Site Establishment, Logistics and Supply-Chain Planning

Introduction

A construction project is not controlled only by drawings, specifications and schedules. It is also controlled by the physical arrangement and movement of people, materials, plant, information and services. Site establishment is the process of preparing the construction site and installing the temporary facilities needed to execute the work safely and efficiently. Logistics planning determines how resources enter, move through and leave the site. Supply-chain planning coordinates procurement, suppliers, transport, storage, inspection and delivery so that materials are available when required without excessive cost, congestion or waste.

Poor site logistics can create delays even when the construction programme is technically sound. A delivery vehicle may be unable to reach the unloading point; materials may be damaged by weather; cranes may be positioned where later excavation is required; or workers may be exposed to moving vehicles. Effective planning therefore links the site layout to the work breakdown structure, programme, risk assessment, budget and quality plan.

This chapter presents practical methods for preparing site-layout and logistics plans for diploma-level construction practice. It covers access, temporary facilities, utilities, storage, lifting, traffic, security, equipment utilisation, material handling, inventory control and supplier coordination.

Learning Objectives

After studying this chapter, the learner should be able to:

1. Explain the purpose and contents of a site establishment plan.
2. Prepare a functional site layout showing access, facilities, storage, circulation and safety controls.
3. Plan temporary water, electricity, drainage, communications and welfare services.
4. Select suitable methods for lifting, transporting and storing construction materials.
5. Develop traffic-management and pedestrian-separation arrangements.
6. Apply basic equipment-utilisation and inventory-planning measures.
7. Coordinate suppliers, deliveries, inspections and site records.
8. Evaluate logistics risks and recommend practical improvements.

1. Site Establishment as a Planning System

Site establishment begins before major construction operations. It includes surveys, permissions, temporary fencing, access control, welfare facilities, offices, stores, plant areas, temporary services, safety installations and environmental controls. The arrangement must support the sequence of work rather than merely fill available space.

A useful site-establishment plan answers six questions:

• What must enter the site, from where and at what frequency?
• Where will people, vehicles, plant and materials travel?
• Where will each material be received, inspected, stored and issued?
• Which temporary facilities and utilities are required?
• How will lifting, excavation, emergency access and evacuation be managed?
• How will the arrangement change as the project progresses?

The site plan should be based on the site survey, boundaries, neighbouring properties, existing services, topography, drainage, environmental constraints, access roads, project programme and local regulations. It should identify fixed constraints, such as public roads and existing buildings, and flexible elements, such as storage areas and temporary offices.

1.1 Principles of an effective layout

An effective layout generally follows these principles:

Safety first. Separate people from vehicles and lifting operations. Maintain emergency routes, safe clearances and unobstructed access to fire equipment.

Minimum unnecessary movement. Place frequently used materials near their point of use, while retaining sufficient space for safe handling. Avoid repeated double-handling.

Logical sequence. Arrange receiving, inspection, storage, processing and installation in a sequence that reflects the programme.

Adaptability. A site changes as foundations, structures, services and finishes progress. The layout should be reviewed at defined project stages.

Security and accountability. Control entrances, protect valuable materials and maintain records of deliveries, issues and visitors.

Environmental responsibility. Control dust, noise, runoff, waste, fuel, chemicals and damage to surrounding land.

Compliance. Follow applicable building regulations, occupational health and safety legislation, road rules, lifting regulations, electrical requirements and environmental permits.

2. Preparing the Site-Layout Plan

2.1 Information required

Before drawing the layout, the project team should assemble:

• boundary and topographical survey;
• site investigation and ground information;
• location of existing overhead and underground services;
• neighbouring roads, buildings and public facilities;
• construction drawings and work packages;
• programme and delivery schedule;
• expected workforce and shift pattern;
• plant, crane and lifting requirements;
• environmental and community constraints;
• emergency and evacuation requirements.

The plan should use a clear scale and legend. It should show the north direction, boundaries, gates, roads, pedestrian routes, offices, welfare facilities, stores, laydown areas, workshops, waste areas, fuel and chemical storage, lifting zones, parking, fire points, first-aid points, muster areas and temporary utilities.

2.2 Zoning the site

A practical layout separates the site into functional zones:

The best location depends on the project. For example, a tower crane may be central to the building footprint, while a site office is often positioned near the entrance for access control. Cement and other moisture-sensitive materials should be stored in a dry, raised and secure location. Reinforcement steel requires stable supports and a layout that permits safe lifting and cutting.

2.3 Layout development procedure

A systematic procedure is preferable to placing facilities by trial and error:

1. Plot the site boundary, permanent works and immovable constraints.
2. Mark public access, emergency access and prohibited areas.
3. Identify major material flows and lifting paths.
4. Position gates and establish one-way or controlled vehicle movements where possible.
5. Place offices, welfare facilities and pedestrian routes.
6. Locate storage and receiving areas according to delivery frequency and handling method.
7. Position cranes, hoists, pumps, workshops and plant compounds.
8. Add temporary services, drainage, lighting, fire points, waste areas and security controls.
9. Check clearances, turning paths, exclusion zones and emergency routes.
10. Test the arrangement against each major construction phase.
11. Issue the plan under document control and review it after significant changes.

A layout should be read together with a logistics method statement. The drawing shows where activities occur; the method statement explains how they are performed safely.

3. Access, Traffic and Pedestrian Management

3.1 Site access

The access point should provide adequate visibility, width, turning space, surface strength and drainage. It should not obstruct public roads or create unsafe queues. Where separate entry and exit gates are not feasible, a controlled single gate may be used with a banksman, scheduling system and communication procedure.

Access design should consider the largest delivery vehicle, axle loads, gradients, overhead restrictions, weather conditions and emergency vehicles. Temporary roads should be compacted and maintained. Mud and debris carried onto public roads must be controlled through wheel-cleaning, road sweeping and suitable surfacing.

3.2 Traffic-management plan

The traffic plan should define:

• vehicle routes and speed limits;
• delivery booking and waiting arrangements;
• reversing controls and banksman duties;
• pedestrian crossings and protected walkways;
• parking and plant standing areas;
• loading and unloading zones;
• exclusion zones around cranes and excavators;
• signs, barriers, lighting and communication methods;
• emergency access and incident procedures.

Pedestrian and vehicle routes should be physically separated wherever practicable. If crossing is unavoidable, the crossing should be visible, controlled and located away from blind corners. Reversing should be minimised because it is a frequent source of struck-by incidents.

3.3 Delivery scheduling

Deliveries should be booked according to available space, labour, lifting equipment and installation sequence. A delivery booking should state the supplier, vehicle type, material, quantity, arrival window, unloading method, responsible receiver and required documents. Deliveries should not be accepted merely because the supplier has arrived; the site must be able to unload and store them safely.

4. Temporary Facilities and Utilities

4.1 Offices and welfare

Temporary offices should support supervision, design coordination, records, meetings and communication. Welfare facilities should be proportionate to the workforce and comply with applicable health and safety requirements. They commonly include toilets, hand-washing facilities, drinking water, changing areas, drying facilities, rest areas and first-aid provision.

The facilities should be accessible, clean, ventilated, adequately lit and maintained. Their location should avoid contaminated or flood-prone areas and should not interfere with lifting or emergency routes.

4.2 Temporary electricity

Temporary electrical planning includes the incoming supply, distribution boards, cables, protection devices, earthing, lighting, generators and emergency arrangements. A competent electrical person should design, install, inspect and maintain the system. Cables should be protected from vehicle damage, water and sharp edges. Temporary installations must not be treated as inferior permanent systems.

The approximate connected load may be estimated by summing the rated powers of equipment, applying realistic demand factors and considering starting currents. The result must be checked by a qualified person against the supply capacity, voltage drop, short-circuit protection and local electrical rules. High-load equipment such as welders, hoists, pumps and compressors can cause significant starting and coincident demand.

4.3 Water, drainage and sanitation

Water is required for drinking, welfare, concrete, curing, dust suppression, cleaning and sometimes testing. Potable and non-potable systems should be identified and protected from cross-contamination. Temporary drainage should prevent ponding, erosion and polluted discharge. Silt traps, sediment controls and oil interceptors may be required.

Water use should be monitored where supply is limited. Leaks and uncontrolled hoses create cost, environmental damage and unsafe surfaces.

4.4 Communications and information

Reliable communication supports delivery coordination, emergencies, design queries and plant movement. The project may use radios, mobile communication, noticeboards, digital collaboration systems and controlled drawings. Only current approved documents should be available for construction. Changes to routes, lifting plans or storage locations should be communicated during briefings and recorded.

5. Material Storage and Handling

Material logistics includes receiving, unloading, inspection, identification, storage, internal transport, issuing, installation and disposal. Storage is not simply placing materials in an empty area; it is a controlled process that preserves quality and enables retrieval.

5.1 Storage classifications

Materials may be classified as:

• weather-sensitive: cement, plasterboard, insulation, finishes and electrical equipment;
• long and bulky: reinforcement, timber, pipes and structural sections;
• fragile: glass, tiles, sanitary fittings and finished components;
• hazardous: fuels, gases, solvents, paints and chemicals;
• high-value: tools, copper, equipment and specialist fittings;
• perishable or time-sensitive: certain chemicals, adhesives and proprietary products.

Each class needs suitable protection. For example, cement should be kept dry and raised above the floor; gas cylinders should be secured upright in a ventilated area; chemicals require compatible containment and safety information; and steel should be supported to prevent instability and excessive contact with mud.

5.2 Receiving and inspection

At receipt, the designated person should verify the purchase order, delivery note, quantity, description, batch or heat number, condition, certificates and required storage conditions. Damaged, incorrect or undocumented material should be quarantined rather than mixed with approved stock.

A typical receiving sequence is:

1. Confirm the delivery booking and safe unloading location.
2. Check vehicle and load condition.
3. Compare documents with the order and approved submittal.
4. Count or measure the material.
5. Inspect for damage and verify identification.
6. Record acceptance, partial acceptance or rejection.
7. Label and place the material in its assigned storage location.
8. Update the inventory and notify the relevant supervisor.

5.3 Material handling methods

Handling methods include manual carrying, pallet trucks, forklifts, telehandlers, cranes, hoists, conveyors and pumps. Selection depends on mass, dimensions, distance, frequency, ground condition, access, height, risk and available skill.

Manual handling should be avoided or reduced for heavy, awkward or repetitive loads. Mechanical equipment must have adequate capacity, competent operators, inspected accessories and a controlled operating zone. Loads should be stable and secured; lifting accessories should be selected according to their rated capacity and configuration.

Double-handling occurs when a material is unloaded, moved to temporary storage, moved again for processing and finally transported to the point of installation. Some temporary storage is unavoidable, but unnecessary handling increases labour, damage and risk. Planning should favour direct delivery to a point near installation when the programme and safety conditions permit.

6. Lifting and Hoisting Planning

Lifting operations require a planned relationship between the load, lifting appliance, accessories, ground, weather, people and destination. A lift plan should identify the load mass and centre of gravity, lifting points, crane or hoist capacity, radius, height, ground bearing, rigging arrangement, exclusion zone, communication method and emergency procedure.

The rated capacity of a lifting appliance varies with configuration and operating radius. It must be obtained from the manufacturer’s load chart, not assumed from the machine’s nameplate. The planned load must include the load and relevant lifting accessories. Dynamic effects, wind, poor ground and eccentric loading require professional assessment.

A competent appointed person or lifting supervisor should control complex lifts. No person should stand beneath a suspended load. Barricades and clear signals are essential, and lifting should stop when conditions exceed the safe limits stated in the plan.

A lifting plan should also consider construction sequence. A crane positioned for early excavation may obstruct later deliveries; a tower crane tie-in may affect façade work; and a mobile crane may require temporary strengthening of the access route.

7. Equipment Utilisation and Plant Planning

Plant planning aims to provide the correct equipment at the correct time with acceptable safety, cost and productivity. The decision may involve ownership, rental, subcontractor supply or a combination.

Selection criteria include:

• required capacity and reach;
• production rate and compatibility with other operations;
• access, ground pressure and turning space;
• fuel or energy use;
• operator competence;
• availability of maintenance and spare parts;
• transport and mobilisation cost;
• noise, emissions and environmental restrictions;
• reliability and safety features.

A basic utilisation measure is:

Productive operating time is the time during which the equipment performs its intended work. Available scheduled time is the time for which the equipment is planned and ready for use. The measure should be interpreted carefully: high utilisation is not automatically good if it results from overloading, inadequate maintenance or unsafe pressure on operators.

For example, if an excavator is scheduled for 8 hours and performs productive excavation for 5.6 hours, its utilisation is:

5.6 ÷ 8 × 100% = 70%.

The remaining time may include waiting for trucks, repositioning, refuelling, inspection or breakdown. Improvement should address the cause rather than merely demand longer operation.

Equipment plans should include preventive maintenance, daily checks, refuelling, operator allocation, breakdown response and replacement arrangements. Idle plant occupies space and incurs cost, so equipment arrival should be linked to the programme.

8. Inventory and Stock Control

Inventory control balances availability against holding cost, damage, theft, obsolescence and congestion. The site team should identify materials with long lead times, high value, uncertain supply or critical programme impact.

Useful records include a material register, purchase order log, delivery register, inspection record, stock ledger, quarantine register and issue record. Stock should be labelled with description, quantity, batch, status and location. Approved, rejected and quarantined materials must be physically separated.

8.1 Reorder point

For relatively stable demand, a simple reorder point can be expressed as:

Demand during lead time is the expected consumption while waiting for replenishment. Safety stock is additional material held to protect against demand or delivery uncertainty. If weekly demand is 200 units, supplier lead time is 3 weeks and safety stock is 150 units, then:

Reorder point = 200 × 3 + 150 = 750 units.

This calculation assumes that demand is measured in the same time unit as lead time and that the material is replenished before stock falls below the reorder point. It is not suitable without adjustment where demand is highly variable, lead times are uncertain or materials are made to order.

8.2 Stock rotation and issue

Materials should be issued using an appropriate rotation principle. First-in, first-out is useful for many dated or perishable products, while batch-controlled materials may require first-expiry, first-out. Some products have manufacturer-specific storage life and should not be used after expiry.

Periodic physical counts should be compared with records. Differences may indicate damage, unrecorded issues, theft, incorrect units or counting errors. High-value and critical materials deserve more frequent checks.

9. Supplier and Supply-Chain Coordination

Supply-chain planning connects design, procurement, manufacturing, transport, site receipt and installation. Coordination should begin during procurement planning, not at the delivery gate.

A procurement schedule should identify:

• material or equipment description;
• approved specification and supplier;
• required-on-site date;
• lead time and manufacturing period;
• inspection or testing requirements;
• transport method;
• storage and lifting needs;
• responsible person;
• status and risks.

The required-on-site date should be derived from the construction programme, allowing time for inspection, correction, installation preparation and reasonable uncertainty. Long-lead items should be identified early. Examples include switchgear, lifts, façade systems, specialist mechanical equipment, structural steel and custom joinery.

Supplier coordination meetings should review production status, submittals, approvals, testing, transport, packaging, delivery windows, nonconformities and recovery actions. Early warning is preferable to discovering a missing item when an installation crew is already waiting.

Digital tools can support purchase-order tracking, barcode or QR-code identification, delivery booking, stock visibility, photographic records and dashboard reporting. Technology does not replace physical verification. A digital record is only reliable when quantities, status and locations are updated accurately.

10. Logistics Performance Measures

Performance measures should help the team identify and correct problems. Suitable indicators include:

Indicators should be reviewed with context. A low stock level may indicate efficiency or dangerous under-ordering. A high delivery frequency may reduce storage but increase traffic risk. Measures should therefore support judgement rather than become isolated targets.

11. Safety, Environmental and Governance Requirements

Site logistics has direct legal and ethical implications. The principal contractor and other duty holders must identify hazards, communicate controls, provide competent supervision and maintain safe systems of work in accordance with applicable law.

Important controls include:

• induction and site rules;
• risk assessments and method statements;
• traffic segregation;
• lifting plans and equipment inspections;
• safe stacking and racking;
• manual-handling assessment;
• fire prevention and emergency response;
• control of hazardous substances;
• electrical inspection and isolation;
• dust, noise, vibration and runoff control;
• waste segregation and lawful disposal;
• protection of the public and neighbours.

Ethical procurement includes accurate specifications, fair supplier treatment, avoidance of concealed conflicts of interest and rejection of counterfeit or substandard materials. Sustainability can be improved through local sourcing where appropriate, consolidated deliveries, reusable packaging, material reuse, waste reduction and lower-emission equipment. These choices must still satisfy quality, safety and programme requirements.

12. Illustrative Case Study: Urban Community Health Centre

Background

A two-storey health centre is to be constructed on a confined urban site surrounded by a public road, occupied houses and a school. The project includes reinforced-concrete foundations and frame, masonry, mechanical and electrical services, a small façade package and extensive internal finishes. The site has one possible vehicle entrance and limited external storage.

Problem

The initial contractor proposal placed the site office, reinforcement storage and waste skips beside the entrance. Concrete delivery vehicles would have crossed the pedestrian route, and plasterboard was to be stored outdoors. The programme also required façade materials before the structure was complete, but no protected storage area had been identified.

Analysis

The team mapped deliveries against the programme and found that concrete, reinforcement, blocks, mechanical equipment and finishing materials would compete for the same gate and unloading area. The school generated high pedestrian activity at morning and afternoon peaks. The site had insufficient room for vehicle turning if deliveries arrived without booking. The proposed outdoor storage exposed moisture-sensitive materials to rain and increased manual handling.

Approach and solution

The revised plan introduced:

1. A controlled gate with a booking system and no routine deliveries during school arrival and departure periods.
2. A protected pedestrian route along the site boundary, separated from vehicle movements by barriers.
3. A receiving point immediately inside the gate, with a banksman and defined unloading zone.
4. Just-in-time reinforcement deliveries, bundled according to the erection sequence.
5. A lockable, weather-protected store created from a temporary modular unit for plasterboard, electrical equipment and finishes.
6. Vertical racks for reinforcement and timber, with stable supports and labelled locations.
7. Segregated skips positioned so that collection vehicles could exchange them without entering the main work area.
8. A delivery register linked to purchase orders, inspection status and storage location.
9. A mobile crane plan for structural work, followed by a revised hoist arrangement for later façade and finishing operations.
10. Daily coordination between the logistics supervisor, site manager and subcontractors.

Outcome

The revised arrangement reduced uncontrolled queuing, protected pedestrians and prevented weather damage to sensitive materials. Deliveries were still constrained by the urban location, but the booking system made conflicts visible before vehicles arrived. The project team also identified that the layout needed revision after the concrete frame phase, demonstrating that a logistics plan is a changing management document rather than a one-time drawing.

Learning points

The case shows that confined sites require coordination more than simply additional storage. Delivery timing, material packaging, installation sequence, public protection and temporary facilities must be planned as one system. It also shows the importance of reviewing logistics at phase transitions.

13. Contemporary Practice and Digital Support

Building information modelling can assist site logistics by visualising the building, crane reach, access routes, temporary facilities and construction sequence. Four-dimensional models link time to physical work areas and can reveal clashes between storage, lifting and permanent works.

Other tools include GPS plant tracking, electronic delivery booking, digital inspection forms, RFID or QR-code tagging, drone surveys where legally permitted, and dashboards for procurement status. Artificial intelligence may assist with demand forecasting, delivery sequencing or anomaly detection, but its outputs require human review. Site conditions, weather, supplier reliability and safety decisions cannot be delegated blindly to an algorithm.

Contemporary logistics also emphasises resilience. Alternative suppliers, contingency routes, buffer time for critical items, weather planning and early identification of geopolitical or transport risks can reduce disruption. The objective is not to eliminate all uncertainty, which is impossible, but to make important uncertainties visible and manageable.

14. Best-Practice Checklist

Before mobilisation, confirm that:

• the site boundary, access and existing services are verified;
• the approved site layout is issued and understood;
• emergency and pedestrian routes are protected;
• temporary utilities are designed and inspected;
• welfare and first-aid facilities are ready;
• storage areas are labelled, secure and suitable for the materials;
• lifting plans and equipment inspections are available;
• delivery bookings and receiving responsibilities are defined;
• inventory and quarantine records are established;
• waste, fuel and chemical controls are in place;
• suppliers understand specifications, dates and documentation;
• the layout has been reviewed against each construction phase.

During construction, review the plan when the building footprint, access, crane arrangement, workforce, supplier pattern or legal requirements change. Record lessons from incidents, near misses, damaged materials, rejected deliveries and delays.

Chapter Summary

Site establishment and logistics planning provide the physical and organisational foundation for construction operations. A successful plan integrates site constraints, programme sequence, access, temporary facilities, utilities, storage, lifting, traffic, security, plant and supply-chain activities.

The site layout should separate people and vehicles, minimise unnecessary movement, support emergency access and adapt to changing construction phases. Materials should be received, inspected, identified, stored and issued through controlled procedures. Lifting operations require competent planning based on load, equipment capacity, radius, ground conditions, weather and exclusion zones. Equipment utilisation should be improved by addressing waiting, breakdowns and poor sequencing rather than simply increasing operating hours.

Inventory control balances availability with the costs and risks of excess stock. Supplier coordination requires early planning of specifications, lead times, inspections, transport and delivery windows. Performance indicators such as delivery reliability, damage, stock variance, waiting time and equipment utilisation help reveal weaknesses. Safety, environmental protection, ethical procurement and regulatory compliance must be integrated into every logistics decision. Digital tools can improve visibility, but accurate field verification and professional judgement remain essential.

Key Terms

Site establishment: Preparation and organisation of a construction site and its temporary facilities before and during construction.

Site logistics: Planning and control of the movement and storage of people, materials, equipment and information.

Laydown area: A designated area where materials or components are temporarily placed before use.

Temporary works: Temporary structures, services or installations used to support construction.

Receiving point: Controlled location where deliveries are unloaded, checked and recorded.

Banksman: A trained person who guides vehicle or plant movements where visibility or space is restricted.

Exclusion zone: An area from which unauthorised people are kept away during hazardous operations.

Material handling: Moving, lifting, positioning, protecting and issuing materials.

Double-handling: Moving a material more times than necessary before installation.

Lead time: Time between placing an order and receiving the required item.

Safety stock: Additional stock held to protect against demand or delivery uncertainty.

Reorder point: Stock level at which replenishment should be initiated.

Quarantine: Controlled separation of material awaiting acceptance, investigation or disposal.

Utilisation: Productive operating time expressed relative to available scheduled time.

Long-lead item: An item requiring substantial time for approval, manufacture or delivery.

Lifting plan: Document defining the safe method and controls for a lifting operation.

Traffic-management plan: Arrangement controlling vehicle, plant and pedestrian movements.

Just-in-time delivery: Delivery scheduled close to the time of use to reduce storage.

Supply-chain coordination: Integration of procurement, manufacturing, transport, receipt and installation activities.

Review Questions

Short Answer Questions

1. What is the purpose of a site-establishment plan?
2. State four principles of an effective construction site layout.
3. Why should approved, rejected and quarantined materials be separated?
4. Identify four items that should be included in a lifting plan.
5. What is meant by equipment utilisation?

Long Answer Questions

1. Explain a systematic procedure for preparing a site-layout and logistics plan.
2. Discuss the design requirements for safe vehicle and pedestrian movement on a construction site.
3. Explain how materials should be received, inspected, stored and issued.
4. Discuss the role of supplier coordination in preventing construction delays.
5. Explain the safety, environmental and ethical responsibilities associated with site logistics.

Analytical / Application Questions

1. A confined urban project has one gate, frequent concrete deliveries and a school next door. Propose a traffic and delivery-management arrangement and justify your decisions.
2. Weekly consumption of a material is 300 units, supplier lead time is 2 weeks and safety stock is 250 units. Calculate the reorder point and explain the assumptions behind your answer.
3. An excavator is scheduled for 10 hours but operates productively for 6.5 hours. Analyse possible causes of the lost time and recommend practical improvements without compromising safety.

Multiple Choice Questions with Answers

Question 1

Which activity is normally part of site establishment?

A. Preparing temporary offices and welfare facilities

B. Issuing the final building completion certificate

C. Selling surplus land

D. Replacing the client’s permanent organisation

Correct Answer: A. Preparing temporary offices and welfare facilities

Question 2

What is the main purpose of separating pedestrian and vehicle routes?

A. To increase material prices

B. To reduce struck-by and collision risks

C. To eliminate the need for supervision

D. To increase vehicle reversing

Correct Answer: B. To reduce struck-by and collision risks

Question 3

Which material normally requires weather-protected storage?

A. Clean aggregate intended for external concrete

B. Cement and plasterboard

C. Unpainted external soil

D. Temporary road gravel

Correct Answer: B. Cement and plasterboard

Question 4

A delivery arrives without the required documentation and has visible damage. What is the most appropriate immediate action?

A. Mix it with approved stock

B. Install it immediately

C. Quarantine it pending inspection and decision

D. Discard all site materials

Correct Answer: C. Quarantine it pending inspection and decision

Question 5

Which information is essential in a lifting plan?

A. The colour of the site office

B. Load mass, lifting equipment capacity and exclusion zone

C. The supplier’s advertising budget

D. The number of permanent offices in the city

Correct Answer: B. Load mass, lifting equipment capacity and exclusion zone

Question 6

An excavator is scheduled for 8 hours and works productively for 5.6 hours. What is its utilisation?

A. 30%

B. 56%

C. 70%

D. 80%

Correct Answer: C. 70%

Question 7

If weekly demand is 200 units, lead time is 3 weeks and safety stock is 150 units, what is the reorder point?

A. 350 units

B. 600 units

C. 650 units

D. 750 units

Correct Answer: D. 750 units

Question 8

Which measure most directly indicates supplier delivery reliability?

A. On-time delivery rate

B. Number of site offices

C. Crane colour

D. Length of the boundary fence

Correct Answer: A. On-time delivery rate

Question 9

Why should a site logistics plan be reviewed during construction?

A. Site conditions and work phases change

B. Drawings become unnecessary after mobilisation

C. Storage areas never change

D. Reviewing plans prevents all construction work

Correct Answer: A. Site conditions and work phases change

Question 10

What is the principal benefit of reducing double-handling?

A. More unnecessary movement

B. Lower labour, damage and handling risk

C. Higher congestion at the gate

D. Less need for material identification

Correct Answer: B. Lower labour, damage and handling risk