COLLEGE OF BUILT ENVIRONMENT UNIVERSITI TEKNOLOGI MARA PERAK

BRANCH SERI ISKANDAR CAMPUS

AP256 - BACHELOR OF SCIENCE (hons.) CONSTRUCTION TECHNOLOGY

BCT623 - IBS SUPPLY CHAIN AND CONSTRUCTION MANAGEMENT

GROUP ASSIGNMENT “NSL EASTERN PRETECH SUPPLY CHAIN IN CONSTRUCTION

PROJECT IN SERI ISKANDAR”

PREPARED BY:

NO. NAME NO. MATRIC

1. CHE NOR ALIA IZZATI BINTI CHE AHMAD 2021862646

2. HIZATUL FITRI BINTI AMAN 2021871186

3. JOYCELLYN ANAK JOSEPH 2021816438

4. NUR SYAHIRAH FITRIAH BINTI JALANI 2021809394

PREPARED FOR:
DR. DZULKARNAEN BIN ISMAIL

GROUP:
AAP2565A

SUBMISSION DATE: WEEK

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 TABLE OF CONTENT

TABLE OF CONTENT ............................................................................................................i

EXECUTIVE SUMMARY ........................................................................................................i
1.0 INTRODUCTION ............................................................................................................ 1
1.1 INTRODUCTION TO SUPPLY CHAIN MANAGEMENT .............................................. 1
1.2 OBJECTIVE OF CASE STUDY PROJECT ................................................................. 1
2.0 CLASSIFICATION OF PRECAST CONCRETE IBS BY CIDB (Hiza) .............................. 3
3.0 SUPPLY CHAIN ACTIVITIES ......................................................................................... 3
3.1 STAKEHOLDER ROLES AND RESPONSIBLE .......................................................... 7
3.2 PROCUREMENT PROCESS, LOGISTICS, AND INVENTORY MANAGEMENT ........ 8
3.2.1 Procurement Process ........................................................................................... 8
3.2.2 Logistics ............................................................................................................... 8
3.2.3 Inventory Management ......................................................................................... 9
4.0 PROPOSED PROJECT QUALITY PLAN ..................................................................... 10
4.1 COMPONENTS OF A PROJECT QUALITY PLAN .................................................... 10
4.2 PLAN TAILORED TO PRECAST BEAM IBS PROJECT ........................................... 12
4.2.1 Precast Beam ..................................................................................................... 12
4.2.2 Project in Precast Beam ..................................................................................... 12
4.3 IMPORTANCE OF QUALITY CONTROL AND MONITORING .................................. 13
5.0 CASE STUDY .............................................................................................................. 14
5.1 COMPANY BACKGROUND ..................................................................................... 15
5.2 INTRODUCTION OF CASE STUDY ......................................................................... 16
5.2.1 SUPPLY CHAIN ACTIVITY ..................................................................................... 16
5.2.2 IMPLEMENTATION OF PROPOSED PROJECT QUALITY PLAN .......................... 19
6.0 CONCLUSION ............................................................................................................. 19
7.0 RECOMMENDATIONS ................................................................................................ 21
REFERENCES ................................................................................................................... 21
APPENDICES .................................................................................................................... 25

EXECUTIVE SUMMARY

The Industrialised Building System (IBS) is a construction methodology that involves

manufacturing components under controlled conditions, either on-site or off-site, depending

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on the specific component. Effective supply chain management (SCM) is essential for
ensuring the smooth execution of the IBS process. This section will delve deeper into how IBS
is supplied and managed in alignment with the supply chain. The information presented here
is based on insights gathered from NSL Eastern Pretech's supply chain management, focusing
on the precast concrete beam system. The content covers the classification of precast
concrete beams, supply chain activities related to precast concrete beams, the proposed
project quality plan, a case study project, and recommendations, all within the context of
supply chain management. The primary objective of this research is to identify the IBS
techniques in the case study project, to demonstrate the detailed supply chain activities of the
precast concrete beam system and to suggest a Project Quality Plan suitable for the selected
case study.

NO STUDENT NAME AND ID TASK

1. CHE NOR ALIA IZZATI Group Role:

BINTI CHE AHMAD ● Determine the topic for assignment.
(2021862646) ● Brainstorming ideas for the report.
● Giving feedback on assignments - related
problems.
● Giving full commitment in completing the
report.
● Prepare and complete the slide presentation.

Report Role:
• Table of Contents
● Case Study

2. HIZATUL FITRI BINTI Group Role:

AMAN ● Brainstorming ideas for the report.
(2021871186) ● Giving full commitment in completing the
report.
● Prepare and complete the slide presentation.

ii
 ● Giving feedback on assignments - related
problems.

Report Role:
● Classification of Precast Concrete IBS by
CIDB
● Conclusion and Recommendation

3. JOYCELLYN ANAK Group Role:

JOSEPH ● Giving full commitment in completing the
(2021816438) report.
● Giving feedback on assignments - related
problems.
● Brainstorming ideas for the report.
● Preparing and complete the slide presentation

Report Role:
● Supply Chain Activities
● Proposed Project Quality Plan

4. NUR SYAHIRAH FITRIAH Group Role:

BINTI JALANI
(2021809394) ● Initiate the group meetings or discussion.
● Compiling and editing reports and
presentation videos.
● Providing Canva link for slide presentation.
● Assigning tasks to group members.

Report Role:
● Executive Summary
● Introduction
Introduction to Supply Chain Management
Objective of Study

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 1.0 INTRODUCTION

The Industrialised Building System (IBS) is a construction approach where

components are manufactured in a controlled environment, with the location (on-site
or off-site) dependent on the specific part or the type of building under construction.
Further details on the supply and management of IBS within the context of the supply
chain will be expounded upon in this section.

1.1 INTRODUCTION TO SUPPLY CHAIN MANAGEMENT

The Industrialised Building System (IBS) refers to a construction method in
which components are produced in a controlled environment, with the location
of this environment depending on the type of component or building being
constructed—whether on-site or off-site. Therefore, supply chain management
(SCM) from the acquisition of raw materials to the delivery of the product at its
intended location, management of the flow of commodities, data, and money
associated with a good or service (Oracle, 2023). Supply chain management
(SCM) is the coordinated oversight of the movement of goods and services,
encompassing all processes involved in transforming raw materials into final
products. Through the optimization of the supply chain, businesses can
minimise unnecessary expenses and enhance the efficiency of delivering
goods to customers. This issue pertains to the efficient execution of supply
chain management (SCM) activities in building projects, involving diverse
industry participants and ensuring seamless coordination from upstream to
downstream. Figure 1 shows the example of supply chain management.

Figure 1: Example of Supply Chain Management

1.2 OBJECTIVE OF CASE STUDY PROJECT
There are three objective which are:

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1. To identify the Industrialised Building System (IBS) techniques
in the case study project.
2. To demonstrate the detailed supply chain activities of the precast
concrete beam system
3. To suggest a Project Quality Plan suitable for the selected case
study.

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2.0 CLASSIFICATION OF PRECAST CONCRETE IBS BY CIDB (Hiza)
In Malaysia, Construction Industry Development Board (CIDB, 2003) has classified
the IBS system into 6 categories as follows:

1. Precast Concrete System

The most common group of IBS products is pre-cast concrete of elements in
the construction industry. Precast concrete systems as shown in figure 2.1
elements are concrete products that are manufactured and cured in a plant
environment and then transported to a job site for installation. Precast concrete
systems provide similar standardization, fast in construction, cost saving and
high-end quality design. Precast concrete system known as economical system
for high rise projects due to the repetitive arrangement of construction (Hamid,
2011). Precast components exist in various designs and different purposes of
usage. For example, there are columns, beams, slabs, Three-Dimension (3D)
components (balconies, staircase, toilet, lift chambers), permanent concrete
formwork, and so on. (CIDB, 2005). Precast concrete framing, panel and box
system is under categories of prefabricated system.

Figure 2: Example of Precast Concrete Systems

3.0 SUPPLY CHAIN ACTIVITIES
The Industrialised Building System (IBS) for precast concrete beam supply chain
operations include a number of stages and coordinating tasks. Planning, designing,

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producing, shipping, and installing or building are some of these tasks. Production
management, stock management, raw material delivery management, and site layout
management are the several manufacturing tasks that precast concrete manufacturers
engage in. To provide the construction product at the optimal time, cost, and quality,
proper coordination is necessary. Precast concrete beam building projects require a
lot of coordination, a lot of work, and a variety of procedures, thus supply chain
management systems and efficient communication are essential. In addition, handling
lengthy lead times, production phases, and delivery to the project site are all part of
risk management in the precast concrete beam supply chain. With the precast
technology, concrete is efficiently constructed by pouring it into reusable moulds and
allowing it to cure in a controlled atmosphere.

The network of all the people, companies, assets, processes, and technologies used
in the production and marketing of a product is known as the supply chain. A supply
chain includes every step of the process, from the supplier delivering raw materials to
the manufacturer to the manufacturer delivering the finished product to the customer.
The distribution channel is the part of the supply chain that handles moving the finished
product from the producer to the customer. The following are the basic steps that make
up a supply chain:

Figure 3: Supply Chain Basic Steps

a. Raw material
b. Supplier
c. Manufacturer
d. Customer
e. End-use customer
Lead time is the length of time it takes for any one of these procedures to finish from
beginning to end. Supply chain managers oversee the lead time and work to optimise
customer satisfaction by coordinating each step of the process. Value chains and
supply chains can be compared to see how each contributes differently to the final
product. Supply chains strive to satisfy consumer needs. Value chains aim to enhance
a product's intrinsic value by adding value to it. The value chain is designed to offer the

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business a competitive edge in the sector. Value chain management and supply chain
management complement each other to satisfy slightly different definitions of
"demand." There are two slightly different viewpoints on the same fundamental
process.

The duties of a supply chain manager extend beyond standard purchasing and logistics
to include identifying methods to reduce expenses and boost productivity, prevent
shortages, and be ready for unforeseen events. There are five supply chain activities.

Figure 4: Supply Chain Activities

a. Planning
The process usually starts with planning to match supply with customer and
manufacturing demands in order to get the best results from the supply chain.
Businesses need to make an effort to forecast their needs and take appropriate
action. This will consider staffing requirements, equipment capacity and
limitations, and the raw materials or components required at each stage of
manufacturing. Enterprise resource planning (ERP) software is frequently used
by large businesses to help coordinate the process.

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b. Sourcing
Good supplier relationships are essential to the operation of an efficient supply
chain. Working with suppliers to provide the materials required for the
manufacturing process is known as sourcing. While the requirements for
sourcing will vary amongst industries, supply chain sourcing generally entails
making sure that:

● The raw materials or components meet the manufacturing specifications

needed for the production of the goods.
● The prices paid by the vendor are in line with market expectations.
● The vendor has the flexibility to deliver emergency materials due to
unforeseen events.
● The vendor has a proven record of delivering goods on time and of good
quality.

Managing the supply chain is particularly important for manufacturers who

produce perishable goods. When procuring goods, businesses ought to
consider lead times and the degree to which a supplier can fulfil their
requirements.

c. Manufacturing
In this phase of the supply chain process, the company turns the components
or raw materials it has received from its suppliers into something new by using
its labour force and machinery. Although it is not the last phase of supply chain
management, this finished product is the ultimate objective of the
manufacturing process.

Sub-steps in the manufacturing process, like assembly, testing, inspection, and

packaging, can be separated out further. Businesses need to be aware of waste
and other factors that could lead to straying from their original plans during the
manufacturing process. For instance, a company needs to address the problem
or go back and review the earlier stages of the supply chain if it is using more
raw materials than intended and procured because of insufficient employee
training.

d. Delivery

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 After goods are manufactured and sales are completed, a business needs to
get the goods into the hands of its clients. A business with a strong supply chain
will have reliable delivery routes and strong logistical capabilities to guarantee
the prompt, secure, and affordable delivery of its goods. This entails having a
fallback or a variety of distribution strategies in case one mode of transportation
becomes momentarily unusable.

e. Returns
Support for product returns from customers marks the end of the supply chain
process. When a customer needs to return a product, it can be particularly
problematic if the company made a mistake. Reverse logistics is the term used
to describe this return process, and the business needs to make sure it can
accept returned goods and accurately issue refunds for them. The customer
transaction needs to be rectified, regardless of whether the company is carrying
out a product recall or a customer is merely dissatisfied with the product.

Returns can also be a useful source of feedback for the business,

allowing it to find and fix issues with poorly made or defective products.
However, the supply chain procedure will have failed and subsequent returns
are likely to occur if the root cause of a customer return is not addressed.

3.1 STAKEHOLDER ROLES AND RESPONSIBLE

Stakeholders are essential to supply chain operations, and based on a similar passion
and position, stakeholders may have different obligations. Both internal and external
groups, including staff members, clients, suppliers, and the community, can be
considered stakeholders. Internal stakeholders have certain roles associated with
each department within the company. Examples of these departments are the
manufacturing, quality, and procurement teams.

External stakeholders, such as suppliers, customers, and society in general, also have
a significant impact on supply chain sustainability and require proactive engagement
for organisational learning and sustainable practices. Stakeholders can act as drivers,
facilitators, or inspectors in supply chain activities, and each role can influence the
implementation of sustainable supply chain management practices. Understanding the
diverse roles and responsibilities of stakeholders in supply chain activities is crucial for

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 building and maintaining effective and sustainable supply chain management
practices.

Stakeholders in the precast beam supply chain have roles and responsibilities related
to legal procedures, coordination, and perception. In this case, the contractor, the
precast manufacturer or supplier, and other pertinent parties are usually considered
stakeholders. Workers may be in charge of scheduling the supply chain, managing the
knowledge of the precast logistics network, exchanging information, allocating
resources, resolving conflicts, and making sure the supply chain operates smoothly.
The precast construction supply chain depends on the stakeholders for its functional
network, information flow, and product flow. The success of the supply chain's
operations depends on the stakeholders' efficient coordination.

3.2 PROCUREMENT PROCESS, LOGISTICS, AND INVENTORY MANAGEMENT

3.2.1 Procurement Process

In supply chain management, the procurement process comprises a number of
processes to guarantee that the appropriate products and services are acquired
at the appropriate cost and time. A procurement process typically consists of
determining needs, investigating the market for suppliers, negotiating contracts,
drafting purchase orders, receiving and examining the items, carrying out three-
way matching, and authorising invoices. Beyond just buying, procurement is a
strategic role that includes sourcing, vendor management, and contract
negotiation. It is a crucial part of supply chain management, making sure that
goods and services are delivered effectively to support the goals and operations
of the company.
3.2.2 Logistics
Supply chain management requires logistics, which includes the organising,
executing, and overseeing of products, services, and data from the point of
origin to the point of consumption. Transportation, shipping and receiving,
warehousing, inventory control, and production scheduling are just a few of the
many tasks involved. The aim of logistics is to guarantee the timely and
costeffective delivery of goods and services to customers, consequently
enhancing supply chain efficiencies and cutting expenses.

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 A number of crucial tasks are involved in the supply chain management logistics
process to guarantee the effective flow of products and services from the point
of origin to the point of consumption. These involve ordering, picking,
dispatching, storing, managing inventories, and transporting. For businesses to
satisfy customers, sustain productivity, and remain competitive in the market,
the logistics process is essential. Businesses can employ a variety of tactics to
improve logistics operations, including partnering with suppliers, shipping
companies, and warehousers, streamlining procedures with technology, and
enhancing departmental communication. Through effective management of
these logistics procedures, companies can lower expenses, boost output, and
improve client satisfaction.

3.2.3 Inventory Management

Inventory management, which involves tracking inventory from manufacturers
to warehouses and eventually to the point of sale, is an essential component of
the supply chain. Inventory visibility is necessary for a number of operations,
including demand planning, procurement, production, quality control,
fulfillment, warehousing, and customer service. Having the right products in the
right location at the right time is the aim of inventory management; this
necessitates accurate inventory visibility to guarantee prompt order fulfillment,
shorten shipment turnaround times, and reduce stockouts, oversells, and
markdowns.

In order to predict future demand and sales, inventory management involves

analysing process trends, generating and monitoring purchase orders, and
automating delivery to lower error rates. Through the automation of
manufacturing and business management processes from start to finish, an
effective inventory management system may streamline the ordering, storing,
and utilisation of inventory.

Supply chain companies can track stock as it comes in and goes out with the
help of efficient inventory management and robust supply and demand
planning, guaranteeing that the proper amount of product is always accessible.
By keeping an even flow of inventory, it also aids in cutting expenses,
preventing overstocking, and enhancing supply chain visibility and operations.

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 4.0 PROPOSED PROJECT QUALITY PLAN
A document that describes how to guarantee a project's quality and its anticipated
results is called a project quality plan (PQP). To attain the intended quality, it outlines
responsibility, control methods, and quality standards. Steps like collecting quality data,
establishing quality goals, outlining roles and responsibilities, and getting approval are
usually included in the plan. Stakeholder alignment and quality maintenance
throughout the project depend on it. The strategy should be customised to the
particular requirements of the project and might entail developing a special quality
control plan. Every organisation and project has its own set of quality plans, which
should be continuously evaluated and enhanced to guarantee that all qualityrelated
factors are covered.

4.1 COMPONENTS OF A PROJECT QUALITY PLAN

An integral part of the project management plan, the project quality plan delineates the
necessary instruments, assignments, and procedures that the project team must follow
in order to meet quality standards. It outlines how to manage and validate a project's
quality and expected outcomes throughout all project phases and offers guidance on
the project's quality requirements. A stand-alone quality planning document might be
required for bigger projects. There are various names for a project quality plan,
including quality control, quality assurance, and project quality management plans. A
project needs to go through three processes in order to meet its quality objectives.

a. Quality Planning
The process of establishing quality standards for a project is known as
quality planning in project quality plans. It is a methodical approach to
product development that guarantees the end product satisfies
customer needs and complements the organisation's quality objectives.
In NSL Eastern Pretech, developing service or product features,
identifying clients, ascertaining clients demands, assuring quality,
controlling quality, and improving quality are all included in quality
planning. A project quality plan consists of applicable standards, roles
and duties, procedures, goals, and metrics for gauging quality. Good
planning is essential because this enables NSL Eastern Pretech
businesses to complete projects successfully, on schedule, within
budget, and in accordance with client expectations. In addition, it
reduces concerns and grievances, facilitates tracing the origin of quality

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 problems, and offers unbiased information for assessing and enhancing
quality procedures.

b. Quality Assurance
The process of auditing and evaluating the mechanisms in place to
produce the project deliverables in NSL Eastern Pretech is in order to
make sure clients meet the appropriate level of quality is known as
quality assurance in a project quality plan. Making sure the deliverables
match the quality requirements outlined in the initial project plan is the
goal, not producing the best possible deliverables. The main method of
ensuring quality is through quality audits, which concentrate on the
procedures that are in place to generate project deliverables at the
appropriate calibre. This helps to improve quality procedures and is
carried out all the way through the project. Quality assurance is a tool
used in NSL Eastern Pretech project management that helps
businesses hold company teams accountable for the calibre of outputs,
increase productivity, and prevent mistakes.

c. Quality Control
The process of testing, examining, and reporting to make sure the
project deliverables fulfill the quality requirements is known as quality
control in the NSL Eastern Pretech project quality plan. Because this
minimises the need for rework, and this is the component of the project
management plan that saves resources. As the initial stage of project
quality management, quality control involves identifying the quality
standards for project deliverables and making sure standards are met
through testing, inspection, and reporting. Although quality assurance
and quality control are similar, the primary distinction between the two
is that quality assurance concentrates on process improvement to
generate project deliverables in NSL Eastern Pretech is at the
appropriate level of quality, whereas quality control concentrates on
project deliverable quality measurement. Techniques like audits,
benchmarking, flowcharts, checklists, cause and effect diagrams,
histograms, pie charts, and statistical sampling are examples of quality
control activities. The project quality plan has goals, procedures, roles
and duties, applied standards, and metrics to gauge the quality of the

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 work. It also describes how to guarantee that the job is completed to the
required standard.

4.2 PLAN TAILORED TO PRECAST BEAM IBS PROJECT

"Plan tailored" usually refers to a customised or site-specific plan that is altered to
match the unique requirements of a project or location in the context of precast beam
construction. This might cover things like installation, design, or safety precautions. For
instance, sample fall protection plans created for precast concrete construction are
listed in the Occupational Safety and Health Administration (OSHA) rules. These plans
might be modified to be site-specific for other projects.

4.2.1 Precast Beam

Precast beams are utilised as horizontal structural elements in building and
bridge construction. These are commonly used to support hollow-core, solid
slab, and double tee deck members. These are available in T, L, or I shapes. A
prestressing strand or traditional reinforcing bars can be used to reinforce these
beams, based on the desired production processes, loading conditions, and
spans of the precast producer. The normal sizes are 12 to 24 inches wide, 16
to 40 inches deep, and have a span-to-depth ratio of 10 to 20. The top of precast
beams is troweled to produce a smooth or roughened surface, while the sides,
bottom, and ledges have an "as cast" finish. Precast beams are a common
option in construction projects because of several advantages which include
cost-effectiveness, quality control, speed of construction, and design flexibility.

4.2.2 Project in Precast Beam

In NSL Eastern Pretech, this project involves the construction of a 4-storey
factory building comprising offices, a canteen, production facilities, and a
warehouse using the precast concrete system. The specific precast concrete
system employed in this project is the precast concrete beam system.
Considering the standardised in precast concrete beams is crucial for several
reasons:

a. Efficiency

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 Standardisation makes it possible to produce precast beams that are
uniform in size and quality, guaranteeing that they will fulfill the
necessary performance standards and structural specifications.

b. Cost-Effectiveness
Precast concrete beams can be produced more quickly and cheaply by
following specified standards, which also shortens building periods.

c. Safety
In order to guarantee their dependability and safety in a variety of
structural applications, including parking garages, bridges, and other
buildings, standardised precast concrete beams are built and tested.

d. Versatility
Precast concrete beams can be used for a variety of purposes and are
available in a range of sizes, forms, and depths. Standardisation makes
it possible to create beams with variable widths and depths and
affordable span-to-depth ratios to meet the demands of different project
scenarios.

e. Customisation
Precast concrete beams are standardised, yet these can still be tailored
to match certain project needs, like colour, texture, and aesthetics.

f. Transportation and Erection

Standardised precast concrete beams save labour costs and
construction time since precast concrete beams are simpler to transport
and build on site.

4.3 IMPORTANCE OF QUALITY CONTROL AND MONITORING

Businesses need quality control (QC) because it guarantees that goods and services
either meet or surpass customers' expectations, which raises customer satisfaction
and loyalty. Among the main justifications for QC's importance are:

a. Customer Satisfaction

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 Providing top-notch goods and services on a regular basis fosters client loyalty
and trust, which raises the possibility of repeat business and fruitful word-
ofmouth advertising.

b. Defect Prevention
By identifying and resolving deviations from the intended quality standards,
quality control procedures aid in the prevention of errors or faults from
developing in the first place.

c. Regulation Compliance
Quality control procedures assist businesses in adhering to industry-specific
rules and guidelines, averting expensive fines or penalties.

d. Reduced Waste and Cost Savings

Waste is costly, and it is more likely to happen if quality control procedures
aren't followed. Reducing variability through process implementation minimises
waste and lowers expenses.

e. Ensured Safety
Quality control procedures keep an eye on temperature and extraneous objects
to reduce the possibility of product flaws, protecting consumers and saving the
business money.

f. Boosted Customer Satisfaction

Customers are more likely to come back to the company for repeat business
while believing that the company relies on the constant quality of the offerings.

g. Employee Engagement
Employee attitudes about the workplace are influenced by the quality control
environment, which also fosters a sense of ownership over the company's
products.
5.0 CASE STUDY
This chapter goes into further information regarding the case study project that was
chosen. The introduction to the case study project, the company's history, supply chain
management, present a real-life case study of a Malaysian construction project using
precast concrete beam system and discuss the supply chain activities and the
implementation of the proposed Project Quality Plan will all be covered in this chapter.

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5.1 COMPANY BACKGROUND
Eastern Pretech (EP) Group is Singapore’s leading industry player in delivering
innovative solutions for precast concrete and prefabricated bathroom units
(PBU). Incorporated since 1982, EP is the market leader with the benefit of its
long operating history and successful track record of delivering quality products
and superior services. The Group has manufacturing facilities in Malaysia,
United Arab Emirates and Finland. Its well-established reputation in being able
to provide premium quality products and value-added design services has
enabled it to be recognised as the “Precaster of Choice”, especially for fast
track, large-scale precast projects with a high level of technical design
knowhow. Over the years, the Group has cemented strong relationships with
property developers, architects, engineers, designers and contractors. EP
Group’s proven industry track record is backed by sound corporate business
philosophy of Singapore’s SGX-listed NSL Ltd. NSL and its group of companies
is a leading industrial group in Asia Pacific. The Group has two main
businesses: Precast and PBU and Environmental Services. It has operations
and joint-ventures in 8 countries and has been listed on the SGX since 1964.
Eastern Pretech is the regional leader in precast concrete products and
prefabricated bathroom units. With over 40 years our experience, our
industrially manufactured structural and architectural products revolutionise the
traditional building trades to achieve speed and quality at competitive pricing.
Eastern Pretech has a very strong international background and profound local
business knowledge. Our proven track record in Malaysia and the region
includes more than 3,000 number of prestigious building and infrastructure
projects. Figure 5 shows NSL Eastern Pretech company’s logo.

Figure 5: NSL Eastern Pretech (Malaysia) Sdn.Bhd company’s logo

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5.2 INTRODUCTION OF CASE STUDY

NSL Eastern Pretech places a significant emphasis on the precast concrete

beam system as one of its primary focuses. The company has demonstrated
exceptional proficiency in effectively managing supply chain activities
associated with precast concrete beams. Among the projects undertaken by
NSL Eastern Pretech is located at Lot 241,242,243, Bandar Seri Iskandar,
Daerah Perak Tengah in Perak. This project involves the construction of a
4storey factory building comprising offices, a canteen, production facilities, and
a warehouse using the precast concrete system. The specific precast concrete
system employed in this project is the precast concrete beam system.

Figure 6: Precast beam stock at construction site.

5.2.1 SUPPLY CHAIN ACTIVITY

A construction project's supply chain activity entails coordinating with different

stakeholders in the industry and managing the flow of supplies, equipment, and
services. Suppliers, producers, distributors, prime contractors, engineers,
architects, and subcontractors are all included in this. Project success, cost
control, and schedule optimisation all depend on efficient supply chain
management. It includes tasks like locating, manufacturing, shipping, and
distributing building supplies. To meet obstacles like fluctuating material prices,
manufacturing hiccups, and labour shortages, it calls for effective planning,
forecasting, and coordination. Construction companies may increase
coordination, profitability, and supply chain efficiency by utilising cutting-edge
technologies and critical initiatives. The supply chain activities for NSL Eastern

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Pretech were sourcing raw materials, production and manufacturing, quality
control and assurance, distribution and transportation, supplier relationship
management and customer relationship management.

● Sourcing Raw Materials

For an NSL Eastern Pretech company, sourcing raw materials is a
crucial component of the supply chain management process. There are
several strategies that NSL Eastern Pretech company carried out to
improve raw materials sourcing such as they are doing local raw
material sourcing as it can reduce delays, guaranteeing a stable supply
and establishing ethical sourcing. Next is they maintaining a several
kinds of raw material suppliers to minimise the chance of shortages and
other difficulties that could affect merely one supplier. Other than that,
NSL Eastern company has built a strong relationship with distributors to
ensure they can get a constant and timely raw material supply.

● Production and Manufacturing

The production and manufacturing stage in the supply chain comprises
all the processes a business uses to turn raw materials into final
products that are ready to be sold to customers. In order to maintain
customer satisfaction and compete in the market, production
organisations need an effective supply chain. NSL Eastern Pretech is
able to guarantee consistent quality and accuracy since their variety of
precast concrete products are made in a regulated industrial
environment. Strict quality control and quality aassurance procedures
that adhere to the majority of regional and global industrial standards
are installed at NSL factories. All plants have fully functional laboratories
that can guarantee quality compliance for everything from incoming raw
materials to finished goods.

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 Figure 7: System that enables worker to monitor and improving precast
elements

● Quality Control and Transportation

Supply chain management relies heavily on quality control and
transportation to guarantee that products and services are delivered in
accordance with industry standards and consumer expectations. NSL
Eastern Pretech has strict quality control in their manufacturer process
to meet the customer expectations. Through a particular emphasis on
environmental control systems standardisation and quality assurance,
EP has earned certification to numerous international standards,
including ISO 9001, 14001, 18001, and 22301.

● Customer Relationship Management

Supply chain management receives significant assistance from
customer relationship management (CRM), which raises customer
satisfaction, loyalty, and retention rates. CRM entails keeping track of
client interactions with a company, assessing client data to determine
client needs, informing clients about different products, and making sure
clients are satisfied. Manufacturers can improve customer service,
increase efficiency, optimise marketing efforts, and promote
cooperation and integration amongst supply chain partners, suppliers,
manufacturers, distributors, and retailers by putting CRM ideas into
action. CRM can also offer a method for tracking customer
correspondence, customer support requests, and customer orders,

18
 which will eventually result in a more effective and efficient supply chain
management operation.

5.2.2 IMPLEMENTATION OF PROPOSED PROJECT QUALITY PLAN

By implementing the proposed project quality plan, NSL Eastern Pretech can
define the quality standards and requirements in order to define the standards
based on organisational goals, production best practices, and client
expectations. The expected and specified criteria and requirements that were
established at the start of the project must be met by all deliverables. Its
wellestablished reputation for producing high-end products and offering
valueadded design services has allowed NSL Eastern Pretech to be
acknowledged as the "Precaster of Choice," particularly for large-scale,
expedited precast projects requiring a high degree of technical design
expertise.

Furthermore, by adhering to quality control processes, workers need to outline

the quality control procedures that are used to keep an eye on project
deliverables, check them for flaws or deviations from the required standards,
and schedule any necessary corrective action. Next, is to establish processes
to ensure that the project activities comply with quality standards, such as
audits and reviews. Precast Information System (PIS), an ERP system that
Eastern Pretech created on its own, stands apart among precasters in
Malaysia. With the use of this system, they can better maintain and monitor the
traceability of all of their precast pieces, including batching and casting dates,
stock levels and delivery status, and bar-coded tags for convenient customer
reference.

6.0 CONCLUSION
In conclusion, supply chain management ensures that the proper products or
services are delivered to customers at the right time and at the right cost, which is
crucial for any business to succeed. To keep a competitive edge in the market, these
operations, which include sourcing raw materials, production, logistics, and
distribution, are crucial. The efficiency, costs, and customer satisfaction that result from
effective supply chain management can all be enhanced.

19
 Supply chain management relies heavily on a quality control plan to guarantee
that products and services meet all requirements. Common elements of quality control
plans include processes for inspecting and testing items, identifying and correcting
defects, and monitoring performance over time. By implementing a quality control
strategy, businesses can improve the overall quality of their products or services and
reduce the possibility of defects, which can boost customer satisfaction and loyalty.
Additionally, a robust quality control plan can help prevent costly recalls and other
issues that could damage a business's reputation.

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 7.0 RECOMMENDATIONS
a) Raw Material Sourcing
To mitigate risks associated with raw material sourcing, IBS should adopt a
strategic sourcing approach that involves long-term partnerships with reliable
suppliers. This will enable the company to secure stable prices and quantities
of raw materials over an extended period.
b) Manufacturing
To improve manufacturing efficiency, IBS should invest in advanced technology
such as robotics and automation to reduce lead times and improve quality
control. Additionally, the company should provide training programs to its
workforce to enhance their skills and knowledge in manufacturing processes.
c) Transportation
To reduce transportation costs, IBS should adopt a just-in-time (JIT) inventory
management strategy that involves delivering products to the construction site
just before they are needed. This will reduce inventory carrying costs and
minimize transportation costs associated with multiple trips between the
manufacturing facility and construction site. Additionally, the company should
explore alternative modes of transportation such as rail or water transport to
reduce transportation costs further.
d) Installation
To improve installation efficiency, IBS should invest in training programs for its
technicians to enhance their skills in installation processes. Additionally, the
company should adopt a modular design approach that involves prefabricated
components off-site, which can be easily assembled on-site by technicians with
minimal disruption to the construction schedule.
e) After-sales Service
To improve after-sales service efficiency, IBS should adopt a digital
transformation strategy that involves using technology such as IoT (Internet of
Things) sensors to monitor product performance on-site and provide remote
support to customers when needed. Additionally, the company should provide
training programs to its workforce on how to use digital tools effectively for
aftersales service delivery.
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APPENDICES

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