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Abstract

Malaysia considers the construction industry as one of the main contributors for the country"s Gross Domestic Product (GDP) towards a developed country by 2020. In view of that, Malaysian Government proposed a new strategy through industrialization technology called Industrialized Building System (IBS). Although IBS was introduced since 40 years ago, with well-documented benefits and strong support from the Government, the pace of implementation and usage of IBS is still slow and below of the Government target. Current literature found out that investigation by many researchers mostly focusses on technical (hard) issues such as design structure, material testing and product development rather than on the studies related to management or soft issues, such as vendor development programs, readiness of practices, collaborative and integrated design, and supply chain processes. With regards to the challenge, this research is hoped to highlight issues pertaining on supply chain perspective towards the betterment of the IBS implementation in the Malaysian construction industry. Therefore, this paper will review the trend of Malaysian IBS in the current construction industry. Later on, followed by suggestions for the future work for more efficient and effective IBS implementation in Malaysia.
A Review of IBS Malaysian Current and Future Study
Mohd Nasrun Mohd Nawi
1
, Herman Shah Anuar
2
, Angela Lee
3
1,2
School of Technology Management and Logistic, Universiti Utara Malaysia, 06010 Sintok,
Kedah, Malaysia.
3
School of Built and Human Environment, University of Salford, United Kingdom.
Abstract: Malaysia considers the construction
industry as one of the main contributors for the
country‟s Gross Domestic Product (GDP) towards
a developed country by 2020. In view of that,
Malaysian Government proposed a new strategy
through industrialization technology called
Industrialized Building System (IBS). Although
IBS was introduced since 40 years ago, with well-
documented benefits and strong support from the
Government, the pace of implementation and usage
of IBS is still slow and below of the Government
target. Current literature found out that
investigation by many researchers mostly focusses
on technical (hard) issues such as design structure,
material testing and product development rather
than on the studies related to management or soft
issues, such as vendor development programs,
readiness of practices, collaborative and integrated
design, and supply chain processes. With regards to
the challenge, this research is hoped to highlight
issues pertaining on supply chain perspective
towards the betterment of the IBS implementation
in the Malaysian construction industry. Therefore,
this paper will review the trend of Malaysian IBS
in the current construction industry. Later on,
followed by suggestions for the future work for
more efficient and effective IBS implementation in
Malaysia.
Keywords: Malaysian Construction,
Industrialised Building System (IBS), Supply
Chain.
1. Introduction
The Construction Industry Development Board
(CIDB) Malaysia, in collaboration with various
organizations representing the
construction industry, developed the Construction
Industry Master Plan (CIMP) that identified and
recommended measures to address these problems
and challenges (CIDB, 2009). Thus, the Malaysian
construction industry has been urged to use
innovative construction techniques, and to move
from the traditional practice (or method) of bricks
and mortar system (non-IBS projects) to an
Industrialized Building System (IBS) of
construction, or Off-site Manufacturing/ Off-site
Construction as it is more commonly termed in
other countries. The importance of IBS was
highlighted under Strategic Thrust 5: Innovate
through R&D to adopt a new construction method
in the Construction Industry Master Plan 2006-
2015 (CIMP 2006-2015) which has been published
as a means to chart the future direction of the
Malaysian construction industry (CIMP, 2005).
This initiative has been recommended for the
analysis of IBS used in other countries, such as the
UK government commissioned reports which have
proposed IBS as an important contributor to
progress in the construction industry (Blismass &
Wakefield, 2008; Barker, 2004; Egan, 1998).
Numerous studies (Nawi., 2011a; Buildoffsite,
2008; Pan, 2006; Venables et al., 2004; Parry et al.,
2003; IEM, 2001; Gibb, 1999) showed that
implementation of IBS offers a significant number
of benefits to adopters. These would be in terms of
cost and time certainty, attaining better
construction quality and productivity, reducing
risks related to occupational health and safety,
reducing the number of skilled workers and
dependency on manual foreign labor, and achieving
the ultimate goal of reducing the overall cost of
construction whole life performance and profits.
Based on these benefits, Malaysian government
had recognized IBS as one of the strategies in the
National Construction Industry Master Plan which
aimed to speed up the delivery time, and to build
affordable and quality houses.
2. Methodology
This ongoing research is still at the initial stage;
therefore, the information presented in this paper is
primarily based on the thorough review of the
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Vol. 2 Issue 10, October - 2013
ISSN: 2278-0181
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relevant literature within the scope of the
Industrialized Building System (IBS) and
construction fragmentation. Wisconsin (2008)
identified that a literature review is a “critical
analysis of a segment of a published body of
knowledge through summary, classification, and
comparison of prior research studies, reviews of
literature, and theoretical articles.” Through the
literature review, the definition, application,
related, current and future studies of Industrialized
Building System (IBS) in the construction project
are being examined and highlighted. This study
will concentrate on the Malaysian construction
industry, particularly on the implementation of the
entire IBS value chain. The timeline for this study
will focus after the CIMP (2005) being launched
until today.
At the same time, numerous tools and strategies
developed to improve IBS supply chain process
and team integration in the traditional practice and
its future applicability for IBS will be discussed as
well. Data and information will be gathered directly
from libraries, books, articles and other printed
materials searched in the international and national
journals, proceedings and bulletins. This literature
review is very important and helpful in the process
of developing for the theoretical sections of the
actual research.
3. Current Trend in IBS Research
Despite the well-documented benefits and strong
support from the Malaysian government, the take-
up for IBS has not been as high as anticipated
(Hamid et al., 2008; IBS Roadmap Review, 2007;
Waleed et al., 2003). The low cost of labor and
high dependency on a foreign workforce in
Malaysia could, perhaps, be the root cause of the
problem (Kamar et al., 2009; Hamid et al., 2008;
IBS Roadmap Review, 2007). Although members
of the industry are open to the new idea, a major
proportion of industry stakeholders in the private
sector are indifferent, perhaps due to resistance to
change, and insufficient funds and information to
support the feasibility of change (Kamar et al.,
2009; Hamid et al., 2008).
In an attempt to understand the poor diffusion of
IBS, some researchers (Nawi et al., 2011b; Kamar
et al., 2009; Hamid et al., 2008; IBS Roadmap
Review, 2007; Nawi et al., 2007a) had investigated
the barriers to effective IBS implementation in
construction. One of the main barriers of IBS
implementation in the Malaysian construction
industry is related to poor integration among
stakeholders during the design stage (Kamar et al.,
2009; Haron et al., 2009; Hashim et al., 2009;
Chung, 2006; Haron et al., 2005; Thanoon et al.,
2003a) and it is reported that this is more critical to
address this issue rather than the aforementioned
barriers to IBS implementation (CREAM, 2010;
CIDB, 2009; Blismass & Wakefield, 2008; IBS
Roadmap Review, 2007). This central issue can
specifically affect the various stakeholders in the
IBS value chain: either, manufacturers, designers,
local authorities, contractors, suppliers or clients.
These problems requests for an improvement in
communication and integration among the relevant
IBS players such as designers, contractors and
manufacturers, more so at the design stage (CIDB,
2009).
According to CIDB (2009) and IBS Roadmap
Review (2007), a radical improvement in the
procurement system and supply chain process
towards a more integrated approach is needed in
order to achieve successful IBS implementation. As
construction becomes more innovative, competitive
and complex, more participants are involved in IBS
projects and thus, more integrated and collaborative
approach is needed especially during the design
phase of the construction project life cycle process.
In addition, the current research trend of IBS in
Malaysian came from both practical and academic
perspectives. From a practice perspective, previous
studies identified that the construction industry still
facing following problems:
The IBS Roadmap (2003) sets the target for at
least 50% of completed projects in Malaysia
will have used IBS by the year 2006, and this
figure should increase up to 70% by the year
2008. According to the IBS Roadmap Review
(2007), it was reported that approximately 10%
of completed projects in Malaysia used IBS,
while less than 35% of total construction
projects used at least one IBS product in the
year 2006. Hence, IBS usage falls significantly
low from the government target. Nevertheless,
the government is still pushing forward the
implementation of IBS in order to address the
challenges of the industry (CIDB, 2009).
Therefore, there is a lot more to be done for a
Malaysian government‟s strategy to improve
the IBS implementation,
Nawi et. al (2012) highlighted the importance
of supply chain collaboration and set a target
of 20% of construction projects (by value) that
should be undertaken by integrated teams and
collaborative supply chains by the end of 2004,
rising up to 50% by the end of 2007. However,
in reality, the IBS Malaysian industry as a
whole is still highly fragmented. The
confrontational culture still prevails in the
industry.
There are lacking on the appropriate guidance
for IBS Malaysian construction practitioners
on how to understand the key issues of
integrated teams and how they can achieve
continuous improvement (Nawi et al., 2012;
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CIDB, 2009; Faizul, 2006). Although
integration frameworks, concepts and
principles such as partnering, concurrent
engineering (CE), lean principle, and supply
chain management (SCM) exists, most of them
did not provide any specific guidelines to be
followed by practitioners on how to achieve
effective integrated design team delivery
especially for Malaysian IBS implementation.
From the perspective of academic research, the
following drivers for this research are relevant:
Many studies on IBS usage in the Malaysian
construction industry focus on two areas;
firstly, a cluster of studies focus on technical
(hard) issues such as design structure, material
testing and product development (Rashid,
2009; Haron et al., 2005); secondly, there are
limited studies relating to management or soft
issues, such as vendor development programs,
readiness of practices, collaborative and
integrated design and supply chain processes
(Hanafi, 2008). Hence, management/ soft
issues need to be further investigated because
of its broad research focus to facilitate
widespread IBS implementation in Malaysia.
The construction industry has been encouraged
to learn from the manufacturing industry
(Egan, 1998; Blismass & Wakefield, 2008).
These reports clearly encouraged designers,
manufacturers and developers work together
(collaborate) to create a design-led solutions,
to meet the needs of the modern household at
an affordable price. Since there has been a lack
of integration in the construction industry,
emergent schemes such as concurrent
engineering (CE), supply chain management
(SCM), lean principle and partnering have
been established. In contrast, many of these
initiatives do not fully address the problem and
therefore have not achieved the expected
success. Further study is needed to improve
integration.
Most research in Malaysia promotes the
benefits of IBS (Hamid et al., 2008; IBS
Roadmap Review, 2007; Thanoon et al.,
2003a; IBS Survey, 2003) but fail to briefly
develop guidelines on how it can be
implemented, particularly on how to improve
team integration.
Based on the above discussion, the need for greater
team integration and collaboration of the supply
chain particularly in design project team delivery of
Malaysian IBS projects are paramount. According
to Titus & Brochner (2005), to achieve integration,
improvement in communication and relationship
are needed. This includes maintaining a long-term
relationship with supply chain members (Buzell &
Ortmeyer, 1995), working cooperatively and
without boundaries with various project members
(Baiden et al., 2006), free information sharing with
the supply chain (Lee & Whang, 2000), strong
commitment at all levels of the multidisciplinary
project team (Evbuomwan & Anumba, 1998); and
operating in an atmosphere where relationships are
equitable, members show respect for each other and
operate a „no blame‟ culture (Dainty et al., 2001).
In this context, information and knowledge sharing
is a fundamental approach that underpins both
communication and collaboration. According to
Baiden et al (2006), this information sharing
approach can be achieved through an integrated
working environment that involves different
participants. However, tangible examples of full
integration achievement in the industry are limited
(Nawi & Lee, 2010; Vyse, 2001; Vincent &
Kirkpatrick, 1995). Previous researchers (Lee,
2002; Akintoye, 2000; Egan, 1997; & Latham,
1994) suggested that level of integration is still
lacking in the construction process, particularly
during the design stage.
Even though many studies (e.g. Song et al, 2006;
Baiden et al., 2006; Buzell & Ortmeyer, 1995)
have concentrated on this area that attempt to
improve construction design team integration, they
do not provide any specific guidelines on how to
achieve successful integrated design team delivery.
Many frameworks/ approaches that have been
developed to aid project team integration through
„relationship contracting and integrated
procurement such as Design and Build, Early
Contractor Involvement, Partnering (Bowron,
2002; Edwards, 2007; Matthews, 1996; Chan et al.,
2003; Black et al., 2000); Concurrent Engineering
(Kamara et al., 2000; Evbuomwan & Anumba,
1998; Broughton, 1990); Lean Thinking (Huovila,
et al., 1997; Matthews & Howell, 2005); and
Supply Chain Management (Khalfan &
McDermott, 2009; Love et al., 2003; Vrijhoef &
Lauri Koskela, 1999). However, the impact of these
initiatives on the implementation of IBS is still
limited.
4. Recommendations for Future Work
This section discusses related areas of research
where additional investigations may be valuable or
would further improve the level of adoption in
implementation of Malaysian IBS. In the entire
process of this research, there are various issues
that were uncovered and highlighted. In response to
that challenge, and consistent with the needs of the
construction industry, therefore, some
recommendations for the further improvement in
Malaysian IBS construction projects are as follows:
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Further research on IBS implementation in
other developing Asian countries that have
similar practices and the same cultural
construction background would be helpful to
focus on this issue. Additionally, it might be
useful to consider a comparative study with
other Asian countries that are at a different
stage of development (developed countries) to
Malaysia. This is to see how effective and
efficient IBS being implemented in another
country as compared to current practice in
Malaysia.
Since the study of effective integrated team
delivery for IBS Malaysia were already there, a
further study was suggested in order to
investigate and produce detailed guidelines or
procedures for successful implementation of
the factors in Malaysian IBS projects.
Further study is required in terms of
investigation and validation processes among
non-Malaysian IBS practitioners to generalize
and enhance the applicability and validity of
the current approach of effective integrated
team in Malaysian construction projects.
Since the implementation of integrated design
teams in IBS projects involves so many parties
such as clients, designers, manufacturers,
contractors, transporters, and various
government bodies, there needs to be research
into whether there should be a governing body
to act as mediator to gather together all the
parties involved, as well as to be in charge of
the design process in IBS projects.
A future study should also focus on the state of
readiness aspect. It is really important to know
whether the current local IBS practitioners are
well prepared or have enough capability in
terms of knowledge, skills, and resources to
consistently deliver IBS projects with a fully
integrated team practice.
Although there are a lot of frameworks or
approaches for effective integrated team in IBS
however as highlighted before the impact of
these initiatives on the implementation of IBS
is still limited. This is because of the confusion
and partial understanding that exists between
current construction industry stakeholders
either in terms of unclear working processes or
lack of framework, model or guidelines that
can be practically applied. For example,
confusion or misunderstanding arises because
most of the integrated framework/ approaches
adopted different ways. Consequently, it
creates difficulties among practitioners when
deciding which one of the framework/
approaches is the most suitable for use in their
project. Furthermore, some of the framework/
approaches have not focused specifically on
how IBS project teams can integrate and work
together to become a single entity. Therefore,
it is important to conduct this type of research
in order to identify what the important factors
for integrated project team design delivery,
especially in IBS projects.
Conclusion
Despite the above limitations, the contribution of
knowledge of this paper came from both practical
and academic perspectives. From the practical
perspective, previous discussion on Malaysian IBS
project implementation guides already exist, but
most of them did not provide any specific
guidelines to be followed by practitioners on how
to achieve effective integrated design team
delivery. According to previous researchers, there
has been a lack of attention paid to IBS supply
chain integration, which is why the emergent
schemes such as Concurrent Engineering (CE),
Supply Chain Management (SCM), Lean Thinking
or Partnering have been developed. However, many
of these attempts have not fully addressed the
problem and achieved the expected success.
Therefore, further research is required particularly
focusing on the tangible example of the Malaysian
construction industry to improve supply chain
integration, especially in the design team, among
Malaysian IBS projects.
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... In effort to improve the effectiveness of traditional procurement process, the term procurement process coordination (PPC) had been introduced by Othman (2011) which emphasizes on coordination of procurement activities between contractors and suppliers. This is important particularly in the construction industry in which the industry is naturally specialised and fragmented (Bemelmans, 2012;Mirawati, Othman, & Ismail, 2013;Nawi, Anuar, & Lee, 2013;Othman, 2011;Proverbs, Holt, & Cheok, 2000). Due to the fragmented nature of the construction industry, coordination is required to deal with the interdependencies and complexities of activities and processes (Othman, 2011). ...
... Coordination of activities is crucial among different entities in the supply chain to ensure effective management (Hu et al., 2013). Especially in construction industry which is known to be fragmented and specialised in nature (Bemelmans, 2012;Mirawati et al., 2013;Nawi et al., 2013) , coordination among supply chain members is essential to ensure management effectiveness and efficiency (Hu et al., 2013;Othman, 2011). Accordingly, coordinated procurement process introduced by Othman (2011) which emphasizes on coordination of procurement activities between contractors and suppliers in construction industry, is to deal with the interdependencies and complexities of procurement processes among chain members (contractors and suppliers). ...
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... The issues and challenges include competency and performance (H. L. T. Ariffin et al., 2019), implementation (Nawi et al., 2013), and the acceptance among the Pertanika J. Soc. Sci. ...
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