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Abu‐Hijleh, S F and Ibbs, C W (1989) Schedule‐Based Construction Incentives. Journal of Construction Engineering and Management, 115(03), 430–43.

Davis, K, Ledbetter, W B and Burati, J L (1989) Measuring Design and Construction Quality Costs. Journal of Construction Engineering and Management, 115(03), 385–400.

Eldin, N N (1989) Measurement of Work Progress: Quantitative Technique. Journal of Construction Engineering and Management, 115(03), 462–74.

Hughes, P J, O'Connor, J T and Traver, A E (1989) Pipe Manipulator Enhancements for Increased Automation. Journal of Construction Engineering and Management, 115(03), 412–23.

Ioannou, P G (1989) Evaluation of Subsurface Exploration Programs. Journal of Construction Engineering and Management, 115(03), 339–56.

Johnston, D W, Kahn, K P and Phillips, J B (1989) Formwork Pressures in Tall and Thick Concrete Walls. Journal of Construction Engineering and Management, 115(03), 444–61.

Reda, R and Carr, R I (1989) Time‐Cost Trade‐Off Among Related Activities. Journal of Construction Engineering and Management, 115(03), 475–86.

Rutherford, A W (1989) Organizational Evolution I‐595 Port Everglades Expressway. Journal of Construction Engineering and Management, 115(03), 357–69.

Shanmuganayagam, V (1989) Current Float Techniques for Resources Scheduling. Journal of Construction Engineering and Management, 115(03), 401–11.

Thomas, H R, Sanvido, V E and Sanders, S R (1989) Impact of Material Management on Productivity—A Case Study. Journal of Construction Engineering and Management, 115(03), 370–84.

  • Type: Journal Article
  • Keywords: Construction management; Construction industry; Case reports; Construction methods; Productivity; Labor; Materials; ASCE Awards & Prizes;
  • ISBN/ISSN: 0733-9364
  • URL: https://doi.org/10.1061/(ASCE)0733-9364(1989)115:3(370)
  • Abstract:
    Recent CII research has indicated that formal material management programs have the potential to yield significant construction cost savings, yet small‐ and medium‐sized commercial contractors may not feel that an integrated material management program is cost effective. The objective of this paper is to quantify the adverse impacts of ineffective material management practices. Data collected as part of an ongoing construction productivity study is used to analyze and compare the effects of material management practices on two steel erection projects. Rules of credit were applied to calculate the daily output. Adverse conditions caused by the lack of an effective material management program are identified, and the days on which the conditions occurred are noted. For these days, the actual daily productivity is compared with the expected productivity to determine the number of work‐hours lost. The cost impact is compared to the cost of effective material management. The results show a benefits/cost ratio of 5.7, favoring greater attention to material management.