Pararajasingam, R; Waidyasekara, A S and Victar, H C (2026) Exploring causes of ineffective material management and impact on successful project deliverables in civil engineering construction projects in Sri Lanka. Construction Innovation, 26(1), pp. 22-43. ISSN 1471-4175
Abstract
Purpose – Construction material management plays a significant role in achieving successful project delivery of a construction project. However, ineffective material management is a critical issue in the construction industry, especially in developing economies, of which Sri Lanka is not an exception. Therefore, this study aims to focus on exploring the causes of ineffective material management practices in civil engineering construction projects in Sri Lanka and their impact on successful project delivery. Design/methodology/approach – Furthermore, the literature findings were validated through the preliminary survey. Subsequently, a quantitative research approach was adopted to pursue the research aim. Questionnaire responses were obtained from 215 construction professionals in civil engineering projects who were selected using the judgemental and snowball sampling techniques. Collected data were analysed through Statistical Package for the Social Sciences (SPSS) V26 and Microsoft Excel 2016. Findings – Moreover, the study revealed that material price fluctuation, shortage of material in the market, delay in material procurement, inadequate planning and delays in material delivery are the most frequent causes of ineffective material management in civil engineering projects. In addition, it was evidenced that most ineffective material management practices cause both time and cost overruns in civil engineering construction projects. Most respondents emphasized inadequate planning, inadequate qualified and experienced staff, lack of supervision and lack of leadership as the causes for both time and cost overruns. Originality/value – The study was concluded by proposing strategies for effective material management. Education/training/enlightenment of staff in charge of materials management, use of software like Microsoft Project, Primavera and similar software to eliminate manual errors in material management, and providing clear specifications to suppliers were the most agreed strategies for effective material management in civil engineering construction projects.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | civil engineering; construction projects; cost overruns; ineffective material management; Sri Lanka; time overrun |
| Index terms: | critical issue, time overrun, package, quantitative research, cost overrun, construction material, construction professional, social science, sampling, Sri Lanka, construction industry, supervision, project delivery, specification, strategy, developing economy, survey, construction project, management practice, methodology, questionnaire, material procurement, materials management |
| Subjects: | data collection methods, risk assessment, control systems, building materials, financial and cost management, project delivery, data analysis and analytics, management, professional development, contractual condition, project controls, industry analysis, operations management, contractual arrangements, research methods, theoretical framing, economic development, production management, Geography |
| Topics: | Research Practice, Information Management, Cost Management, Business Strategy, International Construction, Site Management, Contract Administration, Time Control, Project Management, Geographical Context, Engineering Principles, Procurement, Risk Management |
| Descriptive scope: | 5 PCTEA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here