The document discusses supply chain management and front-end management of construction projects. Supply chain management aims to coordinate all participants, including clients, contractors, and subcontractors, to deliver high quality projects on time and on budget. Front-end management refers to the early planning phases from conception to final funding approval, and aims to develop reliable project concepts and reduce uncertainty before construction begins. Effective front-end management through activities like information gathering and knowledge management can significantly improve project outcomes and reduce costs.

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3. Supply chain management (SCM)
is a concept that has originated
from the supply system.
Toyota adopted the system to
coordinate its supplies, and
manage its suppliers.

4.  It also describes the connection between
companies that change basic materials,
products or services into a finished
product for the client.
 The client, main contractor, designer,
surveyor, sub-contractor are all part of the
supply chain.

5.  Modern procurement methods, unlike
the old procurement methods,
suggest and encourages all
participants to adopt Supply Chain
Management policy.
 As a result the emergence of PPC
2000, TPC2005,..

6.  All participants in the supply chain have a
long-term objective to work together to
deliver a product free from defect,
completed on time with minimum cost.
 This close working relationships will
improve the construction industries’
productivity both nationally and
internationally.

8. The benefits for all participants in the
supply chain management can be
summarised as:
 Costs reduction
 No cost overrun
 Waste minimization
 High quality product

9.  Defect free product
 Full end user’s satisfaction
 User friendly products
 Continuous improvement
 Higher reliability between supply
chain

10.  TQM mobilises all resources by
developing a culture of continuous
improvement.
 It is a system, which enables construction
companies to fully identify the extent of
their operational activities.
 By focusing their activities on satisfying
their customer.

11.  Successful application of TQM in
construction industry has increased its
recognition as an effective method to
improve quality and productivity.
TQM has two principal objectives:
(1) Customer satisfaction
(2) Continuous improvement

12.  TQM is considered to establish
standards, such as:
 The International Organization for
Standardization's ISO 9000 series.
 TQM can be applied to any type of
organization.


13.  It originated in the manufacturing sector
and has since been adapted for use in
almost every type of organization such as:
 Schools,
 Highway maintenance,
 Hotel management
 Churches

14.  A principal focus of TQM is for each
supplier of services to identify and
satisfy or exceed their customer's
needs in terms of:
 cost
 quality
 Time

15.  The search for methods of completing a
task more efficiently.
 Measurement of cost effectiveness may
also be used to increase corporate
awareness and commitment.
 This by showing the financial benefits
accrued as a result of the TQM process.

16.  TQM is an approach for improving values
such as:
 the competitiveness
 effectiveness
 flexibility of the whole organization

17. TQM is an approach to improve:
 way of planning;
 Organizing;
 understanding each activity that depends
on each other.

22. The front-end of a project is defined as:
 The period from an idea is conceived to the final
decision to finance the project is made.
 Front-end Planning is an important process in the
building project life cycle.
Known in architecture terms as;
 programming
 schematic design
 design development

23. The purpose of front-end management is to:
 produce a complete and reliable project concepts
for evaluation before a final decision is made by
the client to proceed with the project.
 After final decision to finance the project is made.
 It is followed by the detailed planning phase.

24.  Most companies admit that they do not carry out front
-end planning.
 Often small companies do not know about front-end
Planning.
 It is required for every building project.
 Research has shown that efforts in the detailed planning
phase pay back in the implementation phase of projects.
 The largest financial gains are represented by activities
in the front-end phase.

25.  Efforts made in the detailed planning phase would
save:
 labour
 machinery
 materials in the implementation phase of projects.
 It puts the company in a better and stronger
position in today’s competitive market.

26.  The uncertainty is at its highest and the cost of
changes at its lowest in the front-end phase.
 Uncertainty affecting a project start to fade
during construction phase.
 Once the client and management team have
committed themselves to the project,

27. Challenges in Front-End Management of
Projects
 Any decision made during concept phase are the
ones with greatest impact on the final project
results.
 All the project conditions are set up in the concept
phase.

28. Key Issues in Front-End Management of
Projects
1. A front-end assessment always starts gathering of
relevant information.
2. The knowledge gained from earlier projects are
valuable.
3. Often this knowledge is not stored in a right place.
4. The method of communication to collect the
information is also very important.