ix

ABSTRACT

This study explored the causes, effects, and solutions to material delivery delays,
with the ultimate goal of increasing construction productivity. The study, which used a
qualitative method and distributed the survery questionnaires ran from March 24 to
March 27, included 30 respondents, 15 engineers, and 15 foremen from NCR. The
respondents categorically agreed that the factors causing delayed material delivery
(2.81), the consequences of delayed material delivery in construction sites (2.94), and
the solutions to delayed material delivery (3.31) were significant. The study discovered
no significant differences in how foremen and engineers evaluated solutions to delayed
material delivery on construction sites. Future researchers are encouraged to explore
how future technology can handle material distribution issues. This could involve
investigating the potential of Building Information Modeling (BIM) for logistics
optimization.
CHAPTER I INTRODUCTION

Successful building projects require timely material delivery. However, delays

remain a recurrent issue In the Philippines. This research investigates the factors that
affect the delayed material delivery in construction sites perceived by the foremen and
engineers of NCR.
BACKGROUND OF THE STUDY

The Philippines faces unique obstacles due to its geographical location,

infrastructure limitations, and domestic supply chain complexities. The recent
construction boom has further strained resources, leading to potential delays. This study
focuses on the Philippine context to identify targeted solutions that address these
specific challenges. While some delays are inevitable, proactive planning and
communication can significantly reduce their frequency and impact. Key strategies
include thorough preparation and realistic scheduling, partnering with reliable and
transparent suppliers, fostering open communication, and implementing robust crisis
plans. By prioritizing preventative measures, project managers can position themselves
to more effectively navigate unavoidable delays when they occur. (THX Ltd., 2023)

Delayed material delivery is a persistent thorn in the side of construction projects

in the Philippines, derailing meticulously planned schedules and creating a cascading
effect of delays in subsequent phases, potentially impacting the entire project timeline.
This disruption can have significant ramifications, not only extending the project's
completion date but also straining its budget and potentially damaging the reputation of
those involved. As evidenced by the ongoing "Great Supply Disruption" highlighted by
Robinson (2024), building material shortages and supply chain issues continue to
plague the industry well into 2022, pushing back project timelines and raising
construction costs. Recognizing the intricacies of this challenge within the Philippine
context is crucial to pave the way for further investigation and the potential for smoother
project execution.
Delving into the specific factors that cause material delivery delays in the
Philippines, It dissects the root causes behind these delays, explores their cascading
effects on various stakeholders, and ultimately proposes practical solutions to
streamline project execution and elevate industry efficiency. By offering a clear
2
understanding of this prevalent challenge, the study equips industry professionals with
the knowledge and tools necessary to ensure smoother project lifecycles and a more
robust construction sector. Notably, Mohammed A. (2019) emphasizes the
importance of managing
material delivery as a key contractor risk event. Effective management strategies
include early supplier engagement and proactive communication, ensuring smoother
project execution and mitigating the negative impacts of delays on both timelines and
budgets.
This research on factors that affect the delayed material delivery in construction
sites perceived by the foremen and engineers of NCR has the potential to significantly
improve project efficiency and contribute to a more robust construction sector in the
country.

3
 RELATED READING

The construction industry is strongly dependent on subcontractors and material

suppliers. Costs for purchasing materials and services represent 75% of the turnover for
Sweden’s three largest construction companies (Dubois & Gadde, 2000), and
purchases of material correspond to at least 40% of the contract sum in a construction
project (Boverket, 2005). Although material suppliers have a great impact on costs,
quality, and time in construction projects, there are few studies investigating how
suppliers' performance affects these parameters. Hadikusumu et al. (2005) state that
material delivery deviations, such as delayed deliveries, incorrect quantity, and quality
defects, are common in the construction industry, but measurement of material delivery
deviations is a neglected area in construction, both by contractors and by construction
management researchers.

Other industries, such as the automotive industry, have daily inspections and
measurements of incoming goods and suppliers’ performance (Bengtsson & Gustad,
2008). These manufacturing companies believe that their success to a great extent
is dependent on suppliers’

4
performances. Hence, by supporting suppliers to improve their processes, the
manufacturing companies believe they will cut costs as well.

Effects on delivery performance after implementation of supplier development

activities, such as continuous feedback on delivery performance to suppliers and formal
evaluations of suppliers, have been studied by Krause (1997). Krause (1997)
investigated the impact and benefits of supplier development in various types of
organizations in the US and revealed that the suppliers’ performance increased after
supplier development activities had been implemented. Organizations with a supplier
development focus experienced fewer quality deviations, increased on-time deliveries,
decreased quantity deviations, and reduced cycle times.

Supplier development studies in construction are rare; however, supplier-

contractor relations in the Swedish construction industry have recently been studied by
Frödell (2009). Frödell found that many constraints have to be overcome before efficient
supplier-contractor relations can be developed, implemented, and maintained. Many of
the constraints are related to the contractor’s organizational structure and behavior.
Individual ways of working and project focus instead of focusing on the organization’s
best when making decisions are addressed as organizational constraints in

5
Frödell’s paper. Another identified constraint is the contractor’s long- term/short-term
perspective and Frödell (2009) questions the contractor’s willingness to develop long-
term relationships with suppliers when measurements and incentives systems
encourage reduction of prices each year. Frödell states that the organization’s
measures and incentive systems rather drive the organization to a short-term
perspective regarding supplier relations.

Moreover, the Swedish construction industry has during the last decade been
highly criticized, by both government and construction researchers, for being inefficient,
and associated with low quality and high costs (Josephson & Saukkoriipi, 2005;
Byggkommissionen, 2002). The criticisms towards the industry in combination with the
increasing competition on the market have made Swedish construction companies
realize that productivity improvements and decreased costs are needed. Focus on
purchases has been one of the strategies to cut costs and many of the major
construction companies have today a centralized purchase department (Gunnerbeck &
Hassel, 2004). A centralized purchasing department allows purchasing greater order
quantities and the companies can thereby cut costs when signing framework
agreements with material suppliers. Another consequence of a centralized
purchasing organization is that supplier

6
relationships are moved from the construction site to the central department. Van Weele
(2005) argues that purchases affect all business areas in a company and it is therefore
important that all business areas can influence the purchases, so the outcome becomes
optimal for the whole company. To reach the best effects of a centralized purchasing
organization the company needs a way of working that supports feedback between the
construction site, the purchasing department, and the suppliers (Gadde & Håkansson,
1998). To know if the outcome is optimal, suppliers’ performance has to be measured.
As the old axiom says, “You cannot improve what you do not measure”.

7
 REVIEW OF RELATED LITERATURE

Foreign Related Literature

Delays are common in construction projects. For example, Morris and Hough
examined more than four thousand construction projects from the UK and Europe and
observed that projects were rarely completed on schedule time. Similar outcomes were
observed in many other countries as well. There are many causes for such project
delays, of which shortage and delay in materials supply are among the most notable in
many studies. For example, Assaf et al. (2006) studied the causes of delays in large
building projects in Saudi Arabia and identified a group of factors relating to materials,
which included causes related to shortages and delivery of materials. Abd Majid and
McCaffer observed that late delivery and slow mobilization of materials ranked 1 among
25 factors contributing to causes of non-excusable construction delays in the United
Kingdom. Koushki and Kartam studied 450 small, medium, and large private residential
projects in Kuwait and found that nearly one-fourth of the total project delays were due
to the late delivery of materials. Similarly, studies in Nigeria, Egypt, Thailand, and India
observed that delays in supply, and/or shortage of, materials caused the project delay. It
was also observed in Brunei that shortage and delay of construction

8
materials were the leading causes of project delay. While studies in many other
countries attempted to identify the causes of delay or shortage of materials, no such
study was previously conducted in Brunei, at least to the knowledge of the authors. As
such, the present study was undertaken to identify the causes of delays in supply and
shortage of materials in Brunei construction.

Local Related Literature

Few studies in the Philippines have been conducted to address the issues and
factors that contribute to project time and cost overruns. In the province of Pampanga,
13 common factors cause the said overruns given below. It is to bear in mind that their
study is focused on the program design of solutions, and these factors were only
obtained and selected through a comprehensive literature review and not from a survey.
The risk factors mentioned in the study are shortage or lack of tools and equipment,
unreliable supplier of construction materials in the local market, labor strikes, shortage
of manpower and skilled manpower, client payment delays, necessary rework because
of improper or subpar work or wrong supplies, alterations in the nature and complexity
of the task, poor communication between laborers and contractors, inadequate
monitoring, control, and

9
supervision, discrepancies between project documents, disagreement between the
client, consultant and contractor, inaccurately estimated quantities, and sudden
increase of material cost.

In summary, most of the said studies were focused on single variables or sub-
factors such as material price, labor, and machinery that are influencing cost overrun.
Correspondingly, the factors causing cost and time overruns may differ depending on
the type of construction project. As an outcome, there is a need to focus the research
on specific building projects in the context of Pampanga. Furthermore, most studies in
the literature investigated the causes of either cost or time overruns in the construction
industry, but very few considered both. Given these gaps, risk factors and risk
management techniques in Pampanga must be studied regularly to prevent
damage/losses and avoid cost and duration overruns in construction projects.

10
 REVIEW OF RELATED STUDIES

Foreign Related Studies

The construction industry is one of the biggest dollar-generating segments of the

economy in many countries in the world. It varies from houses to highways, schools,
hospitals, plants, and many other constructions. It pushes many other related industries,
such as concrete, lumber, steel, paint, furniture, mining, paving, and shipping among
other industries. However, the construction industry is complicated and associated with
high risks, and many factors influence the output of construction projects. Enshassi et
al. (2003) stated that “the increasing complexity of infrastructure projects and the
environment within which they are constructed place greater demand on construction
managers to deliver projects on time, within the planned budget and with high quality.”
One of the main problems in construction projects is time overrun. It may be expressed
as a “percent difference between the actual completion time and the estimated
completion time, agreed by and between the client and the contractor during the signing
of the contract” (Mahamid, 2017). Ameh et al. (2010) indicated that the history of the
construction industry is full of projects that were completed with critical delay. For
instance, Omoregie and Radford (2006) found that the

11
average time overrun in Nigerian construction projects is 100%. Assaf and AlHejji
(2006) concluded that 70% of Saudi Arabian construction projects were completed with
critical time overruns. In UAE, Faridi and El‐Sayegh (2006) revealed that 50% of
construction projects were completed with schedule delays. Mahamid et al. (2012)
found that about 100% of highway construction projects in Palestine were completed
with time overruns. Mahamid et al. (2012) concluded that time overrun has negative
effects on construction projects in terms of cost increase, conflicts, disputes, quality
problems, and mistrust between parties.

Productivity is simply defined as a ratio between an output value and an input

value used to produce the output. It has its proven importance as a critical factor for
project success. Mahamid (2018) linked labor productivity with a cost overrun; he
concluded a strong relationship between them. Mahamid (2020) found a high correlation
between labor productivity and rework in building projects. Thus labor productivity plays
a critical role in the financial success of a project (Liu and Ballard, 2008). However,
some previous studies found that construction productivity variations are one of the
most daunting problems faced by the construction industry, especially those in
developing countries and it is one of the main factors affecting cost and time overrun
(Mahamid et al., 2013; Liu and Ballard, 2008). Literature review

12
indicates that very few studies have investigated the relationship between labor
productivity and time overrun in building projects. This study addresses the problems of
labor productivity and time overrun in Saudi Arabia. Furthermore, it investigates the
relationship between construction productivity and delays in construction projects. This
paper aims at identifying factors affecting labor productivity in construction projects,
identifying factors affecting delay, and establishing the relationship between delay and
labor productivity.

Local Related Studies

The construction industry significantly contributes to the growth of the Philippine

gross domestic product (GDP). As per the Philippine Statistics Authority (PSA), the
Philippines' gross domestic product (GDP) increased by 11.8% in the second quarter of
2021.

Construction had the highest quarterly growth rate of 25.7%, followed by

manufacturing at 22.3%. Other industry sectors that experienced growth included
electricity, stream, water, waste management (9.8%), mining, and quarrying (0.8%).
Similarly, the construction industry contributed 69.6% of the country's total capital
investments or gross capital formation (GCF). Construction accounts for 16.6% of
GDP in terms of expenditure. Despite

13
the pandemic, the construction industry came in second with 1.7% points as one of the
top contributors to GDP growth in Q2 2021, trailing only manufacturing (3.9%) and
wholesale and retail trade (1.0%).

Construction delays could be defined as time overruns either beyond the

completion date specified in a contract or beyond the date agreed upon by the parties
for project delivery. It is a project running behind schedule and is a common issue in
construction projects. In some cases, delays result in higher overhead costs for the
contractor due to more extended work periods, higher material costs due to inflation,
and labor costs increase. On-time project completion is a sign of efficiency, but the
construction process is rife with variables and unpredictable factors rooted in many
different areas. These sources include but are not limited to the parties' performance,
the availability of resources, the environment, the involvement of other parties, and
contractual arrangements. Nevertheless, it is unusual for a project to be finished in the
allotted quantity of time.

Despite economic growth, construction is experiencing project delays and

unexpected costs. A project is delayed when it fails to meet its deadlines or milestones.
Several factors, including poor planning, communication, and a lack of resources,
can cause delays. Project delays impact both the

14
timeline and the quality of your project. Unforeseen roadblocks can lead to costly
changes in scope or resources, affecting the final product or deliverable. As a result,
being proactive in dealing with project delays and managing stakeholder expectations is
critical.

A few projects in Cebu City are experiencing delays; one is the Cebu City
Medical Center Phase 2 project in the public sector. In its report from 2021, the
Commission on Audit outlines several inferences regarding the finances and financial
transactions of the Cebu City Government, including the delays in the P299 million
project. According to COA's audit report, delays in decision-making, the use of
unreasonable time extensions, and problems with calculating contract time have denied
the constituents of the much-needed facility, particularly during this period of the health
crisis.

Project delays are common in the construction industry and significantly impact
their success. Construction delays are the result of numerous factors. This study aims
to identify and analyze construction project delay factors using the relative importance
method. The pandemic is causing previously unheard-of construction project delays,
disruptions, and uncertainty. Travel restrictions, social exclusion, and quarantines
delay project completion and drive up costs by disrupting supply chains, contractor

15
workforces, and government personnel's availability for project inspections. This article
highlights steps developers and owners dealing with projects impacted by COVID-19
should take to mitigate the project impacts and offers advice to them. Furthermore, the
impact of COVID-19 on construction projects varies across all regions and countries.
Almost all construction must stop, per the directive of the Office of the President and the
Department of Health.

16
 THEORETICAL FRAMEWORK

According to Bueno (2022). In construction projects, time is crucial to meeting

customer expectations, delivering services, and avoiding additional expenditures,
contract breaches, and replacements or turnovers. Delays in construction projects can
have a wide range of consequences, depending on the sector. Contractors in the
Philippine construction industry must pay liquidated damages and indemnification
following the Uniform General Conditions of Contract for Private Construction, often
known as CIAP Document 102. Presidential Decrees Nos. 1594 and 1870 can have an
impact on government projects since they allow the government to take over
administration or award the project to another competent contractor. Presidential
Decree No. 1594 empowers the government to take over a project if the contractor
abandons contract work, delays prosecution work, is insolvent, distributes assets to
creditors, assigns work without government approval, or violates contract terms.
(Bueno, 2022).

According to Larrson & Darvik (2010). The most common reason for material
delivery deviations was communication failure and poor communication between
construction sites, the purchasing department, and suppliers was observed.
Furthermore, delivery deviations in one of the

17
projects caused additional costs corresponding to 10.1% of the invoiced sum for the
measured material but the figure is probably higher since ‘hidden’ costs were not
considered. The study also shows that delivery deviations are seldom reported, there
are no economic consequences for suppliers when not performing according to the
contract, information from suppliers about delivery changes is often poor, and total costs
when procuring suppliers are seldom considered. Delivery deviations have for a long
time been accepted by contractors, but the result of this study should address a
changed attitude towards suppliers’ performance. Conclusively, companies who start
focusing on delivery deviations can gain many benefits, in terms of increased
performance and decreased costs. (Larrson & Darvik 2010)

According to Rahman et al. (2017). Shortage and delay in materials supply are
argued to be some of the most important factors that lead to delays in construction
project delivery globally. However, the relevant underlying reasons vary from country to
country. (Rahman et al. 2017)

This research delves into the theoretical underpinnings of material delivery delays
within construction projects. It identifies and analyzes a range of variables that contribute
to these delays, along with their subsequent effects on construction site productivity.
Through this examination, the

18
research seeks to establish a more holistic understanding of the impact that delayed
material deliveries have on overall project efficiency.

19
RESEARCH PARADIGM

Figure 1. Research Paradigm

20
 CONCEPTUAL FRAMEWORK

This conceptual framework outlines the research project to be conducted by the

authors. It aims to provide valuable insights for future researchers and the public.

Figure 1 presents the research paradigm. The study begins with the researchers'
objective of identifying the factors that affect the delayed material delivery in NCR
construction sites. To achieve this, data will be collected from engineers and foremen
working on these sites.

The second phase involves administering a survey questionnaire to identify these

factors. This process will gather information through survey questions and potentially
incorporate respondent testimonies.

The research ultimately aims to determine the factors causing delayed material
deliveries, their effects, and potential strategies to prevent them.

21
 STATEMENT OF THE PROBLEM

This research aims to understand the causes, effects, and potential solutions for
the factors that affect the delayed material delivery in construction sites perceived by
the foremen and engineers in NCR. Moreover, this sought to answer the following
questions:

1. Profile of the Respondents

a. Age;

b. Gender; and

c. Position in Construction Site

2. What are the factors that cause delayed material delivery in

construction sites?
3. What are the factors affected by the delayed material delivery in
construction sites?
4. What are the ways to avoid delayed material delivery in construction
sites?

5. Is there a significant difference in the evaluation of engineers and

foremen on the factors that affect the delayed material delivery in
construction sites?

6. How may findings be utilized?

22
 HYPOTHESES

Null Hypothesis (H0): There is no significant difference in the evaluation of engineers

and foremen on the factors affecting delayed material delivery in construction sites.

SIGNIFICANCE OF THE STUDY

This investigation seeks to identify the root causes of material delivery delays
and their subsequent impact on construction projects. The findings of this study are
anticipated to be of significant value for the following:

Students. This research will equip them with the knowledge to understand the factors
impacting construction sites. By gaining this awareness, they can become more
productive and informed young citizens.

Engineers or Future Engineers. This research's insights could equip engineers or

future engineers with valuable knowledge for handling material delivery delays on
construction sites. By mastering these strategies, they'll be better positioned to achieve
success throughout their careers.

Future Researchers. This research offers valuable data for future studies. It can be
used as a reference point to both explore new avenues of investigation and validate
existing findings related to construction site

23
material delays. Additionally, the study serves as a comprehensive resource, providing
researchers with essential background information on this topic.

For Foremen. This research equips them with actionable strategies to improve on-
site material management and keep projects on schedule.

SCOPE AND DELIMITATION

The research’s main objective is to analyze the factors that affect the delayed
material delivery in construction sites perceived by the foremen and engineers in NCR.

The researchers used factors as the independent variable and delayed material
as the dependent variable, the study is limited only to NCR. The researchers selected
30 individuals of different roles in construction such as 15 engineers and 15 foremen.

To quickly assess the factors affecting the delayed material delivery in

construction sites perceived by the foremen and engineers, the researchers conducted
their work from a construction site in National Capital Region.

The researchers use only certain research methods, probability sampling such as
surveys to gather data and not others.

24
 DEFINITION OF TERMS

Engineer - This term refers to a person who designs, builds, or maintains engines,
machines, or public works.

Foreman - This term refers to a worker, especially a man, who supervises and directs
other workers.

Construction Site - This term refers to an area or piece of land where construction work is
taking place.

Delays - This term refers to time-related setbacks or interruptions that affect progress.

Delivery - This term refers to the action of delivering letters, packages, or ordered
goods.

Disruption - This term refers to unforeseen or unplanned events that interrupt the
regular flow of activities.

Indemnification - This term refers to compensation for harm or loss.

Material - This term refers to a matter from which a thing is or can be made.

Shortage - This term refers to a state or situation in which something needed cannot be
obtained in sufficient amounts.

25
 CHAPTER 2
METHODOLOGY
This chapter outlines the methodological approach employed in this study. It
details the research design chosen, along with the rationale behind this selection.
Further, it describes the participant selection process, including the target population
and sampling techniques used. Additionally, the chapter elaborates on the data
collection instrument and the implemented procedures. Finally, the methods utilized for
data analysis are discussed.

RESEARCH DESIGN

The research design serves as the blueprint for this research. It outlines the
overall strategy to explore the factors that affect the delayed material delivery in
construction sites perceived by the foremen and engineers of NCR. This framework will
guide the study towards effectively answering the central research question.

To achieve this, the research employed a two-pronged approach. First, a

literature review and survey questionnaires helped identify relevant variables for
evaluation. This stage also informed the research's conceptual

26
framework and research objectives. Second, quanitative data was gathered through
surveys administered to respondents.

RESPONDENTS OF THE STUDY

The questionnaire was administered to a balanced sample of 30 respondents in

NCR’s construction sites. This included face-to-face surveys and online surveys
distributed through Google Forms. The Interpretation of Data utilized diverse analytical
methods to extract meaningful insights. To ensure a representative sample, the
questionnaires were purposefully divided, with 15 distributed to foremen and 15 to
engineers.

DATA GATHERING PROCEDURE

The researchers employed survey questionnaires to gather data on the factors

that affect the delayed material delivery in construction sites perceived by the foremen
and engineers. To achieve this, they secured consent from each project manager to
survey their staff. Following approvals, the researchers directly administered the
questionnaires or distributed them electronically via Google Forms during convenient
times for the respondents.

27
 The respondents were allocated a minimum of 10 minutes to complete the
questionnaires, ensuring they had ample time to thoughtfully consider their responses.
To further encourage thoroughness and honest participation, the researchers
emphasized that all data would be anonymized and protected.

Upon completion of the questionnaires, the researchers meticulously compiled

and analyzed the resulting data. This comprehensive data set served as the foundation
for subsequent analysis and interpretation.

RESEARCH INSTRUMENT

The researchers prepared the research instrument, which includes survey

questionnaires and participant surveys for gathering qualitative data. They were
composed of two parts - profile of the respondents, and disruptions in material delivery:
causes, effects, and strategies. The Likert four-point scale was used in the
questionnaire: (1 - Strongly Disagree, 2 - Disagree, 3 - Agree, 4 - Strongly Agree)

28
 Likert - Scale

Degree of the Agreement of Respondents

Scale Interpretation Range Verbal

4 3.51-4.00 Strongly Agree

3 2.51-3.50 Agree

2 1.51-2.50 Disagree

1 1.00-1.50 Strongly Disagree

These instruments are designed to collect specific information from participants

in standardized foundations and develop research objectives. Second, qualitative data
was gathered using survey questionnaires and participant surveys.

STATISTICAL TREATMENT DATA

The data collected was categorized, counted, and organized into tables, following
specific statistical methods.

Frequency and Percentage

29
 The respondents were categorized based on attributes like age, gender, and
position in the construction industry using frequency and percentage. To identify the
ratio of participants who responded in a certain manner in various sections of the
survey, the researchers employed a specific formula

Formula:

Where:

P= Percentage
F= Frequency
N= Numeral of respondents Weighted
Mean
The researchers used the Weighted Mean to calculate the average responses
from various options in the second and third sections of the questionnaire. This was
done to analyze the data and gauge the level of agreement among the respondents.

30
Formula:

Where:

= Weighted Mean

= the sum of all products of f and x, f being the frequency of

each weight and x as the weight of each operation. n= total

number of respondents
Ranking

In the study, the researchers used a ranking method to compare the significance
of the items evaluated. This method was used after the first part of the questionnaire.

Pearson r Correlation

The Pearson r Correlation was to identify any significant connection between the
solutions proposed by engineers and foreman, and the

31
elements contributing to the factors that affect the delayed material delivery in
construction sites. This statistical method is commonly used to assess relationships
between closely related variables. Both variables must be normally distributed for the
Pearson r Correlation to be computed. Specific formula variables are used to
calculate the Pearson r Correlation.

Where:

r= Pearson r Correlation Coefficient n=

number of values in each data

= sum of the products of paired scores

= sum of y scores

= sum squared x scores

Interpretation for Pearson r Correlation

32
 If the value is 0.05, the hypothesis is rejected; otherwise, the hypothesis is
accepted as it indicates there is a significant difference.

33
 CHAPTER 3

PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA

This chapter presents a comprehensive analysis of all data and respondent

responses. It then discusses the research findings in alignment with the study's
research questions.

TABLE 1.1 PARTICIPANTS’ PROFILES ACCORDING TO THEIR AGE

Age Group Frequency Percentage (%)

23-30 16 53.34

31-40 4 13.33

41-50 4 13.33

51-60 6 20

TOTAL: 30 100

Table 1.1 displays the respondents' age distribution in terms of frequency and
percentage. Most respondents were between 23 and 30 years old, with a frequency of
sixteen (16) and a percentage of 53.34%. The remaining respondents were between the
ages of 31 and 40, with a frequency of four (4) and a percentage of 13.33%. Four (4)
respondents had a percentage of 13.33% and were between the ages of 41 and 50,
and six
(6) had a percentage of 20% and were between 50 and 60.

34
TABLE 1.2 PARTICIPANTS’ PROFILES ACCORDING TO THEIR
GENDER

Gender Frequency Percentage (%)

Male 27 90

Female 3 10

TOTAL: 30 100

Table 1.2 shows the frequency and percentage distribution of respondents by

gender. Twenty-seven males (90%) comprised the majority of the sample, while three
females made up the remaining 10%.

TABLE 1.3 PARTICIPANTS’ PROFILES ACCORDING TO THEIR

POSITION IN THE CONSTRUCTION SITE

Position Frequency Percentage (%)

Foreman 15 50

Engineer 15 50

TOTAL: 30 100

The frequency and percentage distribution of the respondents by their position

are shown in Table 1.3. Fifteen (15) Foremen comprised the majority of the sample
(50%), while fifteen (15) Engineers made up the remaining 50%. In total, we have thirty
respondents, accounting for 100%.

35
TABLE 2.1 FACTORS THAT CAUSE DELAYED MATERIAL DELIVERY IN
CONSTRUCTION SITES

SD D A SA
Factors that
cause delayed Weighted Verbal Ranking
material 1 2 3 4 Mean Interpretation
delivery in
construction
sites Frequency

Suppliers often
run out of 1 8 12 9 2.97 AGREE 2.33
materials

Traffic jams and 0 7 18 5 2.93 AGREE 5

port delays

Ordering
materials too 3 5 15 7 2.87 AGREE 6.33
late

Last-minute
project changes 2 7 11 10 2.97 AGREE 2.33

Transporting
materials
between 2 5 15 8 2.97 AGREE 2.33
islands takes
longer than
expected

Rainy season 3 9 13 5 2.67 AGREE 6.33

Getting
government 2 10 14 4 2.67 AGREE 6.33
permits takes
too long

Holidays or 2 16 9 3 2.43 DISAGREE 10

festivals

36
 Poor
communication
between the 3 12 8 7 2.63 AGREE 9
contractor and
supplier

Damaged
materials during 0 8 14 8 3.00 AGREE 1
delivery require
replacements

OVERALL WEIGHTED MEAN: 2.81 AGREE

Table 2.1 lists the factors that cause delayed material delivery on construction
sites. The factors: suppliers often running out of materials, traffic jams and port delays,
ordering materials too late, last-minute project changes, transporting materials between
islands taking longer than expected, rainy season, getting government permits takes too
long, holidays or festivals, poor communication between the contractor and supplier,
and damaged materials during delivery that require replacements were linked to
responses from respondents who agreed with the weighted means of (3.00), (2.97),
(2.93), (2.87), (2.67), (2.63), and (2.43). According to the weighted average, damaged
materials during delivery require replacements is the leading factor that causes
delayed material delivery in construction sites,

37
while holidays or festivals are the least likely factor to cause delayed material delivery in
construction.

Lastly, the factors that cause delayed material delivery at construction sites
yielded an overall weighted mean of 2.81, with a verbal interpretation of agree.

TABLE 2.2 CONSEQUENCES OR EFFECTS OF THE DELAYED MATERIAL

DELIVERY IN CONSTRUCTION SITES

SD D A SA
Consequences
or effects of Weighted Verbal Ranking
delayed material 1 2 2 4 Mean Interpretation
delivery in
construction
sites Frequency

Cost Overruns 1 6 19 4 2.87 AGREE 7

Construction
Schedule Delays 1 4 12 13 3.23 AGREE 1

Labor
Inefficiency 1 5 20 4 2.9 AGREE 6

Disrupted
Subcontractor 1 2 18 9 3.17 AGREE 2.5
Schedules

Quality Defects 1 14 10 5 2.63 AGREE 9

Project Strain 1 6 12 11 3.10 AGREE 4

Safety Risks 7 9 7 7 2.47 DISAGREE 10

Contractor’s
Reputational 2 7 15 6 2.83 AGREE 8
Damage

38
 Client
Dissatisfaction 1 2 18 9 3.17 AGREE 2.5

Equipment Idle
Time and 2 5 12 11 3.07 AGREE 5
Increased Rental
Fees

OVERALL WEIGHTED MEAN: 2.94 AGREE

Table 2.2 lists the consequences or effects of delayed material delivery in

construction sites. The consequences or effects: Cost Overruns, Construction Schedule
Delays, Labor Inefficiency, Disrupted Subcontractor Schedules, Quality Defects, Project
Strain, Safety Risks, Contractor Reputational Damage, Client Dissatisfaction,
Equipment Idle Time, and Increased Rental Fees were linked to responses from
respondents who agreed with the weighted means of (3.23), (3.17), (3.10), (3.07), (2.9),
(2.87), (2.83), (2.63), and (2.47). According to the weighted average, Construction
Schedule Delays are the leading consequences or effects of delayed material delivery
in construction sites, while Safety Risks are the least likely consequences or effects to
cause delayed material delivery in construction.

39
 Lastly, the consequences or effects of delayed material delivery at construction
sites yielded an overall weighted mean of 2.94, with a verbal interpretation of agree.

TABLE 2.3 SOLUTIONS TO THE DELAYED MATERIAL DELIVERY IN CONSTRUCTION

SITES

SD D A SA
Solutions to the
delayed material Weighted Verbal Ranking
delivery in 1 2 2 4 Mean Interpretation
construction
sites
Frequency

Implementing
supplier
development
activities such
as continuous 0 1 18 11 3.33 AGREE 5
feedback on
delivery
performance
and formal
evaluations of
suppliers.

Provide
suppliers with
realistic
deadlines for

40
survey materials,
allowing sufficient
time for 1 0 16 13 3.37 AGREE 3.5
production,
packaging, and
delivery, avoiding
overly tight
deadlines that
may increase
delays.

Optimizing
logistics
processes, such
as transportation
and warehousing,
to ensure timely 1 2 12 15 3.37 AGREE 3.5
and efficient
materials delivery
to construction
sites.

Implement a
system to monitor
material delivery
progress,
including supplier
updates, shipment
tracking to identify
potential delays
1 0 12 17 3.5 AGREE 1

41
 early and take
proactive
measures.

Diversify the
supplier base to
reduce reliance on
a single source
and increase 0 2 19 9 3.23 AGREE 7.5
options in case of
material
shortages.

Plan material
deliveries and
construction
activities around
known holidays 1 4 14 11 3.17 AGREE 10
and festivals to
avoid
disruptions.

Implement
stricter lead
time
requirements
for material
orders based 1 2 16 11 3.23 AGREE 7.5
on historical
data and
potential
delays.

Implementing risk
management
techniques to
identify, assess,

42
and mitigate risks 9
associated with 1 1 19 9 3.20 AGREE
delayed material
delivery, such as
alternative
sourcing options
or buffer stock.

Conducting
thorough project
planning to
anticipate material
requirements and
potential delays,
allowing for 1 1 13 15 3.40 AGREE 2
proactive
measures to be
taken to mitigate
risks.

Establish clear
communication
channels with
suppliers,
including 1 1 17 11 3.27 AGREE 6
dedicated contact
points and
regular progress
updates.

OVERALL WEIGHTED MEAN: 3.31 AGREE

Table 2.3 lists the solutions to the delayed material delivery at

construction sites. The solutions: Implementing supplier development

43
activities such as continuous feedback on delivery performance and formal evaluations
of suppliers, Providing suppliers with realistic deadlines for survey materials, allowing
sufficient time for production, packaging, and delivery, avoiding overly tight deadlines
that may increase delays, Optimizing logistics processes, such as transportation and
warehousing, to ensure timely and efficient materials delivery to construction sites,
Implement a system to monitor material delivery progress, including supplier updates to
identify potential delays early and take proactive measures, Diversify the supplier base
to reduce reliance on a single source and increase options in case of material
shortages, Plan material deliveries and construction activities around known holidays
and festivals to avoid disruptions, Implement stricter lead time requirements for material
orders based on historical data and potential delays, Implementing risk management
techniques to identify, assess, and mitigate risks associated with delayed material
delivery, such as alternative sourcing options or buffer stock, Conducting thorough
project planning to anticipate material requirements and potential delays, allowing for
proactive measures to be taken to mitigate risks, and establish clear communication
channels with suppliers, including dedicated contact points and regular progress
updates were linked to responses from respondents who agreed with the weighted
means of (3.5),

44
(3.4), (3.37), (3.33), (3.27), (3.23), (3.2), and (3.17). According to the

weighted average, implementing a system to monitor material delivery progress,

including supplier updates to identify potential delays early and take proactive measures
is the leading solution to delayed material delivery in construction sites, while planning
material deliveries and construction activities around known holidays and festivals to
avoid disruptions is the least likely solution to delayed material delivery in construction.

Lastly, the solutions to the delayed material delivery in construction sites yielded
an overall weighted mean of 3.31, with a verbal interpretation of agree.

TABLE 2.4 SOLUTIONS TO THE DELAYED MATERIAL DELIVERY IN

CONSTRUCTION SITES ACCORDING TO FOREMEN

SD D A SA
Solutions to the

delayed material 1 2 2 4
delivery in Weighted Verbal Ranking
construction Mean Interpretation
sites Frequency

Implementing
supplier
development
activities such
as continuous 0 1 10 4 3.20 AGREE 1.33
feedback on
delivery
performance
and formal
evaluations of
suppliers.

45
Provide suppliers
with realistic
deadlines for
survey materials,
allowing sufficient
time for
production, 1 0 11 3 3.07 AGREE 5
packaging, and
delivery, and
avoiding overly
tight deadlines
that may increase
delays.

Optimizing
logistics
processes,
such as

transportation and
warehousing, to
ensure timely and 1 0 9 5 3.20 AGREE 1.33
efficient materials
delivery to
construction sites.

46
 Implement a
system to monitor
material delivery
progress,
including supplier
update to identify
potential delays 1 0 7 7 2.87 AGREE 9.5
early and take
proactive
measures.

Diversify the
supplier base to
reduce reliance on
a single source
and increase 0 1 11 3 3.13 AGREE 4
options in case of
material
shortages.

Plan material
deliveries and
construction
activities around
known holidays 1 4 6 4 2.87 AGREE 9.5
and

festivals to
avoid
disruptions.

47
 Implement
stricter lead
time
requirements
for material
orders based 1 1 10 3 3.00 AGREE 6.5
on historical
data and
potential
delays.

Implementing risk
management
techniques to
identify, assess,
and mitigate risks
associated with
delayed material 1 1 11 2 2.93 AGREE 8
delivery, such as
alternative
sourcing options
or buffer stock.

Conducting
thorough project
planning to
anticipate material
requirements and
potential delays,
allowing for 1 1 7 6 3.20 AGREE 1.33
proactive
measures to be

taken to
mitigate risks.

48
 Establish clear
communication
channels with
suppliers,
including
dedicated contact 1 1 10 3 3.00 AGREE 6.5
points and
regular progress
updates.

OVERALL WEIGHTED MEAN: 3.05 AGREE

Table 2.4 lists the solutions to the delayed material delivery at construction sites
according to foremen. The solutions: Implementing supplier development activities such
as continuous feedback on delivery performance and formal evaluations of suppliers,
providing suppliers with realistic deadlines for survey materials, allowing sufficient time
for production, packaging, and delivery, avoiding overly tight deadlines that may
increase delays, optimizing logistics processes, such as transportation and
warehousing, to ensure timely and efficient materials delivery to construction sites,
Implement a system to monitor material delivery progress, including supplier updates to
identify potential delays early and take proactive measures, diversify the supplier base
to reduce reliance on a single source and increase options in case of material
shortages, plan material deliveries

49
and construction activities around known holidays and festivals to avoid disruptions,
implement stricter lead time requirements for material orders based on historical data
and potential delays, implementing risk management techniques to identify, assess, and
mitigate risks associated with delayed material delivery, such as alternative sourcing
options or buffer stock, conducting thorough project planning to anticipate material
requirements and potential delays, allowing for proactive measures to be taken to
mitigate risks, and establish clear communication channels with suppliers, including
dedicated contact points and regular progress updates were linked to responses from
respondents who agreed with the weighted means of (3.2), (3.13), (3.07), (3), (2.93),
and (2.87). According to the weighted average, implementing supplier development
activities such as continuous feedback on delivery performance and formal evaluations
of suppliers, optimizing logistics processes, such as transportation and warehousing, to
ensure timely and efficient materials delivery to construction sites, and conducting
thorough project planning to anticipate material requirements and potential delays,
allowing for proactive measures to be taken to mitigate risks is the leading solution to
delayed material delivery in construction sites according to engineers, while
implementing a system to monitor material delivery progress, including supplier
updates to identify

50
potential delays early and take proactive measures and planning material deliveries and
construction activities around known holidays and festivals to avoid disruptions are the
least likely solutions to delayed material delivery in construction according to foremen.

Lastly, the solutions to the delayed material delivery in construction sites

according to foremen yielded an overall weighted mean of 3.05, with a verbal
interpretation of the agreement.

TABLE 2.5 SOLUTIONS TO THE DELAYED MATERIAL DELIVERY IN

CONSTRUCTION SITES ACCORDING TO ENGINEERS

SD D A SA
Solutions to the
delayed material Weighted Verbal Ranking
delivery in 1 2 2 4 Mean Interpretation
construction
sites
Frequency

Implementing
supplier
development
activities such
as continuous
feedback on 0 0 7 8 3.00 AGREE 10
delivery

performance
and formal
evaluations of
suppliers.

51
Provide suppliers
with realistic
deadlines for
survey materials,
allowing sufficient
time for
production,
packaging, and 0 0 5 10 3.67 STRONGLY 1.5
delivery, and AGREE
avoiding overly
tight deadlines
that may increase
delays.

Optimizing
logistics
processes, such
as transportation
and warehousing,
to ensure timely
and efficient 0 2 3 10 3.53 STRONGLY 4.5
materials delivery AGREE
to construction
sites.

Implement a
system to
monitor
material

52
delivery progress,
including supplier
updates to identify
potential delays
early and take
proactive 0 0 5 10 3.67 STRONGLY 1.5
measures. AGREE

Diversify the
supplier base to
reduce reliance on
a single source
and increase 0 1 8 6 3.33 AGREE 9
options in case of
material
shortages.

Plan material
deliveries and
construction
activities around
known holidays 0 0 8 7 3.47 AGREE 6.33
and festivals to
avoid
disruptions.

Implement
stricter lead
time
requirements
for material 0 1 6 8 3.47 AGREE 6.33
orders based
on historical
data and
potential

53
 delays.

Implementing risk
management
techniques to
identify, assess,
and mitigate risks
associated with
delayed material 0 0 8 7 3.47 AGREE 6.33
delivery, such as
alternative
sourcing options
or buffer stock.

Conducting
thorough project
planning to
anticipate material
requirements and
potential delays,
allowing for 0 0 6 9 3.60 STRONGLY 3
proactive AGREE
measures to be
taken to mitigate
risks.

Establish clear
communication
channels with
suppliers,
including 0 0 7 8 3.53 STRONGLY 4.5
dedicated contact AGREE
points and
regular progress
updates.

54
 OVERALL WEIGHTED MEAN: 3.47 AGREE

Table 2.5 lists the solutions to the delayed material delivery at construction sites
according to engineers. The solutions: Implementing supplier development activities
such as continuous feedback on delivery performance and formal evaluations of
suppliers, providing suppliers with realistic deadlines for survey materials, allowing
sufficient time for production, packaging, and delivery, avoiding overly tight deadlines
that may increase delays, optimizing logistics processes, such as transportation and
warehousing, to ensure timely and efficient materials delivery to construction sites,
Implement a system to monitor material delivery progress, including supplier updates to
identify potential delays early and take proactive measures, diversify the supplier base
to reduce reliance on a single source and increase options in case of material
shortages, plan material deliveries and construction activities around known holidays
and festivals to avoid disruptions, implement stricter lead time requirements for material
orders based on historical data and potential delays, implementing risk management
techniques to identify, assess, and mitigate risks associated with delayed material
delivery, such as alternative sourcing options or buffer stock, conducting thorough
project planning to anticipate material requirements and potential delays, allowing for
proactive measures to be

55
taken to mitigate risks, and establish clear communication channels with suppliers,
including dedicated contact points and regular progress updates were linked to
responses from respondents who agreed with the weighted means of (3.67), (3.6),
(3.53), (3.47), (3.33) and (3). According to the weighted average, provide suppliers with
realistic deadlines for survey materials, allowing sufficient time for production,
packaging, and delivery, and avoiding overly tight deadlines that may increase delays,
and implement a system to monitor material delivery progress, including supplier
updates to identify potential delays early and take proactive measures are the leading
solution to delayed material delivery in construction sites according to engineers while
implementing supplier development activities such as continuous feedback on delivery
performance and formal evaluations of suppliers is the least likely solution to delayed
material delivery in construction according to engineers.

Lastly, the solutions to the delayed material delivery in construction sites

according to engineers yielded an overall weighted mean of 3.47, with a verbal
interpretation of the agreement.

According to the weighted average, Construction Schedule Delays are the

leading consequences or effects of delayed material delivery in

56
construction sites, while Safety Risks are the least likely consequences or effects to
cause delayed material delivery in construction.

Lastly, the consequences or effects of delayed material delivery at construction sites

yielded an overall weighted mean of 2.94, with a verbal interpretation of agree.

TABLE 3 SIGNIFICANT DIFFERENCE BETWEEN FOREMEN AND ENGINEERS’

SOLUTIONS TO THE FACTORS THAT AFFECT THE DELAYED MATERIAL
DELIVERY IN CONSTRUCTION SITES

Pearson Decision Remarks

Coefficient

FOREMEN AND
ENGINEERS’
SOLUTIONS TO
THE FACTOR Accept No significant
THAT AFFECT THE -0.37 H0 difference
DELAYED
MATERIAL
DELIVERY IN
CONSTRUCTION
SITES

Note: if the p-value is less than the level of significance which is 0.05, reject the
null hypothesis, otherwise accept. Pearson coefficent values:

57
±0.77 - ±0.99 Very Strong; ±0.51 - ±0.75 Strong; ±0.26 - ±0.50 Moderate;

±0.11 - ±0.25 Weak; ±0.01 - ±0.10 Very Weak.

Therefore, table 3 shows that the Pearson coefficient is Moderate due to the
significant relationship in the evaluation of foremen and engineers.

58
 CHAPTER 4

SUMMARY, CONCLUSION AND RECOMMENDATION

SUMMARY OF FINDINGS
A review of results indicated factors causing delayed material delivery in
construction sites, their consequences, and proposed viable solutions. The research
was conducted with a sample of 30 respondents, predominantly male (90%), aged
between 23 and 60. The respondents were evenly split between fifteen (15) foremen
and fifteen (15) engineers. Factors contributing to delayed material delivery, including
suppliers running out of materials, traffic jams, port delays, late material ordering, last-
minute project changes, inter-island transportation delays, rainy season, lengthy
government permit processes, holidays or festivals, poor communication between the
contractor and supplier, and damaged materials requiring replacements. The most
significant factor was damaged materials during delivery, whereas holidays or festivals
were the least impactful. The overall weighted mean was 2.81, indicating agreement
with these factors proposed various solutions, including supplier development activities,
realistic deadlines for suppliers, logistics process optimization, a system to monitor
material delivery progress, supplier base diversification, planning around

59
holidays and festivals, stricter lead time requirements, risk management techniques,
thorough project planning, and clear communication channels with suppliers. The most
effective solution was implementing a system to monitor material delivery progress
while planning around holidays and festivals was considered the least effective. The
overall weighted mean was 3.31, indicating agreement with these solutions. From the
foremen's perspective, the leading solutions included supplier development activities,
logistics process optimization, and thorough project planning. The least effective
solutions were monitoring material delivery progress and planning around holidays. The
overall weighted mean was 3.05, indicating agreement. Engineers considered providing
realistic deadlines to suppliers and monitoring material delivery progress as the most
effective solutions, with supplier development activities being the least effective. The
overall weighted mean was 3.47, indicating agreement. The Pearson coefficient showed
a moderate relationship in the evaluations of foremen and engineers, indicating varying
perspectives on the solutions to delayed material delivery in construction sites.

60
 CONCLUSION

In conclusion, delay analysis is multidimensional and critical for successful

construction projects. Delays are an unavoidable and common scenario in construction
caused by a variety of factors encountered throughout the construction process, agreed
by experts with construction expertise, such as engineers and foremen still solvable and
can be practiced to improve, which is why it is included in the construction phase. To
support this conclusion, numerous studies have been conducted to manage,
comprehend, identify additional factors, and address this issue. Engineers and foremen
were chosen as respondents because they are best suited to discuss and define the
causes, consequences, and solutions to construction delays. From the findings
gathered, it is evident that this delay has a direct influence on project deadlines,
budgets, and overall efficiency. The delay in completing construction material surveys
on-site is a severe bottleneck that demands immediate attention and mitigation
solutions. Addressing this issue requires better stakeholder cooperation, improved
communication channels, and proactive initiatives to streamline material procurement
processes. Addressing these problems allows foremen and civil engineers to effectively
negotiate project complexities, maintain quality standards, and assure successful
project delivery.

61
 RECOMMENDATION

Since implementing a system to monitor material delivery progress, including

supplier updatesis a leading solution for both engineers and foremen, a construction site
is recommended to prioritize a real-time material delivery monitoring system. This
system utilizes unique tracking identifiers and supplier communication portals to
transform construction site material management. By integrating shipment tracking,
proactive alerts for potential delays, and communication tools, this system empowers
construction teams to identify issues early, collaborate with suppliers, and implement
solutions like expedited shipping or adjusted work sequencing. Ultimately, this approach
keeps projects on schedule and minimizes disruption caused by delayed deliveries.

Since engineers play a critical role in material deliveries on construction sites, it's
also recommended to provide suppliers with realistic deadlines for survey materials.
This allows sufficient time for production, packaging, and delivery, avoiding overly tight
deadlines that can create a domino effect of delays. By factoring in buffer periods for
unforeseen circumstances, engineers can ensure a smoother material delivery process.
This, in turn, minimizes disruptions to the construction schedule, keeps

62
workers productive, and ultimately, contributes to a more cost-effective project.

Future researchers are encouraged to expand upon this study's foundation by

increasing the participant pool beyond 30 individuals. This will enhance the
generalizability of the findings to the broader construction industry in NCR.

Future researchers are also encouraged to incorporate the perspectives of

material suppliers within their respondent pool. By including the supplier viewpoint,
researchers can gain a more holistic perspective on the issue and identify potential
areas for improvement within the entire supply chain.

Future researchers are encouraged to move beyond recommendations and test

the effectiveness of proposed solutions in real- world construction settings. This could
involve collaborating with construction companies to pilot test interventions like supplier
development programs or real-time delivery monitoring systems.

Future researchers are recommended to delve deeper into the root causes of
common delays. Understanding the underlying factors, such as

63
inadequate packaging leading to material damage or holiday periods disrupting specific
supply chain segments, will be critical.

Moreso, future researchers are also recommended to explore how emerging

technologies can address material delivery challenges. This could involve investigating
the potential of Building Information Modeling (BIM) for logistics optimization. BIM
allows for the creation of a virtual model of a construction project, which could be used
to simulate material flows, identify potential bottlenecks, and optimize delivery routes.

64
65