Integrated Project Delivery Best Practices (IPD-BP) model for Industrialised Building System (IBS) performance in Malaysia

The Malaysian construction industry is progressing toward the Construction 4.0 Strategic Plan, which necessitates the adoption of advanced technologies, including Industrialised Building System (IBS), a notable component. Transitioning to IBS presents numerous challenges, making it a complex process. The identified problems include low adoption and poor performance of IBS in Malaysia, a lack of integration among IBS participants in managing IBS projects, the unsuitability of traditional procurement approaches for IBS projects, and limited research on procurement, particularly on Integrated Project Delivery (IPD) in IBS. The study aims to propose an Integrated Project Delivery (IPD) Best Practices (IPD-BP) Model for IBS performance in Malaysia with the establishment of four objectives which are (i) to identify Integrated Project Delivery (IPD) best practices in the Industrialised Building System (IBS) project; (ii) to identify the performance elements of the Industrialised Building System (IBS) project; (iii) to analyse the relationship between Integrated Project Delivery (IPD) best practices and the Industrialised Building System (IBS) project performance, and (iv) to develop an Integrated Project Delivery Best Practice (IPD-BP) Model for Industrialised Building System Performance in Malaysia. The study identified a total of forty-one (41) IPD best practices, categorised into four primary elements: People, Process, Strategy, and Technology. Additionally, the study identified four key factors of IBS project performance: Time, Cost, Quality, and Integration. The study used a deductive and quantitative methodology to develop a conceptual framework for the IPD best practices model for IBS, utilising a comprehensive literature review and a questionnaire survey. The questionnaire surveys were distributed to 1,037 respondents, including IBS precast G7 contractors, IBS consultants, IBS clients, IBS manufacturers, and IBS suppliers involved in IBS projects, of which only 259 responded. The data were analysed using IBM SPSS version 28 and SmartPLS version 4 software. Based on the findings, the study reveals that People, Process, and Technology had a positive relationship with the IBS project performance. Conversely, Strategy does not show a significant relationship with IBS project performance. The validation by expert panels concurs with the finding that the proposed IPD best practices model can enhance IBS project performance. Ultimately, it is anticipated that this research model contributed to improving the performance of the IBS project through the implementation of IPD. The IPD-BP model can assist IBS stakeholders in identifying areas requiring development to augment performance. The IPD-BP model can serve as an alternative to the conventional methods of managing IBS projects and aligns with the IBS agenda in the National Construction Policy 2030 in Thrust 6: strengthening good governance and adoption of best practices, which aims to enhance public procurement systems and promote best practices in construction. Finally, other researchers may utilise it in formulating their research frameworks for future studies.