Chain Process 0.7817

2 The Impact of the Israeli Closure and Policies on the
0.7949
Construction Materials Supply Chain
3 Identification of the Most Occurrence Problems Encountering
0.8043
the Contractors Through the Material Supply Chain Process
4 Key Factors Contributing in Construction Supply Chain
0.8875
Integration
All sections 0.8341
Thereby, it can be said that the researcher proved that the questionnaire was valid,
reliable, and ready for distribution for the population sample.
3.10. One-Sample Kolmogorov-Smirnov Test
Kolmogorove-Smirnov test is used to identify if the data follow normal distribution or

not. This test is considered necessary in case testing hypotheses as most parametric tests
stipulate data to be normally distributed.
The results test as shown in Table 3.4 clarify that the significance level calculated are
greater than 0.05 ( sig. > 0.05), this in turn denotes that the data follows normal
distribution, and so Parametric Test must be used.
Table 3.4: One-Sample Kolmogorov-Smirnov Test

No. Kolmogorov- P-
Section
Smirnov Z value
1 Current Practices of Material Supply Chain
1.130 0.156
Process
2 The Impact of the Israeli Closure and Policies
1.051 0.231
on the Construction Materials Supply Chain
3 Identification of the Most Occurrence Problems
Encountering the Contractors Through the 1.067 0.205
Material Supply Chain Process
4 Key Factors Contributing in Construction
0.530 0.941
Supply Chain Integration
Total 1.076 0.197
38
3.11. Data Analysis
The questionnaire quantitative statistical analysis was done by using the Statistical
Package for the Social Sciences (SPSS) and the following statistical analyses were used:
1. Frequencies and percentages
2. Pearson Correlation Coefficient for data
3. Spearman Brown formula
4. Relative Important formula
5. One-Sample Kolmogorov-Smirnov Test
39
Chapter 4: Data Analysis and Discussion
4.1. Introduction
In this chapter, the results of the questionnaires are presented and discussed. The chapter
illustrates and discusses the characteristics of the study population, current construction
materials supply chain management, the important factors that form the MSCP that are
appropriate for the Gaza Strip construction industry, contactor-supplier relationship, the
impact of the Israeli closure on the MSCP, some concepts that mitigate the uncertainties
and risks in the construction industry, the most occurred problems facing contractors
through the MSCP and the factors that may contribute to integrate the phases of the
MSCP.
4.2. General Background and Information
This section presents the general background information of the respondents. It includes
the field of work, classification of contractors, number of executed projects and their
values in the last five years and the person in charge of material procurement in the
contracting companies.
4.2.1. Company Establishment Year
Table 4.1 shows that (44.0%) of the contracting companies have been established before
or on 1995, (30.0%) of the companies have been established between 1996-2000 and
(26.0%) of them were established after 2001.
Table 4.1: Contracting Companies Establishment Year

Company establishment year Frequency Percentage
1995 or before 22 44.0
1996-2000 15 30.0
After 2001 13 26.0
Total 50 100.0
40
4.2.2. Company Specialized Sector
Table 4.2 demonstrates that all the respondents (100%) are mainly and secondary
specialized in the building works. (88%) are mainly and secondary involved in water and
sewerage works and (88%) are mainly and secondary involved in road works. The result
shows that the building sector is the most important sector in the Gaza Strip.
Table 4.2: Company Specialized Sector

Company Specialized Sector
Main Secondary Unspecialized
Building Sector Frequency 49 1 0

Percentage % 98 2.0 0
Water and Sewerage Frequency 28 16 6
Sector Percentage % 56 32 12
Road Sector Frequency 18 26 6
Percentage % 36 52 12
4.2.3. Companies Classifications According to the Palestinian Contractor

Union
Table 4.3 illustrates that (68.0%) of the contracting companies are classified as the first
class and (30.0%) are classified as the second class in the building works and only (2.0%)
classified as the third class. (56.0%) of the contracting companies are classified first
class, (18%) second class and (26.0%) classified as third class in the water and sewerage
works. (28%) of the contracting companies are classified first class, (34%) classified as
second class and (38.0%) classified as third class is in the road works. The results reveal
that the contracting companies have the highest classification in the building sector. This
may be due to the fact that the building works require less capital than the water,
sewerage and road sectors; it is well known that the building sector does not depend on
the heavy equipment while water, sewerage and road projects depend mainly on
equipment and machinery.
41
Table 4.3: Company Degree of Classifications
Company Classification As per the First Class Second Class Third Class
Contracting Union
Building Sector Frequency 34 15 1
Water and Sewerage Frequency 28 9 13
Sector Percentage % 56 18 26
Road Sector Frequency 14 17 19
4.2.4. Average Number of Employees within the Last Five Years
Table 4.4 shows that (44.0%) of the respondents have less than 10 employees within the
last five years, (36.0%) of the them have an average 11-15 employees while (20.0%)
have an average number more than 16 employees. The results reveal that most of the
contracting companies in the Gaza Strip are small. Also the results indicate that most of
the contracting companies depend mainly on the subcontractors in executing the
construction projects. Therefore, the subcontracting sector is very important one in the
construction industry in Gaza Strip and more attention and focus should be given to.
Table 4.4: Average Number of Employees Within the Last Five Years
Average Number of Employees Frequency Percentage
1-10 employees 22 44.0

11-15 employees 18 36.0
16 employees and More 10 20.0
Total 50 100.0
4.2.5. Number of Executed Projects within the Last Five Years
Table 4.5 shows that (56.0%) of the contractors executed less than 10 projects during the
last five years and (40%) of them executed from 11-20 projects. The results show that
(1%) executed from 21-30 projects and (1%) executed more than 30 projects. As it is
expected, the number of the executed project were decreased due to the frequent closures
of the Gaza Strip borders and the comprehensive siege that has been imposed on the Gaza
42
Strip by the Israeli occupation since June 2007 that lead to full stoppage of the
construction activities.
Table 4.5: Number of Executed Projects within the Last Five Years
Average number of executed projects Frequency Percentage
10 projects and below 28 56.0

11 -20 projects 20 40.0
21-30 projects 1 2.0
More than 30 projects 1 2.0
Total 50 100.0
4.2.6. Value of the Executed Projects within the Last Five Years
Table 4.6 shows that (44.0%) of the respondents executed projects with value less than
two million dollars within the last five years, (30.0%) executed projects with value
between 2 and 5 million dollars, (8.0%) executed projects with value between 6 and 8
million dollars and (18%) executed projects with value more than 8 million dollars. The
results indicate that most of the executed projects are small scale ones.
Table 4.6: Value of Executed Projects within the Last Five Years
Value of the Executed Projects Frequency Percentage
Less than 2 million $ 22 44.0

2-5 million $ 15 30.0
6-8 million $ 4 8.0
More than 8 million $ 9 18.0
Total 50 100.0
4.2.7. The Person or Section in Charge of Materials Procurement
Table 4.7 shows that the company director is the person in charge of the materials
procurement in (30.0%) of the contracting companies while the project manager is in
(34.0%) of the companies. (36.0%) of the contracting companies have procurement
43
sections responsible for the materials procurement. The results reveal that most of the
contracting companies are small and one person performs many tasks at the same time.
Table 4.7: Person or Section in Charge of the Material Procurement

The person or section in charge of the material Frequency Percent
procurement is
Company Director 15 30.0

Project Manager 17 34.0
Site Engineer 0 0
Procurement Section 18 36.0
Other 0 0.0
Total 50 100.0
4.3. Current Practices of Material Supply Chain Process and the Important
Factors that Form it
The main objectives of this section are to study the current practices of the construction
material supply chain practices in the Gaza Strip Construction Industry as well as the
important factors that are appropriate for the same industry. This section contains six
phases of the materials supply chain process which are: the bidding phase, the sourcing
phase, the procurement phase, the construction phase, the post construction phase and the
assessment and evaluation phase. The respondents were given a group of questions in
each phase to achieve the said two objectives. The rating of these questions consists of
two main scales. The first one is the usage degree that aims at studying the current
practices of the material supply chain in the local construction industry and the second
one is the importance degree which aims at paving the ground for developing the
construction materials supply chain process. The respondents were asked to mark each
question as always, often, sometimes, seldom and never for the usage degree scale and
very important, important, quite important, some important and little important for the
importance degree scale.
As illustrated in the literature review that the main objective of the supply chain
management is to have the right materials in the right quantities at the right place at the
right moment at minimal cost. Thus, the main attributes of the supply chain management
44
are: quality, quantity (inventory), location, time and cost. Each activity of the material
supply chain process has direct or indirect relation to these attributes.
The items of the materials supply chain process used in this study are derived mainly
from the material supply chain process that developed by Perdomo (2004) based on
various discussions and interviews with the office and site personnel from the electrical
contracting industry in United States. This is due to the fact that the researcher after
extensive review to the related literature did not find many researches about the subject
under this study. Hence, the findings of each phase of this dissertation will be compared
to that of developed by Perdomo (2004). It is worth mentioning that the material supply
chain process contains five phases which are: the bidding phase, the sourcing phase, the
procurement phase, the construction phase and post construction phase. A new phase has
been developed by the researcher which is assessment and evaluation phase.
4.3.1. Bidding Phase (Estimating, Preparation, Submission and Winning)
This section contains 12 items that form bidding phase of the MSCP. The respondents
were asked about their usage degree for these items and the importance degree from their
point of view. Table 4.8 presents the results.
Table 4.8: Bidding Process Phase (Estimating, Preparation, Submission and Winning)
Usage Degree Importance Degree
Relative index
Relative index
Item
Mean
Mean
Rank
Rank
No
Identifying the needed materials for each

1.1 item once you receive the project's drawings 4.70 0.940 3 4.78 0.956 3
and specifications
Estimating the quantity of the needed
1.2 4.56 0.912 4 4.66 0.932 4
materials per each item (quantity take off)
Defining any special requirements and/or
1.3 4.08 0.816 9 4.40 0.880 7
special materials to be used in the project
Classifying the materials that are off-the-
1.4 shelf and the major materials that need to be 3.80 0.760 11 4.10 0.820 10
prefabricated
Identifying the local available materials or
1.5 locally manufactured materials and the 4.28 0.856 7 4.48 0.896 6
materials that are needed to be imported
1.6 Using software packages or computer 4.90 0.980 2 4.92 0.984 2
45
Relative index
Relative index
Item
Mean
Mean
Rank
Rank
No
applications such as Microsoft Excel for

preparing the estimate
Involving the project manager or
1.7 construction team in the estimation process 3.90 0.780 10 4.10 0.820 9
in order to prepare a realistic estimate
Establishing prices database for the materials
from the previous implemented projects in
1.8 3.52 0.704 12 3.56 0.712 11
order to be used for preparing the estimate
for the future projects
Depending on the prices of suppliers and
1.9 manufacturers on preparing the project 4.36 0.872 5 4.48 0.896 6
estimate
Verifying the prices used in the estimate
4.98 0.996 1 4.96 0.992 1
1.10 prior to submitting the bid
Scheduling a meeting that includes the
project manager and the construction team to
1.11 4.10 0.820 8 4.16 0.832 8
re-estimate the project quantities once you
win the bid
Generating a preliminary material requisition
schedule, specifying material types, quantity
1.12 needed, dates, when the material should be 4.31 0.861 6 4.57 0.914 5
delivered and any additional information
needed for clarification
4.29 0.858 4.43 0.886

Total
As shown in Table 4.8, the responses on item 1.1 "Identifying the needed materials for
each item once you receive the project's drawings and specifications" show that the
relative importance index is very high (0.940) for Usage Degree with rank equals (3) and
the relative importance index is very high (0.956) for Importance Degree with rank equals
(3). The respondents gave this item very high degree for both the usage and importance.
This means that they are fully aware of the importance of identifying the needed material
of each item of the Bill of Quantities (BOQ). BOQ is prepared in a way that places all the
risks on the contractors; one item of it includes many materials. For example, the item of
"supplying and installing the bathroom cabinet" usually includes PVC pipes, excavation,
manholes and all the necessary accessories and fittings. Therefore, contractors have to
identify exactly the needed materials per each item of the BOQ and take the prices of
such materials into account when preparing the estimate.
46
The relative importance index for item 1.2 "Estimating the quantity of the needed
materials per each item (quantity take off)" is very high (0.912) for Usage Degree with
rank equals (4) and very high (0.932) for Importance Degree with rank equals (4). The
contractors gave this item very high degree for the usage and importance. It is common
practice that the consulting offices increase the quantity of each item of the BOQ than
what is originally estimated from the project's drawings by certain percent. In addition,
some items of BOQ may contain mistakes in the estimated quantities that affect the
estimate. Therefore, it is very important for the contractors to estimate the quantity of the
needed materials from the projects drawings and to compare it with the ones shown in the
BOQ.
The relative importance index for item 1.3 "Defining any special requirements and/or
special materials to be used in the project" is high (0.816) for Usage Degree with rank
equals (9) and high (0.880) for Importance Degree with rank equals (7). The respondents
gave high degree for the usage and the importance. Many contracts require special
materials or material with high quality to be used in the project and usually the cost of
these materials is expensive. If a contractor does not study the project's specifications
carefully, he will prepare bad estimate and will suffer loss at the end of the project..
The relative importance index for item 1.4 "Classifying the materials that are off-the-shelf
and the major materials that need to be prefabricated" is medium (0.760) for Usage
Degree with rank equals (11) and high (0.820) for the importance degree with rank equals
(10). There is a slight difference between the usage degree and the importance degree.
Contracts sometimes contain materials that are not off-the shelf and need to be
manufactured only for a specific project. The manufacturing of these materials are
usually costly and take time. Therefore, contractors should take into account these factors
when preparing the estimate.
The relative importance index for item 1.5 "Identifying the local available materials or
locally manufactured materials and the materials that are need to be imported" is high
(0.856) for Usage Degree with rank equals (7) and high (0.896) for Importance Degree
with rank equals (6). The contractors gave this item high degree for both the usage and
the importance. Such result reveals that the contractors know that there is always
additional costs associated with importing materials from outside Gaza Strip such as
47
freight cost, insurance cost, bank commissions and others that should be taken into
account while preparing the project estimate.
The relative importance index for item 1.6 "Using software packages or computer
applications such as Microsoft Excel for preparing the estimate" is very high (0.980) for
Usage Degree in with rank equals (2) and very high (0.984) for the Importance Degree
with rank equals (2). As it is expected, most of the respondents use Microsoft excel for
preparing the estimate because it makes the estimation process more accurate, easier and
faster. Still the contractors can develop other programs that suit their needs.
The relative importance index for item 1.7 "Involving the project manager or
construction team in the estimation process in order to prepare a realistic estimate" is
medium (0.780) for Usage Degree with rank equals (10) and high (0.820) for the
Importance Degree with rank equals (9). There is a slight difference between the usage
degree and the importance degree. The project estimate should not be prepared only by
the company owner or manager but the project manager and the field personnel should be
involved in preparing the estimate; this will lead to preparation of more realistic and good
estimate due to their knowledge and experience in the construction works.
The relative importance index for item 1.8 "Establishing prices database for the materials
from the previous implemented projects in order to be used for preparing the estimate for
the future projects" is medium (0.704) for Usage Degree with rank equals (12) and
medium (0.712) for Importance Degree with rank equals (11). The result reveals that
despite that the prices of the construction materials fluctuated due to the unstable political
situation, many contractors still use the prices database of materials from the previous
project to prepare the estimate. This may be due to the fact that using the prices database
makes the estimation process faster and easier.
The relative importance index for item 1.9 "Depending on the prices of suppliers and
manufacturers on preparing the project estimate" is high (0.872) for Usage Degree with
rank equals (5) and high (0.896) for the Importance Degree with rank equals (6). The
results indicate that the respondents favor depending on the prices of the suppliers and
manufacturers on preparing the estimate over using the material prices database of the
previous implemented project. The researcher believes that contractors should mitigate
48
the risk of the material prices fluctuation by depending on the prices of the suppliers and
manufactures at the time of preparing the estimate.
The relative importance index for item 1.10 "Verifying the prices used in the estimate
prior to submitting the bid" is very high (0.996) for Usage Degree with rank equals (1)
and very high (0.992) for the Importance Degree with rank equals (1). As it is expected,
all the respondents verify the prices used in the estimate prior to submitting the bid. Any
mistake in the estimate will either make the contractor to loose the contract or win it with
high loss.
The relative importance index for item 1.11 "Scheduling a meeting that includes the
project manager and the construction team to re-estimate the project quantities once you
win the bid" is high (0.820) for Usage Degree with ranks equals (8) and high (0.832) for
Importance Degree with rank equals (8). The respondents gave high degree for the usage
and importance. The re-estimate of the project quantities is important especially when the
project drawings are not clear and there is a high possibility for changes due to design
deficiency. Moreover, and as it is mentioned earlier, it is common practice that
consultants increase the quantities of the BOQ than what are estimated from the project
drawings by certain percent. Therefore, if a contractor does not re-estimate the project
quantities, he will end up with either materials shortage that hinder the work progress on
site or surplus materials at the end of the project.
The relative importance index for item 1.12 "Generating a preliminary material
requisition schedule, specifying material types, quantity needed, dates, when the material
should be delivered and any additional information needed for clarification" is high
(0.861) for Usage Degree with rank equals (6) and very high (0.914) for Importance
Degree with rank equals (5). The respondents gave high degree for the usage and very
high degree for the importance. The project team and procurement section or the person
in charge of procurement should cooperate to generate a preliminary material requisition
schedule in which the material types, quantity needed, dates when the material should be
delivered and any other information are specified. This schedule will be considered the
baseline by which the actual progress will be measured accordingly. Such schedule has to
be distributed to the construction team so that all the project staff can share the project
information.
49
The results show that bidding phase of the material supply chain process adopted in the
local construction industry agrees with Perdomo study (2004). Perdomo pointed out that
materials takeoff and identification process is the first step in the Bidding Phase that
involves identifying the materials needed as well as any special requirement or special
materials to be used in the project. Materials can be classified into two categories which
are off the shelf items and the materials need to be manufactured. He indicated that most
of the companies use computer applications such as Excel for preparing the estimate
because this will make the estimating process easier and faster and the contracting
companies verified the estimates several times prior to submitting the bid. He further
added that the project managers are involved in the estimating phase because this could
lead to the preparation of more realistic estimate due to the project's manager's
experience. After successfully winning the bid for a particular project, companies
schedule a kick-off meeting that includes the superintendent, the project manager and all
the foremen in which they generate a material requisition schedule specifying materials
types, quantity needed, dates when the materials should be delivered and any additional
information needed for clarifications.
4.3.2. Sourcing (Vendor Selection) Phase
This section contains 7 items that form the sourcing phase of the MSCP. The respondents
were asked about their usage degree for these items and the importance degree from their
point of view. Table 4.9 presents the results.
Table 4.9: Sourcing (Vendor Selection) Process

Relative index
Relative index
Item
Mean
Mean
Rank
Rank
No
Pre-qualify the suppliers and

manufacturers and keeping a list of 4 4
2.1 4.62 0.924 4.68 0.936
reputable ones in order to obtain
quotations from them
Verifying that the supplier is
capable of delivering the right
2.2 materials (type, quality and 4.76 0.952 2 4.80 0.960 2
quantity) when needed (i.e. at dates
specified)
50
Relative index
Relative index
Item
Mean
Mean
Rank
Rank
No
Purchasing the materials from

2.3 suppliers that you worked with on 4.24 0.848 5 4.22 0.844 5
previous projects
Requesting quotations from
2.4 different suppliers in order to get 4.86 0.972 1 4.82 0.964 1
reasonable good prices
Selecting the winner supplier based 6 7
2.5 3.90 0.780 3.98 0.796
on lowest prices
Considering suppliers with higher
prices but that will provide better
services or that have a record to 7 6
2.6 3.26 0.652 4.16 0.832
supply the right materials in the
quantities needed at the times
specified
Negotiating the prices directly with 3 3
2.7 4.66 0.932 4.74 0.948
the suppliers
Total 4.33 0.866 4.49 0.897
As shown in Table 4.9, the responses on item 2.1 "Pre-qualify the suppliers and
manufacturers and keeping a list of reputable ones in order to obtain quotations from
them" show that the relative importance index is very high (0.924) for Usage Degree with
rank equals (4) and very high (0.936) for the Importance Degree with rank equals (4).
The respondents gave this item very high degree for both the usage and importance. The
result indicates that the contractors realize the importance of awarding contracts to
reputable suppliers. Contractors have to pre-qualify the suppliers and to keep a list of the
reputable suppliers so they can obtain quotations from these suppliers to prepare the
estimate. Therefore, if a bid is awarded to any one of these suppliers, contractors can
guarantee to certain degree that right materials will be delivered on the right quantities
and in the right time.
The relative importance index for item 2.2 "Verifying that the supplier is capable of
delivering the right materials (type, quality and quantity) when needed (i.e. at dates
specified)" is very high (0.952) for Usage Degree with rank equals (2) and very high
(0.960) for Importance Degree with rank equals (2). As it is expected, the respondents
gave this item very high degree for both the usage and importance. The results indicate
51
that contractors are fully aware that unavailability of materials when needed or/ and delay
deliveries of materials can greatly affect the productivity of the workforce, thus causing
delays to activities, increasing the cost of the project and possibly delaying of the
completion of the project. Contractors should make sure that the selected suppliers or
manufactures are capable of delivering the right materials in the right time prior to
awarding the contract
The relative importance index for item 2.3 "Purchasing the materials from suppliers that
you worked with on previous projects " is high (0.848) for Usage Degree with rank
equals (5) and high (0.844) for Importance Degree with rank equals (5). The respondents
gave high degree fro both the usage and importance. When a contractor purchasing
materials from suppliers whom he worked with on previous projects a good relationship
might be established between the contractor and suppliers and in turn all the project
parties get benefit from such relationship. The contactor may be offered good prices and
the suppliers get the jobs from this contractor on a continuous basis. This will enhance
the integration concept between the contractor and, the suppliers.
The relative importance index for item 2.4 "Requesting quotations from different
suppliers in order to get reasonable good prices" is very high (0.972) for Usage Degree
with rank equals (1) and very high (0.964) for Importance Degree with rank equals (1).
The results indicate that the most common way in which the contractors select suppliers
is by competitive bidding and the respondents consider it the most important tool for the
same. The researcher believes that because of the competitive nature of the bidding, the
contractor needs to obtain materials at the lowest cost possible. Usually, the contractors
request bids from suppliers to get the lowest prices possible for their products. Suppliers
will try to win the contract by offering low relative price to the contractor. If a supplier
does not lower the price, the contract may be awarded to another party. Awarding the
contract to the lowest price may create adversarial relation with the suppliers during the
course of project implementation.
The relative importance index for item 2.5 "Selecting the winner supplier based on
lowest prices is medium (0.780) for Usage Degree with rank equals (6) and (0.796) for
Importance Degree with rank equals (7). The results indicate that many respondents
select the suppliers based on the lowest prices and consider it important method for
52
selecting the suppliers. As stated in the previous item selecting suppliers based on
lowest prices may create adversarial relationships because the suppliers get the job at a
lower price than what they originally were expecting; therefore they are making less
profit. Because of this loss in profit, the suppliers might not be totally devoted to this
particular contract and some problems might be arising.
The relative importance index for item 2.6 "Considering suppliers with higher prices but
that will provide better services or that have a record to supply the right materials in the
quantities needed at the times specified" is medium (0.652) for Usage Degree with rank
equals (7) and high (0.832) for Importance Degree with rank equals (6). The results
show that the respondents gave higher degree for the importance than that of the usage.
This means that although many contractors award the contract to the lowest prices, they
believe that it is important to consider suppliers with higher prices who provide better
services or that have a record to supply the right materials in the quantities needed at the
times specified. The researcher believes that contractors should not consider only the
cost of the materials to select suppliers but should also consider other factors also such
as quality, delivery time, and availability of the materials. In other words, contractors
should consider the cost overrun which associated with not supplying the right materials
within the time specified.
The relative importance index for item 2.7 "Negotiating the prices directly with the
suppliers" is very high (0.932) for the Usage Degree with rank equals (3) and very high
(0.948) for the Importance Degree with rank equals (3). The result show that the second
common used method and also the second important method for selecting suppliers is
by negotiation. This may be due to the fact that construction material suppliers for each
type of material are limited and the contractors know the suppliers who offer best
prices.
In general, the results show that the most common usage and most important method for
selecting the suppliers is requesting quotations from different suppliers. Negotiation is the
second used and second important technique used for selecting the suppliers and finally
contractors select suppliers whom they worked with in previous project. Contractors
decision which method to use depend on many criteria such as cost, availability of the
materials, and capability of the suppliers to deliver the right materials in the right time.
53
Permedo (2004) stated that the first stage in the sourcing phase is the selection of
reputable suppliers and manufacturers. Most of contractors prefer to buy materials from
suppliers that they worked with on previous projects and the contractor needs to verify
that theses suppliers are capable of delivering the right materials (type, quality and
quantity) when needed (i.e. at dates specified). He added, in order to get reasonably good
prices for the materials, they request quotations from different suppliers. Suppliers are
usually selected based on the lowest prices, however, contractors may consider suppliers
with higher prices but that will provide better services or that have a record to supply the
right materials in the quantities needed at the times specified. He further added, for major
materials contractor often negotiates prices directly with the suppliers.
4.3.3. Material Procurement Phase
This section contains 9 items that form the procurement phase of the MSCP. The
respondents were asked about their usage degree for these items and the importance
degree from their point of view. Table 4.10 presents the results.
Table 4.10: Material Procurement Process

Relative index
Relative index
Item
Mean
Mean
Rank
Rank
No
Obtaining a copy the material requisition

schedule, specifying material types,
quantity needed, dates, when the
3.1 material should be delivered that 4.20 0.840 6 4.58 0.916 7
prepared by site personnel (such
schedule prepared by the site staff on the
construction phase)
Verifying the availability of requested
3.2 materials in your stocks before 4.26 0.852 5 4.60 0.920 6
requesting any materials from suppliers
Requesting a submittal (material sample)
from the supplier or manufacturer and 1 2
3.3
approving it by the Engineer prior to
4.84 0.968 4.88 0.976
materials delivery
Issuing purchase order to the winner
supplier (Setting an agreement) in order 3 3
3.4
to organize the relationship between the
4.50 0.900 4.78 0.956
contractor and the supplier
54
Relative index
Relative index
Item
Mean
Mean
Rank
Rank
No
Requesting materials directly by the 8 9

3.5
field personnel
2.42 0.484 2.44 0.488
Ordering 100% of the estimated items 7 8
3.6
quantities at once
2.46 0.492 3.00 0.600
Ordering the estimated item quantities as 3 5
3.7
per the work progress on the site
4.50 0.900 4.70 0.940
Specifying to the suppliers the release
dates at which the material is needed
3.8 supplier and the exact location of 4.44 0.888 4 4.76 0.952 4
materials delivery to avoid materials re-
handling
Following up the status of the ordered
materials to make sure that the delivered
3.9 materials comply with the specifications, 4.76 0.951 2 4.96 0.992 1
in the quantities needed and within the
timeframe specified
Total 4.04 0.808 4.30 0.860
As shown in Table 4.10, the responses on item 3.1 "Obtaining a copy the material
requisition schedule, specifying material types, quantity needed, dates, when the material
should be delivered that prepared by site personnel (such schedule prepared by the site
staff on the construction phase)" show that the relative importance index is high (0.840)
for Usage Degree with rank equals (6) and the relative importance index for Importance
Degree is very high (0.916) with rank equals (7). The respondents gave high degree for
the usage and very high degree for the importance. The objective of obtaining a copy of
the requisition schedule is organizing the purchasing process of materials and issuing
delivery schedules to the suppliers. Such schedule should classify the long lead items,
local available materials, off the shelf materials and the materials that need to be
manufactured. Failure in the purchasing process could result in either over-ordering
materials which in turn causing wastage problems or shortage in materials that could lead
to delay in project completion. The site staff should always keep the procurement section
or the person in charge in the procurement with updated copy of the material requisition
schedule.
55
The relative importance index for item 3.2 "Verifying the availability of requested
materials in your stocks before requesting any materials from suppliers" is high (0.852)
for Usage Degree with rank equals (5) and very high (0.920) for Importance Degree with
rank equals (6). The respondents gave high degree for the usage and very high degree for
the importance. The procurement section or the person in charge of procurement should
check with the person in charge of the warehouse the availability of the requested
materials before procuring them to avoid wastage and stock problems.
The relative importance index for item 3.3 "Requesting a submittal (material sample)
from the supplier or manufacturer and approving it by the Engineer prior to materials
delivery" is very high (0.968) for Usage Degree with rank equals (1) and very high
(0.976) for Importance Degree with rank equals (2). The result shows that the majority of
the contractors requesting material sample and/ or specifications to be approved by the
Engineer prior to the material delivery. This indicates that they are fully aware of the
importance of this step. If a supplier, for example, deliver materials do not comply with
the project's specifications, the work will be disrupted and the project completion may be
delayed.
The relative importance index for item 3.4 "Issuing purchase order to the winner supplier
(Setting an agreement) in order to organize the relationship between the contractor and
the supplier" is very high (0.90) for Usage Degree with rank equals (3) and very high
(0.956) for Importance Degree with rank equals (3). The respondents gave very high
degree for both the usage and importance. The results reveal that the contractors realize
the importance of the purchase order. The researcher believes that the purchase order
represents the contract between the contractor and the supplier. It shows the quantity to be
delivered, the specifications, and the time to be on the site and other conditions. Such
purchase order is used as a reference for any dispute that may arise between the
contractor and the supplier.
The relative importance index for item 3.5 "Requesting materials directly by the field
personnel" is very low (0.484) for Usage Degree with rank equals (8) and very low
(0.488) for Importance Degree with rank equals (9). The respondents gave low degree for
the usage and importance. The result indicates that few number of contractors purchase
56
materials directly by the field staff. However, the researcher believes that field personnel
can buy minor materials directly if such materials are necessary for work progress on site.
The relative importance index for item 3.6 "Ordering 100% of the estimated items
quantities at once" is very low (0.492) for Usage Degree with rank equals (7) and low
(0.600) for Importance Degree with rank equals (8). The result shows that only few
number of contractors purchase the estimated quantities at once. Purchasing all the
project materials at once will lead to stockpiling the materials on the project site or the
warehouse. In either case the stocked materials will be exposed to damage by the weather
conditions, theft, losses, and tie down the capital. However and as stated in the literature
there are many advantages of purchasing 100% of the estimated quantities at once such
as insuring against delay in delivery, allow for possible increase in demand, price
discount, insuring against scarcity
The relative importance index for item 3.7 "Ordering the estimated item quantities as per
the work progress on the site" is very high (0.900) the sample for Usage Degree with rank
equals (3) and very high (0.940) for Importance Degree with rank equals (5). The
respondents gave very high degree for both the usage and importance. The result
demonstrates that the contractors prefer to order the required quantities as per the work
progress to avoid stockpiling the materials on the project site or the warehouse.
The relative importance index for item 3.8 "Specifying to the suppliers the release dates at
which the material is needed and the exact location of materials delivery to avoid
materials re-handling" is high (0.888) for Usage Degree with rank equals (4) and very
high (0.952) for Importance Degree with rank equals (4). The respondents gave high
degree for the usage and very high degree for the importance. The procurement section or
the person in the charge of the procurement should specify to the suppliers the exact date
that the materials should be on the site. If the materials are delivered earlier than what is
planned for, it will be stockpiled on the site and if the materials are delivered later than
what is planned for, the works on the site will be disrupted and the project completion
will be delayed. Furthermore, the procurement department should specify the location on
which the materials should be delivered at in order to avoid materials re-handling and the
associated cost and time overrun.
57
The relative importance index for item 3.9 "Following up the status of the ordered
materials to make sure that the delivered materials comply with the specifications, in the
quantities needed and within the timeframe specified" is very high (0.951) for Usage
Degree with rank equals (2) and very high (0.992) for Importance Degree with rank
equals (1). Contractors gave this item very high degree for both the usage and the
importance. The procurement section or the person in charge of procurement should
coordinate with the construction team on the site and the suppliers to make sure that the
right materials are delivered to the site within the time specified.
Perdomo (2004) stated that the procurement process starts with the generation of material
requisition schedule that usually starts by the site staff and then is sent to the purchasing
department for material request from the suppliers under contract. In smaller jobs,
materials may be requisitioned directly by the field personnel. The material requisition
schedule specifying material types, quantity needed, dates, when the material should be
delivered. In companies that have warehouse, the purchasing department first verifies the
availability of the materials in the warehouse before ordering the materials from the
suppliers. He further added, once a release form is generated, suppliers are contracted for
procuring the material needed. The type of material needed, quantities and the time when
the material is needed is specified to the supplier.
4.3.4. Construction Phase
This section contains 8 items that form the construction phase of the MSCP. The
respondents were asked about their usage degree for these items and the importance
degree from their point of view. Table 4.11 presents the results.
Table 4.11: Construction Process Phase
Relative index
Relative index
Item
Mean
Mean
Rank
Rank
No
Determining the quantities of the 3 2

4.1
needed materials per each item
4.66 0.932 4.78 0.956
Determining dates in which the
4.2 materials per each item are needed to be 4.14 0.828 6 4.38 0.876 6
available
Determine the exact materials delivery 4 5
4.3
location per each item
4.26 0.852 4.40 0.880
58
Relative index
Relative index
Item
Mean
Mean
Rank
Rank
No
Generating a material requisition form

in which the material description,
4.4 quantities needed, dates when the 4.22 0.844 5 4.48 0.896 4
materials are needed and the delivery
locations
Verifying the material received against 1 1
4.5
the quantity ordered
4.90 0.980 4.94 0.988
Inspecting the delivered materials to
4.6 make sure that it meets the 4.82 0.964 2 4.94 0.988 1
specifications
Recording any problems in the 7 3
4.7
delivered materials
4.08 0.816 4.60 0.920
Keeping a track record of the supplied
4.8 materials, remaining balance and the 3.84 0.768 8 4.36 0.872 7
installed materials
Total 4.37 0.873 4.61 0.922
As shown in Table 4.11, the responses on item 4.1 "Determining the quantities of the
needed materials per each item" show that relative importance index is very high (0.932)
for Usage Degree with rank equals (3) and very high (0.956) for Importance Degree with
rank equals (2). The result shows that the relative importance index for the usage degree
and the importance degree are almost the same and very high. Once the works start, the
construction team on site can determine the needed materials per each item more
accurately. Therefore, this item will help the contractor to avoid the shortage of material
delivery which leads to work disruption and project delay or to avoid materials surplus
which may be subject to damage, theft, loss and more importantly tying down the
contractor capital that could be utilized for more critical purposes.
The relative importance index for item 4.2 "Determining dates in which the materials per
each item are needed to be available" is high (0.828) for Usage Degree with rank equals
(6) and high (0.876) for Importance Degree with rank equals (6). The contractors gave
this item high degree for the usage and importance. The construction team should
determine the optimum date that the materials should be available on the site. Ordering
the materials earlier than what are planned for will lead to materials overstock, while
59
ordering materials later than what are planned for will lead to delay of the project
completion and cost overrun.
The relative importance index for item 4.3 "Determining the exact materials delivery
location per each item" is high (0.852) for Usage Degree with rank equals (4) and high
(0.880) for Importance Degree with rank equals (5). The contractors gave this item high
degree for both the usage and importance and almost the same. The contractors realize
that specifying the exact location for materials delivery will avoid materials re-handling
which in turn saving time and cost.
The relative importance index for item 4.4 "Generating a material requisition form in
which the material description, quantities needed, dates when the materials are needed
and the delivery locations" is high (0.844) for Usage Degree with rank equals (5) and
high (0.896) for Importance Degree with rank equals (4). The contractors gave this item
high degree for the usage and importance and almost the same. Once a contractor finished
the above mentioned item, he generates a material requisition form. Such form may
contain materials description, the local materials, the materials needed to imported, the
off-shelf materials and the materials needed to be fabricated, the quantities needed, the
dates that should be available on the site and the delivery location. Having prepared the
said form, a copy of the same is sent to the procurement section or the person in charge
for procurement implementation.
The relative importance index for item 4.5 "Verifying the material received against the
quantity ordered" is very high (0.980) for Usage Degree with rank equals (1) and very
high (0.988) for Importance Degree with rank equals (1). The contractors gave this item
very high degree for both the usage and importance.. The construction team should make
a comparison between the ordered quantities and the received quantities. If there is a
deviation, the construction team or the one who responsible for receipting the materials
should inform the procurement section or the person in charge of procurement to follow
up with the suppliers.
The relative importance index for item 4.6 "Inspecting the delivered materials to make
sure that it meets the specifications" is very high (0.964) for Usage Degree with rank
60
equals (2) and very high (0.988) for Importance with rank equals (1). The contractors
gave this item very high degree for the usage and the importance. The results indicate that
the contractors are fully aware of the importance of inspecting the quality of the delivered
materials against the required specifications. If the supplied materials have been installed
and it has been detected later on that it does not comply with the project's specifications,
the contractor may be instructed by the Supervisor Engineer to remove the installed
materials and to replace it by new materials that meet the project's specifications.
Consequently, the work progress will be hindered and the project as a whole may be
delayed.
The relative importance index for item 4.7 "Recording any problems in the delivered
materials" is high (0.816) for Usage Degree with rank equals (7) and very high (0.920) for
Importance with rank equals (3). The respondents gave high degree fro the usage and
very high degree for the importance. The construction team should inspect the materials
delivered and to record any problem if any. For example, the damages during the transit
have to be recorded upon the material arrival.
The relative importance index for item 4.8 "Keeping a track record of the supplied
materials, remaining balance and the installed materials" is medium (0.768) for Usage
Degree with rank equals (8) and high (0.872) for Importance Degree with rank equals (7).
The respondents gave higher degree for the importance than the usage. This item will
help contractors to make control over the supplied materials, installed and the remaining
balance. The contractors, therefore, can know exactly how much material to order in case
there is a shortage.
Perdomo (2004) illustrated that whenever materials are needed at the construction site, a
material requisition process is initiated by site personnel (Forman or the project manager).
This process involves generating a material requisition form in which the material
description, quantities needed, dates when the materials are needed and the delivery
locations are specified. In the case that the material is delivered to the job site, the
designated site personnel verify the material received against the requisition form. Actual
quantities received are recorded. If there are discrepancies in the material quantities,
damages to the material or items not delivered, the foreman fills a problem sheet form and
61
forwards a copy of this form to the purchasing department for follow up with the
concerned supplier.
4.3.5. Post Construction Phase (Surplus Materials)
Reducing the surplus materials to the minimum is one of the fundamental concepts of the
supply chain management in the construction industry that related to the quantity
attribute. This section contains five scenarios for dealing with surplus materials at the end
of the project. The respondents were asked to select the scenario/s that they encountered
and the percentage of occurrence. Table 4.12 presents the results.
Table 4.12: Post Construction Phase (Surplus Materials)

Item No Material Supply Chain Process % of Ranks
Occurrence
Storing the surplus materials to be used in future 2
6.1 39.3
projects
Returning back the surplus materials to the 1
6.2 46.9
suppliers without penalty
Returning back the surplus materials to the 5
6.3 2.68
suppliers with penalty
6.4 Selling the surplus materials to other contractors 8.28 3
6.5 Scraping the surplus materials 2.84 4
Total 100%
Table 4.12 shows that (46.9%) of the surplus materials are returned to the suppliers
without penalty at the end of the project, (2.68%) of the surplus materials are returned to
the suppliers with penalty. These results indicate that the suppliers are very flexible and
the contractors may keep some kind of good relationships with them. Keeping good
relationships with the suppliers is very important for achieving integration between them.
The result also shows that (39.6%) of the surplus materials are stored on the contractors'
warehouses. Such materials may be subject to deterioration, damage, loss, theft and more
importantly it will tie down the capital of the contractors. Thus, contractors should
prepare good materials take off in order to avoid the material surplus.
The study which conducted on Malaysia Construction Industry by Abdul Rahman and Al-
Dirisy (1994) showed that the frequency of surplus materials being on site at the end of
the construction project was as follows: very often (1.59%), often (3.13%), sometimes
62
(38.06%), seldom (45.88%) and never (11.34%). The same study showed also that the
quantity percentage of the surplus materials experienced by the contractors at the end of
construction projects were as follows: (1.8%) of the respondents experienced more than
10.0%, (9.40%) experienced more than 5-10%, (25.84%) experienced more than 3-5%,
(37.62%) experienced more than 1-3% and finally (25.34%) experienced a maximum of
1%.
The results of this research along with the study conducted by Abdul Rahman and Al-
Dirisy (1994) show that there are surplus materials at the end of the construction projects
and the contractors need to develop a plan for managing it in proper way.
4.3.6. Evaluation Phase
The respondents were asked about their usage and importance degree for conducting a
comprehensive assessment for the material supply chain process through the project
phases. Table 4.13 presents the results.
Table 4.13: Assessment Phase Result

Relative index
Item Relative index

Mean
Mean
Rank
Rank
No
Conducting a comprehensive
assessment for the material supply chain
5.1 process through the mentioned phases 3.42 0.684 4.44 0.888
to avoid the mistakes and develop this
process in the future projects
Table 4.13 shows that the relative importance index for usage degree is medium (0.684)
and the relative importance index for the importance degree is high (0.888). The result
indicates that although many contractors do not evaluate materials supply chain process
through the mentioned five phases at the end of the project, they believe that such
evaluation is a very important step to improve the material supply chain process in the
future projects. As a matter of fact, there are many decisions emerged out of the five
63
mentioned phases of the materials supply chain process that contactors should take. After
completing the project, contractors have to measure the performance of their decisions
they took during the supply chain phases. For example, the decision of "how much
materials to buy" that may be raised during the procurement phase involves four scenarios
which are: 100% of the estimated quantities, less than the estimated quantities, more than
the estimated quantities and as per work progress on the site. Contractors have to measure
the performance of their decision in terms of schedule (time), direct and indirect cost,
surplus materials. Therefore, such evaluation will create knowledge for the contractors
that could be used to improve their decisions making in the future projects.
4.3.7. Information Related to the Current Practices of the Construction

Supply Chain Management
Table 4.14 shows that (54.0%) of the contracting companies have a procurement section
or person in charge of procurement and (46.0%) do not have. This indicates that the large
contracting companies have a procurement section or person in charge of procurement
while the materials are procured by an individual in the small contracting companies.
The results also demonstrate that (80.0%) of the contracting companies have warehouses
for storing the materials while (20.0%) do not have. This results seems to be not realistic
because most of the contracting companies in the Gaza Strip are small in size. However,
contractors usually rent warehouse only in case they have projects to store the materials
at. In any case the result indicates that there are surplus materials at the end of most of the
executed projects and/ or the contractors buy materials in advance before the related tasks
are commenced.
(50%) of the contracting companies use special forms for material management and
(50.0%) do not have. This indicates that 50.0% of the contracting companies do not have
a good communication system with the other involved parties. The forms are good tool
for communication and sharing project information and considered one of the important
factor that contribute in integrating the phases of the material supply chain.
64
Table 4.14: Information Related to the Current Practices of the Construction Supply
Chain Management Results
Item Frequency Percentage %
Is there a section for material Yes 27 54

procurement in the contracting
company? No 23 46
Is there a warehouse or yard for Yes 40 80

storing materials?
No 10 20
Do you use special forms for Yes 25 50

material management?
No 25 50
4.3.8. Methods Used for Ordering Materials from the Suppliers
This subsection contains five methods that contractor may use to order the materials from
the suppliers. The respondents were asked to rank these methods as per their use. Table
4.15 presents the results
Table 4.15: Ranking of the Methods of Ordering Materials from the Suppliers
Method Percentages Rank
Personal meeting 1
70
Telephone 60.4 2
Fax 50 3
E-mail 19.2 4
Internet 2.8 5
Table 4.15 indicates that the most important tool that the contractors adopt to order the
materials from the suppliers is the personal meeting. This may be due to fact that they can
negotiate the prices of materials directly with the suppliers and get better prices.
The results also reveal that that the least preferable tool is the internet or website. This
may due to the fact that the construction industry in Gaza Strip is small. The researcher
believe that website provides a good tool for sharing information such as text, full color
65
graphics and photos, audio and video between the project participants and make them to
act as one team which in turn achieving the principle of the integration through the supply
chain process.
4.4. Contractor / Supplier Relationship
The relationship of a contractor with his suppliers is critical for the successful of any
construction project. This section aims at studying the contractor / supplier relationships.
It is divided into two subsections. The first subsection shows the criteria that the
contractors adopt to select the suppliers. The second subsection shows the likely or
preferred course of action that contractors use when the supplier deliver materials late or
deliver materials do not meet the required specifications.
4.4.1. Criteria for Selection the Suppliers
A long-term relationship with the suppliers is one of the fundamental concepts of the
construction supply chain management. Such relation should be built on cooperation, trust,
fairness, commitment and done in win-win basis for all the parties involved. In this
subsection the respondents were given nine criteria and they were requested to rank it in
accordance with their concerns to select the suppliers. Table 4.16 presents the results
Table 4.16: Ranking the Criteria to Select the Supplier

Criteria Percentages Rank
Competitive pricing- Cost 78.44 1
Reliable delivery 65.33 2
Good Quality 64.22 3
Availability 49.56 4
Flexibility in accommodating contractor's 5
38.67
changes/request
Financial facilities 32.89 6
Sign long term agreement/enter into partnership 31.56 7
Personal relationship 25.33 8
Mutual interests 13.33 9
66
Table 4.16 shows that sign long term agreement / enter into partnership agreement was
ranked seventh. This reveals that the contractor / supplier relationship are based mainly on
project by project basis.
Most of the contractors believe that the reliable delivery, good quality and availability are
very important criteria for selecting the suppliers as these criteria was ranked second, third
and fourth respectively. Such criteria are considered the main attributes of the construction
supply chain management.
The results also reveal that competitive pricing is the most important criteria to select
suppliers. This is may be due to the fact that the contractors believe that they can get lowest
prices by competitive bidding. However, using competitive bidding to select the suppliers
will make the suppliers to reduce their profit to the minimum in order to win the contract.
This in turn may create adversarial relationships between them during the course of project
implementation and consequently affect the project's success. Furthermore, reliable
delivery, good quality and availability of the materials when needed will not be guaranteed
in a relationship based on a competitive bidding.
The results also show that the contractors do not depend on the personal relation and mutual
interest in selecting the suppliers as these two criteria was ranked eighth and ninth
respectively.
As part of the study that has been conducted by Pheng & Chuan (2001) to determine the
relationship between client and supplier, 31 contractors were asked to rank the criteria for
selecting of precasters and other suppliers. From the survey, it was found that competitive
pricing is the most important criteria for the selection of the precasters or other suppliers.
Twenty-five respondents or (78%) rank this criterion as the most important. "Reliability in
delivery" was ranked the second and "good quality" was ranked the third. Contractors have
also ranked the "signing of long-term agreement and going into partnership" as the least
important consideration for striking a contract. Table 4.17 shows the criteria selection for
the precasters and the other suppliers.
67
Table 4.17: Ranking the Criteria to Select the Supplier (Source: Pheng & Chuan, 2001)
Criteria Rank
Competitive pricing 1
Reliable delivery 2
Reliable production 3
Flexibility in accommodating contractor's changes/requests 4
Sign long-term agreement/enter into partnerships 5
Furthermore, the Electrical Contractor Magazine conducted a study called Profile 2000,
where the contractors were asked about the top three concerns when buying materials. For
the majority, price was the number one concern. However, the study concluded that cost
was named first by less than 50% of the respondents, no matter what size business. This
figure would be higher in the 1980s. Table 4.18 shows a comparison on materials
purchasing criteria between 1997 and 1999. As shown in this table, the price criterion was
the top in the 1997, but availability was the top priority in 1999 (cited by Perdomo, 2004).
Table 4.18: Materials Purchasing Criteria Priorities between 1997 and 1999
(Source: Perdomo, 2004)
Year 1997
Year 1999
1 Availability 1 Cost/Price
2 Quality/Reliability/Durability 2
3 Cost 3 Availability
4 Service 4 Ease of
5 Ease of 5 Service
6 Brand Name 6 Brand
7 Specified Brand 7 Delivery
4.4.2. Action Taken Against Late Deliveries and Not Complying With the
Required Specifications
The basic principle behind the material supply chain management is to have the right
products in the right quantities at the right place at the right moment at minimal cost. If a
supplier does not deliver materials needed on time or deliver materials that do not meet
68
the quality specified, then the work progress on site will be disrupt and the project
completion may delayed. What will be the behavior of the contractors or the most likely
course of actions that they will take against the suppliers who deliver the materials late or
not comply with the quality specified? In this sub-section the respondents were provided
five likely courses of actions that they may take in case a supplier is in default and they
are requested to rank these actions in accordance to their use and preferences. Table 4.19
presents the results.
Table 4.19: Preferred Course of Action Taken Against Late Deliveries

and/ or not Complying with the Required Specifications
Likely Course of Action Percentages Rank
Send a letter of complaint to the supplier 53.20 1

Simply "give-and-take" to avoid any sour 2
50.00
relationship
Learn from the lesson and take preventive measures 48.80 3
Impose penalty charges on the supplier 28.00 4
Reprimand the supplier and then let the matter rest 17.20 5
Table 4.19 reveals that "sending a letter of a complaint to the suppliers" is the first likely
course of action that the respondents will take against late deliveries or delivering
materials not complies with the required specifications. An official letter that will be a
good document to such problem and puts the contractor in a better bargaining position if
there will be a need for dispute resolution at later stage.
"Simply give and take to avoid any sour relationship" is the second likely course of action
that the respondents will take against the supplier who defaults. Defaulted suppliers may
not fully realize the impact of late deliveries or delivering materials do not meet the
quality specified on the project success and on the future relationship with the contractors
as well. Therefore some contractors may prefer to discuss the problem with the supplier
first hoping that the defaulted actions not to be repeated and to keep good relationship
with the suppliers.
Learn from the lesson and take preventive measures was ranked third. Contractors adopt
preventive measures in relation to late deliveries. Some contractors take into account in
69
the material delivery schedule the possibility of such delayed activities in order to
mitigate their impact on the project activities. The materials are then requested for earlier
than required.
Imposing penalty charges on the defaulted suppliers was ranked fourth. This course of
action depends on the terms and agreement of the contract between the two parties. If the
terms and conditions of the contract give the contractor the right to withhold payments
against later deliveries or delivering materials don’t meet the specifications, then the
contractor will not hesitate to exercise this right. Hitting the suppliers in their pockets will
make them to avoid any defaults in the future. Consequently, there should be contractual
agreement between the contractor and the supplier in order to organize the relationship
between the two parties and to show the responsibilities and duties of each party. Such an
agreement with the supplier serves as a powerful tool for the contractor to control and act
against any supplier who defaults.
Table 4.20 shows the results of the study that had been conducted Pheng & Chuan (2001)
to determine the most likely course of actions that contractors would be adopted in case
suppliers make late deliveries.
Table 4.20: Preferred Course of Action Taken Against Late Deliveries (Source: Pheng &
Chuan, 2001)
Likely Course of Action Rank
Send a letter of complaint to the supplier 1
Simply "give-and-take" to avoid any sour relationship 5
Learn from the lesson and take preventive measures 2
Impose penalty charges on the supplier 3
Reprimand the supplier and then let the matter rest 4
4.5. Impact of the Israeli Closure and Policies on the Construction

Materials Supply Chain.
The Israeli closure to the borders and its policies works against the objectives of the
supply chain management. Table 4.21 presents the impact of the Israeli closure as
expressed by the respondents.
70
Table 4.21: The Impact of Israeli Closure on Material Supply Chain Process
Item No Relative
Israeli Closure Impact Mean Rank
index
1 Increasing the material prices 4.96 0.992 1
2 Increasing the project total cost 4.78 0.956 2
4 Late material deliveries to the job site 4.78 0.956 2
5 Delay in the project completion 4.60 0.920 3
3 Unavailability of the main materials 4.54 0.908 4
Total 4.73 0.946
As it is expected, the results show that all the respondents agree that the Israeli closure
and the its policies highly impacted the materials supply chain process; it leads to
increase the material prices, project total cost, late delivery of the materials, delaying the
project completion and unavailability of the construction materials.
Two essential concepts that have provided in the following section that may contribute in
minimizing the impact of the Israeli closure on the material supply chain process. These
two concepts are the buffer stock and the buffer time.
4.6. Mitigating the Uncertainties Associated with the Construction Industry
In order to mitigate the risk associated with the construction industry, two concepts will
be addressed in the following subsections: the buffer stock and the buffer time.
4.6.1. Buffer Stock
Despite the fact that the supply chain management philosophy is built on the principle
that materials are not stockpiled and due to varied conditions of the construction setting, a
minimum level of buffer stocks (inventory) should be attained to lessen any potential
delay in delivering materials on the site or not delivering the right materials.
Here the respondents were given buffer stock levels and they were requested to use their
experience to determine the minimum level or the preferred level of buffer stocks needed
71
for the locally available materials and materials need to be imported on the stable and
unstable conditions. Table 4.22 presents the results.
Table 4.22: Preferred (Minimum) Level of Buffer Stocks to Safeguard against

Uncertainties
No Materials Need to be
Local Materials
Preferred (Minimum) Imported
Level of Buffer Stocks Normal Unstable Normal Unstable
to Safeguard Against
Uncertainties Conditions Conditions Conditions Conditions
(%) (%) (%) (%)
Enough for an operation 22 0 0 0
1 to carry on for 1 to 2
days
2 to carry on for 3 to 5
days
3
to carry on for 1 week
4
to carry on for 2 weeks
5
to carry on for 1 month
6 to carry on for the whole
project
7 Other suggestion 0 0 0 0
Total 100 100 100 100

4.6.1.1. Local Materials with Normal Conditions
Table 4.22 shows that (22.0%) of the respondents favor keeping buffer stocks on site
enough for an operation for 1 to 2 days to safeguard against the uncertainties inherent in
the construction industry. (34.0%) favor keeping buffer stocks on site enough for an
operation for 3 to 5 days. (18.0%) and (14.0%) of them advocate a buffer level that is
enough for an operation to continue for one week and two weeks respectively. Another
group (12%) of the respondents prefers to keep stocks enough for operation one month.
The survey findings illustrate different buffer stocks levels for a jobsite. The respondents'
decision of the minimum level of the buffer stocks may be affected by several factors
72
such as space allowance on site, the respondents relationship with the suppliers,
availability of the materials and the capital of the respondents.
4.6.1.2. Local Materials with Unstable Conditions
As it is expected, the minimum level of buffer stocks will be increased in the unstable
conditions resulted from siege and borders closure. Table 4.22 shows (10.0%) of the
respondents favor keeping buffer stock on site enough for an operation to carry on for one
week to safeguard against uncertainties inherent in the construction projects and in
unstable conditions, (26.0%) prefer to keep stocks enough for operation two weeks.
(52.0%) of the respondents believe that the minimum buffer stocks should be enough an
operation to carry on for one month. (12.0%) of the respondents prefer to keep the buffer
stocks for the whole of the project.
4.6.1.3. Imported Materials with Normal Conditions
Table 4.22 shows that the majority of the respondents (92.0%) prefer to keep the level of
the buffer stock enough for an operation to carry on for 1 month. (6.0%) advocate a buffer
level that is enough for an operation to continue for two weeks. Only (2.0%) of them
favor keeping the buffer stock to keep operation continue for whole of the project.
4.6.1.4. Imported Materials with Unstable Conditions
Table 4.22 shows that most of the respondents (98.0%) prefer to keep the level of the
buffer stock enough for an operation to carry on for the whole the project. Only (2.0%)
of them favor keeping the buffer stock to keep operation continue for one month.
Table 4.23 shows the results of the study that conducted by the Pheng & Chun (2001) to
determine the preferred minimum stocks to safeguard against uncertainties.
Table 4.23: Preferred (Minimum) Level of Buffer Stocks to Safeguard against

Uncertainties
No Preferred (Minimum) Level of Number of Percent of
Buffer Stocks to Safeguard
Respondents Respondents
Against Uncertainties
Enough for an operation to carry on 12 38
1
for 1 to 2 days
2
for 3 to 5 days
73
No Preferred (Minimum) Level of Number of Percent of
Buffer Stocks to Safeguard
Respondents Respondents
Against Uncertainties
3
for 1 week
4
for 2 weeks
6
for one cycle
6 Other suggestions 2 6
Total 32 100
4.6.2. Buffer Time
Ordering materials very late may cause disruption to work progress on site and delay the
project and ordering materials too early may lead to build-up unnecessary inventories or
stocks. Ala-Risku & Karkainen (2006) stated that "for pro-active delivery we have added
an extra parameter to the task schedule- the project buffer time. The project buffer time is
used to ensure that the materials arrive early enough for the tasks that are moving into the
workable backlog. Here the respondents were given buffer time level and they were
requested to use their experience to determine the minimum level or the preferred level of
buffer time needed for ordering the local materials and the imported materials on the
stable and unstable conditions. Table 4.24 presents the results.
Table 4.24: Preferred (minimum) Level of Buffer Time to Safeguard against

Uncertainties
Local Materials Materials Need to be
Imported
Preferred Buffer
No Normal Unstable Normal Unstable
Time
Conditions Conditions Conditions Conditions
(%) (%) (%) (%)
1 Same day 4 2 0 0
1 to 2 days in 40 0 0 0
2
advance
3 to 5 days in 32 2 0 0
3
advance
4 1 week in advance 18 16 4 0
5 2 weeks in advance 6 34 4 0
6 3 weeks in advance 0 28 0 0
7 1 month in advance 0 12 78 0
74
Local Materials Materials Need to be
Imported
Preferred Buffer
No Normal Unstable Normal Unstable
Time
(%) (%) (%) (%)
8 2 months in advance 0 6 12 10
9 3 months in advance 0 0 2 90
10 Other suggestions 0 0 0 0
Total 100 100 100 100
4.6.2.1. Local Materials with Normal Conditions
Table 4.24 shows that (40.0%) of the respondents favor ordering materials from 1 to 2
days in advance before the tasks is commenced to safeguard against uncertainties inherent
in the construction industry. (32.0%) of them prefer to order materials from 3 to 5 days in
advance. (18.0%) of them advocate ordering materials one week in advance before the
task is commenced. Only (4.0%) of the respondents order the materials on the same day
of the of the task commencement. The results indicate that different levels of buffer time
preferred by the contractors.
4.6.2.2. Local Materials with Unstable Conditions
Table 4.24 shows that (16.0%) of the respondents favor ordering materials one week in
advance before the tasks is commenced to safeguard against uncertainties inherent in the
construction industry. (34.0%) and (28.0%) of them prefer to order materials 2 weeks and
3 weeks in advance respectively. (12.0%) and (6.0%) advocate ordering materials one
month and two months in advance respectively before the task is commenced. The results
also indicate that different levels of buffer time preferred by the contractors.
4.6.2.3. Materials need to be Imported in Stable Conditions
Table 4.24 shows that (78.0%) of the respondents prefer to order materials 1 month in
advance before the start of the task. (12.0%)of them advocate that the materials should be
ordered 2 months in advance prior to commence of the related task. Only 2.0% favor
ordering materials 3 months in advance.
4.0% of the respondents prefer to order the materials before 1 week in advance and also
4.0% of them prefer ordering materials 2 weeks in advance of starting the related activity.
75
The buffer time that advocated by those two groups of respondents are short and they
could mean that buffer time for importing the materials from neighbored countries.
4.6.2.4. Materials need to be imported With Unstable Conditions
Table 4.24 shows that (10.0%) of the respondents prefer to order materials 2 months in
advance before the start of the task. The majority of the respondents (90.0%) prefer
ordering materials 3 months in advance before starting the task.
4.7. Problems Encountering Contractors through the Material Supply

Chain Process
Understanding the existing problems is an absolute necessity for resolving them
effectively. Many problems may be encountering the contractors during the phases of the
material supply chain process that hamper achieving the main objectives of the supply
chain management. This section aims to determine the most occurred problems
encountering the contractors during the material supply chain process through the five
phases which are: the bidding phase, the sourcing phase, the procurement phase, the
construction phase, the post construction phase. The section also aims at studying the root
causes of these problems and then developing possible solutions for them in order to
make the application of MSCP goes smoothly without interruption.
4.7.1. Bidding Phase

The respondents were given 4 problems that may face contractors in the bidding phase
and they were asked to mark each question as always, often, sometimes, seldom and
never. Table 4.25 presents the results
Table 4.25: Problems Encountering Contractors during the Bidding Phase
Degree of Occurrence
No Problems
Relative
Mean Rank
index
Lack of communication between the parties 1
1.2 3.52 0.704
involved
1.5 Ambiguities between plans and specifications 3.28 0.656 2
Not a good definition of what is wanted from the 3
1.1 3.14 0.628
owner and suppliers
1.3 Incomplete drawings and details are missing 3.1 0.620 4
Using specifications different from those 5
1.4 2.46 0.492
commonly used
Total 3.1 0.620
76
Table 4.25 shows "Lack of communication between the parties involved" was ranked the
first with relative importance index (0.704). During the bidding phase contractors may
need more information and / or clarifications from the parties involved in order to prepare
reasonable and good estimate. For example, contractors may need from the owner more
information about the materials type and clarifications about discrepancies that may be
found in the contract documents. They may need from the suppliers information about the
prices of the construction materials and means and methods of installation. Contractors
may also need from the subcontractors information about the difficulty, cost and time
required for the installation. Therefore, if contractors have not good communications with
these parties involved, they may not be able to prepare good estimate. The main reason
for this problem could be due to the absence of effective communication system and
information sharing among the parties involved. Accordingly, contractors should develop
their capabilities in the communication skills and should build good relationship with the
owners, suppliers and subcontractors. Furthermore, internet-based communication system
will integrate the involved parties in the estimation process and enabling them to have an
access to project data and to share project information.
"Ambiguities and differences between plans and specifications" and "Incomplete

drawings and details are missing" were marked the second and fourth with relative
important indices (0.656) and (0.620) respectively. The results indicate that tender
documents are not well prepared by the consultants. Ambiguities in the tender documents
and incomplete drawings and details may not enable contractors to prepare good estimate.
Furthermore, differences between plans and specifications will lead to many problems
and disputes between the involved parties during the construction phase which may
consequently lead to disruption of project activities on site.
To solve these problems, the researcher believes that consultants should give more focus
and attention when preparing the tender documents in order to be clear. In addition,
during the bidding phase contractors have to study the tender documents carefully and
request more information and clarifications from the consultants in case there are
ambiguities between plans and specifications. Ambiguities should be solved in advance
otherwise it will interrupt the works during the construction phase.
77
4.7.2. Sourcing (Vendor Selection) Phase
The respondents were given 3 problems that may face contractors in the sourcing phase
and they were asked to mark each question as always, often, sometimes, seldom and
never. Table 4.26 presents the results.
Table 4.26: Problems Encountering Contractors during the Sourcing (Vendor Selection)
Phase
No Problems
Rank
Mean Relative index
Incomplete proposals by the suppliers ( Suppliers did 1

2.2 3.20 0.640
not include all the documents with the proposal)
Having too many suppliers and do not have information 2
2.1 2.84 0.568
about them
2.3 Time spent investigating non-qualified suppliers 2.50 0.500 3
Total 2.85 0.569
Table 4.26 shows that "Incomplete proposals by the suppliers (Suppliers did not include
all the documents with the proposal)" was ranked first with relative importance index
(0.640). This item may be applied more for electrical and mechanical materials. The
researcher believe that evaluation of the suppliers' offers should not be on the financial
basis only, but the technical offers and other factors should be considered also Therefore,
enclosing specifications, brochures and /or technical data of the materials with suppliers'
offers will help contractors to evaluate them properly. If a contractor award the contract
only on the financial basis, there will be a high possibility that the winner supplier will
deliver materials do not meet the required specifications. Such problem will hinder the
work progress on the site during the construction phase, especially if the materials are
imported from the outside Gaza Strip.
The root cause behind incomplete proposal by suppliers may be due to the bad
communication represented in incomplete or bad formulation of the "invitation to bid"
documents that prepared by the contracting companies. For instance, the invitation to bid
documents may not request from the suppliers to enclose technical data and specifications
of required materials. To solve this problem, contractors have to improve their
communication with the suppliers. Invitation to bid documents, for example, should
stipulate that suppliers have to attach with their offers brochures and / or technical data
for the materials that they are going to deliver and any one who does not adhere to this
condition, his offer will be rejected.
78
4.7.3. Material Procurement
The respondents were given 7 problems that may face contractors in the procurement
phase and they were asked to mark each question as always, often, sometimes, seldom
and never. Table 4.27 presents the results.
Table 4.27: Problems Encountering Contractors During Material Procurement Phase

No Problems
Relative Rank
Mean
index
Poor communication between the parties 1

3.5 3.90 0.780
involved
3.1 Unavailability of required material 3.49 0.698 2
3.3 Incorrect of submittals by the suppliers 3.32 0.664 3

Late approval of submittal by the Supervisor 4
3.4 3.28 0.656
Engineer
Late submittals by the contractor to be approved 5
3.2 by the Supervisor Engineer ( Submittals are 3.08 0.616
not submitted as planned)
The contractor sets delivery dates that are 6
3.6 2.98 0.596
impossible to meet by the suppliers
The contractor does not communicate exactly 7
3.7 2.56 0.513
what is wanted to suppliers
Total 4.48 0.896
Table 4.27 shows that "Poor communication between the parties involved" was ranked
the first with relative importance index (0.780). The procurement section or the person in
charge of procurement needs, for example, to ensure that the correct materials in correct
quantities are ordered. This person also needs to verify the dates at which the materials
needed and to indicate to the supplier where to deliver the materials. The researcher
believes that poor communication may be due to the absence of effective tools and
mechanisms of sharing information between the involved parties. Therefore, the
procurement section or the person in charge of the procurement should have an access to
contract data, project scheduling as well as means to communicate delivery instruction to
the personnel on site in order to perform his tasks. Also developing internet-based
communication system will enable the procurement section or the person in charge of the
procurement to place orders and systemically follow up the status of the ordered materials
in order to make sure that the materials arrive to the job site in the quantities and date
specified.
79
"Unavailability of required materials" was ranked the second with relative importance
index (0.698). Unavailability of the materials when needed can greatly affect the
productivity of the workforce, thus causing delays to activities, increasing the cost of
the project and possibly delaying the completion of the project. This problem could be
detected in the construction phase whilst the origin of it could be happened in the
sourcing phase as the contractors may select the supplier based on the lowest prices
only without considering other factors. Table 4.16 of this study shows that, competitive
pricing was the most important criteria for selecting suppliers by contractors. To avoid
this problem contractors should not rely only on lowest price to award the contract
during the sourcing phase but should also consider other factors such as availability of
the materials. Furthermore, during the construction phase the contractors can use time
buffer for ordering the materials to safeguard against uncertainties as shown in table
4.22 of this study.
"Incorrect of submittals by the suppliers" was ranked the third with relative importance
index (0.644). Despite that this problem may be detected on the procurement phase, the
base of this problem occurred in the sourcing phase. Section 4.4.1 table 4.16 showed that
contractors top concern criteria to select suppliers was the cost.
To overcome this problem contractors should pre-qualify the suppliers, obtain quotations
from reputable suppliers and whom they worked with on previous projects as per the
conclusion that have been drawn out of this research, section 4.3.2, Table 4.9. Also
contractors could send a letter of a complaint to the suppliers who are in default as per the
finding of section 4.2.2 Table 4.19. Such an official letter that will be a good document to
such problem and puts the contractor in a better bargaining position if there will be a need
for dispute resolution at later stage.
"Late approval of submittal by the Supervisor Engineer" was ranked the fourth with
relative importance index (0.656). Although this problem may be discovered in the
procurement phase, its origin may be at earlier phase. The main cause of such problem
may be the absence of clause or agreement between the owner and the contractor on the
approval period of the submittal.
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To solve this problem, once a contractor sign a contract, he should, among other issues,
make an agreement with the owner on the approval period for submittal if there no related
clause in the project general conditions. During the construction phase, contractor has to
follow up the status of material submittal approval. In case there is a late approval by the
Engineer, he should send a letter of a complaint to the owner. Such an official letter will
be a good document to such problem and puts the contractor in a better bargaining
position if there will be a need for dispute resolution at later stage. Furthermore,
contractors can take into account in the material delivery schedule the possibility of such
late approval in order to mitigate their impact on the project activities. The material are
then submitted for approval earlier than what are planned for.
4.7.4. Construction Phase
The respondents were given 9 problems that may face contractors in the construction
Table 4.28: Problems Encountering Contractors during Construction Phase

No. Problems
Relative Rank
mean
index
4.1 Late deliveries ( Materials do not arrive as scheduled) 1

4.22 0.844
The delivered materials do not comply with the required 2
4.2
specifications 3.32 0.664
4.8 Poor communication between the parties involved 3
3.22 0.644
4.7 Damaging- Materials are damaged while handling or by other 4
conditions 2.73 0.547
Re-handling of materials- Materials have to be moved from 5
4.3
one place to another before being installed 2.52 0.504
4.4 Storage of materials- storage area are limited or far away from 6
the working area 2.48 0.496
4.9 Receiving, handling and storage of the unused materials 7
2.40 0.480
4.5 Loss of materials 8
2.26 0.452
4.6 Theft of materials 9
2.18 0.436
Total 3.59 0.719
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Table 4.28 shows that "Late deliveries (Materials do not arrive as scheduled)" was ranked
the first with relative importance index (0.844) and "The delivered materials do not
comply with the required specifications" was ranked the second with relative important
index (0.664). Although these problems uncovered in the construction phase of the supply
chain but their base may be in the sourcing phase. For example, in sourcing phase the
contractor may use bidding for selecting the supplier. Because of the competitive nature
of the bidding the supplier may offer low price to the contractor in order to get the job.
Because of the low price, the supplier might not totally devote to the project.
Furthermore, contractors may do not pre-qualify the suppliers and did not make sure that
the supplier is capable to deliver the required quantities in the right time. No contract
between the supplier and the contractor in procurement phase is another cause that may
make late deliveries and delivering materials that do not comply with the project
specifications. Bad planning by contractors during the construction phase may also cause
late deliveries.
To solve the problems of late deliveries and delivering materials do not comply with the
required specifications, the contractors have to do the following:
In the sourcing phase, they should pre-qualify the suppliers and should make sure that
they are capable of delivering the right material in the right quantities in the time
specified. They should not select the supplier based on the lowest prices but should
consider the supplier with higher prices but who provide better services in accordance
with the finding section 4.3.2 table 4.9 of this study.
In the procurement phase, contractors have to set out agreement with the suppliers
showing the duties and responsibilities of each party. There should be a clause of penalty
charges in case the supplier make late deliveries or deliver materials that do not meet the
required specifications. Table 4.19 shows the preferred course of actions taken by the
contractors in case a supplier is in default.
In the construction phase, contractors may keep buffer stocks on site enough for an
operation for certain days to safeguard against the uncertainties inherent in the
construction industry. Table 4.22 shows of this research the preferred level of buffer
stocks advocated by the contractors for local materials and the materials need to be
imported from the outside in stable and unstable conditions. Furthermore, contractors can
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order materials in advance by certain days prior starting the activity to safeguard against
late deliveries. Table 4.22 shows the minimum days that the contractors prefer to order
the material in advance prior to starting the activity.
"Poor communication between the parties involved" was ranked the third with relative
importance index (0.644). The main cause of this problem may be the absence of
effective tools and mechanisms of sharing information between the involved parties. To
overcome this problem, there should be a system for exchanging information and sharing
date among the project participants. Such system allows a contractor to identify what
material is available, materials not delivered as ordered or if the order is delayed and
where the materials are stored on site.
4.7.5. Post-Construction (Surplus materials) Phase
The respondents were given 4 problems that may face contractors in the post construction
Table 4.29: Problems Encountering Contractors during Post-Construction Phase

No Problems
Relative
Mean Rank
index
5.4 Salvage losses for the surplus materials 2.40 0.480 1
5.2 No possibility that the surplus materials to be 2.38 0.476 2

returned to the supplier
5.1 No storage for the surplus materials 2.16 0.432 3
5.3 Charging penalties by the suppliers for the returned 1.90 0.380 4
materials
Total 2.21 0.442
Table 4.29 shows that relative importance indices for the problems are low. The results
reveal that most of the contractors can return the surplus materials to the suppliers without
charging penalties. Also the contractors have warehouses where they can store the surplus
materials at.
Two conclusions could be drawn out of this section. First, poor communication among
the parties involved is the common problem occurred in each phase of the MSCP.
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Therefore, there should be a system such as web-based system to manage the information
properly among the concerned parties. Mohammed and Trucker (2001) stated that
"visualizing SCM as two parallel tracks: physical (products, materials and even funds)
flow and the corresponding information flow that manages it. Products, materials,
equipment and funds move in response to signal from the information flow. However in
the construction project these flows take place in the context of linkages between separate
organizations. SCM crosses organizational boundaries, organizing information and
process flows, sending signal to operations and evaluating results. There is a heavy
reliance in information management to coordinate the chain. As a result, information
management becomes the heart of CSCM". Second, most problems are caused in another
(i.e. earlier) stage other than where they are found. This conclusion agrees with one of the
findings of the three case studies conducted by Vrijhoef and Koskela (1999) which was
the root causes of the problems were rarely found in the activity where they are
encountered, but rather in a previous activity executed by a prior actor.
4.8. Key Factors Contributing in Integrating Construction Supply Chain
Integration among the key members of the project participants: owner, main contractor,
subcontractors and suppliers and also integration of the project phases will contribute in
making the MSCP through the project phases described in section 4.3 goes smoothly. The
aim of this section is to study the key factors that could contribute in integrating the
project phase of the MSCP. The section consists of twelve factors derived from reviewing
the literature related subject. The respondents were asked to mark each factor as very
important, important, quite important, some important and little important. Table 4.30
presents the results.
Table 4.30: Factors which may Contribute to Successful Integration of the Construction
Relative index
Mean
Factors
Rank
No
The design team should be expanded such that to

6.1 includes contractors, subcontractors and materials 2.66 0.532 12
suppliers
Using design construct arrangement between the
6.2 2.80 0.560 11
contractor and the client
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Relative index
Mean
Factors
Rank
No
Entering a partnership relationship with suppliers and

subcontractors based on commitment over extended time
6.3 3.46 0.692 8
period, mutual information sharing, trust, openness,
dedication to common goals
Understanding the client needs and objectives by the
6.4 contractor, subcontractors and suppliers and committing 4.82 0.963 1
for these needs and objectives
Executing the projects activities by the contractors own
6.5 3.36 0.672 9
sources (Not sourcing all the project to subcontractors)
Negotiating contracts with the suppliers and
6.6 4.32 0.864 4
subcontractors rather than using competitive tendering
The participation of the designers should not end at the
6.7 4.20 0.840 5
design phase but continues during construction phase
Establishing a protocol for dealing effectively with
6.8 disputes and problems that may arise among the project 4.74 0.948 2
participants during the course of project implementation
Conducting workshop for suppliers and subcontractors
6.9 to discuss the quality, innovation, health and safety 3.16 0.632 10
issues
Aligning the system and procedures of your own
6.10 company with that of the client, suppliers and 4.04 0.808 6
subcontractors
Establishing a system between the project participants
6.11 for communication and project information sharing in 4.58 0.916 3
timely and accurate manner
Using Web Based system for information access and
exchange between the project participants that include
6.12 3.86 0.772 7
memos, request for information, transmittal, site
instruction, etc.
Total 3.83 0.766
Table 4.30 shows that the relative importance index for item 6.4 "Understanding the
client needs and objectives by the contractors, subcontractors and suppliers and
committing for these needs and objectives" is very high (0.963) with rank equals (1). It is
not expected by the researcher that this factor to obtain the highest relative importance
index. This factor is related to the prevailing culture among contractors, suppliers and
subcontractors which is that all of them want to get the maximum benefit from the project
regardless the other parties' benefits. As a matter of fact, any project is always initiated by
owners to achieve specific objectives and needs; therefore, other project parties should
work toward achieving these objectives and needs.
85
The relative importance index for item 6.8 "Establishing a protocol for dealing effectively
with disputes and problems that may arise between the project participant during the
course of project implementation" is very high (0.948) and rank equals (2). One of the
findings of the case studies conducted by Briscoe and Dainty (2005) to determine the
important factors for successful integration of the construction supply chain was that
establishing a protocol for dealing effectively with disputes and problems was essential
factor underpinning the performance of the projects performed and rapid action is
required to minimize supply chain problems at an early stage.
The relative importance index for item 6.11 "Establishing a system between the project
participants for communication and share project information in timely and accurate
manner" is very high 0.916" and with rank equals (3). Communication and information
sharing are key components in achieving tight integration between the project participants
and project phases. MSCP depends mainly on accurate and timely generation and transfer
of information. As described in section 4.3 of this research the material supply chain
process requires numerous exchange of information within the five phases. Trucker and
Mohammed (1996) stated that "there is a growing awareness of the value of the
information and communication technology to bring together the major parties in the
construction process and share project information in a meaningful way".
The relative importance index for item 6.6 "Negotiating contracts with the suppliers and
subcontractors rather than using competitive tendering" is high (0.864) and with rank
equals (4). The top concern criteria for suppliers and subcontractors selection is price as
shown in section 4.4.1 Table 4.16. However, many contractors believe that negotiation
contracts with suppliers and subcontractors are important for achieving integration
between the project participants.
The relative importance index for item 6.7 "The participation of the designers should not
end at the design phase but continues during construction phase" is high (0.840) with rank
equals (5). The respondents gave this factor high degree since this factor integrates the
design phase with the construction phase. During the project implementation many
problems may arise because of ambiguities in the project documents. The finding of this
study section 4.6.1 Table 4.25 indicated that one of the problems encountering contractors
during the bidding phase is ambiguities between plans and specifications. Despite that
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such problem existed in bidding phase; it is always detected in the construction phase. If
the problem is not solved immediately once it is uncovered, the works on the site will be
stopped and the project will be delayed accordingly. Therefore the participation of the
designers in the construction phase will contribute in solving many of problems that could
arise during the project implementation. Villagarcia and Cardoso (1999) indicated that the
participation of designers do not end at design phase but should continue during the
construction phase; there is not a break between these phases, they support each other till
the end of the project.
The relative importance index for item 6.10 "Aligning the system and procedures of your
own company with that of the client, suppliers and subcontractors" is high (0.808) with
ranks equal (6). The respondents gave high degree for this factor. Existence of the unified,
clear and understandable system for communication and sharing project information will
reduce the uncertainties and will enhance the integration between the project parties. For
example, there should be unified forms that all the involved parties agreed upon for
testing and approving materials, ordering materials from suppliers, documenting any
damage in the delivered materials and the like. One of the findings of the case studies
conducted by Briscoe and Dainty (2005) pointed out it is very important for an efficient
supply chain that owners, contractors, subcontractors and suppliers to have an alignment
systems and procedures.
The relative importance index for item 6.12 "Using Web Based system for information
access and exchange between the project participants that include memos, request for
information, transmittal, site instruction, etc" is medium (0.772) and with rank equals (7).
The result shows that some of the contractors still don’t aware of the importance of using
the web-site system for information sharing among the project participants. Trucker et al.
(2001) pointed out that a web-based system can be used to instantly share, visualize, and
communicate project information between any project participants including staff, clients,
consultants, subcontractors and suppliers. The internet fosters the integration of
construction process across the construction supply chain by facilitating the information
flows necessary for coordinating construction activities.
The relative importance index for item 6.3 "Entering a partnership relationship with
suppliers and subcontractors based on commitment over extended time period, mutual
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information sharing, trust, openness, dedication to common goals" is medium (0.692) and
with rank equal (8). The result shows that the contractors do not fully aware of the
importance of the partnership in integrating the project participants. Also the finding of
section 4.4.1 table 4.16 indicated that partnership ranked 7 out of 9 criteria provided to
the respondents to rank them in order of their importance. This may refer to fact that
partnership is a new concept in the local construction industry and many contractors even
do not hear about it. The results also indicate the relationship between the contractors,
suppliers and subcontractor is project- focused with short term perspective.
The relative importance index for item 6.5 "Executing the projects activities by the
contractors own sources (Not sourcing the entire project to subcontractors)" is medium
(0.672) and with rank equals (9). The contractors gave medium importance for executing
the project activities by their own sources. Briscoe and Dainty (2005) pointed out a
continued reliance on a fragmented and largely subcontracted works has arguably of the
supply chain and delimited opportunities for process integration. As stated in section
4.2.4 of this dissertation that most of the contracting companies depend mainly on the
subcontractors in executing the construction projects. The result reveals that some
contractors are not fully aware of the importance of executing the project by their own
resources. As sated in the problem statement of this dissertation, dependency of the main
contractors on the subcontractor increases the project fragmentation and uncertainties.
The relative importance index for item 6.2 "Using design construct arrangement between
the contractor and the client" is low (0.560) and with rank equal (11). The respondents
gave this factor little importance. This may be due to the fact that contractors are not
familiar with design construct arrangement. One of the advantages of the design construct
arrangement is integrating the design phase with the construction phase and minimizing
the adversarial relationship inherent in the traditional arrangement. As indicated in the
literature of this research that design-construct arrangement is one of the integration
approaches and strategies used to overcome the construction industry fragmentation.
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Chapter 5: Material Supply Chain Process Framework
The main aim of this framework is to enable contractors to deliver the right materials, in
the right quantity, in the right time with minimal cost through controlling the material
supply chain through the project phases as an integrated process-oriented approach rather
than a series of individual activities or activity – centered approach.
The framework is developed based on the study by Perdomo (2004) and other literature
review and the findings of the questionnaire. The framework is designed to include all the
project's phases which are: bidding phase, sourcing phase, procurement phase,
construction phase, post-construction phase and finally the evaluation phase. Each phase
contains the process or the steps that contractors should consider, most occurred problems
that encounter contractors and the possible solutions for them, the integrating factors of
material supply chain process and finally the decisions nodes that may raised in any
phase. A graphical representation for the Material Supply Chain Process (MSCP) is
shown in Figure 5.1.
5.1. Bidding Phase
This phase includes bid estimate, preparation, submission and winning.
5.1.1. Process
1. Identifying the needed materials for each item once the project's drawings and
specifications are received
2. Estimating the quantity of the needed materials per each item (quantity take off)
3. Defining any special requirements and/or special materials to be used in the
project
4. Classifying the materials that are off-the-shelf and the major materials that need to
be prefabricated
5. Identifying the local available materials or locally manufactured materials and the
6. Using software packages or computer applications such as Microsoft Excel for
89
7. Involving the project manager or construction team in the estimation process in
order to prepare a realistic estimate
8. Estimating the project cost using the prices of suppliers or manufacturers
9. Verifying the prices used in the estimate prior to submitting the bid
10. Scheduling a meeting that includes the project manager and the construction team
to re-estimate the project quantities once you win the bid
11. Generating a preliminary material requisition schedule, specifying material types,
quantity needed, dates, when the material should be delivered and any additional
information needed for clarification
5.1.2. Problems Encountered
Table 5.1 shows the most occurred problems encountering contractors during the bidding
phase and the possible solutions for them.
Table 5.1: Problems Encountered During the Bidding Phase and Possible Solutions
Encountered Problems Possible Solution
Lack of communication between the Contractors Should
parties involved - Establish internet-based communication system
to integrate the involved parties in the estimation
process and enabling them to have an access to
project data and to share project information.
- Using special forms for data sharing and
communication.
- Build good relationship with the owners,
suppliers and subcontractors based on trust and
exchange of information.
Ambiguities between plans and Consultants Should

specifications and Incomplete -Give more focus and attention when preparing
drawings and missing details the tender documents in order to be clear and
understandable.
Contractors Should
- Study the tender documents carefully
90
- Request more information and clarifications
from the client in case there are ambiguities
between plans and specifications.
- Solve ambiguities in advance as they arise
otherwise it will interrupt the works during the
construction phase.
5.1.3. Key Integrating Factors
1. The design team should be expanded such that to include contractors,

subcontractors and suppliers. This could be done after winning the contract.
2. Entering a partnership relationship with clients based on mutual information
sharing, trust, openness, and dedication to common goals.
3. Understanding the client needs and objectives.
4. Establishing a protocol with the owner for dealing effectively with disputes and
problems.
5. Establishing a system with the owner for communication and share project
information in timely and accurate manner.
5.2. Sourcing Phase
5.2.1. Process
1. Pre-qualifying the suppliers and keep lists of the reputable suppliers

2. Verifying that the supplier is capable of delivering the right materials (type,
quality and quantity) when needed (i.e. at dates specified)
3. If materials are provided by specified suppliers; these materials need to be
acquired from those suppliers by negotiation
4. If there is multiple suppliers, contractors can select the supplier either through
bidding or negotiating the prices directly with the supplier
5. In case a contractor chooses the bidding process, then quotations should be
requested from the pre-qualified suppliers and from suppliers who worked with on
previous projects
91
6. Selecting the winner supplier based on lowest price or considering suppliers with
higher prices but who will provide better services or who have a record to supply
the right materials in the quantities needed at the times specified.
Table 5.2 shows the most occurred problems encountering the contractors during the
sourcing phase and the possible solutions for them.
Table 5.2: Problems Encountered During the Sourcing Phase and Possible Solutions

Incomplete proposals (Suppliers did not Contractors Should
include all the documents with the - Improve their communication with the
proposal) suppliers via using special forms
- Use website information system for
transferring the information
- Stipulate that suppliers have to attach with
their offers brochures and / or technical data for
the materials that they are going to deliver and
any one who does not adhere to this condition,
his offer will be rejected.
1. Entering a partnership relationship with suppliers and subcontractors based on

commitment over extended time period, mutual information sharing, trust,
openness and dedication to common goals.
2. Negotiating contracts with the suppliers and subcontractors rather than using
competitive tendering.
92
5.2.4. Decision Node
Out of the sourcing phase there is a decision related to "what is the procurement method
to use?" that a contractor should take. Table 5.3 shows the alternatives for this decision,
parameters and the performance measures.
Table 5.3: Sourcing Phase Decision
Performance
Decision Alternative Parameters
Measures
What is the - Competitive ‐ Materials availability ‐ Projected shortages

procurement Bidding ‐ Number of suppliers - Quality
method? - Negotiation - Quantity
- Uncertainty in project
schedule - Costs
‐ Criticality of the materials - Long term

commitment
‐ Costs

- Location of the project
- Location of supplier
‐ Past supplier performance
5.3. Procurement Phase
5.3.1. Process
1. Obtaining a copy of the material requisition schedule, specifying material types,

quantity needed, dates and when the material should be delivered that was
prepared by site personnel.
2. Verifying the availability of requested materials stocks before requesting
additional materials from the suppliers.
3. Requesting a submittal (material sample) from the supplier or manufacturer and
approving it by the Engineer prior to materials delivery
4. Issuing purchase order to the winner supplier (setting an agreement) in order to
organize the relationship between the contractor and the supplier
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5. Ordering 100% of the estimated items quantities at once or ordering the estimated
item quantities as per the work progress on the site. The decisions should be taken
by a contractor
6. Specifying to the suppliers the release dates at which the material is needed and
the exact location of materials delivery to avoid materials re-handling
7. Following up the status of the ordered materials to make sure that the delivered
materials comply with the specifications, in the quantities needed and within the
timeframe specified
Table 5.4 shows the most occurred problems encountering contractors during the
procurement phase and the possible solutions for them. Although some of the problems
may be detected in the procurement phase, the root causes of this problem may lie in the
previous phases (sourcing phase) by other actors. Thus, the solutions for these problems
will be provided where they are detected and where they may lie.
Table 5.4: Problems Encountered During the Procurement Phase and Possible Solutions
Poor communication between the parties Contractors should
involved - Have an access to contract data, project
scheduling as well as means to communicate
delivery instruction to the personnel on site in
order to perform tasks.
- Develop internet-based communication
system to place orders
- follow up the status of the ordered materials
in order to make sure that the materials arrive
to the job site in the quantities and date
specified.

94
Unavailability of required material Contractors should
- Not rely only on lowest price to award the
contract during the sourcing phase but should
also consider other factors such as availability
of the materials.
- Use buffer time for ordering the materials to
safeguard against uncertainties during the
construction phase.

Incorrect submittals by the suppliers Contractors should
- Pre-qualify the suppliers
- Obtain quotations from reputable suppliers
and whom they worked with on previous
projects
- Send a letter of a complaint to the defaulted
suppliers. Such an official letter will be a good
document to such problem and puts the
contractor in a better bargaining position if
there will be a need for dispute resolution at
later stage.
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Late approval of submittal by the Contractors should
Supervisor Engineer - Specify with the owner the approval period
for submittal if there are no related clauses in
the project general conditions.
- Follow up the status of material submittal
approval during the construction phase.
- Send a letter of a complaint to the owner in
case there is a late approval by the Engineer.
- Take into account in the material delivery
schedule the possibility of such late approval.
Hence, the material samples should be
submitted for approval earlier than what is
planned for.
1. Aligning the system and procedures of your own company with that of the
suppliers
2. Establishing a protocol with the suppliers and subcontractors for dealing
effectively with disputes and problems that may arise during the course of
project implementation
3. Establishing a system with the suppliers and subcontractors for
communication and share project information in timely and accurate manner
Out of the procurement phase there are three decisions related to "when to order
materials?", "how much to buy?" and "what is the minimum buffer stocks needed?" that a
contractor should make. Table 5.5 shows the alternatives for these three decisions,
parameters and the performance measures.
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Table 5.5: Procurement Phase Decisions
Performance
Decision Parameters
Alternative Measures
When to order For local materials ‐ Type of materials ‐ Projected shortages
materials? in normal conditions ‐ Project schedule - Inventory
-1 to 2 days in - Direct costs
- Storage capacity
advance - Indirect costs
‐ Location of the supplier
‐ 3 to 5 days in
‐ Criticality of materials
advance
‐ 1 week in advance
- Location of supplier
- 2 weeks in advance

For local materials
in unstable
conditions
‐ 1 week in advance
- 2 weeks in advance
‐ 3 weeks in advance
- 1 month in advance

How much to buy? - As estimated ‐ Project schedule ‐ Projected shortages
- Less than estimated - Storage capacity - Inventory
‐More than estimated ‐ Location of the supplier - Direct costs
‐ Installation rate and usage - Indirect costs
- Procurement cost rates
‐ Imported materials vs.
locally available materials
‐ Stable conditions vs.
unstable conditions
97
Performance
Decision Parameters
What is the For local materials ‐ Type of materials ‐ Projected shortages
minimum buffer in normal conditions ‐ Project schedule - Inventory
stock needed? Enough for operation - Direct costs
‐ Availability of the
to carry on for - Indirect costs
materials
-1 to 2 days
- Space allowance on site
-3 to 2 days
‐ Location of the suppliers
-1 week
-2 weeks
- 1 month
For local materials
in unstable
conditions
Enough for operation
to carry on for
-1 week
-2 weeks
- 1 month
- for the whole of the
project
5.4. Construction Phase
5.4.1. Process
1. Determining the quantities of the needed materials per each item

2. Determining dates in which the materials per each item are needed to be available
3. Determine the exact materials delivery location per each item
4. Generating a material requisition form in which the material description,
quantities needed, dates when the materials are needed and the delivery locations
5. Verifying the material received against the quantity ordered
6. Inspecting the delivered materials to make sure that it meets the specifications
7. Recording any problem in the delivered materials
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8. Keeping a track record of the supplied materials, remaining balance and the
installed materials

Table 5.6 shows the most occurred problems encountering contractors during the
construction phase and the possible solutions for them. Although some of the problems
may be detected in the construction phase, the root causes of these problem may lie in the
previous phases (sourcing phase and procurement phase) by other actors. Thus, the
solutions for these problems will be provided where they are detected and where they
may lie.
Table 5.6: Problems Encountered During the Construction Phase and Possible Solutions
Late deliveries ( Materials do not arrive Contractors should
as scheduled) and The delivered In the Sourcing Phase
materials do not comply with the -Pre-qualify the suppliers
required specifications -Make sure that they are capable of delivering
the right material in the right quantities and in
the time specified.
- Consider the suppliers with higher prices but
who provide better services and not to select the
suppliers based on the lowest prices.
In the Procurement Phase
- Set out agreement with the suppliers showing
the duties and responsibilities of each party.
- Impose penalty charges in case the supplier
make late deliveries or deliver materials that do
not meet the required specifications.
In the construction phase
- Keep buffer stocks on site enough for an
operation for certain days to safeguard against
the uncertainties inherent in the construction
industry.
99
- Order materials in advance by certain days
prior starting the activity to safeguard against
late deliveries.

Poor communication between the parties Contractors should
involved - Establish a system for exchanging information
and sharing date among the project participants.

1. The participation of the designers should not end at the design phase but continues
during construction phase
2. Establishing a system between the project participants for communication and
share project information in timely and accurate manner

Out of the construction phase there is a decisions related to "where to deliver the
materials?" that a contractor should make. Table 5.7 shows the alternatives for this
decision, parameters and the performance measures.
Table 5.7: Construction Phase Decisions

Performance
Decision Parameters
Where to deliver? - Jobsite ‐ Project schedule ‐ Projected shortages
- Warehouse - Uncertainty in project - Quality
schedule - Quantity
‐ Storage capacity - Costs
‐ Immediate installation
‐ Costs
- Location of the
warehouse
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5.5. Post- Construction Phase
5.5.1. Process
After completing the project, contractors have to manage the surplus materials.
- Storing the surplus materials to be used in the future projects if there is a warehouse for the
contractor
- Returning back the surplus materials to the suppliers without penalty
- Returning back the surplus materials to the suppliers with penalty
- Selling the surplus materials to the other contractors
As per the findings of the questionnaire section 4.6.5, almost there is no problem facing
contractors during the post-construction phase.
Entering a partnership relationship with suppliers can secure returning back the surplus
materials without charging penalties.
Out of the post construction phase there is a decision related to " what to do with the
surplus materials" that a contractor should make. Table 5.8 shows the alternatives for this
decision, parameters and the performance measures.
Table 5.8: Post- Construction Phase Decision

Performance
Decision Parameters
What to do with - Storing the surplus ‐ Space availability ‐ Projected shortages
the surplus materials to be used in the In warehouse - Inventory costs
materials? future projects - Expected need for - Damage
- Returning back the the materials in the - Penalty costs
surplus materials to the future projects - Opportunity costs
suppliers without penalty ‐ Actual need for the
- Returning back the
material in an
101
Performance
Decision Parameters
surplus materials to the existing project
suppliers with penalty
- Selling the surplus
materials to the other
contractors
- Scraping the surplus
materials
5.6. Evaluation Phase
Contractors have to measure the performance of their decisions they took during the
MSCP. For example, the decision of "how much materials to buy" that may be raised
during the procurement phase involves four scenarios which are: 100% of the estimated
quantities, less than the estimated quantities, more than the estimated quantities and
quantities in accordance with the work progress on the site. Contractors have to measure
the performance of the decision they chose in terms of schedule (time) direct and indirect
cost and surplus materials. Such evaluation will create knowledge for the contractors that
could be used to improve their decisions making in the future projects.
5.7. Graphical Representation of the Material Supply Chain Process
This section presents a graphical representation for the Material Supply Chain Process.
The steps presented on the above narrative description, are described in the in Figure 5.
The description is based on the sub-section numbers assigned to the narrative description.
102
Bidding Phase
Process 5.1.1
1-Identify the Needed Materials Per
each item
2 Estimate the quantity of the needed Process 5.1.1 Process 5.1.1
materials per each item -Estimate the project Review the Bid Win Bid No Stop
Project Tender Bid 3 Define any special requirements
using the supplier prices Package Before the
Documents and/or special materials to be used in submittal
Yes - Use Excel to prepare
the project
the estimate Yes
4- Classify the materials that are off-
the-shelf and the major materials that
No need to be prefabricated Process 5.1.1
5- Identify the local available - Re-estimate the project quantities
materials or locally manufactured
Stop -Generate a preliminary material
materials and the materials that need
to be imported requisition schedule, specify
material types, quantity needed,
dates, when the material should be
delivered and any additional
information needed for clarification
Solutions to the Problems
Occurred 5.1.2
- Study the tender documents carefully
-Request more information and
clarifications from the consultant Key Integrating Factors 5.1.3
offices in case there is ambiguities The design team should be expanded such
between plans and specifications. that to includes contractors, subcontractors
- Enhance the communication skills and materials suppliers
- Enter a partnership relationship with client.
- Understand the client needs and objectives
- Establish a protocol with owner for dealing
effectively with disputes and problems
Figure 5.1.A: Material Supply103

Chain Process Framework (Bidding Phase)
Procurement Phase Sourcing Phase
Process 5.3.1
Obtain a copy of material requisition form
which shows material description, Process 5.3.1 Process 5.2.1 Process 5.2.1
quantities needed, dates when the Verify if the materials are - Pre-qualify the suppliers - Verify that the suppliers capable
materials are needed and the delivery available in the warehouse or and keep list of reputable of delivering the right materials
locations (Prepared by site Personnel not suppliers (type, quality and quantity) when
during the Construction Phase ) needed (i.e. at dates specified)
Figure 5.1.B: Material Supply Chain Process Framework (Procurement and Sourcing Phase)
104
Sourcing Phase
Key Integrating Factors

Decision Node 5.2.3
Award the contact based on - Enter partnership relation with
the lowest price or consider suppliers
Solutions to the Problems higher prices but provide - Align the procedures of your
Occurred 5.2.2 better services own company with that of
Stipulate in the invitation to bid that suppliers
suppliers should attach brochures/ or
technical data for the materials they
are going to supply
Process 5.3.1
Process 5.2.1 Receive and Award the contract Request submittals
Request quotation Evaluate the bids to the winner from suppliers to be
from the qualified supplier approved by Engineer
suppliers
Decision Node
5.2.4
What is the
Procurement Method
to Use? Process 5.2.1
Are there multiple Negotiate prices and
suppliers for the contract conditions
required materials? with the supplier
Process 5.2.1
Negotiate prices and
contract conditions
with the suppliers
Figure 5.1.C: Material Supply Chain Process Framework (Sourcing Phase)

105
Procurement Phase
Solutions to the Problems

Occurred 5.3.2
Send a letter of a complaint to
the defaulted suppliers
Decision Node 5.3.4 - As estimated quantities

How much material to - Less than the estimated quantities
No buy? -More than the estimated quantities
Are the submittals

Process 5.3.1 approved by the Process 5.3.1
Request submittals from Engineer? Yes -Issue purchase order to
suppliers to be approved Are the submittals suppliers
by Engineer comply with the required
specification?
- 1 to 2 days prior the start of the task
Decision Node 5.3.4 - 3 to 5 days prior the start of the task
when to order the - 1 week prior the start of the task
materials?" - 2 weeks prior the start of the task
- 1 month prior the start of the task
Solutions to the Problems Key Integrating Factor s
Occurred 5.3.2 5.3.3
-Specify with the owner the approval - Establish a system with
suppliers for communication and
period for submittal
share project information in
- Follow up the status of material
timely and accurate manner
submittal approval during the
- Establish a protocol with the
construction phase
suppliers and subcontractors for
-Send a letter of a complaint to the
dealing effectively with disputes
owner in case there is a late approval by
and problems that may arise
the Engineer
during the course of project
- Take into account in the material
implementation
delivery schedule the possibility of such
late approval
Figure 5.1.D: Material Supply Chain106

Process Framework (Sourcing Phase)
Procurement Phase Construction Phase
Process 5.4.1 Process 5.4.1

- Determine the quantities needed for each Generate a material requisition
Process 5.3.1 item form in which the material Material ordered by the
-Specify to the suppliers the Process 5.3.1 - Determine the dates in which the materials description, quantities needed, procurement section or
release dates at which the - Follow up the status of the per each item need to be available on dates when the materials are person in charge of
material is needed , the ordered materials with - Determine the exact materials delivery needed and the delivery locations material procurement
exact location of materials suppliers and site personnel location per each item (The materials form sent to
delivery - Determine any special requirements procurement section for
implementation)
Figure 5.1.E: Material Supply Chain Process Framework (Procurement and Construction Phase)
107
Construction Phase
Yes
To job site
Material ordered by the

procurement section or Decision Node 5.4.3
person in charge of material "Where to deliver the Process 5.4.1 Process 5.4.1
procurement Follow up with the Inspect the received No
materials? Store
procurement section the materials – Is there
status of the ordered any problem? materials
materials
To warehouse
Figure 5.1.F: Material Supply Chain Process Framework (Construction Phase)
108
Construction Phase Post-Construction Phase Evaluation Phase
Storing
Return back the surplus

materials to the suppliers
without penalty
Return back the surplus

Process 5.5.1 Decision Node materials to the suppliers
Install the Works Project Is there any Yes Process 5.6
accepted
5.5.4 with penalty
materials completed surplus materials? Evaluate the
"What to do with
the surplus project
No
Selling the surplus
materials to other
Process 5.6 contractors
Evaluate the
Project
Scraping the surplus
materials
Figure 5.1.G: Material Supply Chain Process Framework (Construction Phase, Post- Construction and Evaluation Phase )
109
5.8. Evaluation of Material Supply Chain Process Framework
The objective of this survey is to validate the developed material supply chain process
framework. To achieve this objective, a face- to- face questionnaire survey was
conducted to achieve the maximum response. A sample of 10 contractors who are
experience in the related subject were visited and the researcher explained to them the
Material Supply Chain Process Framework. Then, a questionnaire has been distributed to
them and they were asked to rate the agreement of each issue below on a 5-point Likert
Scale using 1 for very weakly agree, 2 for weakly agree, 3 for quite agree, 4 for agree and
5 for strongly agree. The result of the survey presented in Table 5.9.
Table 5.9: Evaluation of the Material Supply Chain Process Framework
Very Weakly Agree

Strongly Agree
Weakly Agree
Quite Agree
Agree
Issue
No
Promote completing the project as per the 8 2

1
specified quality
Contribute in implementing the project 7 3
2
with minimum cost
Contribute in implementing the project 8 2
3
with specified time
Stimulate controlling the project phases 9 1
4
as integrated ones
Stimulate the attitude to optimize the 10 0
5
benefits of the other project participants
Promote cooperation between the project 10 0
6
participants
Promote sharing project information and 8 2
7
data between the project participants
Stimulate resolving the problems in 7 3
8
advance once they arise
Contribute in reducing the project 7 3
9
disputes and claims
Encourage keeping and update the 8 2
10
project records
Promote monitoring and following up 8 2
11
project activities
Increase the level of documentation 7 3
12
quality
110
Very Weakly Agree
Strongly Agree
Weakly Agree
Quite Agree
Agree
Issue
No
Encourage internal and external 7 3

13
coordination
Encourage improving the communication 9 1
14
skills
Stimulate thinking of the root causes of 9 1
15
the problems
Stimulate thinking of the decisions 8 2
16
analysis process
Encourage thinking of changing the 7 3
17 traditional attitude toward the
relationship among project participants
Moreover, the respondents were asked to rate the following issues on a scale of 0-100%,
the average results of the respondents are given below
• The sufficiency of the framework activities 95 100%
• The clearness of the framework activities 94 100%
• The practicality of the framework activities 94 100%
• My overall degree of satisfaction with the framework is 95 100%
Table 5.9 shows that most of the respondents strongly agree that the activities that form
the Material Supply Chain Process Framework will enable contractors to have the right
materials in right quantity at the right place at the right time with minimum cost. The
results also show that the activities of the framework are sufficient, clear and particle. The
responses obtained confirm the validity of the Material Supply Chain Process Framework.
111
Chapter 6: Conclusion and Recommendation
6.1. Conclusion
Construction industry has been characterized with fragmentation and poor

communication and coordination among the project participants. There are many inter-
organizational problems, such as late deliveries of materials, wrong deliveries and
inaccurate information transfer in materials supply chain process, which result in miss
performance. Efficient material supply chain process is crucial for the success of any
construction project and can be the deciding factor between a successful project and a
project full of delays and claims.. The primary aim of this research was to develop a
material supply chain process framework that enables contractors to have the materials
needed, in the right quantities, with the quality and time required. This was accomplished
through achieving the following objectives:
• Studying the current practices of the MSCP and the important factors that
constitute it. It has been concluded that MSCP comprises six phases which are
bidding phase, sourcing phase, procurement phase, construction phase and
evaluation phase. Each phase contains a set of activities that should be viewed as
integrated activities rather than only a series of individual activities. A graphical
representation for the MSCP is shown in chapter five figure no 5.1.
• Studying contractor/supplier relationship. It has been found that the

contractor/supplier relationship is based on project by project basis. Most of the
contractors do not form long term agreement or partnership with the suppliers.
Competitive pricing is the most important criteria adopted for selection of the
suppliers and it is primarily based on the lowest price. Contractors are obscured by
price and have generally overlooked the bigger picture of the total costs.
Selection of supplier based on long term agreement or relationship is one of the
fundamentals of MSCP concept. Furthermore, contractors prefer to send a letter of
compliant in case suppliers deliver wrong materials or make late deliveries, and
they do not prefer imposing penalty charges.
• Studying the impact of Israeli closure and its policies on the MSCP. All surveyed
contractors believe that Israeli closure has negative impact on MSCP. The closure
112
lead to increasing the material prices, increasing the project total cost, delaying
materials deliveries to the job site and delaying the project completion and
unavailability of the main materials. The consequences of Israeli closure hinder
the application of the MSCP.
• Developing solutions for some of the uncertainties and risks inherent in the
construction industry. In this respect, two concepts have been addressed which
are: buffer stocks and buffer time. It has been concluded that minimum level of
the buffer stocks should be kept to ensure that the work progress is not delayed by
the supplier's failure to provide the right materials at the right time. Contractors
gave different level of buffer stocks for the locally available materials and the
imported materials in stable and unstable conditions. Furthermore, contractors
advocate that materials should be ordered in advance by certain days before the
related tasks start to safeguard against failure of supplier to deliver the materials
on the specified time. Contractors provided different level of buffer times for the
locally available materials and the imported materials on the stable and unstable
conditions.
• Identifying the most occurred problems facing contractors through the MSCP,
diagnosing the root causes of these problems and developing possible solutions
for them. It has been found the most occurred problems encountering the
contractors were:
Bidding Phase
o Lack of communication between the parties involved
o ambiguities between plans and specifications
o Incomplete drawings and details are missing
Sourcing Phase
o Incomplete proposals (Suppliers did not include all the documents with the
proposal)
113
Procurement Phase
o Poor communication between the parties involved
o Unavailability of required material
o Incorrect of submittals by the suppliers
o Late approval of submittal by the Supervisor Engineer
Construction Phase
o Late deliveries ( Materials do not arrive as scheduled)
o The delivered materials do not comply with the required specifications
o Poor communication between the parties involved
It has been found that most of the problems are caused in another (i.e. earlier) stage of the
MSCP other than where they are detected. The root causes of the most occurred problems
are found in previous activity executed by a prior actor.
• Determining the key factors that may contribute in integrating the project phases
of MSCP. It has been found that the most factors that contribute in integrating the
project phases of the MSCP are:
o Understanding the client needs and objectives by the contractor,
subcontractors and suppliers and committing for these needs and
objectives
o Establishing a protocol for dealing effectively with disputes and problems
that may arise between the project participants during the course of project
implementation
o Establishing a system between the project participants for communication
and share project information in timely and accurate manner
o Negotiating contracts with the suppliers and subcontractors rather than
using competitive tendering
o The participation of the designers should not end at the design phase but
continues during construction phase.
114
6.2. Recommendations
The following recommendations are based on the conclusions drawn from the survey
results and the literature outcomes.
• Project participants are encouraged to deal with the activities that form the
material supply chain process as integrated ones rather than a series of separated
activities. Each participant should consider the impact of his activities and
behaviors on the other activities in the chain.
• Contracting companies are recommended to adopt new techniques for selecting
the suppliers other than the competitive bidding that usually creates adversarial
relationship. They are urged to set up partnership agreement with the suppliers
based on a win-win relationship.
• Internal coordination is an important prerequisite for successful MSCP. Internal
integration involves achieving seamless integration of organizational functions
(logistics, operation, etc) facilitated by reorganizing the organizational structure
around key business processes
• All project participants include owner, contractor, supplier and subcontractor are
recommended to work in a cooperative environment and should commit to good
faith and fair dealings with other partners
• Contracting companies are recommended to develop web based information
technology system for information sharing among the project participants.
• The Universities, the Engineering Syndicate and the Palestinian Contractors
Union are recommended through conducting training courses and workshops to:
o Increase the awareness of the value of information and communication
technology to bring together the major parties in the construction process
o Increase the awareness of mutual benefits of applying the supply chain
management among the project participants
• Contracting firms are encouraged to change their cultural issues that resist change
and are invited to adopt new strategic management/ planning.
6.3. Recommendations for Further Studies
This research establishes the knowledge and bases for reengineering the current practices
for the material supply chain process for the construction industry in Gaza Strip. The
115
research provides a framework for the material supply chain. The implementation of
framework will help contractors to have the materials needed, in the quantities needed,
with the quality required and the time that they are needed. This framework did not
consider all the issues related to the MSCP; however, it serves as the basis for the future
researches in the same field. Following are suggested research:
• Research to study possible procurement methods, other than awarding the contract
to the lowest bidder.
• Research to study the impact of information technology on the Gaza Strip
construction industry
• Research to study the factors that hinder the application of the SCM
• Research to develop the website as an integrated tool for project planning
• Research to study the supply chain management from the client perspective
• Research to study management of inventories
• Research to develop decision models for procurement
116
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Appendix 1: The questionnaire (in Arabic)
122
‫‪The Islamic University‬‬ ‫اﻟﺠﺎﻣﻌﺔ اﻹﺳﻼﻣﻴﺔ – ﻏﺰة‬
‫‪Faculty of Engineering‬‬ ‫آﻠﻴﺔ اﻟﻬﻨﺪﺳﺔ‬
‫‪Deanery of Graduate Studies‬‬ ‫ﻋﻤﺎدة اﻟﺪراﺳﺎت اﻟﻌﻠﻴﺎ‬
‫اﺳﺘﺒﻴﺎن ﻋﻦ‬
‫إدارة ﺳﻠﺴﻠﺔ ﺗﻮرﻳﺪ ﻣﻮاد اﻟﺒﻨﺎء ﻓﻲ ﺻﻨﺎﻋﺔ اﻹﻧﺸﺎءات اﻟﻤﺤﻠﻴﺔ – ﺗﻄﻮﻳﺮ إﻃﺎر ﻋﺎم ﻟﻌﻤﻠﻴﺔ إدارة‬
‫اﻟﻤﻮاد‬
‫‪Construction Supply Chain in the Local Construction Industry- Construction‬‬
‫‪Materials Supply Chain Process Framework‬‬
‫اﻟﺴﺎدة اﻟﻤﻘﺎوﻟﻮن اﻟﻤﺤﺘﺮﻣﻮن‪/‬‬
‫ﻧﺸﻜﺮ ﺗﻌﺎوﻧﻜﻢ و ﻣﺴﺎهﻤﺘﻜﻢ ﻗﻲ ﺗﻌﺒﺌ ﺔ ه ﺬا اﻻﺳ ﺘﺒﻴﺎن اﻟ ﺬي ﻳﻌﺘﺒ ﺮ ﺟ ﺰء ﻣ ﻦ اﻟﺒﺤ ﺚ اﻟﺘﻜﻤﻴﻠ ﻲ ﻟﻨﻴ ﻞ درﺟ ﺔ اﻟﻤﺎﺟﺴ ﺘﻴﺮ ﻓ ﻲ‬
‫إدارة اﻟﻤﺸﺎرﻳﻊ‪ .‬ﺗﻬﺪف هﺬﻩ اﻟﺪراﺳﺔ إﻟﻰ ﺗﻄﻮﻳﺮ إﻃﺎر ﻋﺎم ﻹدارة ﺳﻠﺴﻠﺔ ﺗﻮرﻳﺪ اﻟﻤﻮاد ﺗﺴﺎﻋﺪ اﻟﻤﻘﺎول ﻓﻲ ﺗﻮرﻳ ﺪ اﻟﻤ ﻮاد‬
‫ﺑﺎﻟﺠﻮدة اﻟﻤﻄﻠﻮﺑﺔ‪ ،‬ﺑﺎﻟﻜﻤﻴﺎت اﻟﻤﻄﻠﻮﺑﺔ‪ ،‬ﻓﻲ اﻟﻮﻗﺖ اﻟﻤﺤﺪد وﺑﺘﻜﻠﻔﺔ أﻗﻞ وذﻟﻚ ﻣﻦ ﺧﻼل ﺗﺤﻘﻴﻖ اﻷهﺪاف اﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪ .1‬دراﺳﺔ اﻟﻤﻤﺎرﺳﺎت اﻟﺤﺎﻟﻴﺔ ﻟﻤﻘﺎوﻟﻲ ﻗﻄﺎع اﻹﻧﺸﺎءات ﻓﻲ ﻋﻤﻠﻴﺔ إدارة اﻟﻤﻮاد ﺧﻼل ﻣﺮاﺣﻞ اﻟﻤﺸﺮوع ﻓﻲ ﻗﻄﺎع ﻏﺰة‬
‫‪ .2‬دراﺳﺔ اﻟﻌﻼﻗﺔ ﺑﻴﻦ اﻟﻤﻘﺎوﻟﻴﻦ و اﻟﻤﻮردﻳﻦ‬
‫‪ .3‬دراﺳﺔ أﺛﺮ اﻹﻏﻼﻗﺎت اﻹﺳﺮاﺋﻴﻠﻴﺔ ﻋﻠﻰ إدارة اﻟﻤﻮاد ﺧﻼل ﻣﺮاﺣﻞ اﻟﻤﺸﺮوع‬
‫‪ .4‬ﺗﻘﺪﻳﻢ ﺑﻌﺾ اﻟﺤﻠﻮل ﻟﻠﻤﺨﺎﻃﺮ اﻟﻤﻮﺟﻮدة ﻓﻲ ﺻﻨﺎﻋﺔ اﻹﻧﺸﺎءات‬
‫‪ .4‬ﺗﺤﺪﻳﺪ اﻟﻤﺸﺎآﻞ اﻟﻤﺘﻜﺮرة اﻟﺘﻲ ﺗﻮاﺟﻪ اﻟﻤﻘﺎوﻟﻴﻦ ﺧﻼل ﻣﺮاﺣﻞ اﻟﻤﺸﺮوع اﻟﻤﺘﻌﺪدة ﻣﻦ أﺟﻞ وﺿﻊ ﺣﻠﻮل ﻟﻬﺬﻩ اﻟﻤﺸﺎآﻞ‬
‫‪ .5‬ﺗﺤﺪﻳﺪ اﻟﻌﻮاﻣﻞ اﻷﺳﺎﺳﻴﺔ اﻟﺘﻲ ﺗﺴﺎهﻢ ﻓﻲ دﻣﺞ ﻣﺮاﺣﻞ اﻟﻤﺸﺮوع و آﺬﻟﻚ دﻣﺞ اﻟﻤﺸﺎرآﻴﻦ اﻷﺳﺎﺳﻴﻴﻦ ﻓﻲ اﻟﻤﺸﺮوع‬
‫ﻓﻲ ﻋﻤﻠﻴﺔ ﻣﺘﻜﺎﻣﻠﺔ‬
‫ﺟﻤﻴ ﻊ اﻟﺒﻴﺎﻧ ﺎت و اﻟﻤﻌﻠﻮﻣ ﺎت اﻟ ﻮاردة ﻓ ﻲ ه ﺬا اﻻﺳ ﺘﺒﻴﺎن ﺳﺘﺴ ﺘﺨﺪم ﻓﻘ ﻂ ﻟﺪراﺳ ﺔ إدارة اﻟﻤ ﻮاد ﺧ ﻼل ﻣﺮاﺣ ﻞ اﻟﻤﺸ ﺮوع‬
‫اﻟﻤﺘﻌﺪدة ﻟﻤﻘﺎوﻟﻲ ﻗﻄﺎع ﻏﺰة و اﻟﻤﻌﻠﻮﻣﺎت اﻟﺸﺨﺼﻴﺔ اﻟﻮاردة ﻟﻦ ﺗﻨﻘﻞ إﻟﻰ أي ﺟﻬﺎت أﺧﺮى‪.‬‬
‫اﻟﺒﺎﺣﺚ‬ ‫إﺷﺮاف‬
‫ﻋﻼء اﻟﺸﺮﻓﺎ‬ ‫أﺳﺘﺎذ‪ /‬رﻓﻌﺖ رﺳﺘﻢ‬
‫‪ ‬‬
‫‪ ‬‬
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‫إدارة ﺳﻠﺴﻠﺔ ﺗﻮرﻳﺪ ﻣﻮاد اﻟﺒﻨﺎء ﻓﻲ ﺻﻨﺎﻋﺔ اﻹﻧﺸﺎءات اﻟﻤﺤﻠﻴﺔ ‪ -‬اﺳﺘﺒﻴﺎن‬
‫اﻟﺠﺰء اﻷول‪ -‬اﻟﺴﻴﺮة اﻟﺬاﺗﻴﺔ ﻟﻠﺸﺮآﺔ‬

‫‪ .1‬ﺑﺮﺟﺎء اﻹﺟﺎﺑﺔ ﻋﻠﻰ ﻣﺎ ﻳﻠﻲ ﺑﻮاﺳﻄﺔ اﺧﺘﻴﺎر اﻟﺼﻨﺪوق اﻟﻤﻨﺎﺳﺐ أو ﺑﻮاﺳﻄﺔ آﺘﺎﺑﺔ اﻹﺟﺎﺑﺔ ﻓﻲ اﻟﻤﻜﺎن اﻟﻤﺨﺼﺺ ﻟﺬﻟﻚ‬
‫‪ 1.1‬ﺳﻨﺔ ﺗﺄﺳﻴﺲ اﻟﺸﺮآﺔ‪:‬‬
‫‪ 1.2‬ﻣﺠﺎل ﻋﻤﻞ اﻟﺸﺮآﺔ‪:‬‬
‫ﻻ ﻳﻮﺟﺪ‬ ‫ﻓﺮﻋﻲ‬ ‫رﺋﻴﺴﻲ‬ ‫أﻋﻤﺎل أﺑﻨﻴﺔ‬ ‫•‬
‫ﻻ ﻳﻮﺟﺪ‬ ‫ﻓﺮﻋﻲ‬ ‫رﺋﻴﺴﻲ‬ ‫أﻋﻤﺎل ﻣﻴﺎﻩ وﺻﺮف ﺻﺤﻲ‬ ‫•‬
‫ﻻ ﻳﻮﺟﺪ‬ ‫ﻓﺮﻋﻲ‬ ‫رﺋﻴﺴﻲ‬ ‫أﻋﻤﺎل ﻃﺮق‬ ‫•‬
‫‪ 1.3‬درﺟﺔ ﺗﺼﻨﻴﻒ اﻟﻤﻘﺎوﻟﻴﻦ ﺣﺴﺐ ﺗﺼﻨﻴﻒ اﺗﺤﺎد اﻟﻤﻘﺎوﻟﻴﻦ ﻟﻤﺠﺎﻻت اﻟﻌﻤﻞ اﻟﺘﺎﻟﻴﺔ‪:‬‬
‫درﺟﺔ ﺛﺎﻟﺜﺔ‬ ‫درﺟﺔ ﺛﺎﻧﻴﺔ‬ ‫درﺟﺔ أوﻟﻰ‬ ‫أﻋﻤﺎل أﺑﻨﻴﺔ‬ ‫•‬
‫درﺟﺔ ﺛﺎﻟﺜﺔ‬ ‫درﺟﺔ ﺛﺎﻧﻴﺔ‬ ‫درﺟﺔ أوﻟﻰ‬ ‫أﻋﻤﺎل ﻣﻴﺎﻩ وﺻﺮف ﺻﺤﻲ‬ ‫•‬
‫درﺟﺔ ﺛﺎﻟﺜﺔ‬ ‫درﺟﺔ ﺛﺎﻧﻴﺔ‬ ‫درﺟﺔ أوﻟﻰ‬ ‫أﻋﻤﺎل ﻃﺮق‬ ‫•‬
‫‪ 1.4‬وﻇﻴﻔﺔ ﻣﻦ ﻳﻘﻮم ﺑﺘﻌﺒﺌﺔ اﻻﺳﺘﺒﻴﺎن‪:‬‬
‫□ ﻏﻴﺮ ذﻟﻚ‪ ،‬ﺣﺪد‬ ‫□ ﻣﻬﻨﺪس ﻣﻮﻗﻊ‬ ‫□ ﻣﺪﻳﺮ ﻣﺸﺮوع‪/‬ﻣﺸﺎرﻳﻊ‬
‫‪ 1.5‬ﻣﺘﻮﺳﻂ ﻋﺪد اﻟﻤﻮﻇﻔﻴﻦ ﺧﻼل اﻟﺨﻤﺲ ﺳﻨﻮات اﻟﻤﺎﺿﻴﺔ‪:‬‬
‫‪ 1.6‬ﻣﺘﻮﺳﻂ ﻋﺪد اﻟﻤﺸﺎرﻳﻊ اﻟﻤﻨﻔﺬة ﺧﻼل اﻟﺨﻤﺲ ﺳﻨﻮات اﻟﻤﺎﺿﻴﺔ‪:‬‬

‫أآﺜﺮ ﻣﻦ ‪30‬‬ ‫‪ 30 ‐ 21‬‬ ‫‪20 ‐ 11‬‬ ‫أﻗﻞ ﻣﻦ ‪ 10‬‬
‫‪ 1.7‬إﺟﻤﺎﻟﻲ ﻗﻴﻤﺔ اﻟﻤﺸﺎرﻳﻊ اﻟﻤﻨﻔﺬة ﺧﻼل اﻟﺨﻤﺲ ﺳﻨﻮات اﻟﻤﺎﺿﻴﺔ )ﺑﺎﻟﻤﻠﻴﻮن دوﻻر(‪:‬‬
‫أآﺜﺮ ﻣﻦ ‪8‬‬ ‫‪ 8 – 6‬‬ ‫‪5 – 2‬‬ ‫أﻗﻞ ﻣﻦ ‪ 2‬‬
‫‪ 1.8‬اﻟﺸﺨﺺ ‪ /‬اﻟﻘﺴﻢ اﻟﻤﺨﻮل ﺑﻌﻤﻠﻴﺔ ﺷﺮاء اﻟﻤﻮاد‪:‬‬
‫□ ﻗﺴﻢ ﻣﺸﺘﺮﻳﺎت‬ ‫□ ﻣﻬﻨﺪس ﻣﻮﻗﻊ‬ ‫□ ﻣﺪﻳﺮ ﻣﺸﺮوع‪/‬ﻣﺸﺎرﻳﻊ‬ ‫□ ﻣﺪﻳﺮ اﻟﺸﺮآﺔ‬
‫□ ﻏﻴﺮ ذﻟﻚ‪ ،‬ﺣﺪد‬
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‫اﻟﺠﺰء اﻟﺜﺎﻧﻲ –اﻟﻤﻤﺎرﺳﺎت اﻟﺤﺎﻟﻴﺔ ﻟﻤﻘﺎوﻟﻲ اﻹﻧﺸﺎءات ﻓﻲ ﻋﻤﻠﻴﺔ إدارة اﻟﻤﻮاد ﺧﻼل ﻣﺮاﺣﻞ اﻟﻤﺸﺮوع‬
‫‪ 2.1‬اﻵﺗﻲ هﻮ إدارة ﺳﻠﺴﻠﺔ ﺗﻮرﻳﺪ اﻟﻤﻮاد ﺧﻼل ﻣﺮاﺣﻞ اﻟﻤﺸﺮوع اﻟﻤﺨﺘﻠﻘﺔ‪ ،‬ﻣﻦ ﻓﻀﻠﻚ ﺣﺪد درﺟﺔ اﺳﺘﺨﺪاﻣﻚ ﻟﻜﻞ ﺟﻤﻠﺔ‬
‫وﺑﻌﺪ ذﻟﻚ ﺣﺪد درﺟﺔ أهﻤﻴﺔ آﻞ ﺟﻤﻠﺔ‪:‬‬
‫درﺟﺔ اﻷهﻤﻴﺔ‬ ‫درﺟﺔ اﻻﺳﺘﺨﺪام‬
‫ﻣﻬﻢ ﺑﺪرﺟﺔ آﺒﻴﺮة ﺟﺪًا‬
‫ﻣﻬﻢ ﺑﺪرﺟﺔ ﻗﻠﻴﻠﺔ ﺟﺪًا‬
‫ﻣﻬﻢ ﺑﺪرﺟﺔ ﻣﺘﻮﺳﻄﺔ‬
‫ﻣﻬﻢ ﺑﺪرﺟﺔ آﺒﻴﺮة‬

‫ﻣﻬﻢ ﺑﺪرﺟﺔ ﻗﻠﻴﻠﺔ‬
‫رﻗﻢ‬
‫إدارة ﺳﻠﺴﻠﺔ ﺗﻮرﻳﺪ ﻣﻮاد اﻹﻧﺸﺎء‬
‫أﺣﻴﺎﻧ ًﺎ‬
‫ﻣﻄﻠﻘًﺎ‬
‫ﻏﺎﻟﺒ ًﺎ‬
‫ﻧﺎدرًا‬
‫داﺋﻤ ًﺎ‬
‫اﻟﺒﻨﺪ‬
‫اﻟﻤﺮﺣﻠﺔ اﻷوﻟﻰ‪ :‬اﻟﺘﺴﻌﻴﺮ‪ ،‬إﻋﺪاد اﻟﻤﻨﺎﻗﺼﺔ واﻟﺘﺴﻠﻴﻢ‬

‫ﺗﺤﺪﻳﺪ اﻟﻤﻮاد اﻟﻤﻄﻠﻮﺑﺔ ﻟﻜﻞ ﺑﻨﺪ ﻓﻲ ﺣﺎل ﺣﺼﻮﻟﻚ ﻋﻠﻰ وﺛﺎﺋﻖ‬ ‫‪1.1‬‬
‫اﻟﻌﻄﺎء آﺨﻄﻮة أوﻟﻰ ﻟﻌﻤﻠﻴﺔ اﻟﺘﺴﻌﻴﺮ‬
‫‪1.2‬‬
‫ﺗﻘﺪﻳﺮ آﻤﻴﺎت اﻟﻤﻮاد اﻟﻤﻄﻠﻮﺑﺔ ﻟﻜﻞ ﺑﻨﺪ )ﻋﻤﻞ ﺣﺼﺮ آﻤﻴﺎت(‬
‫ﺗﺤﺪﻳﺪ أي ﻣﺘﻄﻠﺒﺎت ﺧﺎﺻﺔ ﻟﺒﻌﺾ اﻟﻤﻮاد و‪ /‬أو أي ﻣﻮاد ﺧﺎﺻﺔ‬
‫‪1.3‬‬
‫ﻣﺮاد اﺳﺘﺨﺪاﻣﻬﺎ ﻓﻲ اﻟﻤﺸﺮوع‬
‫ﺗﺼﻨﻴﻒ اﻟﻤﻮاد اﻟﺘﻲ ﻟﻴﺴﺖ ﺑﺤﺎﺟﺔ إﻟﻰ ﺗﺼﻨﻴﻊ ﻋﻦ اﻟﻤﻮاد اﻟﺘﻲ‬
‫‪1.4‬‬
‫ﺑﺤﺎﺟﺔ إﻟﻰ ﺗﺼﻨﻴﻊ‬
‫ﺗﺤﺪﻳﺪ اﻟﻤﻮاد اﻟﻤﺘﻮﻓﺮة ﻓﻲ اﻷﺳﻮاق اﻟﻤﺤﻠﻴﺔ أو اﻟﺘﻲ ﻳﻤﻜﻦ‬
‫‪1.5‬‬
‫ﺗﺼﻨﻴﻌﻬﺎ ﻣﺤﻠﻴًﺎ و آﺬﻟﻚ اﻟﻤﻮاد اﻟﺘﻲ ﺗﺘﻄﻠﺐ اﺳﺘﻴﺮاد ﻣﻦ اﻟﺨﺎرج‬
‫اﺳﺘﺨﺪام ﺗﻄﺒﻴﻘﺎت اﻟﻜﻤﺒﻴﻮﺗﺮ ﻣﺜﻞ اﻹآﺴﻞ أو أي ﺑﺮاﻣﺞ أﺧﺮى‬
‫‪1.6‬‬
‫ﻹﻋﺪاد اﻟﺘﺴﻌﻴﺮ‬
‫إﺷﺮاك ﻣﺪﻳﺮ اﻟﻤﺸﺮوع أو ﻓﺮﻳﻖ اﻹﻧﺸﺎء ﻓﻲ ﺗﺴﻌﻴﺮ اﻟﻤﺸﺮوع‬
‫‪1.7‬‬
‫ﻟﻠﺤﺼﻮل ﻋﻠﻰ ﺗﺴﻌﻴﺮ ﺟﻴﺪ‬
‫إﻧﺸﺎء ﻗﺎﻋﺪة ﺑﻴﺎﻧﺎت ﻷﺳﻌﺎر اﻟﻤﻮاد اﻟﻤﺴﺘﺨﺪﻣﺔ ﻓﻲ اﻟﻤﺸﺎرﻳﻊ‬
‫‪1.8‬‬
‫اﻟﺘﻲ ﺗﻢ ﺗﻨﻔﻴﺬهﺎ ﻻﺳﺘﺨﺪاﻣﻬﺎ ﻓﻲ ﺗﺴﻌﻴﺮ اﻟﻤﺸﺎرﻳﻊ اﻟﻤﺴﺘﻘﺒﻠﻴﺔ‬
‫اﻻﻋﺘﻤﺎد ﻋﻠﻰ أﺳﻌﺎر اﻟﻤﻮردﻳﻦ ﻓﻲ ﺗﺴﻌﻴﺮ اﻟﻤﺸﺮوع‬ ‫‪1.9‬‬
‫اﻟﺘﺄآﺪ ﻣﻦ أﺳﻌﺎر ﺑﻨﻮد اﻟﻤﻨﺎﻗﺼﺔ ﻗﺒﻞ ﺗﺴﻠﻴﻤﻬﺎ ﻟﻠﻤﺎﻟﻚ ﻟﻠﺘﺄآﺪ ﻣﻦ‬
‫‪1.10‬‬
‫ﻋﺪم وﺟﻮد أﺧﻄﺎء‬
‫ﻋﻘﺪ اﺟﺘﻤﺎع ﻳﻀﻢ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع و ﻓﺮﻳﻖ اﻹﻧﺸﺎء ﻹﻋﺎدة‬
‫‪1.11‬‬
‫ﺗﻘﺪﻳﺮ اﻟﻜﻤﻴﺎت ﻟﻜﻞ ﺑﻨﺪ ﻓﻲ ﺣﺎل ﻓﻮزك ﻓﻲ اﻟﻤﻨﺎﻗﺼﺔ‬
‫ﻋﻤﻞ ﺟﺪول ﻣﺒﺪﺋﻲ ﻟﺸﺮاء اﻟﻤﻮاد ﻳﺒﻴﻦ ﻧﻮع اﻟﻤﻮاد‪ ،‬اﻟﻜﻤﻴﺎت‬
‫اﻟﻤﺮاد ﺷﺮاؤهﺎ‪ ،‬ﺗﻮارﻳﺦ و ﺟﻮدهﺎ ﻓﻲ اﻟﻤﻮﻗﻊ وأي ﻣﻌﻠﻮﻣﺎت‬ ‫‪1.12‬‬
‫أﺧﺮى‬
‫اﻟﻤﺮﺣﻠﺔ اﻟﺜﺎﻧﻴﺔ‪ :‬اﺧﺘﻴﺎر اﻟﻤﻮرد‬
‫ﺗﺄهﻴﻞ اﻟﻤﻮردﻳﻦ و اﻻﺣﺘﻔﺎظ ﺑﻘﺎﺋﻤﺔ أﺳﻤﺎء اﻟﻤﻮردﻳﻦ اﻟﺬﻳﻦ‬ ‫‪2.1‬‬
‫ﻟﺪﻳﻬﻢ ﺳﻤﻌﺔ ﺟﻴﺪة‬
‫اﻟﺘﺄآﺪ ﻣﻦ أن اﻟﻤﻮرد ﻟﺪﻳﻪ اﻟﻘﺪرة ﻋﻠﻰ إرﺳﺎل اﻟﻤﻮاد اﻟﻤﻄﻠﻮﺑﺔ‬ ‫‪2.2‬‬
‫ﻣﻦ ﺣﻴﺚ اﻟﻨﻮع‪ ،‬اﻟﺠﻮدة‪ ،‬اﻟﻜﻤﻴﺔ و ﻓﻲ اﻟﺘﻮارﻳﺦ اﻟﻤﺤﺪدة‬
‫ﺷﺮاء ﻣﻮاد اﻟﻤﺸﺮوع ﻣﻦ ﻣﻮردﻳﻦ ﺗﻢ اﻟﺘﻌﺎﻣﻞ ﻣﻌﻬﻢ ﻓﻲ ﻣﺸﺎرﻳﻊ‬
‫‪2.3‬‬
‫ﺳﺎﺑﻘﺔ‬
‫ﻃﻠﺐ ﻋﺮوض أﺳﻌﺎر ﻣﻦ ﻋﺪة ﻣﻮردﻳﻦ ﻣﻦ أﺟﻞ اﻟﺤﺼﻮل ﻋﻠﻰ‬
‫‪2.4‬‬
‫أﺳﻌﺎر ﺟﻴﺪة و ﻣﻌﻘﻮﻟﺔ‬
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‫رﻗﻢ‬
‫اﺧﺘﻴﺎر اﻟﻤﻮرد اﻟﻔﺎﺋﺰ ﺑﻨﺎ ًء ﻋﻠﻰ أﻗﻞ اﻷﺳﻌﺎر‬

‫‪2.5‬‬
‫اﻷﺧ ﺬ ﺑﻌ ﻴﻦ اﻻﻋﺘﺒ ﺎر اﻟﻤ ﻮردﻳﻦ اﻟ ﺬﻳﻦ ﺗﻘ ﺪﻣﻮا ﺑﺄﺳ ﻌﺎر ﻋﺎﻟﻴ ﺔ‬

‫وﻟﻜﻦ ﻳﻮﻓﺮون ﺧﺪﻣﺎت أﻓﻀ ﻞ أو ﻟ ﺪﻳﻬﻢ ﺳ ﻤﻌﺔ ﺟﻴ ﺪة ﻓ ﻲ ﺗﻮرﻳ ﺪ‬
‫‪2.6‬‬
‫اﻟﻤﻮاد اﻟﻤﻄﻠﻮﺑﺔ ﻣﻦ ﺣﻴﺚ اﻟﻨﻮع‪ ،‬اﻟﺠﻮدة‪ ،‬اﻟﻜﻤﻴﺔ وﻓﻲ اﻟﺘ ﻮارﻳﺦ‬
‫اﻟﻤﺤﺪدة‬
‫اﻟﺘﻔﺎوض اﻟﻤﺒﺎﺷﺮ ﻣﻊ اﻟﻤﻮردﻳﻦ ﻋﻠﻰ أﺳﻌﺎر اﻟﻤﻮاد‬
‫‪2.7‬‬
‫اﻟﻤﺮﺣﻠﺔ اﻟﺜﺎﻟﺜﺔ‪ :‬ﺷﺮاء اﻟﻤﻮاد‬

‫اﻟﺤﺼﻮل ﻋﻠﻰ ﺟﺪول ﺷﺮاء اﻟﻤﻮاد اﻟﺬي ﻳﻌﺪﻩ ﻃﺎﻗﻢ اﻹﻧﺸ ﺎء و‬
‫ﻳﺒﻴﻦ ﻧﻮع اﻟﻤﻮاد‪ ،‬اﻟﻜﻤﻴﺎت اﻟﻤﺮاد ﺷﺮاؤهﺎ‪ ،‬ﺗ ﻮارﻳﺦ ﺗﻮﻓﺮه ﺎ ﻓ ﻲ‬ ‫‪3.1‬‬
‫اﻟﻤﻮﻗﻊ‬
‫اﻟﺘﺄآﺪ ﻣﻦ وﺟﻮد اﻟﻤﻮاد اﻟﻤﻄﻠﻮﺑﺔ ﻓﻲ اﻟﻤﺨﺰن ﻗﺒﻞ ﻃﻠﺒﻬﺎ ﻣﻦ‬
‫‪3.2‬‬
‫اﻟﻤﻮردﻳﻦ‬
‫اﻟﻄﻠﺐ ﻣﻦ اﻟﻤﻮرد اﻟﺬي ﺗﻢ اﺧﺘﻴﺎرﻩ ﻋﻴﻨﺔ ﻣﻦ اﻟﻤﻮاد ﻻﻋﺘﻤﺎدهﺎ‬
‫‪3.3‬‬
‫ﻣﻦ اﻟﻤﻬﻨﺪس اﻟﻤﺸﺮف ﻗﺒﻞ ﺗﻮرﻳﺪ اﻟﻤﻮاد‬
‫إﺻﺪار أﻣﺮ ﺷﺮاء ﻟﻠﻤﻮرد ) ﺗﻮﻗﻴﻊ ﻋﻘﺪ ( ﻣﻦ أﺟﻞ ﺗﻨﻈﻴﻢ‬
‫‪3.4‬‬
‫اﻟﻌﻼﻗﺔ ﺑﻴﻦ اﻟﻄﺮﻓﻴﻦ‬
‫ﺷ ﺮاء اﻟﻤ ﻮاد ﻣﺒﺎﺷ ﺮة ﻣ ﻦ ﻗﺒ ﻞ ﻃ ﺎﻗﻢ اﻟﻤﺸ ﺮوع اﻟﻤﺘﻮاﺟ ﺪ ﻓ ﻲ‬
‫‪3.5‬‬
‫اﻟﻤﻮﻗﻊ‬
‫ﺷﺮاء آﻞ اﻟﻜﻤﻴﺔ )‪ (%100‬ﻣﻦ آﻞ ﺑﻨﺪ ﻣﻦ اﻟﻤﻮاد اﻟﺘﻲ ﺗﻢ‬
‫‪3.6‬‬
‫ﺗﻘﺪﻳﺮ آﻤﻴﺎﺗﻬﺎ ﻣﺮة واﺣﺪة‬
‫ﺷﺮاء اﻟﻜﻤﻴﺔ ﻣﻦ آﻞ ﺑﻨﺪ ﻣﻦ اﻟﻤﻮاد اﻟﺘﻲ ﺗﻢ ﺗﻘﺪﻳﺮ آﻤﻴﺎﺗﻬﺎ وﻓﻘًﺎ‬
‫‪3.7‬‬
‫ﻟﺘﻘﺪم اﻷﻋﻤﺎل ﻓﻲ اﻟﻤﻮﻗﻊ‬
‫ﺗﺤﺪﻳﺪ ﺗﻮارﻳﺦ ﺗﻮرﻳﺪ اﻟﻤﻮاد وﻣﻜﺎن اﻟﺘﻮرﻳﺪ ﻟﻠﻤﻮرد‬ ‫‪3.8‬‬
‫ﻣﺘﺎﺑﻌ ﺔ ﺣﺎﻟ ﺔ اﻟﻤ ﻮاد اﻟﺘ ﻲ ﺗ ﻢ ﻃﻠﺒﻬ ﺎ ﻣ ﻦ اﻟﻤ ﻮرد ﻟﻠﺘﺄآ ﺪ ﻣ ﻦ أن‬
‫اﻟﻤ ﻮاد ﺗ ﻢ ﺗﻮرﻳ ﺪهﺎ وﻓﻘ ًﺎ ﻟﻠﻤﻮاﺻ ﻔﺎت‪ ،‬ﺑﺎﻟﻜﻤﻴ ﺔ اﻟﻤﻄﻠﻮﺑ ﺔ و‬ ‫‪3.9‬‬
‫ﺑﺎﻟﺘﻮارﻳﺦ اﻟﻤﺤﺪدة‬
‫اﻟﻤﺮﺣﻠﺔ اﻟﺮاﺑﻌﺔ‪ :‬اﻹﻧﺸﺎء‬
‫‪4.1‬‬
‫ﺗﺤﺪﻳﺪ آﻤﻴﺎت اﻟﻤﻮاد اﻟﻤﻄﻠﻮﺑﺔ ﻟﻜﻞ ﺑﻨﺪ ﺑﺸﻜﻞ ﻣﺴﺘﻤﺮ‬
‫ﺗﺤﺪﻳﺪ اﻟﺘﻮارﻳﺦ اﻟﻤﻔﺘﺮﺿﺔ ﻟﺘﻮﻓﺮ اﻟﻤﻮاد ﻓﻲ ﻣﻮﻗﻊ اﻟﻌﻤﻞ ﻟﻜﻞ‬ ‫‪4.2‬‬
‫ﺑﻨﺪ‬
‫ﺗﺤﺪﻳﺪ أﻣﺎآﻦ ﺗﺸﻮﻳﻦ اﻟﻤﻮاد اﻟﻤﺨﺘﻠﻔﺔ‬ ‫‪4.3‬‬
‫إﻋﺪاد ﺟﺪول ﺷ ﺮاء اﻟﻤ ﻮاد ﻣ ﻦ ﻗﺒ ﻞ ﻃ ﺎﻗﻢ اﻟﻤﺸ ﺮوع اﻟ ﺬي ﻳﺒ ﻴﻦ‬
‫ﻧﻮع اﻟﻤﻮاد‪ ،‬اﻟﻜﻤﻴﺎت اﻟﻤﺮاد ﺷ ﺮاؤهﺎ‪ ،‬ﺗ ﻮارﻳﺦ ﺗﻮﻓﺮه ﺎ وأﻣ ﺎآﻦ‬ ‫‪4.4‬‬
‫إرﺳﺎﻟﻬﺎ‬
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‫رﻗﻢ‬
‫اﻟﺘﺄآﺪ ﻣﻦ أن آﻤﻴﺔ اﻟﻤﻮاد اﻟﻤﺴﺘﻠﻤﺔ ﻣﻄﺎﺑﻘﺔ ﻟﻜﻤﻴﺔ اﻟﻤﻮاد اﻟﺘﻲ ﺗﻢ‬

‫‪4.5‬‬
‫ﻃﻠﺒﻬﺎ‬
‫ﻓﺤﺺ اﻟﻤﻮاد اﻟﻤﻮردة ﻟﻠﺘﺄآﺪ ﻣﻦ أﻧﻬﺎ ﻣﻄﺎﺑﻘﺔ ﻟﻠﻤﻮاﺻﻔﺎت‬
‫‪4.6‬‬
‫اﻟﻤﻄﻠﻮﺑﺔ‬
‫ﺗﺴﺠﻴﻞ وﺗﻮﺛﻴﻖ أي ﻣﺸﺎآﻞ ﻓﻲ اﻟﻤﻮاد اﻟﺘﻲ ﺗﻢ ﺗﻮرﻳﺪهﺎ إن‬
‫‪4.7‬‬
‫وﺟﺪت‬
‫اﻻﺣﺘﻔﺎظ ﺑﺴﺠﻞ ﺑﻐﺮض اﻟﻤﺘﺎﺑﻌﺔ ﻟﻜﻤﻴﺔ اﻟﻤﻮاد اﻟﺘﻲ ﺗﻢ ﺗﻮرﻳﺪهﺎ‪،‬‬
‫آﻤﻴﺔ اﻟﻤ ﻮاد اﻟﻤﺘﺒﻘﻴ ﺔ اﻟﻤ ﺮاد ﺗﻮرﻳ ﺪهﺎ ﻣ ﻦ ﻗﺒ ﻞ اﻟﻤ ﻮرد و اﻟﻤ ﻮاد‬ ‫‪4.8‬‬
‫اﻟﺘﻲ ﺗﻢ اﺳﺘﺨﺪاﻣﻬﺎ ﻟﻜﻞ ﺑﻨﺪ‬
‫اﻟﻤﺮﺣﻠﺔ اﻟﺨﺎﻣﺴﺔ‪:‬ﺗﻘﻴﻴﻢ ﻋﻤﻠﻴﺔ إدارة اﻟﻤﻮاد‬
‫إﺟ ﺮاء ﺗﻘﻴ ﻴﻢ ﺷ ﺎﻣﻞ ﻟﻌﻤﻠﻴ ﺔ إدارة اﻟﻤ ﻮاد ﻣ ﻦ ﺧ ﻼل ﻣﺮاﺣ ﻞ‬
‫‪5.1‬‬
‫اﻟﻤﺸﺮوع ﺳﺎﺑﻘﺔ اﻟﺬآﺮ ﻣﻦ أﺟﻞ ﻣﻌﺮﻓﺔ اﻷﺧﻄﺎء و ﺑﺎﻟﺘﺎﻟﻲ ﺗﺠﻨﺒﻬﺎ‬
‫و آﺬﻟﻚ ﺗﻄﻮﻳﺮهﺎ ﻓﻲ اﻟﻤﺸﺎرﻳﻊ اﻟﻤﺴﺘﻘﺒﻠﻴﺔ‬
‫‪ 2.2‬اﻵﺗﻲ هﻮ ﺧﻤﺲ ﺳﻴﻨﺎرﻳﻮهﺎت ﻣﺤﺘﻤﻠﺔ ﻟﻠﺘﻌﺎﻣﻞ ﻣﻊ اﻟﻤﻮاد اﻟﻔﺎﺋﻀﺔ ﺑﻌﺪ اﻹﻧﺸﺎء ‪ ،‬ﻣﻦ ﻓﻀﻠﻚ أﺧﺘﺮ اﻟﺴﻴﻨﺎرﻳﻮ أو‬
‫اﻟﺴﻴﻨﺎرﻳﻮهﺎت اﻟﺘﻲ واﺟﻬﺘﻬﺎ أﺛﻨﺎء ﺗﻨﻔﻴﺬ اﻟﻤﺸﺎرﻳﻊ ﺛﻢ أآﺘﺐ ﻧﺴﺒﺔ ﺣﺪوﺛﻬﺎ‬
‫ﻧﺴﺒﺔ اﻟﺤﺪوث )‪(%‬‬ ‫اﻟﺴﻴﻨﺎرﻳﻮ اﻟﻤﺨﺘﺎر‬ ‫ﻋﻤﻠﻴﺔ إدارة اﻟﻤﻮاد‬ ‫رﻗﻢ‬
‫اﻟﻤﺮﺣﻠﺔ اﻟﺴﺎدﺳﺔ‪ :‬ﻣﺎ ﺑﻌﺪ اﻹﻧﺸﺎء‬
‫ﺗﺨﺰﻳﻦ اﻟﻤﻮاد اﻟﻔﺎﺋﻀﺔ ﻻﺳﺘﺨﺪاﻣﻬﺎ ﻓﻲ اﻟﻤﺸﺎرﻳﻊ اﻟﻤﺴﺘﻘﺒﻠﻴﺔ‬ ‫‪6.1‬‬
‫إرﺟﺎع اﻟﻤﻮاد اﻟﻔﺎﺋﻀﺔ ﻟﻠﻤﻮرد ﺑﻨﻔﺲ ﺳﻌﺮ اﻟﺸﺮاء )ﺑﺪون ﺧﺴﺎرة(‬ ‫‪6.2‬‬
‫إرﺟﺎع اﻟﻤﻮاد اﻟﻔﺎﺋﻀﺔ ﻟﻠﻤﻮرد ﺑﺨﺴﺎرة‬ ‫‪6.3‬‬
‫ﺑﻴﻊ اﻟﻤﻮاد اﻟﻔﺎﺋﻀﺔ ﻟﻤﻘﺎول أﺧﺮ‬ ‫‪6.4‬‬
‫اﻟﺘﺨﻠﺺ ﻣﻦ اﻟﻤﻮاد اﻟﻔﺎﺋﻀﺔ )ﻋﺪم اﻻﺳﺘﻔﺎدة ﻣﻨﻬﺎ(‬ ‫‪6.5‬‬
‫‪%100‬‬ ‫اﻹﺟﻤﺎﻟﻲ‬
‫‪ 2.3‬ﻣﻦ ﻓﻀﻠﻚ أﺟﺐ ﻋﻠﻰ اﻷﺳﺌﻠﺔ اﻟﺘﺎﻟﻴﺔ ب )ﻧﻌﻢ‪/‬ﻻ(‬

‫ﻻ‬ ‫ﻧﻌﻢ‬ ‫اﻷﺳﺌﻠﺔ‬ ‫رﻗﻢ‬
‫هﻞ ﻳﻮﺟﺪ ﻟﺪى ﺷﺮآﺘﻜﻢ ﻗﺴﻢ ﺧﺎص ﺑﺎﻟﻤﺸﺘﺮﻳﺎت‪ ‬؟‬ ‫‪ 1‬‬
‫هﻞ ﻳﻮﺟﺪ ﻟﺪى ﺷﺮآﺘﻜﻢ ﺷﺨﺺ )ﻣﻮﻇﻒ( ﻣﺴﺌﻮل ﻋﻦ اﻟﻤﺸﺘﺮﻳﺎت‪ ‬؟‬ ‫‪ 2‬‬
‫هﻞ ﻳﻮﺟﺪ ﻟﺪى ﺷﺮآﺘﻜﻢ ﻣﺨﺰن ﻟﺘﺨﺰﻳﻦ اﻟﻤﻮاد؟‬ ‫‪ 3‬‬
‫هﻞ ﺗﺴﺘﺨﺪم ﻧﻤﺎذج ﺧﺎﺻﺔ ﻹدارة اﻟﻤﻮاد ﺧﻼل اﻟﻤﺮاﺣﻞ اﻟﺴﺖ اﻟﺘﻲ ﺗﻢ ذآﺮهﺎ‬
‫‪ 4‬‬
‫ﺳﺎﺑﻘًﺎ ؟‬
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‫‪ 2.4‬ﻣﻦ ﻓﻀﻠﻚ رﺗﺐ اﻟﻄﺮﻳﻘﺔ اﻟﺘﻲ ﺗﺨﺘﺎرهﺎ ﻟﻄﻠﺐ اﻟﻤﻮاد ﻣﻦ اﻟﻤﻮرد وﻓﻘًﺎ ﻟﻸهﻤﻴﺔ‬
‫اﻟﺘﺮﺗﻴﺐ‬ ‫اﻟﻄﺮﻳﻘﺔ‬ ‫رﻗﻢ‬

‫اﻹﻧﺘﺮﻧﺖ‬ ‫‪ 1‬‬
‫اﻹﻳﻤﻴﻞ‬ ‫‪ 2‬‬
‫اﻟﻔﺎآﺲ‬ ‫‪ 3‬‬
‫اﻟﺘﻠﻔﻮن‬ ‫‪ 4‬‬
‫اﻟﻤﻘﺎﺑﻠﺔ اﻟﺸﺨﺼﻴﺔ‬ ‫‪ 5‬‬
‫اﻟﺠﺰء اﻟﺜﺎﻟﺚ –ﻋﻼﻗﺔ اﻟﻤﻘﺎول ﺑﺎﻟﻤﻮردﻳﻦ‬

‫‪ 3.1‬ﻣﻦ ﻓﻀﻠﻚ رﺗﺐ اﻟﻤﻌﺎﻳﻴﺮ اﻟﺘﻲ ﺗﻘﻮم ﺑﺎﺧﺘﻴﺎر اﻟﻤﻮرد ﻋﻠﻰ أﺳﺎﺳﻬﺎ وﻓﻘًﺎ ﻟﻸهﻤﻴﺔ‬
‫اﻟﺘﺮﺗﻴﺐ‬ ‫اﻟﻤﻌﻴﺎر‬ ‫رﻗﻢ‬
‫اﻟﻮﻓﺮة )ﺗﻮﻓﺮ اﻟﻤﻮاد ﻟﺪى اﻟﻤﻮرد(‬ ‫‪ 1‬‬
‫اﻟﺠﻮدة‬ ‫‪ 2‬‬
‫اﻷﺳﻌﺎر اﻟﺘﻨﺎﻓﺴﻴﺔ )اﻟﺘﻜﻠﻔﺔ(‬ ‫‪ 3‬‬
‫ﻣﺼﺪﻗﻴﻪ اﻟﻤﻮرد ﻓﻲ ﺗﻮرﻳﺪ اﻟﻤﻮاد ﻓﻲ اﻟﻤﻮاﻋﻴﺪ اﻟﻤﺤﺪدة‬ ‫‪ 4‬‬
‫اﻟﻤﺮوﻧﺔ ﻓﻲ اﻻﺳﺘﺠﺎﺑﺔ ﻟﻤﺘﻄﻠﺒﺎت اﻟﻤﻘﺎول ﺑﺎﻟﺘﻐﻴﻴﺮ‬ ‫‪ 5‬‬
‫اﻟﺪﺧﻮل ﺑﺸﺮاآﺔ ﻣﻊ اﻟﻤﻮرد ﻣﺒﻨﻴﺔ ﻋﻠﻰ أﺳﺎس اﻟﺼﺮاﺣﺔ وﺗﺒﺎدل اﻟﻤﻌﻠﻮﻣﺎت و ﻳﺘﻢ ﺑﻤﻮﺟﺒﻬﺎ ﻣﻨﺢ‬
‫‪ 6‬‬
‫اﻟﻤﻮرد ﺟﻤﻴﻊ اﻟﻤﻨﺎﻗﺼﺎت اﻟﺘﻲ ﻳﻔﻮز ﺑﻬﺎ اﻟﻤﻘﺎول ﻣﻘﺎﺑﻞ اﻟﺤﺼﻮل ﻋﻠﻰ أﺳﻌﺎر أﻓﻀﻞ‬
‫اﻟﻌﻼﻗﺎت اﻟﺸﺨﺼﻴﺔ‬ ‫‪ 7‬‬
‫اﻟﻤﺼﺎﻟﺢ اﻟﻤﺘﺒﺎدﻟﺔ‬ ‫‪ 8‬‬
‫اﻟﺘﺴﻬﻴﻼت اﻟﻤﺎﻟﻴﺔ‬ ‫‪ 9‬‬
‫‪ 3.2‬ﻣﻦ ﻓﻀﻠﻚ رﺗﺐ اﻹﺟﺮاء اﻟﺬي ﺗﺘﺨﺬﻩ ﻓﻲ ﺣﺎل ﻗﻴﺎم اﻟﻤﻮرد ﺑﺈرﺳﺎل اﻟﻤﻮاد ﻣﺘﺄﺧﺮًا ﻋﻦ ﻣﺎ هﻮ ﻣﺤﺪد أو ﻣﺨﺎﻟﻔﺔ‬
‫ﻟﻠﻤﻮاﺻﻔﺎت اﻟﻤﻄﻠﻮﺑﺔ‬
‫اﻟﺘﺮﺗﻴﺐ‬ ‫اﻹﺟﺮاء اﻟﺬي ﻳﺘﻢ اﺗﺨﺎذﻩ‬ ‫رﻗﻢ‬
‫اﻟﺘﻌﻠﻢ ﻣﻦ اﻟﺪرس و أﺧﺬ اﻹﺟﺮاءات و اﻻﺣﺘﻴﺎﻃﺎت اﻟﻼزﻣﺔ ﻓﻲ اﻟﻤﺮات اﻟﺘﺎﻟﻴﺔ‬ ‫‪ 1‬‬
‫إرﺳﺎل رﺳﺎﻟﺔ ﺷﻜﻮى إﻟﻰ اﻟﻤﻮرد ﻳﻤﻜﻦ اﺳﺘﻌﻤﺎﻟﻬﺎ ﻟﺘﺤﺴﻴﻦ وﺿﻊ اﻟﻤﻘﺎول ﻓﻲ ﺣﺎل ﻧﺸﻮء أي‬
‫‪ 2‬‬
‫ﺧﻼف ﻳﺘﻄﻠﺐ ﺗﺴﻮﻳﺔ‬
‫ﺗﻮﺑﻴﺦ اﻟﻤﻮرد ﺑﺸﺪة ﺛﻢ ﺗﺮك اﻟﻤﺸﻜﻠﺔ ﺣﺘﻰ ﺗﻬﺪأ‬ ‫‪ 3‬‬
‫ﻣﻨﺎﻗﺸﺔ اﻟﻤﺸﻜﻠﺔ ﺑﻌﻘﻼﻧﻴﺔ ﻣﻊ اﻟﻤﻮرد ﻣﺒﺎﺷﺮة ﻟﺘﺠﻨﺐ ﻧﺸﻮء ﻋﻼﻗﺎت ﺳﻴﺌﺔ‬ ‫‪ 4‬‬
‫ﻓﺮض ﻏﺮاﻣﺎت ﻋﻠﻰ اﻟﻤﻮرد‬ ‫‪ 5‬‬
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‫اﻟﺠﺰء اﻟﺮاﺑﻊ – أﺛﺮ اﻹﻏﻼﻗﺎت واﻟﺴﻴﺎﺳﺎت اﻹﺳﺮاﺋﻴﻠﻴﺔ ﻋﻠﻰ ﻋﻤﻠﻴﺔ إدارة اﻟﻤﻮاد‬
‫‪ 4.1‬اﻵﺗﻲ هﻮ أﺛﺮ اﻹﻏﻼﻗﺎت واﻟﺴﻴﺎﺳﺎت اﻹﺳﺮاﺋﻴﻠﻴﺔ ﻋﻠﻰ ﻋﻤﻠﻴﺔ إدارة اﻟﻤﻮاد‪ ،‬ﻣﻦ ﻓﻀﻠﻚ ﺣﺪد درﺟﺔ ﺗﺄﺛﻴﺮ ﻟﻜﻞ ﺑﻨﺪ‬
‫ﺑﻮاﺳﻄﺔ اﺧﺘﻴﺎر اﻟﻌﻤﻮد اﻟﻤﻨﺎﺳﺐ‬
‫ﺗﺄﺛﻴﺮ ﻋﺎﻟﻲ ﺟﺪًا‬

‫ﺗﺄﺛﻴﺮ ﻗﻠﻴﻞ ﺟﺪًا‬
‫ﺗﺄﺛﻴﺮ ﻣﺘﻮﺳﻂ‬
‫ﺗﺄﺛﻴﺮ ﻋﺎﻟﻲ‬
‫ﺗﺄﺛﻴﺮ ﻗﻠﻴﻞ‬
‫رﻗﻢ‬
‫ﺗﺄﺛﻴﺮ اﻟﺴﻴﺎﺳﺎت واﻹﻏﻼﻗﺎت اﻹﺳﺮاﺋﻴﻠﻴﺔ ﻋﻠﻰ ﻋﻤﻠﻴﺔ إدارة ﺳﻠﺴﺔ ﺗﻮرﻳﺪ اﻟﻤﻮاد‬
‫زﻳﺎدة أﺳﻌﺎر اﻟﻤﻮاد‬ ‫‪1‬‬

‫ﻋﺪم ﺗﻮﻓﺮ اﻟﻤﻮاد اﻷﺳﺎﺳﻴﺔ ﻓﻲ اﻷﺳﻮاق‬ ‫‪2‬‬
‫ﺗﺄﺧﺮ إرﺳﺎل اﻟﻤﻮاد إﻟﻰ ﻣﻮﻗﻊ اﻟﻌﻤﻞ‬ ‫‪3‬‬
‫اﻟﺘﺄﺧﺮ ﻓﻲ ﺗﻨﻔﻴﺬ اﻟﻤﺸﺮوع‬ ‫‪4‬‬
‫زﻳﺎدة ﺗﻜﻠﻔﺔ اﻟﻤﺸﺮوع اﻹﺟﻤﺎﻟﻴﺔ‬ ‫‪5‬‬
‫‪ 4.2‬ﻣﻦ ﻓﻀﻠﻚ ﺣﺪد آﻤﻴﺔ اﻟﺘﺸﻮﻳﻦ اﻷﻣﺜﻞ ) ‪ (Buffer Stocks‬ﻟﻠﻤﻮاد اﻟﻤﺘﻮﻓﺮة ﻣﺤﻠﻴًﺎ واﻟﻤﻮاد اﻟﺘﻲ ﻳﺘﻢ اﺳﺘﻴﺮادهﺎ ﻣﻦ‬
‫اﻟﺨﺎرج اﻟﺘﻲ ﻳﻤﻜﻦ أن ﺗﺨﻔﻒ ﻣﻦ ﻣﺨﺎﻃﺮ ﻋﺪم إرﺳﺎل اﻟﻤﻮرد ﻟﻠﻤﻮاد اﻟﻤﻄﻠﻮﺑﺔ ﻓﻲ اﻟﻮﻗﺖ اﻟﻤﺤﺪد ﻓﻲ اﻟﻈﺮوف اﻟﻄﺒﻴﻌﻴﺔ‬
‫و ﻓﻲ ﻇﻞ اﻟﻈﺮوف اﻟﻐﻴﺮ ﻃﺒﻴﻌﻴﺔ )ﻣﺜﻞ اﻟﺴﻴﺎﺳﺎت اﻹﺳﺮاﺋﻴﻠﻴﺔ ﺿﺪ ﻗﻄﺎع ﻏﺰة (‬
‫اﻟﻤﻮاد اﻟﻤﺮاد اﺳﺘﻴﺮادهﺎ ﻣﻦ اﻟﺨﺎرج‬ ‫اﻟﻤﻮاد اﻟﻤﺘﻮﻓﺮة ﻓﻲ اﻷﺳﻮاق اﻟﻤﺤﻠﻴﺔ‬ ‫رﻗﻢ‬
‫آﻤﻴﺔ اﻟﻤﻮاد اﻟﻤﺸﻮﻧﺔ اﻟﻤﺜﻠﻰ ﻟﺘﺨﻔﻴﻒ‬ ‫اﻟﺒﻨﺪ‬
‫ﻓﻲ اﻟﻈﺮوف اﻟﻐﻴﺮ‬ ‫ﻓﻲ اﻟﻈﺮوف‬ ‫ﻓﻲ اﻟﻈﺮوف اﻟﻐﻴﺮ‬ ‫ﻓﻲ اﻟﻈﺮوف‬ ‫ﻣﺨﺎﻃﺮ ﻋﺪم اﻟﺘﻮرﻳﺪ ﻓﻲ اﻟﻮﻗﺖ‬
‫ﻣﺴﺘﻘﺮة‬ ‫اﻟﻄﺒﻴﻌﻴﺔ‬ ‫ﻣﺴﺘﻘﺮة‬ ‫اﻟﻄﺒﻴﻌﻴﺔ‬ ‫اﻟﻤﺤﺪد‬
‫آﺎﻓﻴﺔ ﻟﺘﺸﻐﻴﻞ اﻟﻌﻤﻞ ﻟﻤﺪة ‪ 2 – 1‬ﻳﻮم‬ ‫‪1‬‬

‫آﺎﻓﻴﺔ ﻟﺘﺸﻐﻴﻞ اﻟﻌﻤﻞ ﻟﻤﺪة ‪ 5 – 3‬ﻳﻮم‬ ‫‪2‬‬
‫آﺎﻓﻴﺔ ﻟﺘﺸﻐﻴﻞ اﻟﻌﻤﻞ ﻟﻤﺪة أﺳﺒﻮع‬ ‫‪3‬‬
‫آﺎﻓﻴﺔ ﻟﺘﺸﻐﻴﻞ اﻟﻌﻤﻞ ﻟﻤﺪة أﺳﺒﻮﻋﻴﻦ‬ ‫‪4‬‬
‫آﺎﻓﻴﺔ ﻟﺘﺸﻐﻴﻞ اﻟﻌﻤﻞ ﻟﻤﺪة ﺷﻬﺮ‬ ‫‪5‬‬
‫آﺎﻓﻴﺔ ﻟﺘﺸﻐﻴﻞ اﻟﻌﻤﻞ ﻟﻜﻞ اﻟﻤﺸﺮوع‬ ‫‪6‬‬
‫اﻗﺘﺮاﺣﺎت أﺧﺮى‬ ‫‪7‬‬
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‫‪ 4.3‬ﻣﻦ ﻓﻀﻠﻚ ﺣﺪد اﻟﻮﻗﺖ اﻷﻣﺜﻞ ﻟﻠﻤﻮرد )‪ (Buffer Time‬اﻟﺬي ﺗﻜﻮن ﻓﻴﻪ اﻟﻤﻮاد ﻣﺘﻮﻓﺮة ﻓﻲ اﻟﻤﻮﻗﻊ ﻟﻠﻤﻮاد اﻟﻤﺘﻮﻓﺮة‬
‫ﻣﺤﻠﻴًﺎ واﻟﻤﻮاد اﻟﺘﻲ ﻳﺘﻢ اﺳﺘﻴﺮادهﺎ ﻣﻦ اﻟﺨﺎرج اﻟﺘﻲ ﺑﻤﻜﻦ أن ﺗﺨﻔﻒ ﻣﻦ ﻣﺨﺎﻃﺮ ﻋﺪم إرﺳﺎل اﻟﻤﻮرد اﻟﻤﻮاد اﻟﻤﻄﻠﻮﺑﺔ ﻓﻲ‬
‫اﻟﻮﻗﺖ اﻟﻤﺤﺪد ﻓﻲ اﻟﻈﺮوف اﻟﻄﺒﻴﻌﻴﺔ و ﻓﻲ ﻇﻞ اﻟﻈﺮوف اﻟﻐﻴﺮ ﻃﺒﻴﻌﻴﺔ )ﻣﺜﻞ اﻟﺴﻴﺎﺳﺎت اﻹﺳﺮاﺋﻴﻠﻴﺔ ﺿﺪ ﻗﻄﺎع ﻏﺰة(‬
‫اﻟﻤﻮاد اﻟﻤﺮاد اﺳﺘﻴﺮادهﺎ ﻣﻦ اﻟﺨﺎرج‬ ‫اﻟﻤﻮاد اﻟﻤﺘﻮﻓﺮة ﻓﻲ اﻷﺳﻮاق اﻟﻤﺤﻠﻴﺔ‬ ‫رﻗﻢ‬
‫آﻤﻴﺔ اﻟﻤﻮاد اﻟﻤﺸﻮﻧﺔ اﻟﻤﺜﻠﻰ ﻟﺘﺨﻔﻴﻒ‬ ‫اﻟﺒﻨﺪ‬
‫ﻓﻲ اﻟﻈﺮوف اﻟﻐﻴﺮ‬ ‫ﻓﻲ اﻟﻈﺮوف‬ ‫ﻓﻲ اﻟﻈﺮوف اﻟﻐﻴﺮ‬ ‫ﻓﻲ اﻟﻈﺮوف‬ ‫ﻣﺨﺎﻃﺮ ﻋﺪم اﻟﺘﻮرﻳﺪ ﻓﻲ اﻟﻮﻗﺖ‬
‫ﻣﺴﺘﻘﺮة‬ ‫اﻟﻄﺒﻴﻌﻴﺔ‬ ‫ﻣﺴﺘﻘﺮة‬ ‫اﻟﻄﺒﻴﻌﻴﺔ‬ ‫اﻟﻤﺤﺪد‬
‫ﻓﻲ ﻧﻔﺲ اﻟﻴﻮم اﻟﻤﺨﻄﻂ ﻟﺒﺪء اﻟﻨﺸﺎط‬ ‫‪1‬‬

‫ﻗﺒﻞ ‪ 2-1‬ﻳﻮم ﻣﻦ اﻟﺘﺎرﻳﺦ اﻟﻤﺨﻄﻂ‬
‫‪2‬‬
‫ﻟﺒﺪء اﻟﻨﺸﺎط‬
‫ﻗﺒﻞ ‪ 5-3‬ﻳﻮم ﻣﻦ اﻟﺘﺎرﻳﺦ اﻟﻤﺨﻄﻂ‬
‫‪3‬‬
‫ﻗﺒﻞ أﺳﺒﻮع ﻣﻦ اﻟﺘﺎرﻳﺦ اﻟﻤﺨﻄﻂ ﻟﺒﺪء‬
‫‪4‬‬
‫اﻟﻨﺸﺎط‬
‫ﻗﺒﻞ ‪ 2‬أﺳﺒﻮع ﻣﻦ اﻟﺘﺎرﻳﺦ اﻟﻤﺨﻄﻂ‬
‫‪5‬‬
‫ﻗﺒﻞ ‪ 3‬أﺳﺒﻮع ﻣﻦ اﻟﺘﺎرﻳﺦ اﻟﻤﺨﻄﻂ‬
‫‪6‬‬
‫ﻗﺒﻞ ﺷﻬﺮ ﻣﻦ اﻟﺘﺎرﻳﺦ اﻟﻤﺨﻄﻂ ﻟﺒﺪء‬
‫‪7‬‬
‫ﻗﺒﻞ ‪ 2‬ﺷﻬﺮ ﻣﻦ اﻟﺘﺎرﻳﺦ اﻟﻤﺨﻄﻂ ﻟﺒﺪء‬
‫‪8‬‬
‫ﻗﺒﻞ ‪ 3‬ﺷﻬﺮ ﻣﻦ اﻟﺘﺎرﻳﺦ اﻟﻤﺨﻄﻂ ﻟﺒﺪء‬
‫‪9‬‬
‫اﻗﺘﺮاﺣﺎت أﺧﺮى‬ ‫‪10‬‬
‫‪130‬‬
‫اﻟﺠﺰء اﻟﺨﺎﻣﺲ – ﺗﺤﺪﻳﺪ درﺟﺔ ﺣﺪوث اﻟﻤﺸﺎآﻞ اﻟﺘﻲ ﺗﻮاﺟﻪ اﻟﻤﻘﺎوﻟﻴﻦ ﺧﻼل ﻣﺮاﺣﻞ اﻟﻤﺸﺮوع‬
‫‪ 5.1‬اﺳﺘﺨﺪم ﺧﺒﺮﺗﻚ ﻓﻲ ﺗﺤﺪﻳﺪ درﺟﺔ ﺣﺪوث اﻟﻤﺸﺎآﻞ اﻟﺘﺎﻟﻴﺔ ﺑﻮاﺳﻄﺔ اﺧﺘﻴﺎر اﻟﻌﻤﻮد اﻟﻤﻨﺎﺳﺐ‬
‫درﺟﺔ اﻟﺤﺪوث‬
‫رﻗﻢ‬
‫اﻟﻤﺸﺎآﻞ‬
‫اﻟﺒﻨﺪ ‪ ‬‬
‫اﻟﻤﺮﺣﻠﺔ اﻷوﻟﻰ‪ :‬اﻟﺘﺴﻌﻴﺮ‪ ،‬إﻋﺪاد اﻟﻤﻨﺎﻗﺼﺔ واﻟﺘﺴﻠﻴﻢ‬ ‫‪ ‬‬
‫ﻋﺪم وﺟﻮد ﺗﻮﺻﻴﻒ ﺟﻴﺪ ﻟﻠﻤﻮاد اﻟﻤﺮاد اﺳﺘﺨﺪاﻣﻬﺎ ﻣﻦ ﻗﺒﻞ اﻟﻤﺎﻟﻚ و اﻟﻤﺼﻤﻤﻴﻦ‬ ‫‪1.1‬‬
‫ﺿﻌﻒ اﻻﺗﺼﺎل ﺑﻴﻦ اﻷﻃﺮاف اﻟﻤﺸﺎرآﺔ‪ :‬اﻟﻤﺎﻟﻚ‪ ،‬اﻟﻤﺼﻤﻤﻴﻦ واﻟﻤﻘﺎول‬ ‫‪1.2‬‬
‫اﻟﻤﺨﻄﻄﺎت واﻟﺘﻔﺎﺻﻴﻞ اﻟﻤﻄﻠﻮﺑﺔ ﻏﻴﺮ ﻣﻜﺘﻤﻠﺔ‬ ‫‪1.3‬‬

‫اﺳﺘﺨﺪام ﻣﻮاﺻﻔﺎت ﻟﻠﻤﻮاد ﻣﺨﺘﻠﻔﺔ ﻋﻤﺎ هﻮ ﻣﺴﺘﺨﺪم و ﻣﺘﻌﺎرف ﻋﻠﺒﻪ ﻣﻦ ﻗﺒﻞ‬
‫‪1.4‬‬
‫اﻟﻤﺼﻤﻤﻴﻦ‬
‫اﻟﻐﻤﻮض و ﻋﺪم اﻟﺘﻄﺎﺑﻖ ﺑﻴﻦ اﻟﻤﺨﻄﻄﺎت و اﻟﻤﻮاﺻﻔﺎت‬ ‫‪1.5‬‬
‫اﻟﻤﺮﺣﻠﺔ اﻟﺜﺎﻧﻴﺔ‪ :‬اﺧﺘﻴﺎر اﻟﻤﻮردﻳﻦ‬ ‫‪ ‬‬

‫وﺟﻮد اﻟﻌﺪﻳﺪ ﻣﻦ اﻟﻤﻮردﻳﻦ وﻟﻜﻦ ﻻ ﻳﻮﺟﺪ ﻣﻌﻠﻮﻣﺎت آﺎﻓﻴﺔ ﻋﻨﻬﻢ‬ ‫‪2.1‬‬
‫ﻋﺪم ﺗﻘﺪﻳﻢ ﻣﻌﻠﻮﻣﺎت آﺎﻣﻠﺔ وآﺎﻓﻴﺔ ﻋﻦ اﻟﻤﻮاد ﻣﻊ ﻋﺮض اﻟﺴﻌﺮ ﻣﻦ ﻗﺒﻞ اﻟﻤﻮردﻳﻦ‬ ‫‪2.2‬‬
‫اﻟﻮﻗﺖ اﻟﻀﺎﺋﻊ ﻣﻦ اﻟﻤﻘﺎول ﻓﻲ دراﺳﺔ ﻋﺮوض اﻟﻤﻮردﻳﻦ اﻟﻐﻴﺮ ﻣﺆهﻠﻴﻦ‬ ‫‪2.3‬‬
‫اﻟﻤﺮﺣﻠﺔ اﻟﺜﺎﻟﺜﺔ‪ :‬ﺷﺮاء اﻟﻤﻮاد‬

‫ﻋﺪم ﺗﻮﻓﺮ اﻟﻤﻮاد‬ ‫‪3.1‬‬
‫ﺗﺄﺧﺮ اﻟﻤﻘﺎول ﺑﺘﺴﻠﻴﻢ ﻋﻴﻨﺔ ﻣﻦ اﻟﻤﻮاد اﻟﻤﺮاد اﺳﺘﺨﺪاﻣﻬﺎ ﻓﻲ اﻟﻤﺸﺮوع ﻻﻋﺘﻤﺎدهﺎ ﻣﻦ‬
‫‪3.2‬‬
‫اﻟﻤﻬﻨﺪس اﻟﻤﺸﺮف‬
‫ﺗﻘﺪﻳﻢ ﻋﻴﻨﺔ ﻏﻴﺮ ﻣﻄﺎﺑﻘﺔ ﻟﻠﻤﻮاﺻﻔﺎت ﻣﻦ ﻗﺒﻞ اﻟﻤﻮرد‬ ‫‪3.3‬‬
‫اﻟﺘﺄﺧﺮ ﻓﻲ اﻋﺘﻤﺎد ﻋﻴﻨﺎت اﻟﻤﻮاد ﻣﻦ ﻗﺒﻞ اﻟﻤﻬﻨﺪس اﻟﻤﺸﺮف‬ ‫‪3.4‬‬

‫ﺿﻌﻒ اﻻﺗﺼﺎل ﺑﻴﻦ اﻷﻃﺮاف اﻟﻤﺸﺎرآﺔ ) اﻟﻤﻘﺎول‪ ،‬ﻣﻘﺎوﻟﻲ اﻟﺒﺎﻃﻦ‪ ،‬اﻟﻤﻮردﻳﻦ‬
‫‪3.5‬‬
‫واﻟﻤﻬﻨﺪس اﻟﻤﺸﺮف(‬
‫ﺗﺤﺪﻳﺪ ﺗﻮارﻳﺦ ﻣﻦ ﻗﺒﻞ اﻟﻤﻘﺎول ﻟﺘﻮرﻳﺪ اﻟﻤﻮاد اﻟﻤﻄﻠﻮﺑﺔ ﻣﻦ اﻟﺼﻌﺐ ﺟﺪًا ﻋﻠﻰ‬
‫‪3.6‬‬
‫اﻟﻤﻮردﻳﻦ ﺗﺤﻘﻴﻘﻬﺎ‬
‫ﻋﺪم ﻗﻴﺎم اﻟﻤﻘﺎول ﺑﺘﺤﺪﻳﺪ ﻣﻮاﺻﻔﺎت اﻟﻤﻮاد اﻟﻤﻄﻠﻮﺑﺔ ﻣﻦ اﻟﻤﻮردﻳﻦ ﺑﺸﻜﻞ ﺟﻴﺪ‬ ‫‪3.7‬‬
‫‪131‬‬
‫درﺟﺔ اﻟﺤﺪوث‬
‫رﻗﻢ‬
‫اﻟﻤﺸﺎآﻞ‬
‫اﻟﺒﻨﺪ ‪ ‬‬
‫اﻟﻤﺮﺣﻠﺔ اﻟﺮاﺑﻌﺔ‪ :‬اﻹﻧﺸﺎء‬
‫‪4.1‬‬
‫ﺗﺄﺧﻴﺮ اﻟﻤﻮردﻳﻦ ﻓﻲ إرﺳﺎل اﻟﻤﻮاد إﻟﻰ ﻣﻮﻗﻊ اﻟﻌﻤﻞ‬
‫‪4.2‬‬
‫إرﺳﺎل ﻣﻮاد ﺑﻮاﺳﻄﺔ اﻟﻤﻮردﻳﻦ ﻏﻴﺮ ﻣﻄﺎﺑﻘﺔ ﻟﻠﻤﻮاﺻﻔﺎت اﻟﻤﻄﻠﻮﺑﺔ‬
‫إﻋﺎدة ﻧﻘﻞ اﻟﻤﻮاد داﺧﻞ اﻟﻤﻮﻗﻊ أآﺜﺮ ﻣﻦ ﻣﺮة ﻗﺒﻞ اﻻﺳﺘﺨﺪام‬ ‫‪4.3‬‬
‫اﻟﻤﺴﺎﺣﺔ اﻟﻤﺨﺼﺼﺔ ﻟﺘﺨﺰﻳﻦ اﻟﻤﻮاد ﻣﺤﺪودة أو ﺑﻌﻴﺪة ﺟﺪًا ﻋﻦ ﻣﻮﻗﻊ اﻟﻌﻤﻞ‬ ‫‪4.4‬‬
‫ﻓﻘﺪان اﻟﻤﻮاد‬ ‫‪4.5‬‬
‫ﺳﺮﻗﺔ اﻟﻤﻮاد‬ ‫‪4.6‬‬
‫ﺗﻠﻒ اﻟﻤﻮاد أﺛﻨﺎء اﻟﻨﻘﻞ أو ﺑﻮاﺳﻄﺔ أي ﻋﻮاﻣﻞ أﺧﺮى‬ ‫‪4.7‬‬
‫ﺿﻌﻒ اﻻﺗﺼﺎل و اﻟﺘﻨﺴﻴﻖ ﺑﻴﻦ اﻷﻃﺮاف اﻟﻤﺸﺎرآﺔ‬ ‫‪4.8‬‬
‫ﻧﻘﻞ و ﺗﺨﺰﻳﻦ اﻟﻤﻮاد اﻟﻐﻴﺮ ﻣﺴﺘﺨﺪﻣﺔ‬ ‫‪4.9‬‬

‫اﻟﻤﺮﺣﻠﺔ اﻟﺨﺎﻣﺴﺔ‪ :‬ﻣﺎ ﺑﻌﺪ اﻹﻧﺸﺎء‬
‫ﻋﺪم ﺗﻮﻓﺮ ﻣﻜﺎن ﻟﺘﺨﺰﻳﻦ اﻟﻤﻮاد اﻟﻔﺎﺋﻀﺔ‬ ‫‪5.1‬‬
‫ﻋﺪم إﻣﻜﺎﻧﻴﺔ إرﺟﺎع اﻟﻤﻮاد اﻟﻔﺎﺋﻀﺔ إﻟﻰ اﻟﻤﻮردﻳﻦ‬ ‫‪5.2‬‬
‫إرﺟﺎع اﻟﻤﻮاد اﻟﻔﺎﺋﻀﺔ إﻟﻰ اﻟﻤﻮردﻳﻦ ﺑﺨﺴﺎرة‬ ‫‪5.3‬‬
‫ﻓﻘﺪان ﻗﻴﻤﺔ اﻟﻤﻮاد اﻟﻔﺎﺋﻀﺔ )ﺗﻨﺎﻗﺺ ﺳﻌﺮهﺎ ﻣﻊ ﻣﺮور اﻟﻮﻗﺖ(‬ ‫‪5.4‬‬
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‫اﻟﺠﺰء اﻟﺴﺎدس – اﻟﻌﻮاﻣﻞ اﻷﺳﺎﺳﻴﺔ اﻟﺘﻲ ﺗﺴﺎهﻢ ﻓﻲ دﻣﺞ ﻣﺮاﺣﻞ اﻟﻤﺸﺮوع و اﻟﻤﺸﺎرآﻴﻦ‬
‫ﺗﺘﺼ ﻒ ﺻ ﻨﺎﻋﺔ اﻹﻧﺸ ﺎءات ﺑﺄﻧﻬ ﺎ ﻣﺒﻨﻴ ﺔ ﻋﻠ ﻰ ﻋﻼﻗ ﺎت ﻏﻴ ﺮ ودﻳ ﺔ وﻏﻴ ﺮ ﻣﺘﺮاﺑﻄ ﺔ ﺑ ﻴﻦ اﻷﻃ ﺮاف اﻟﻤﺸ ﺎرآﺔ‪ ،‬ﺣﻴ ﺚ أن‬
‫اﻟﻤﺎﻟﻚ ﻻ ﻳﺜﻖ ﺑﺎﻟﻤﻘﺎول‪ ،‬و اﻟﻌﻼﻗﺔ ﺑﻴﻦ اﻟﻤﻘﺎول و اﻟﻤﻮردﻳﻦ وﻣﻘﺎوﻟﻲ اﻟﺒﺎﻃﻦ ﻟﻴﺴﺖ ﻗﺎﺋﻤ ﺔ ﻋﻠ ﻰ اﻟﻤﺼ ﺎﻟﺢ اﻟﻤﺘﺒﺎدﻟ ﺔ ﺣﻴ ﺚ‬
‫أن اﻟﻤﻘ ﺎول ﻳﺴ ﻌﻰ إﻟ ﻰ اﻟﺤﺼ ﻮل ﻋﻠ ﻰ أﻗ ﻞ اﻷﺳ ﻌﺎر ﻋ ﻦ ﻃﺮﻳ ﻖ اﻟﻤﻨﺎﻗﺼ ﺎت اﻟﺘﻨﺎﻓﺴ ﻴﺔ‪ .‬ﺑﺎﻹﺿ ﺎﻓﺔ إﻟ ﻰ ذﻟ ﻚ ‪ ،‬ﻋﻤﻠﻴ ﺔ‬
‫اﻹﻧﺸ ﺎء ه ﻲ ﻋﺒ ﺎرة ﻋ ﻦ ﺳﻠﺴ ﻠﺔ ﻣ ﻦ اﻟﻤﺮاﺣ ﻞ واﻟﻨﺸ ﺎﻃﺎت اﻟﻐﻴ ﺮ ﻣﺘﺮاﺑﻄ ﺔ اﻟﺘ ﻲ ﺗﻔﺘﻘ ﺮ إﻟ ﻰ اﻟﺘﻨﺴ ﻴﻖ اﻟﺠﻴ ﺪ و اﻷﻃ ﺮاف‬
‫اﻟﻤﺸﺎرآﺔ ﻟﻴﺲ ﻟﺪﻳﻬﻢ اﻟﻮﻻء واﻻﻟﺘﺰام اﻟﻜﺎﻣﻞ ﺑﺄهﺪاف اﻟﻤﺸﺮوع‪ .‬آﻞ هﺬا أدى إﻟﻰ ﻧﺘﺎﺋﺞ ﺳﻠﺒﻴﺔ ﻋﻠ ﻰ اﻟﻤﺸ ﺮوع ﻣ ﻦ ﺣﻴ ﺚ‬
‫اﻟﺘﻜﻠﻔﺔ‪ ،‬اﻟﺠﻮدة واﻟﺘﺄﺧﻴﺮ ﻓﻲ إﻧﺠﺎز اﻟﻤﺸﺎرﻳﻊ‪.‬‬
‫ﻟﺤ ﻞ ه ﺬﻩ اﻟﻤﺸ ﺎآﻞ ﻓ ﺈن ﺻ ﻨﺎﻋﺔ اﻹﻧﺸ ﺎءات ﺑﺤﺎﺟ ﺔ إﻟ ﻰ دﻣ ﺞ ﺟﻤﻴ ﻊ ﻣﺮاﺣ ﻞ اﻟﻤﺸ ﺮوع ﺑﻌﻤﻠﻴ ﺔ ﻣﺘﻜﺎﻣﻠ ﺔ ‪Process‬‬
‫‪ Integration‬و ﺗﺸ ﺠﻴﻊ اﻷﻃ ﺮاف اﻟﻤﺸ ﺎرآﺔ ﻣ ﻦ ﻣ ﺎﻟﻜﻴﻦ‪ ،‬ﻣﻘ ﺎوﻟﻴﻦ‪ ،‬ﻣﻘ ﺎوﻟﻲ اﻟﺒ ﺎﻃﻦ وﻣ ﻮردﻳﻦ ﻳﻌﻤﻠ ﻮن آﻔﺮﻳ ﻖ واﺣ ﺪ‬
‫ﻟﺘﺤﻘﻴﻖ أهﺪاف اﻟﻤﺸﺮوع‪.‬‬
‫‪ 6.1‬اﻵﺗﻲ هﻲ ﻋﻮاﻣﻞ ﻣﻤﻜﻦ أن ﺗﺴﺎﻋﺪ ﻋﻠﻰ دﻣﺞ ﻣﺮاﺣﻞ اﻟﻤﺸﺮوع وآﺬﻟﻚ اﻟﻤﺸﺎرآﻴﻦ‪ ،‬ﻣﻦ ﻓﻀﻠﻚ ﺣﺪد درﺟﺔ أهﻤﻴﺔ‬
‫آﻞ ﻋﺎﻣﻞ‬

‫رﻗﻢ‬
‫اﻟﻌﻮاﻣﻞ‬
‫ﺗﻮﺳﻴﻊ ﻃﺎﻗﻢ اﻟﺘﺼﻤﻴﻢ ﺑﺤﻴﺚ ﻳﺸﻤﻞ اﻟﻤﻘﺎول‪ ،‬ﻣﻘﺎوﻟﻲ اﻟﺒﺎﻃﻦ واﻟﻤﻮردﻳﻦ‬ ‫‪1‬‬
‫اﺳ ﺘﺨﺪام ﻋﻘ ﺪ اﻟﺘﺼ ﻤﻴﻢ واﻹﻧﺸ ﺎء ‪ Design-Construct‬ﺑ ﻴﻦ اﻟﻤﺎﻟ ﻚ‬
‫‪2‬‬
‫واﻟﻤﻘﺎول )أي أن ﻳﻘﻮم اﻟﻤﻘﺎول ﺑﺎﻟﺘﺼﻤﻴﻢ واﻟﺘﻨﻔﻴﺬ(‬
‫دﺧ ﻮل اﻟﻤﻘ ﺎول ﺑﻌﻼﻗ ﺔ ﺷ ﺮاآﺔ )‪ (Partnership‬ﻣ ﻊ ﻣﻘ ﺎوﻟﻲ اﻟﺒ ﺎﻃﻦ و‬
‫اﻟﻤ ﻮردﻳﻦ ﻣﺒﻨﻴ ﺔ ﻋﻠ ﻰ أﺳ ﺎس أن ﻳﻤ ﻨﺢ اﻟﻤﻘ ﺎول اﻟﻌﻄ ﺎءات اﻟﺘ ﻲ ﻳﻔ ﻮز ﺑﻬ ﺎ‬
‫ﻟﻸﻃﺮاف اﻟﻤﺸﺎرآﺔ ﻣﻘﺎﺑﻞ اﻟﺤﺼﻮل ﻋﻠﻰ أﺳﻌﺎر أﻓﻀﻞ وﺗﻜﻮن أﻳﻀ ﺎ" ﻣﺒﻨﻴ ﺔ‬ ‫‪3‬‬
‫ﻋﻠ ﻰ اﻟﺼ ﺮاﺣﺔ وﺗﺒ ﺎدل اﻟﻤﻌﻠﻮﻣ ﺎت و اﻟﻤﺼ ﺎﻟﺢ اﻟﻤﺸ ﺘﺮآﺔ و اﻟﻤﺸ ﺎرآﺔ ﻓ ﻲ‬
‫ﻣﺨﺎﻃﺮ اﻟﻤﺸﺮوع )‪(Risk Sharing‬‬
‫ﻓﻬ ﻢ اﻟﻤﻘ ﺎول‪ ،‬ﻣﻘ ﺎوﻟﻲ اﻟﺒ ﺎﻃﻦ واﻟﻤ ﻮردﻳﻦ ﻻﺣﺘﻴﺎﺟ ﺎت وأه ﺪاف اﻟﻤﺎﻟ ﻚ ﻣ ﻦ‬
‫‪4‬‬
‫اﻟﻤﺸﺮوع وﻣﻦ ﺛﻢ اﻻﻟﺘﺰام واﻟﻌﻤﻞ ﻋﻠﻰ ﺗﺤﻘﻴﻖ هﺬﻩ اﻷهﺪاف‬
‫ﺗﻨﻔﻴ ﺬ اﻟﻤﺸ ﺮوع ﺑﻮاﺳ ﻄﺔ ﻣ ﻮارد اﻟﻤﻘ ﺎول اﻟﺬاﺗﻴ ﺔ )أي ﻋ ﺪم إﻋﻄ ﺎء أﻋﻤ ﺎل‬
‫‪5‬‬
‫اﻟﻤﺸﺮوع ﻟﻤﻘﺎوﻟﻲ اﻟﺒﺎﻃﻦ(‬
‫ﻻ ﻣﻦ‬ ‫ﻗﻴﺎم اﻟﻤﻘﺎول ﺑﺎﻟﺘﻔﺎوض ﻋﻠﻰ اﻟﻌﻘﻮد ﻣﻊ اﻟﻤ ﻮردﻳﻦ و ﻣﻘ ﺎوﻟﻲ اﻟﺒ ﺎﻃﻦ ﺑ ﺪ ً‬
‫‪6‬‬
‫اﺳﺘﺨﺪام ﻧﻈﻠﻢ اﻟﻤﻨﺎﻗﺼﺎت‬
‫ﻣﻬﺎم ﻣﺼﻤﻤﻲ اﻟﻤﺸﺮوع ﻳﺠﺐ أن ﻻ ﺗﻨﺘﻬﻲ ﻋﻨﺪ ﻣﺮﺣﻠﺔ اﻟﺘﺼﻤﻴﻢ و ﻟﻜﻦ ﻳﺠ ﺐ‬
‫‪7‬‬
‫أن ﺗﺴﺘﻤﺮ ﺧﻼل ﻣﺮﺣﻠﺔ اﻹﻧﺸﺎء‬
‫إﻧﺸﺎء ﻧﻈﺎم ﻟﻠﺘﻌﺎﻣﻞ ﺑﻔﺎﻋﻠﻴﺔ ﻣﻊ اﻟﻤﺸﺎآﻞ و اﻟﺨﻼﻓﺎت اﻟﺘﻲ ﻣﻤﻜﻦ أن ﺗﻨﺸ ﺄ ﺑ ﻴﻦ‬
‫‪8‬‬
‫اﻷﻃﺮاف اﻟﻤﺸﺎرآﺔ ﺧﻼل ﻣﺮﺣﻠﺔ ﺗﻨﻔﻴﺬ اﻟﻤﺸﺮوع‬
‫ﻗﻴ ﺎم اﻟﻤﻘ ﺎول ﺑﻌﻘ ﺪ ورﺷ ﺎت ﻋﻤ ﻞ ﻟﻠﻤ ﻮردﻳﻦ و ﻣﻘ ﺎوﻟﻲ اﻟﺒ ﺎﻃﻦ ﻟﻤﻨﺎﻗﺸ ﺔ‬
‫‪9‬‬
‫اﻟﻤﺸﺮوع ﻣﻦ ﺣﻴﺚ اﻟﺠﻮدة‪ ،‬اﻟﺘﻄﻮﻳﺮ‪ ،‬اﻟﺼﺤﺔ و اﻷﻣﺎن‬
‫ﺗﻮاﻓﻖ ﻟﻠﻨﻈﺎم واﻹﺟﺮاءات اﻟﻤﺘﺒﻌﺔ ﺑﺸﺮآﺔ اﻟﻤﻘ ﺎول ﻣ ﻊ اﻷﻧﻈﻤ ﺔ واﻹﺟ ﺮاءات‬
‫‪10‬‬
‫اﻟﻤﺘﺒﻌﺔ ﻟﻜﻞ ﻣﻦ اﻟﻤﺎﻟﻚ‪ ،‬اﻟﻤﻮردﻳﻦ وﻣﻘﺎوﻟﻲ اﻟﺒﺎﻃﻦ‬
‫إﻧﺸﺎء ﻧﻈﺎم ﻟﻼﺗﺼﺎل‪ ،‬و ﺗﺒﺎدل اﻟﻤﻌﻠﻮﻣﺎت اﻟﻤﺘﻌﻠﻘﺔ ﺑﺎﻟﻤﺸﺮوع ﺑﺸ ﻜﻞ ﻓﻌ ﺎل و‬
‫‪11‬‬
‫ﺻﺤﻴﺢ ﺑﻴﻦ ﺟﻤﻴﻊ اﻷﻃﺮاف اﻟﻤﺸﺎرآﺔ ﺑﺎﻟﻤﺸﺮوع‬
‫اﺳ ﺘﺨﺪام ﻧﻈ ﺎم اﻟﻮﻳ ﺐ )اﻹﻧﺘﺮﻧ ﺖ( ﻟﻮﺿ ﻊ ﺟﻤﻴ ﻊ اﻟﻤﻌﻠﻮﻣ ﺎت اﻟﺘ ﻲ ﺗﺘﻌﻠ ﻖ‬
‫ﺑﺎﻟﻤﺸ ﺮوع ﻋﻠﻴﻬ ﺎ ﻣﺜ ﻞ اﻟﺘﻘ ﺎرﻳﺮ اﻟﻴﻮﻣﻴ ﺔ‪ ،‬اﻟﻤﺮاﺳ ﻼت‪ ،‬اﻟﺠ ﺪاول اﻟﺰﻣﻨﻴ ﺔ‬
‫‪12‬‬
‫ﺑﺤﻴ ﺚ ﻳ ﺘﻤﻜﻦ ﺟﻤﻴ ﻊ أﻃ ﺮاف اﻟﻤﺸ ﺮوع ﺗﺒ ﺎدل اﻟﻤﻌﻠﻮﻣ ﺎت وآ ﺬﻟﻚ اﻟﻮﺻ ﻮل‬
‫إﻟﻴﻬﺎ ﺑﺴﻬﻮﻟﺔ‬
‫‪133‬‬
Appendix 2: The questionnaire (in English)
134
The Islamic University ‫اﻟﺠﺎﻣﻌﺔ اﻹﺳﻼﻣﻴﺔ – ﻋﺰة‬
Faculty of Engineering ‫آﻠﻴﺔ اﻟﻬﻨﺪﺳﺔ‬
Deanery of Graduate Studies ‫ﻋﻤﺎدة اﻟﺪراﺳﺎت اﻟﻌﻠﻴﺎ‬
Dear Contractors
Reference: Dissertation – MSc Construction Management
I am currently undertaking a Master of Science Degree in Construction Management at

the Islamic University in Gaza. In fulfillment of this dissertation I am required to research
a topic area and produce a dissertation. The topic I have chosen is Construction Supply
Chain in the Local Construction Industry- Construction Materials Process Framework.
Through this questionnaire, I am investigating the following:
1. The current practices of material supply chain process through the project phases in the
local construction industry
2. The contractors/supplier relationship
3. The impact of the Israeli closure on the construction materials supply chain.
4. The most serious problems encountered the contractors through the project phases in
order to find possible solution for them later on
5. The key factors that are considered necessary for successful integration of the
construction supply chain through the project phases as well as the project main players
The information provided will be used only for the above mentioned objectives, and will
be treated with strict confidence and individual firms will not be identified. The results
of the study will be provided to you for the benefit.
Researcher Supervisor
Alaa Shorafa Prof. Rifat Rustom
135
Construction Supply Chain in the Local Construction Industry-
Construction Materials Process Framework Questionnaire
Section One – Company Profile

Please respond to the following questions by either ticking the appropriate box or by
writing your answer in the space provided.
1.1 Company establishment year :
1.2 Company specialized sector
• Building sector □Main □Secondary □ Unspecialized

• Water and sewage sector □Main □Secondary □ Unspecialized
• Road sector □Main □Secondary □ Unspecialized
1.3 Company classification according to the contractor union for the following sectors
• Building sector □First class □Second class □Third class

• Water and sewage sector □First class □Second class □Third class
• Road sector □First class □Second class □Third class
1.4 Respondent position in the company
□Project manager □Site engineer □Other, please specify

1.5 Average number of employees within the last five years
1.6 Number of executed projects within the last five years
□10 and below □11 -20 □21-30 □31-40 □41-50 □More than 50
1.7 Total amount of executed projects within the last five years
□1.5 and less □1.6 -3 □3.1-4.5 □4.6-6 □6.1-7.5 □More than 7.

1.8 The person or section in charge of the material procurement is:
□Company Director □Project Manager □Site Engineer □Procurement Section

□Other, Please Specify
136
Section Two – Current Practices of Material Supply Chain Process
2.1 Below is material supply chain process through the various phases of project. Please
choose you practice to each statement and then express your opinion on how important
each one on the material supply chain process. Please tick the appropriate cell.
Little Importance
Quite Important
Some important
Very Important
Item
Some times
Important
Seldom
Always
Never
Often
No
Phase 1: Bidding Phase (Estimate, preparation &

Submission)
Identifying the needed materials for each item once you
1.1
receive the project's drawings and specifications
Estimating the quantity of the needed materials per each item
1.2
(quantity take off)
Defining any special requirements and/or special materials to
1.3
be used in the project
Classifying the materials that are off-the-shelf and the major
1.4
materials that need to be prefabricated
Identifying the local available materials or locally
1.5 manufactured materials and the materials that are needed to be
imported
Using software packages or computer applications such as
1.6
Microsoft Excel for preparing the estimate
Involving the project manager or construction team in the
1.7
estimation process in order to prepare a realistic estimate
Establishing prices database for the materials from the previous
1.8 implemented projects in order to be used for preparing the
estimate for the future projects
Depending on the prices of suppliers and manufacturers on
1.9
preparing the project estimate
Verifying the prices used in the estimate prior to submitting the
1.10
bid
Scheduling a meeting that includes the project manager and the
1.11 construction team to re-estimate the project quantities once you
win the bid
Generating a preliminary material requisition schedule,
specifying material types, quantity needed, dates, when the
1.12
material should be delivered and any additional information
137
Little Importance
Quite Important
Some important
Very Important
Item
Some times
Important
Seldom
Always
Never
Often
No
Phase 2: Sourcing (Vendor Selection)

Pre-qualify the suppliers and manufacturers and keeping a list
2.1
of reputable suppliers and manufacturers
Verifying that the supplier is capable of delivering the right
2.2 materials (type, quality and quantity) when needed (i.e. at
dates specified)
Purchasing the materials from suppliers that you worked with
2.3
on previous projects
Requesting quotations from different suppliers in order to get
2.4
reasonable good prices

2.5 Selecting the winner supplier based on lowest prices
Considering suppliers with higher prices but that will provide

2.6 better services or that have a record to supply the right
materials in the quantities needed at the times specified
2.7 Negotiating the prices directly with the suppliers
Phase 3: Material Procurement

Obtaining a copy the material requisition schedule, specifying
material types, quantity needed, dates, when the material
3.1
should be delivered that prepared by site personnel (such
schedule prepared by the site staff on the construction phase)
Verifying the availability of requested materials in your
3.2
stocks before requesting any materials from suppliers
Requesting a submittal (material sample) from the supplier or
3.3 manufacturer and approving it by the Engineer prior to
materials delivery
Issuing purchase order to the winner supplier (Setting an
3.4 agreement) in order to organize the relationship between the
contractor and the supplier
3.5 Requesting materials directly by the field personnel
3.6 Ordering 100% of the estimated items quantities at once

Ordering the estimated item quantities as per the work
3.7
progress on the site
Specifying to the suppliers the release dates at which the
3.8 material is needed supplier and the exact location of
materials delivery to avoid materials re-handling
138
Little Importance
Quite Important
Some important
Very Important
Some times
Important
Item
Seldom
Always
Never
Often
No
Following up the status of the ordered materials to make sure

3.9 that the delivered materials comply with the specifications, in
the quantities needed and within the timeframe specified
Phase 4: Construction
Determining the quantities of the needed materials per each
4.1
item
Determining dates in which the materials per each item are
4.2
needed to be available
4.3 Determine the exact materials delivery location per each item
Generating a material requisition form in which the material
4.4 description, quantities needed, dates when the materials are
needed and the delivery locations
4.5 Verifying the material received against the quantity ordered
Inspecting the delivered materials to make sure that it meets the
4.6
specifications
4.7 Recording any problems in the delivered materials
Keeping a track record of the supplied materials, remaining
4.8
balance and the installed materials
Phase 5: Construction Supply Chain Management
Assessment
Conducting comprehensive assessment for the material supply
5.1 chain process through the mentioned phases to avoid the
mistakes and develop this process in the future projects
139
2.2 Following are five scenarios for dealing with surplus materials. Please select the scenario/s
that you encountered during project implementation and then write the % of occurrence.
Ite Material Supply Chain Process Selected % of

m
Scenario/s Occurrence
No
Phase 6: Post Construction
6.1 Storing the surplus materials to be used in the future projects
6.2 Returning back the surplus materials to the suppliers without penalty
6.3 Returning back the surplus materials to the suppliers with penalty
6.4 Selling the surplus materials to the other contractors
6.5 Scraping the surplus materials
Total 100%
2.3 Please answer the following questions by ticking (yes/no)

Yes No
1 Do you have a section in your company for material procurement?

Do you have a person in your company responsible for material
2
procurement?
3 Do you have a warehouse or yard for storing materials?
4 Do you use special forms for material management?
140
2.4 Would you please indicate, in priority order, which of the following method you
choose to place your material orders. Please indicate which method is first, which
method is second, which method is third and so forth.
No Method Rank
1 Internet
2 E-mail
3 Fax
4 Telephone
5 Personal meeting
6 Others
Section Three - Contractor / Supplier Relationship

3.1 Would you please indicate, in priority order, which of the following criteria you will
take to select the supplier. Please indicate which criteria is first, which criteria is second,
which criteria is third and so forth.
No Criteria Rank
1 Availability
2 Good Quality
3 Competitive pricing- Cost
4 Reliable delivery
5 Flexibility in accommodating contractor's changes/request
6 Sign long term agreement/enter into partnership
7 Personal relationship
8 Mutual interests
3.2 Would you please indicate, in priority order, which of the following course of action
you will take in case the supplier make late delivery to the materials or not comply with
the requested specifications. Please indicate which course of action is taken first, which
is second, which is third and so forth.
No Likely Course of Action Rank

1 Learn from the lesson and taking the necessary actions and procedures next times
Send a letter of complaint to supplier to improve the bargaining position of the contractor if
2
there is a need for conflict resolution
3 Reprimand the supplier and then let the matter rest
4 Simply "give-and-take" to avoid any sour relationship
5 Impose penalty charges on the supplier
141
Section Four -The Impact of the Israeli Closure and Policies on the Construction
Materials Supply Chain.
4.1 The following statements are related to the impact of the Israeli Closure on the
construction supply chain process. Please indicate your opinion to each statement in the
appropriate cell.
Very High Impact
Little Impact
High Impact
Mid Impact
No Impact
Item No
Israeli Closure Impact
1 Increasing the material prices
2 Increasing the project total cost
3 Unavailability of the main materials
4 Late material deliveries to the job site
5 Delay in the project completion
4.2 Please indicate the preferred (minimum) level of buffer stocks* for the local materials
and the materials needed to be imported to safe against varied conditions and material
late delivery by the suppliers during the normal conditions and unstable conditions
No Preferred (Minimum) Level of Buffer Local Materials Materials Needed to be

Stocks to Safeguard Against
Imported
Uncertainties
Normal Unstable Normal Unstable
Conditions Conditions Conditions
Conditions
Enough for an operation to carry on for 1
1
to 2 days
2
to 5 days
3
week
4
weeks
5
month
Enough for an operation to carry on for all
6
the project
7 Other Suggestions
*Buffer Stock: is minimum level of stocks to ensure that work progress is not delayed by the supplier
failure to provide the right stocks at the right time
142
4.3 Please indicate the preferred (minimum) level of buffer time* for the local materials and the
materials needed to be imported to safe against varied conditions and material late delivery by
the suppliers during the normal conditions and unstable conditions
No Preferred (minimum) Level of Buffer Time Local Materials Materials Needed to be

to Safeguard Against Uncertainties
Imported
Normal Unstable Normal Unstable
1 Same day
2 1 to 2 day in advance
3 3 to 5 days in advance
4 1 week in advance
5 2 weeks in advance
6 3 weeks in advance
7 1 month in advance
8 2 months in advance
9 3 months in advance
10 Other Suggestions
*Buffer Time: is used to ensure that the materials arrive early enough for the tasks that moving into the
operation
143
Section Five - Identification of the Most Occurred Problems Encountering the Contractors
Through the Material Supply Chain Process
Use your experience to determine the degree of occurrence of the following problems by ticking
the appropriate cell.
Some times
No Problems
Seldom
Always
Never
Often
Phase 1: Bidding Phase - Material Takeoff and
Identification
Not a good definition of what is wanted from the owner
1.1
and suppliers
1.2 Lack of communication between the parties involved
1.3 Incomplete drawings and details are missing

Using specifications different from those commonly
1.4
used
1.5 Ambiguities between plans and specifications

Having too many suppliers and do not have information
2.1
about them
Incomplete proposals ( Suppliers did not include all the
2.2
documents with the proposal)
2.3 Time spent investigating non-qualified suppliers
3.1 Unavailability of required material

Late submittals by the contractor to be approved by
3.2 the Supervisor Engineer ( Submittals are not submitted
as planned)
3.3 Incorrect of submittals by the suppliers
3.4 Late approval of submittal by the Supervisor Engineer
3.5 Poor communication between the parties involved

The contractor sets delivery dates that are impossible to
3.6
meet by the suppliers)
The contractor does not communicate exactly what is
3.7
wanted to suppliers
4.1 Late deliveries ( Materials do not arrive as scheduled)

The delivered materials do not comply with the required
4.2
specifications
4.3 Re-handling of materials- Materials have to be moved
from one place to another before being installed
144
Some times
No Problems
Seldom
Always
Never
Often
4.4 Storage of materials- storage area are limited or far away
from the working area
4.5 Loss of materials
4.6 Theft
4.7 Damaging- Materials are damaged while handling or by

other conditions
4.8 Poor communication between the parties involved
4.9 Receiving, handling and storage of the unused materials
Phase 5: Post-Construction
5.1 No storage for the surplus materials
5.2 No possibility that the surplus materials to be returned to

the supplier
5.3 Charging penalties by the suppliers for the returned
materials
5.4 Salvage losses for the surplus materials
145
Section Six - Key Factors Contributing in Construction Supply Chain Integration
Introduction: please read the this introduction carefully and then answer the questions that follow carefully.
The construction is characterized by adversarial practices and disjointed relationship. The clients distrust
their contractors who maintain an arms length relationship with their subcontractor and suppliers. Projects
are treated as a series of sequential and predominantly separate operations where the individual players
have very little stake to the long term-term success of the resulting building or structure and no
commitment to it.
Therefore, the industry needs to integrate the process to ensure that better value can be delivered to the
client. This approach involves clients, designers, main contractors and subcontractors working tighter as
unified team, rather than as a disparate collection of separate organizations. The above factors could
contribute to achieve this approach.
Below are numbers of factors which can have an impact on successful integration of the
construction supply chain. From your experience, please express your opinion on how
important each factor can be on construction supply chain integration
Little Importance
Quite Important
Some important
Very Important
Important
Factors
No
The design team should be expanded such that to includes

6.1
contractors, subcontractors and materials suppliers
Using design construct arrangement between the contractor and
6.2
the client
Entering a partnership relationship with suppliers and
subcontractors based on commitment over extended time period,
6.3
mutual information sharing, trust, openness, dedication to
common goals
Understanding the client needs and objectives by the contractor,
6.4 subcontractors and suppliers and committing for these needs and
objectives
Executing the projects activities by the contractors own sources
6.5
(Not sourcing all the project to subcontractors)
Negotiating contracts with the suppliers and subcontractors rather
6.6
than using competitive tendering
The participation of the designers should not end at the design
6.7
phase but continues during construction phase
Establishing a protocol for dealing effectively with disputes and
6.8 problems that may arise between the project participant during the
course of project implementation
Conducting workshop for suppliers and subcontractors to discuss
6.9
the quality, innovation, health and safety issues
Aligning the system and procedures of your own company with
6.10
that of the client, suppliers and subcontractors
Establishing a system between the project participants for
6.11 communication and share project information in timely and
accurate manner
Using Web Based system for information access and exchange
6.12 between the project participants that include memos, request for
information, transmittal, site instruction, etc.
146
Appendix 3: Results of the Spearman
Correlation Coefficients for Criterion Related
Validity and Structure Validity of the
Questionnaire
147
Table A3.1: Correlation Coefficients between each Paragraph in Field Related
to Current Practices of Material Supply Chain Process and the Whole Field
Pearson
Item No P-Value Significant
correlation level
Phase 1: Bidding Phase (Estimate, Preparation & Submission)
Identifying the needed materials for each
1.1 item once you receive the project's drawings 0.710 0.000 **
and specifications
Estimating the quantity of the needed **
1.2 0.725 0.000
materials per each item (quantity take off)
Defining any special requirements and/or **
1.3 0.811 0.000
special materials to be used in the project
Classifying the materials that are off-the-
1.4 shelf and the major materials that need to be 0.708 0.000 **
prefabricated
Identifying the local available materials or
1.5 locally manufactured materials and the 0.764 0.000 **
Using software packages or computer
1.6 applications such as Microsoft Excel for 0.685 0.000 **
Involving the project manager or
1.7 construction team in the estimation process 0.431 0.017 *
in order to prepare a realistic estimate
Establishing prices database for the materials
from the previous implemented projects in **
1.8 0.509 0.004
order to be used for preparing the estimate
for the future projects
Depending on the prices of suppliers and
1.9 manufacturers on preparing the project 0.569 0.001 **
estimate
Verifying the prices used in the estimate *
1.10 0.434 0.017
prior to submitting the bid
Scheduling a meeting that includes the
project manager and the construction team to **
1.11 0.704 0.000
re-estimate the project quantities once you
win the bid
Generating a preliminary material requisition
1.12 needed, dates, when the material should be 0.476 0.008 **
delivered and any additional information
Pre-qualify the suppliers and keeping a list *
2.1 0.392 0.032
of reputable suppliers and manufacturers
Verifying that the supplier is capable of
delivering the right materials (type, quality **
2.2 0.652 0.000
and quantity) when needed (i.e. at dates
specified)
Purchasing the materials from suppliers that **
2.3 0.494 0.005
you worked with on previous projects
Requesting quotations from different
2.4 suppliers in order to get reasonable good 0.499 0.005 **
prices
Selecting the winner supplier based on **
2.5 0.667 0.000
lowest prices
148
Pearson
correlation level
Considering suppliers with higher prices but
that will provide better services or that have **
2.6 0.527 0.003
a record to supply the right materials in the
quantities needed at the times specified
Negotiating the prices directly with the **
2.7 0.601 0.000
suppliers
Obtaining a copy the material requisition
needed, dates, when the material should be **
3.1 0.637 0.000
delivered that prepared by site personnel
(such schedule prepared by the site staff on
the construction phase)
Verifying the availability of requested
3.2 materials in your stocks before requesting 0.754 0.000 *
any materials from suppliers
Requesting a submittal (material sample)
from the supplier or manufacturer and **
3.3 0.557 0.001
approving it by the Engineer prior to
materials delivery
Issuing purchase order to the winner supplier
(Setting an agreement) in order to organize *
3.4 0.446 0.014
the relationship between the contractor and
the supplier
Requesting materials directly by the field **
3.5 0.479 0.007
personnel
Ordering 100% of the estimated items **
3.6 0.655 0.000
quantities at once
Ordering the estimated item quantities as per **
3.7 0.704 0.000
the work progress on the site
Specifying to the suppliers the release dates
at which the material is needed supplier and **
3.8 0.711 0.000
the exact location of materials delivery to
avoid materials re-handling
Following up the status of the ordered
materials to make sure that the delivered
3.9 materials comply with the specifications, in 0.667 0.000 **
the quantities needed and within the
timeframe specified
Determining the quantities of the needed *
4.1 0.364 0.048
materials per each item
Determining dates in which the materials per **
4.2 0.685 0.000
each item are needed to be available
Determine the exact materials delivery **
4.3 0.832 0.000
location per each item
Generating a material requisition form in
which the material description, quantities **
4.4 0.719 0.000
needed, dates when the materials are needed
and the delivery locations
Verifying the material received against the **
4.5 0.610 0.000
quantity ordered
Inspecting the delivered materials to make **
4.6 0.665 0.000
sure that it meets the specifications
4.7 Recording any problems in the delivered 0.682 0.000 **
149
Pearson
correlation level
materials
Keeping a track record of the supplied
4.8 materials, remaining balance and the 0.827 0.000 **
installed materials
Phase 5: Construction Supply Chain Management Assessment
Conducting a comprehensive assessment for
the material supply chain process through the **
5.1 0.364 0.048
mentioned phases to avoid the mistakes and
develop this process in the future projects
Table A3.2: Correlation Coefficients between each Paragraph in Field Related to

The Impact of the Israeli Closure and Policies on the Construction Materials Supply Chain
and the Whole filed
Pearson
Significant
Item
P-Value
No
Israeli Closure Impact

Correlation level
1 Increasing the material prices *

0.451 0.012
2 Increasing the project total cost **
0.617 0.000
3 Unavailability of the main materials **
0.872 0.000
4 Late material deliveries to the job site **
0.813 0.000
5 Delay in the project completion **
0.895 0.000
Table A3.3: Correlation Coefficients between each Paragraph in Field Related to Identification
of the Most Occurred Problems Encountering the Contractors through the Material Supply Chain
Process and the Whole filed
Pearson
No Problems P-Value Significant
Correlation level
Phase 1: Bidding Phase - Material Takeoff and Identification
Not a good definition of what is **
1.1 0.742 0.000
wanted from the owner and suppliers
Lack of communication between the **
1.2 0.608 0.000
parties involved
Incomplete drawings and details are **
1.3 0.664 0.000
missing
Using specifications different from **
1.4 0.814 0.000
those commonly used
Ambiguities between plans and **
1.5 0.709 0.000
specifications
Having too many suppliers and do not **
2.1 0.867 0.000
have information about them
Incomplete proposals ( Suppliers did
2.2 not include all the documents with the 0.791 0.000 **
proposal)
Time spent investigating non-qualified *
2.3 0.692 0.000
suppliers
150
Pearson
No Problems P-Value Significant
Correlation level
3.1 Unavailability of required material 0.707 0.000 **

Late submittals by the contractor to be
approved by the Supervisor Engineer **
3.2 0.667 0.000
( Submittals are not submitted as
planned)
3.3 Incorrect of submittals by the suppliers 0.446 0.014 *
Late approval of submittal by the *
3.4 0.437 0.016
Supervisor Engineer
Poor communication between the *
3.5 0.431 0.019
parties involved
The contractor sets delivery dates that **
3.6 0.744 0.000
are impossible to meet by the suppliers
The contractor does not communicate **
3.7 0.654 0.000
exactly what is wanted to suppliers
Late deliveries ( Materials do not **
4.1 0.497 0.005
arrive as scheduled)
The delivered materials do not comply *
4.2 0.457 0.011
with the required specifications
Re-handling of materials- Materials
4.3 have to be moved from one place to 0.934 0.000 **
another before being installed
Storage of materials- storage area are
4.4 limited or far away from the working 0.450 0.014 *
area
4.5 Loss of materials 0.999 0.000 **
4.6 Theft of materials 0.463 0.010 **
4.7 Damaging- Materials are damaged *

0.374 0.042
while handling or by other conditions
4.8 Poor communication between the **
0.508 0.004
parties involved
4.9 Receiving, handling and storage of the *
0.433 0.017
unused materials
Phase 5: Post-Construction
5.1 No storage for the surplus materials 0.448 0.013 *
5.2 No possibility that the surplus **

0.762 0.000
materials to be returned to the supplier
5.3 Charging penalties by the suppliers for **
0.586 0.001
the returned materials
5.4 Salvage losses for the surplus materials 0.600 0.000 **
151
Table A3.4: Correlation Coefficients between each Paragraph in Field Related to the Key
Factors Contributing in Construction Supply Chain Integration and the Whole Filed
Pearson P-
No Factors Significant
correlation Value level
The design team should be expanded such that to
6.1 includes contractors, subcontractors and materials 0.803 0.000 **
suppliers
Using design construct arrangement between the **
6.2 0.588 0.001
contractor and the client
Entering a partnership relationship with suppliers
and subcontractors based on commitment over **
6.3 0.741 0.000
extended time period, mutual information sharing,
trust, openness, dedication to common goals
Understanding the client needs and objectives by the
6.4 contractor, subcontractors and suppliers and 0.498 0.005 **
committing for these needs and objectives
Executing the projects activities by the contractors
6.5 own sources (Not sourcing all the project to 0.742 0.000 **
subcontractors)
Negotiating contracts with the suppliers and
6.6 subcontractors rather than using competitive 0.724 0.000 **
tendering
The participation of the designers should not end at
6.7 the design phase but continues during construction 0.438 0.015 *
phase
Establishing a protocol for dealing effectively with
disputes and problems that may arise between the **
6.8 0.612 0.000
project participant during the course of project
implementation
Conducting workshop for suppliers and
6.9 subcontractors to discuss the quality, innovation, 0.524 0.003 **
health and safety issues
Aligning the system and procedures of your own
6.10 company with that of the client, suppliers and 0.774 0.000 **
subcontractors
Establishing a system between the project
6.11 participants for communication and share project 0.537 0.002 **
information in timely and accurate manner
Using Web Based system for information access
and exchange between the project participants that *
6.12 0.422 0.020
include memos, request for information, transmittal,
site instruction, etc.
152
Table A3.5: Correlation Coefficients between each Paragraph in Field Related to Whole
Questionnaire
N0. Section Correlation p-value Significant level
1 Current Practices of Material **

0.727 0.000
The Impact of the Israeli Closure
2 and Policies on the Construction 0.608 0.000 **
Materials Supply Chain
Identification of the Most
3 Occurrence Problems Encountering
0.533 0.002 **
the Contractors Through the
Key Factors Contributing in
4 Construction Supply Chain 0.516 0.004 **
Integration
** Correlation coefficient is significant at the α = 0.01
153

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The Islamic University of Gaza ‫ﺍﻟﺠـﺎﻤﻌﺔ ﺍﻹﺴـﻼﻤﻴـﺔ – ﻏــﺯﺓ‬

Faculty of Engineering ‫ﻜﻠﻴـــﺔ ﺍﻟﻬﻨﺩﺴــــﺔ‬

A Framework For Construction Materials Supply

‫إﻃﺎر ﻋﺎم ﻟﻌﻤﻠﻴﺔ ﺳﻠﺴﻠﺔ ﺗﻮرﻳﺪ ﻣﻮاد اﻟﺒﻨﺎء ﻓﻲ ﺻﻨﺎﻋﺔ‬

Prof. Dr. Rifat N. Rustom

A Thesis Submitted in Partial Fulfillment of Requirements for the Degree of Master

I wish to express my deepest gratitude to my supervisor Professor Rifat N.

I would like to express my thanks to all Contractors who participated in

1.2. Statement of the Problem

Current materials management practices in the construction industry are performed on

1.4. Research Objectives

1. To investigate the current practices of the MSCP in the local construction

1.5. Scope and Limitations

The proposed research will be limited to the following assumptions:

1.7. Methodology Outline

1.8. Thesis Content

2.1. Construction Industry

The construction industry in general is highly fragmented with significant negative

2.2. Material Management in Construction

Efficient management of materials plays a key role in the successful completion of a

Different authors define the concept of materials management in different ways.

2.3. Benefits of the Materials Management

2.4. Supply Chain Fundamentals

2.5. Objectives of Supply Chain Management

2.6. Supply Chain in Manufacture

2.6.1. Origin of the Supply Chain Management

2.6.2. Concept of the Supply Chain Management

Figure 2.1 Generic Configuration of a Supply Chain in Manufacturing

Figure 2.1 shows a generic configuration of supply chain in manufacturing, with

Construction is a multi-organization process, which involves owner, designer, contractor

2.8. Construction Supply Chain Management

2.8.1. Areas of Focus, and Roles of Supply Chain Management in

Post-Construction Phase: after installation of the materials on the structure, the

2.10. Problems of the Construction Supply Chains

2.11. Traditional Construction Supply Chain

Traditionally, project management in construction follows an activity-centered approach

To overcome industry fragmentation, a number of integration approaches and strategies,

2.12. Supplier/Contractor Arrangements

The construction industry has been characterized by adversarial relationships between

2.13. Construction Supply Chain Integration

One of the biggest benefits of a Partnering agreement is the elimination of adversarial

2.13.2. Information and Communication System

There is a growing awareness of the value of information and communications

Coordination is managing the dependencies between activities. It is defined as mutually

Many researchers emphasized the importance of communication and information

2.14. Barriers that Obstruct integration of Construction Supply Chain

Current materials management practices in the construction industry are performed on

3.1. Research Design

Literature Establish Aim

Figure 3.1 Research Methodology Flowchart.

3.3. Questionnaire Design and Content

3.4. Pilot Study

3.5. Research Population

Sampling can be defined as the process of selecting representative units of a population

The researcher distributed 81 questionnaires either by hand or e-mail. The name,

As a matter of fact, the researcher found difficulty in communicating the contracting

Table 3.1: Classification of Sample Size

3.7. Data Measurement

Relative Importance Index =

3.8. Validity of the Research

Validity refers to the degree to which an instrument measures what it is supposed to be

3.8.2. Statistical Validity of the Questionnaire

3.8.2.1. Criterion Related Validity