MATERIALS

(Extracted from: Hedley G. and Garrett C. (1983) Practical Site Management: 2nd Edition. Longman,
Essex page: 119 -138).

The information contained in this Chapter is of a general nature. The specific

details will vary from one business to another. A purchasing department may
locate and place most orders or the buying function may be carried out on site.
Whatever methods you are familiar with, they will probably vary little from
those described. What is important is that managers should be aware of the
process used and how to get the most benefit from it, and always work to the
systems of their own organization.

THE TENDER

Chapter 1 described how the tender was built up using the resource elements
of:
 Labour
 Plant
 Materials
 Sub-contractors

We are now going to consider materials.

It is clear that, if you can identify the cost of materials contained in relevant
items of the Bill of Quantities, then you can evaluate the sums allowed in the
bill, and hence the tender, for each type of material required for the works.

The tender information can then be used to draw up a schedule of the

information required to place purchase orders. Quotations for materials supply,
detailing price and conditions of supply, are obtained as part of the tendering
process. Ideally, several quotations for each of the main materials required will
have been obtained. The materials required for the contract are denned so as to
meet the specification, which is detailed in the contract documents. The
materials quotations are sought in a manner which complies with the
specification.

The result of these provisions is that:

 The Bill of Quantities defines the quantity of a material to be supplied.
This quantity needs to be checked against the drawings prior to order.
Orders are placed on the drawing requirement.
 The specification defines the performance requirement for the materials.
 The tender build-up defines the sum allowed for material purchase.
 The materials quotations allow comparison of prices received for the
sundry material requirements.

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The information available in a tender can be very comprehensive and it will
enable you to place materials orders in a manner which conforms to the price
and quantity allowance contained within the tender.

THE CONSTRUCTION PROGRAMME - MATERIALS AVAILABILITY

The tender programme was considered in Chapter 1. This is now reexamined

and becomes the construction programme which will be considered again in
Chapter 8. The construction programme and the resources needed to carry it
out are formulated as soon as possible after the contract is awarded. It is
agreed by the site management team, the estimator, and has possible input
from a planner.

The construction programme generally reflects the tender programme. The

effect on the programme of the material supply position must now be
considered. It is clear that nothing can be constructed if the required materials
are not available. The materials supply must be tied into the construction
programme if hold-ups are to be avoided. Whilst most materials are readily
available in the UK, in some parts of the world availability is a crucial part of
the programme planning activity.

Estimators will have done their best to ensure that materials availability will
suit the programme. Any major anomaly will have been covered. In theory at
least the supply will fit the programme. Considering the construction
programme and the tender together yields information to make sure you:
 Order the correct quantity
 To the correct quality
 At an acceptable price
 And have it available at the required time.

MATERIALS PLANNING SCHEDULES

Materials information from the tender is handed over to the buyer and the
construction team and the first action required is to prepare a materials
planning schedule. The schedule is a list of materials required and when they
are required, to meet the construction programme. A typical schedule may be
detailed as shown in Fig. 18.

Completion of planning schedules enables the materials requisition forms to be

prepared. It is important that the schedules are prepared before work
commences. I have found that, where this was not done and schedules were
prepared on site as the works progressed, the pressures of the work itself made
scheduling difficult and the whole buying process suffered.

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MATERIALS REQUISITIONS

Requisitions are a development of the schedules. Whereas the schedules list all
materials the requisition is intended to cover single materials only. The
requisition will become the basis of the order to be placed.

The format of the requisition is generally similar to that of the schedule. It will,
however, include the specification and any other information necessary to tell
any supplier fully and exactly what is required.
Requisitions and schedules will be to your organization format. Figure 19
shows a typical example. Materials requisitions should be prepared as soon as
possible after the schedules are prepared. It is again much better to do them
pre-contract. This will help you to concentrate on other matters, and also let
the buyer assist you at the earliest possible time.

Major orders

The buyer should have full information from the tender of the materials pricing
and specification. If all the materials quotes are available, the buyer can start
the purchasing process as soon as requisitions are received from the site
manager. The buyer may decide to obtain further quotations or to try and get
lower prices. In the end orders are placed on a 'best value' basis for all
materials. Figure 20 shows a typical order form. Obviously your orders must be
for the correct quantity, quality, delivery and price.

Minor orders

Rarely can the buyer place all orders. Variations occur; some items are omitted
by error. Many orders, especially on building elements, are for small individual
items. It would be extremely expensive to order each one separately.

To overcome such problems, buyers tend to place a blanket order with a

merchant based close to the contract. The site then requisitions small items
against this order.

Materials purchased in this way are expensive in direct cost and in

administration terms. Whilst they may be necessary, they should not be
encouraged beyond what is necessary. A bulk order is placed with the supplier
and sites order against that order number. Figure 21 shows a typical site order
against a bulk purchase order.

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DELIVERY TO SITE

All materials arriving on site need to be recorded on a goods received sheet.

This gives information on:

 The supplier
 Ticket number
 Product description
 Quantity delivered
 Date of delivery

Materials arriving should be checked for quality and quantity. Any unsuitable
items should be returned to the supplier at once and a note made of such
events.

A good returned ticket (Fig. 22 shows an example) should be prepared and

handed to the transport driver taking the rejected items back to the supplier.
An internal record sheet of goods returned (Fig. 23 shows an example) should
be kept and submitted to the accounts department for settlement.

All materials arriving on site should be accompanied by a delivery ticket. This

is to be signed by the site as proof of delivery and returned with the delivery
lorry to the supplier. A copy of each delivery ticket should be kept on site for
accounts purposes. Copies should be recorded on a materials received sheet
and returned to the accounts department on a regular basis. Figure 24 shows a
typical example of this. The accounts department can then check the site
record against the suppliers' accounts they receive.

STORAGE ON SITE

Materials storage arrangements should be considered pre-contract and will

vary according to the contract size and type. The storage time should be
minimized to prevent any losses due to shelf storage times.
The COSHH Regulations (see Chapter 2) apply at all times.

You need to protect against:

 Theft—provide a secure fenced storage compound with lockable stores
and restricted access
 Deterioration—store all materials in accordance with the manufacturer's
recommendations
 Damage—ensure correct storage, minimize handling, minimize the period
stored

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All materials arriving on site should be checked to ensure they are acceptable
in terms of quality and that the quantity is correct. Materials should also be
checked out of the store when they are issued for use.
All checks should be confirmed in writing and signed by the persons issuing or
accepting the material.

MINIMIZING WASTE

Check and record all deliveries

Do not keep lorries waiting—you may have to pay standing charges
Reject sub-standard quality
Control and record in writing, all materials issued from store
Minimize the time materials are stored on site
Minimize materials handling.
Use pre-pack where possible and store near to the point of use wherever
possible
Tidy sites tend to be well run and have low waste levels, whereas untidy sites
are generally the reverse

THE MANAGER AND MATERIALS SUPPLY

The construction programme may change for a variety of reasons. If it does,

materials supply arrangements need to be modified to suit the change. The size
of order can vary greatly and buyers should be given levels of authority to place
orders based on their level of experience.

The materials supply has to suit the programme and items need to be ordered,
sometimes in piecemeal fashion, to satisfy this need. All team members need to
be aware of the material delivery situation so that off-loading and storage can
be arranged. Clearly a site manager has to carry out a task which varies
according to the job and the organizational requirements being worked to.
Possible actions include the following.

 If you prepare orders or place them yourself, first prepare a planning

schedule, then requisitions. Use the tender information and reduce
quotation prices as much as you can. Do this before the work on site
commences.
 Minimize local purchases.
 Set up stores and storage areas before materials arrive. They must be
secure (regulations regarding unauthorized access and its prevention).
 Be aware of COSHH requirements.
 Minimize storage times and materials handling. Watch wastage and other
losses.
 Ensure the job is not delayed by lack of materials volume or quality.

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You need to ensure that the materials you want are available and to confirm
this with the supplier. Suppliers can have difficulty in meeting fast rates of
delivery. Be prepared to use a back-up source if necessary. Quarried stone,
ready-mixed concrete and bricks are examples of this. You must ensure that
delivery rates are compatible with the programme requirement, otherwise you
will have delays and resources will stand idle awaiting deliveries.

Do not call materials up for delivery too early. They will clutter up the site.
Many items are available on 24 h delivery. Utilize this factor. Goods arriving on
site are accepted by signing a receipt for them. Signature implies acceptance
and probable payment to the supplier and it is therefore important that you
ensure that any goods you sign for are fully satisfactory.

Quality checks include:

 Visual checks on all items

 Note fines content on type 1 aggregates (or other single sized quarry
products)
 Examine ready-mixed concrete by hand for texture. Check using slump
tests
 Carry out visual and handling checks on bricks and the like for broken
edges.

Quantity checks can be by:

 A site or public weighbridge

 Counting
 Volume checks.
Protecting yourself sooner is better than defending your-self later. There may
be occasions when it is difficult to comply with the specification. If compliance
is a problem it needs to be tackled at once.
Let people know that there is a problem. Tackle the suppliers—if they cannot
solve it, your client may be willing to look at an alternative. Do not try and do
everything yourself. Delegate as necessary and give yourself time to manage.

A storeman can record materials onto site, then into the job. On jobs such as
roads or wherever high volumes of materials are used, this is essential.

Lead times for delivery of different materials vary. Ensure you know what they
are for the products which you are using. They also vary according to whether
the industry is in boom times or in recession. You need to be aware of any
changing factors. Keep stocks replenished as necessary.

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Many contractors negotiate supplies on a national basis for items which they
use in bulk. Concrete or glazed stoneware pipes, reinforcement, concrete and
bricks are examples. You need to be aware of such agreements.

Payment terms need to be negotiated so that, as far as possible, payment is

received for the work from the client before payments are made to suppliers.
Businesses survive on this basis. You need to be aware.

Protect materials in place from damage (doors, windows, quoins, etc.). Whilst
this may seem expensive, it is cheaper than buying new items. Ensure correct
handling arrangements are in place for all materials. Expensive materials, used
in small quantities, can be used very wastefully. An example would be an epoxy
resin or a special grout. Train your people to use the items correctly and supply
the material in small packs if possible.

High wastage of stone can be reduced by putting a membrane (Terram for

example) on the ground prior to laying the stone. This will reduce the volume of
stone compacted into the ground. Site control measures you might implement
include the following.
 Keep a firm control on materials received onto site, and materials issued
from store.
 Check materials acceptability before unloading.
 Minimize double handling.
 Ensure one batch of material is fully used before starting another.
 Minimize the quantities stored on site.
 Ensure materials storage huts are fully weatherproof.

POSSIBLE PROBLEMS WITH SUPPLIERS AND PRODUCTS

Unsuitable specified materials

I have seen this in practice where lintels have proved inadequate for their
loadings and stone sole plates supporting the ends of lintels have been too
small. This gave excessive bearing pressures on the supporting masonry.

Be aware that certain paints or plastics become stiff or brittle in cold weather
and cannot be used effectively. Everyone makes mistakes and none of us has
total knowledge. When a problem like this is encountered the sooner it is
sorted out the better.

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Corrective work

 Once defective materials are incorporated into the work, the cost of any
remedial action rises dramatically. As this cost is abortive, no one is
happy about paying for it. I have also found that the cost of remedial
action is generally higher than anticipated. It is essential that careful
records are kept of any remedial works required.
 In addition to recording the rectification actions taken, record the chain
of events which led to the items being built in. People do forget detail and
you may well need the records later.
 Let the supplier, who you hope is going to pay, see the corrective actions
as you take them.
 In making your records, note any delays or costs which are occasioned
elsewhere as a result of the problem,
 Finally, remember that the supplier will only wish to supply new items
and this will represent a minor part of the overall cost.

Excessive rate of material use

This generally means higher than expected wastage and tends to occur with
the use of domestic sub-contractors. I have experienced this particularly when
placing hardcore over site with failure to use a ground membrane—the sub-
contractors were simply pressing new supplies into the ground.

Personal relationships

We will deal with relationships in more depth later. When you do have meetings
with people, do it on the basis of developing a long term relationship. I always
went for goodwill and trust. It worked!

SUMMARY

Materials are not often a problem in UK construction. They are generally

supplied to a standard quality which has wide acceptance and, as a result,
present little problem insofar as acceptability is concerned. In many parts of
the world they are the critical item, especially where communications are poor
and access difficult.

We clearly need the material supply position to match the programme

expectation or serious problems will develop. Continuous monitoring is
necessary. In a competitive industry, wastage is a key area. Put in control
systems and ensure everyone supports the reduction of waste.

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