Chapter 5 COMPLEXITY AND MANAGEMENT
6.7.2. Pilot Testing
Pilot testing is a tool to spot potential problems in the questionnaire. ―The purpose of the pilot test is to refine the questionnaire so that respondents will have no problem in answering the questions and there will be no problems in recording the data‖
(Saunders, Lewis, & Thornhill, 2009, p. 394).
To pre-test the questionnaire before conducting the survey, six pilot studies were carried out. The pilot group was asked to complete the questionnaire and give feedback on the clarity and suitability of questions, the structure of the questionnaire and the length of the questionnaire. They were also encouraged to comment on the questionnaire and make suggestions. The result of the pilot test was generally positive, but some alterations were recommended, summarised in the following:
The introduction is too long. Too much unnecessary information was provided in the introduction section. Hence, a few lines were eliminated.
Moreover, the wording of the introduction was changed to make it shorter.
The questionnaire is too long. This issue was critical because it could affect the response rate. Hence, unnecessary and ambiguous questions were
136 discarded. For example, a question about evaluating the price of materials was removed because it was superficial and vague. Another example was a question regarding the role of the company (consultant or contractor). This question was also eliminated because it was decided that the sample should be focused on the contractors only. Furthermore, some questions with the same subjects were merged. For instance, two separate questions about the procurement methods and commonly used contract types were combined together. The pilot group believed that the question was more understandable for contractors in this way.
The focus on the building industry should be highlighted. It was a useful comment to receive because some companies work in different sectors of the industry. Thus, in the introduction section, the words ‗building sector‘ were added with bold font and underlined to stress the focus of the research.
Describe technical terms or English words. To rectify this issue, the wording of some questions was changed and an appropriate translation was used. For instance, a short description about design and built procurement method was added.
Rescale responses. Questions with too many options were confusing. Hence, changes were carried out on the style and numbers of responses. For example, in a question about the vendor list criteria, instead of using multiple choices, a rating scale was defined for each option.
Order of some questions should be changed. In some cases, recommendations were applied to improve the sequence of the questions.
Use tables more. This was a useful suggestion utilised for rating scale questions.
After shortening and revising the questions, the new amended questionnaire was sent to two more people for final checks. Following the confirmation of the second pilot test, the main survey was started. It should be explained that data gathered from the pilot study were entered into a separate SPSS file for checking the analysis process, but they are not considered in the main analysis.
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137 6.7.3. Questionnaire Justification
To collect numerical data about construction logistics from the Iranian construction practitioners, a questionnaire was designed that included ten parts. Each part will be expressed here and information about the purpose, measure and type of each question will be explained.
The questionnaire (Appendix four) started with an explanatory introduction to the research. The introduction included information about construction logistics and its importance, the aim of the research, the importance of respondents‘ participation, the questionnaire structure, the research focus, expression of confidentiality, and the researcher‘s email.
6.7.3.1. Part 1: Demographical Information
The first section includes demographic questions which help to understand the sample better. These questions are put at the beginning so that the respondents gain confidence in answering simple questions. This section consisted of seven attribute questions about the respondents‘ characteristics:
1.1 The company name 1.2 Job
The two first questions were optional. This helps the participants to answer questions honestly because they are not intimidated by the feeling that they may be tracked.
1.3 Level of education
Among 135 respondents, 130 people answered this question. The majority (69.6%) of the respondents have a bachelor degree while 21.5% have a master degree (Table 8, Figure 43). Only two respondents do not have a university degree. Hence, the sample is characterised by individuals who participated in higher education (over 91%).
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Table 8: Respondents' level of education
Frequency Per cent
Valid
High School Diploma 2 1.5
Technician 5 3.7
BEng & BSc 94 69.6
MSc & MA 29 21.5
Total 130 96.3
Missing System 5 3.7
Total 135 100.0
Figure 43: Respondents' level of education
1.4 Field of study
A total of 128 respondents answered this question. The civil engineers have the dominant view point in this study as 77.8% of respondents studied civil engineering (Table 9; Figure 44). Considering the fact that the survey is conducted on contractors, it is logical that most of them are civil engineers.
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Table 9: Respondents' field of study
Frequency Per cent
Valid
Civil Engineering 105 77.8
Architecture 10 7.4
Miscellaneous 13 9.6
Total 128 94.8
Missing System 7 5.2
Total 135 100.0
Figure 44: Respondents' field of study
1.5 Work experience
Table 10 and Figure 45 show that the majority of respondents (38) have five to ten years of working experience. There are also 66 individuals that have ten or more years of experience which constitutes 48.9% of the sample. This shows that the experience of the participants is relatively high.
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Table 10: Respondents' experience (years) Frequency Per cent
Valid
1-5 26 19.3
5-10 38 28.1
10-15 32 23.7
15+ 34 25.2
Total 130 96.3
Missing System 5 3.7
Total 135 100.0
Figure 45: Respondents' experience (years)
1.6 The company grade in building construction
The contractors that have grade one, two, or three from the Office of Technical Affairs (the Iranian President Deputy) form the sampling frame of the study (this will be explained in the sampling section). Table 11 and Figure 46 illustrate the proportion of respondents based on the company grades. The majority of companies have grade two, which is logical because
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141 more questionnaires were sent to grade two companies in comparison to others.
Table 11: The company grade of the respondents Frequency Per cent
Valid
One 39 28.9
Two 52 38.5
Three 44 32.6
Total 135 100.0
Figure 46: The company grade of the respondents
1.7 The company possession mode
The possession modes of the companies are shown in Table 12 and Figure 47. The private firms constitute 68.1% of the sample, while only ten public companies (managed by the Government) participated in the survey. One reason may be the fact that public companies are mostly involved in the oil and gas sector and not building construction. Over 16% of the companies were semi-private. This type of company was formerly owned and managed
142 by the Government, but they are in a transition from public to private mode through the privatisation scheme of the Government.
Table 12: The company possession mode of the respondents Frequency Per cent
Valid
Private 92 68.1
Semi Private 22 16.3
Public 10 7.4
Total 124 91.9
Missing System 11 8.1
Total 135 100.0
Figure 47: The company possession mode of the respondents
6.7.3.2. Part 2: Construction Logistics Knowledge
This part evaluated the respondents‘ knowledge about logistics. Before asking the questions, a brief definition for logistics management was provided. The reason is that, in the qualitative study, it was identified that interviewees‘ perception about logistics is not accurate. They missed logistics matters related to warehousing, site layout, transportation and material handling, and only focused on purchasing. Hence,
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143 a definition was expressed to give a general view of construction logistics to the respondents. The second part consisted of three questions:
2.1 Were you familiar with the logistics concept before reading the above definition?
This is a Likert rating question with four options which presents respondents‘
self evaluation about their logistics knowledge.
2.2 Have you been educated in different logistics topics mentioned below in a university or other types of educational institutions?
This question can give a better view of the respondents‘ knowledge level. The aim is to assess the level of education respondents attained in relation to logistics. The question tabulated eleven logistics topics which emerged from the qualitative study. For each topic, a four option Likert rating was allocated.
A short instruction was also provided that helped the respondents on how to choose answers.
2.3 Have employees, who carry out logistical affairs, been trained before or during taking their job?
In the qualitative study, it was found that the role of logistics personnel is critical. This question is to understand what level of education or training the personnel receive. In the QDA, the main logistics personnel were identified as the supply and support manager, financial manager, buying coordinator, and warehouse coordinator. It is a list question with four options that are structured in a table. The choices are related to the way the personnel learn to carry out their jobs. One or more options may be selected by the respondents.
6.7.3.3. Part 3: Supply Chain
144 It was a four-option Likert rating question which reflected respondents‘ self assessment of their supply chain knowledge.
3.2 In general, do you establish long term relationship with your project supply chain members or short term relationship?
Much literature recommended establishing long term relationships between the contractors and suppliers. In the QDA, advantages and disadvantages of establishing long term relationships with suppliers were explored. This question attempts to provide quantitative data about the relationship length preference of respondents. It is a category question with four multiple options that are defined in a way that show both the current practice and the ideal mode that is desirable.
3.3 Which purchasing channel do you usually choose to provide materials and components listed in the following table for your projects?
Delivery channel is an important topic in logistics. This question is to find out what is the source that is commonly used by respondents to procure materials and components. It is a list question which tabulated 18 critical materials. The list of materials was developed based on the QDA. Four sources of supply which are available in Iran are considered as the measures of this question:
Manufacturers, Iran Mercantile Exchange, Manufacturers‘ Agents, and Retailers. The respondents may choose one or more options.
6.7.3.4. Part 4: Logistics Planning and Scheduling
Logistics scheduling is one the main categories identified in the QDA (Figure 41).
This section had three questions and investigated two topics: order time and lead time.
4.1 When do you order your needed material?
This is a list question and respondents could choose one or more options. The purpose of the question is to find out when participants order materials. The options developed according to the results of the qualitative study and include: (a) order based on the schedule, (b) order based on experience, (c) order when materials are finished, and (d) buy all materials as soon as possible.
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4.3 From what sources do you get the numerical data of the lead times?
This is an important question because accuracy of lead time estimation affects the accuracy of the logistics scheduling. For accurate information, reliable sources should be identified. This question aims to find the common source of lead time data used by contractors. It is a list question with five choices and one or more options can be selected. Also, there is a sixth choice that is open for any other source that may be used by respondents.
6.7.3.5. Part 5: Procurement, Contracts and Supply Sources
The project delivery methods, vendor list and inspection are the main concerns of this section. Four questions were asked to the respondents:
5.1 What type of contract and procurement method do you use in your projects?
A mix of contracts and procurement routes that may be used by contractors is provided in a form of a list question. A discussion was conducted with three experienced contractors in Iran to develop a list of project delivery methods that are commonly used. Nine options were identified and listed in this question. Also, an open option was anticipated for any other routes that the participants may want to mention. The contract forms and procurement routes are mixed together because the experts who participated in the pilot test expressed that the question was more comprehensive and understandable in this way. Moreover, based on feedback from the first pilot test, a brief definition for each option was provided to make sure that the respondents answered the question consciously:
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Traditional method (bills of quantities): The client commissions the project to a consultant for design preparation and then a contractor will build the facility. The payment is based on the bills of quantities.
Fee based system: It is similar to the traditional method but the client is responsible for providing materials for the project.
In-house: Executing a project within an organisation instead of relying on outsourcing.
Fixed price system: It is a form of the traditional method where the client commissions the project to a contractor with a fixed price.
Square metre priced system: It is similar to the traditional system but the payment is based on the total area of the built facility.
Percentage system: A branch of the traditional method where the payment is a percentage of the total costs of the project.
Management contracting: The client employs an agent to make contracts with the consultant and the contractor.
Design and Built: The contractor holds the responsibility for designing and executing the project.
Turnkey: The contractor should design and build the facility according to the client‘s specifications and make everything ready for the client to move into the building.
5.2 Do you have a vendor list for buying material and components?
There was a disagreement between the interviewees about the vendor list in the QDA. Some interviewees argued that a vendor list limits their options.
This question is to find out if the respondents have vendor lists for the suppliers and to what extent they choose suppliers from that list. It was a multiple choice category question with four options which addressed the above issues.
5.3 Which criteria are of great importance when you want to add a supplier to your vendor list?
The suppliers in a vendor list are usually selected based on several criteria. A list of criteria was developed, based on the QDA, which includes: long term relationship, quality, commitment, distance to the site, price, and payment privilege. There is also a space for another criterion that may be used by the
Chapter 6 the quality and quantities of materials arriving to the site. This Likert rating question has three options: accurate inspection, general check (not accurate), no inspection.
6.7.3.6. Part 6: Transportation
6.1 Have you experienced the following transportation issues in your projects?
This is a short section dedicated to transportation. Delivery of materials earlier or later than what is expected is an issue which was indicated by the interviewees in the qualitative research. This question, using a Likert rating, is to measure the frequency that these issues occur in the projects. Four options were defined: very often, often, rarely, and never.
6.7.3.7. Part 7: Warehousing and Material Protection
The warehousing systems and consolidation centre are the main subjects of this section. Three questions were designed which are described in the following:
7.1 How do you manage your warehouse?
This list question exists to realise what system is used in construction projects in Iran to manage warehouses. The respondents may select one or more options from five choices.
7.2 Does your company possess a consolidation centre to deliver materials and components to a portfolio of projects?
The consolidation centre is a relatively new concept in construction management. Yet, some interviewees mentioned a temporary storage place for assembling structural parts together. Although this place cannot be considered as a classic consolidation centre, there are some similarities.
Hence, the question is designed to investigate if the participants are familiar with the consolidation centre concept. A short definition of a classic
148 consolidation centre was provided, and then four multiple choices assigned for the answers.
7.3 Which materials and components specified below worth being stored for a long time (more than 6 months)?
There was a debate about storing materials for long time on site. Some advantages were explained for long time storage in the qualitative study by interviewees. Yet, it was necessary to assess this topic in a larger sample.
This is a list question with fourteen options: steel, cement, aggregates, gypsum powder, bricks and blocks, stone, bitumen, mechanical components, electrical components, tiles, doors, windows, gypsum and cement boards, and paint. One or more materials can be chosen. The choice ―none‖ is also put for those people who think no material should be stored on site for more than six months.
6.7.3.8. Part 8: Logistics Organisation
8.1 Do you have a team in your company to be responsible for managing supply and support?
The qualitative study showed that often there is no dedicated team that undertakes all responsibility of logistical tasks in construction organisations.
Yet, there are groups such as supply and support departments. This category question with three multiple choices intends to research organisational issues.
8.2 Have you established standards for carrying out logistical task such as purchasing, warehousing, documentation, etc?
One of the points indicated by some interviewees was standardisation of the logistics process. This category question aims to understand if the construction organisations have standardised logistics processes. The multiple choices are defined in a way to reach this aim.
6.7.3.9. Part 9: Waste Management
The volume of construction waste is large in projects in Iran, as stated by the interviewees. This section evaluates this issue quantitatively.
9.1 How do you approximately evaluate the volume of waste production in the construction projects in Iran?
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9.2 Which factors are more important in waste production in your projects?
Nine reasons were selected from the results of the qualitative study: poor packaging, wrong loading and unloading methods, low price of the materials, low quality of materials, traditional construction methods, project managers' unawareness, workers' unawareness, cultural matters, and material handling and re-handling. A blank space was assigned for the respondent who wanted to specify another reason. It is a scale rating question and the respondents should score each factor according to its importance in relation to waste production (1 least and 10 most).
6.7.3.10. Part 10: Logistical Problems
The final section of the questionnaire was dedicated to logistics problems and the consequences of these problems in the project.
10.1 Ten fundamental logistics problems in the construction projects are listed in the following table. Considering the importance of each problem, choose one of the provided options.
It is a Likert rating question with four choices. Ten logistics problems that were pointed out in the qualitative study are tabulated here. The aim is to assess how these problems affect the practice of logistics management. The problems are: low level of logistics knowledge among managers and engineers, poor logistics scheduling, estimation mistakes, financial problems, construction material shortage, inappropriate warehousing and material protection, unpunctuality of the suppliers, lack of experts in construction logistics management, early or late delivery of the materials to the site, and weakness of transportation infrastructures.
10.2 Considering the definition given at the beginning of the questionnaire, to what extent can weak logistics management cause the following problems in construction projects?
150 This Likert rating question aims to evaluate to what extent poor logistics management can lead to other problems in the construction projects. Five problems identified from the QDA were measured in this question: project costs increase, delays, low quality construction, low level of health and
150 This Likert rating question aims to evaluate to what extent poor logistics management can lead to other problems in the construction projects. Five problems identified from the QDA were measured in this question: project costs increase, delays, low quality construction, low level of health and