As part of the productivity movement, the Singapore government intends to legislate buildability and minimum buildable scores in 2001. Consequently, all building projects would need to fulfil minimum buildable scores before their development and building plans can be approved by the Building and Construction Authority (BCA). Computation of the buildable score is, however, slanted in favour of prefab rication technology. The BCA recognises this slant and is promoting the use of the Just-In-Time (JIT) philosophy in managing precast concrete components. Precast components are expected to be manufactured and delivered just in time for installation and erection on site. Consequently, there is a tendency in the industry to focus only on the precast concrete supplier and contractor where buildability and JIT are concerned. While the close working relationship between the precast concrete supplier and contractor raises legal/contractual implications arising from JIT operations, this article argues that there are also implications from other parties to the building contract which should not be overlooked.

Much had been discussed on raising the productivity level of the construction industry in Singapore which has consistently lagged behind other sectors of the economy. The use of buildable designs was singled out as a means to improve productivity.1 While the use of prefabrication technology is one good way to enhance buildability, other factors such as management style and quality of subcontractors, etc. can also affect the contractor’s output. In so far as construction management is concerned, the Just-In-Time (JIT) philosophy can be applied for logistics management on worksites to help raise productivity levels.

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