greater - CIDB Malaysia



greater - CIDB Malaysia
ISSUE 01/2012 JAN 2012 ISBN 123456-789-1011 COPYRIGHT RESERVED 2011 © CIDB
ISSUE 01/2011
About IBS Digest
IBS Digest is a newsletter published quarterly by IBS Centre,
as a platform to share information, news, best practices and
Chief Executive, CIDB Malaysia
also to promote the use of Industrialised Building System
[IBS] in the construction industry in Malaysia. IBS Digest is
Chief Editor
Abdul Karib
also available in digital copy at
Editorial Committee
Ir. Noraini Bahri
Rofizlan Ahmad
Mohd Idrus Din
Nurul Hayati Khalil
IBS Centre, CIDB Malaysia
Level 1, Block E
Lot 8, Jalan Chan Sow Lin
55200 Kuala Lumpur, Malaysia
Tel : +603 9281 6909
Fax : +603 9281 5870
E-mail : [email protected]
Website :
Happy New Year
2012 to all
Issue 1/2012 will be the first issue of IBS DIGEST.
For some, New Year is no more than a change of a calendar. For others, the New Year symbolizes the beginning of a better
tomorrow, a better economy and a good year ahead.
The Economic Transformation Plan is one hot topic of 2011. In general, the ETP is designed to propel Malaysia to a high
income economy by 2020. The overall effect will be a significant growth of jobs, a shift towards higher paid jobs, a wide
variety of employment opportunities for Malaysians and strengthening of the skills base.
The impact of the ETP programme will be seen in 2012. One major NKEA is the most talked about - Greater Kuala Lumpur/
Klang Valley [GKLKV] and how it will act as catalyst for the economy of the Kuala Lumpur–Klang Valley community. GKLKV
will promote Kuala Lumpur as a business hub for multinational companies, promote a better quality of life, be it in terms
of education, healthcare, housing or public transportation and infrastructure. With several mega projects named, GKLKV
will create job opportunities and boost demand for construction materials and services.
Knowledge Sharing and Best Practices is discussed in an article on the Sri Pajam Project by Nova Loyal. Reports on
workshops, forums and other programmes by IBS Centre will also be featured.
On behalf of the Editorial Commitee, I would like to invite individuals with any articles or write up with regards to IBS to
contribute for publication in the upcoming IBS Digest.
Through the articles published, we hope to share experience and enhance awareness of the readers on the importance
of IBS in project delivery.
ISSUE 01/2012
ISSUE 1-2012
Greater Kuala Lumpur / Klang Valley
Klang Valley MRT
The Role of Industrialised Building System (IBS)
Catalyst for National Economy
Advancing Policies and Public Transport
In the Construction and Infrastructures for Greater Kuala Lumpur
/ Klang Valley by 2020
The Effectiveness of Industrialised Building System (IBS) for
Government Projects
Sri Pajam Suria Residence
Newspaper Clippings
* IBS langkah terbaik kurangkan penggantungan tenaga kerja asing
* Bumi told to enter manufacturing IBS
Programme by IBS Centre
* Bengkel Penambahbaikan Modul-modul Latihan IBS/MC
* Forum Penggiat Industri IBS 2011
* Bengkel “Train the Trainer”
Objective of Publication
1. To promote understanding on IBS among the construction community;
2. To be the platform for discussion, sharing of information, technology and
best practices on IBS in the construction industry;
3. To act as a platform for discussion and knowledge sharing on technologies
and best practices of IBS in the construction industry;
4. To promote the application of IBS in construction;
Kuala Lumpur is the capital and
the second largest city in Malaysia
by population. Also known as
the Klang Valley, it is an urban
agglomeration of 7.2 million. It is the
fastest growing metropolitan region
in the country, in terms of population
and economy. Kuala Lumpur has been
a favourite for its unique blend of
diverse cultures and heritage. It
boasts world-renowned landmarks
such as the PETRONAS Twin Towers
and the KL Tower.
5. To promote programs and activities on IBS in construction by CIDB.
Disclaimer No part of this newsletter may be reproduced without written permission of CIDB Malaysia. Opinions expressed in IBS DIGEST are the
writers’ and may not necessarily reflect the opinion of CIDB Malaysia. CIDB Malaysia is not responsible or liable in any way for the content in articles,
photographs or illustration contained in this publication. The editorial team reserves the right to edit and/or re-write all materials according to the needs
of the publication upon usage.
PG 03
Catalyst for National
On 21st September 2010,
the Malaysian Government
launched the Economic
Transformation Programme,
which is an initiative to drive
the country into a highincome economy by the year
2020. The program has been
entrusted to the Performance
Management and Delivery
Unit, known as PEMANDU, to
oversee the implementation
and the achievement of the
programme as a whole. A
month after the launch of
the programme, its roadmap
was launched by YAB Dato’
Sri Mohd Najib Tun Razak the
Prime Minister of Malaysia.
This roadmap details the
growth engines and their
key projects that will push
Malaysia into becoming a
higher-income nation status
in the next 10 years.
In his launching speech, the
Prime Minister mentioned the
reason for the transformation
programme. The Malaysian
transformation programme
that is action driven. For
the country to remain
competitive in the global
economy, it needs to take
“the high-skill, high-income
route”, the Prime Minister
said. He further added that in
order not to be left behind by
other countries in the region,
PG 04
especially the neighbouring
ones, Malaysia has to sustain
a growth of no less than six
percent per annum in its
Gross Domestic Product.
The target is to achieve
US$15,000 (or RM46,500)
Gross National Income per
capita in 2020. To propel the
nation towards this target, 12
key growth engines termed
as National Key Economic
Areas or NKEAs have been
identified. These
will be the priority where
there will be a concentration
Government funding, policy
support, Prime Ministerial
attention and top local
talents. The 12 NKEAs are Oil,
Gas and Energy; Palm Oil;
Financial Services; Electronics
and Electrical; Wholesale
Healthcare; Communications,
Content and Infrastructure;
Agriculture; and Greater Kuala
Lumpur Klang Valley.
One may wonder how
all these would help to in
making the country a highincome nation. To begin with,
the Economic Transformation
constantly. The NKEAs will
have projects within them
in order to achieve their
identified goals. The projects
identified in the roadmap are
merely the starting points for
While all these programmes
progress, new projects may
be thought of, developed and
included in the roadmap.
As the projects evolve, they
are expected to create jobs
for Malaysians. It is expected
that by the year 2020, over
3.3 million new jobs have
been created. These new
jobs will mainly consist of
high technology, high skilled
positions with high paying
salaries. Thus, moving the
salary brackets for locals from
the current lower income
to middle and high-income.
This is how the programme
is expected to perform
over the period of 10 years
with the help of the NKEAs;
this is where Greater Kuala
Lumpur/Klang Valley will
play a significant part in the
In Chapter 5 of the
Economic Transformation
Programme Roadmap,
Greater Kuala Lumpur/
Klang Valley is described
with much detail. It
states that the Greater
Valley’s aspiration “can
be summarised as 20-20
by 2020 - that is, to be a
city that simultaneously
achieves a top-20 ranking
in city economic growth
(as defined by city GDP
growth rates) while being
among the global top20 most liveable cities by
Projects (EPP).
Greater Kuala Lumpur/
Klang Valley is larger than
the current Klang Valley. It
covers 10 municipalities,
which is 2 more compared
to the existing Klang
Valley. Greater Kuala
spans from the Klang
municipality down to
the Sepang municipality
and covers Shah Alam,
Petaling Jaya, Subang
Selayang, Ampang Jaya,
Kajang and the Putrajaya
Greater Kuala Lumpur/
Klang Valley is expected
to contribute significantly
to the country’s Gross
National Income. This
comes as Greater Kuala
Lumpur/Klang Valley has
the largest public sector
support, involvement and
funding in all of its EPPs.
The success of the EPPs
in Greater Kuala Lumpur/
Klang Valley will allow
Greater Kuala Lumpur/
Klang Valley in itself to
become the growth
There are 9 entry point
projects that have been
identified for Greater Kuala
The projects are named
MultiNational Corporation
(MNC) Attraction; Talent
Attraction; High Speed
Rail; My Rapid Transit;
River of Life; Greener
Kuala Lumpur; Iconic
Network; and Solid Waste
Management. Some of
these EPPs have already
passed the initiation stage
and are well into their
implementation phase.
To achieve the vision
to be a top 20 liveable
metropolis, a number of
key projects in Greater
Kuala Lumpur/Klang Valley
have been identified and
defined. These projects
have been given thorough
research by the various
relevant private and
public agencies involved.
Through the thorough
research – investors
have been identified, an
implementation plan has
been properly laid out and
developed and budgetary
requirements have been
defined. These projects
are coined the Entry Point
concentrates on different
perspective on making
Greater Kuala Lumpur/
Klang Valley a liveable
metropolis by the year
2020. For instance, the
MNC Attraction project
aims at making Greater
Valley as an attractive
location for multinational
companies to base their
main offices. The project
kicked off in 2010 with
Schlumberger, the leading
supplier of oil and gas
project management and
information solutions,
Entry Point
PG 05
ISSUE 01/2012
establishing its new Global
Services Hub in Bandar
Utama. It is expected that
by the year 2020, at the very
least 100 of such corporations
follow suit in making Greater
Kuala Lumpur/Klang Valley its
preferred home base.
Attraction project aims to
bring home professionals
who are currently based
outside of the country. The
official website for Greater
Kuala Lumpur/Klang Valley
reports that currently there
are over 700,000 Malaysian
abroad. The migration to
work overseas may be due
to the fact that the current
employment and work
environment in Malaysia
is non-appealing to these
professionals. In 2010, a
private company called Talent
Corporation was set up to
oversee that the goal to bring
back these professionals
is met. The project team’s
mission is to formulate and
implement the optimal
environment that is able to
attract them to return and to
sustain these professionals in
their motherland.
Greater Kuala Lumpur/Klang
Valley must not be attractive
only to MNCs andlocal
professionals. It also has to
be attractive enough for
PG 06
smaller businesses to opt it
as an alternative to bigger,
high cost neighbouring
countries. In order to achieve
this, fast, efficient and less
expensive travelling mode
has to be created. This is
where the High Speed Rail
project plays its role. The
rail project will link Malaysia
short the travelling time
between the two countries.
The project is expected to
contribute significantly to the
country’s economic growth
by enabling easy commutes
along the rail route. Not only
that, it is also expected to
increase the productivity for
travelling professional, as well
as increased tourism industry
in Greater Kuala Lumpur/
Klang Valley.
The rail network within
Greater Kuala Lumpur/Klang
Valley itself will also see a
huge enhancement. In line
with the goal of EPP 2: Talent
Attraction and the overall
mission to make Greater
Kuala Lumpur/Klang Valley
the top 20 liveable city in
the world, a ‘work and life
balance’ environment has to
be created. Interconnectivity
is the key goal for the My
Rapid Transit project. It plans
to integrate all of the current
rail networks - the KTM
Komuter, Star LRT, Putra LRT
and the monorail, connecting
most key points in Greater
Kuala Lumpur/Klang Valley.
According to PEMANDU, the
new network is estimated
to be at the distance
of 51 kilometres, with
approximately 10 kilometers
being underground and
about 40 more elevated. It
plans to have a total of 31
stations, with 16 having Park
and Ride facilities. In synch
with creating a ‘work and
life balance’ environment in
Greater Kuala Lumpur/Klang
Valley, the River of Life project
targets to convert the Klang
River into an eco-friendly
waterfront through major
cleansing, development and
beautification works. This
EPP aims to create ample
areas along the river and to
contribute in making Greater
Kuala Lumpur/Klang Valley a
liveable city.
The Greater Kuala Lumpur/
Klang Valley is also expected
to attract tourism more than
before. In itself, it already
has both historical and
heritage landmarks that
can be further developed or
restored to become world
class attractions. New iconic
developments will be able to
bring Greater Kuala Lumpur/
Klang Valley to a higher
mark as a preferred tourist
spot in the region. This EPP
is parallel with the next
one which is to create a
comprehensive pedestrian
network connecting the
heritage landmarks, tourist
hotspots and iconic location
especially within the Central
Kuala Lumpur.
A liveable city is also expected
go green. Hence, the Solid
Waste Management project
targets to enhance the
current Reduce, Reuse and
Recycle (3R) practice in the
Greater Kuala Lumpur area
and to promote a recycling
ecosystem. This project also
aims at reducing solid waste,
thus creating a greener
ISSUE 01/2012
From where Greater Kuala Lumpur/Klang Valley is standing
currently, it needs to undergo a massive and rapid development
within the next 10 years. Constructions will spruce and mushroom
to meet the development requirement. Restoration and
beautification works will be seen at almost everywhere in the area.
To meet the time requirement and as a cost-effective measure,
Industrialized Building Systems (IBS) is the best solution for these
The use of precast concrete framing, panel and box systems; steel
framework systems, prefabricated timber framing systems, steel
framing systems and blockwork systems can ensure faster delivery
with lesser wastage. Application of IBS will promote efficient
assembly layout and process and accurate resource and material
allocation. Its repetitive production method means that costs for
construction will be lowered, higher quality is guaranteed and
delivery time is shortened.
For Greater Kuala Lumpur/Klang Valley,
the IBS may play its role in the achieving
the targets for both High Speed Rail and
My Rapid Transit network projects. The
use of precast concrete framing, panel
and box systems and steel framing
systems can reduce construction time
for building the new stations and their
amenities. As the integrated rail network
is expected to be fully operational in 2017,
time is a crucial element. Steel framework
systems allow for rapid on-site placement
of cast to form beams, columns, slabs and
walls. While waiting for the fabrication
of specialized components, foundation
works at site can already begin. This
enables the developer to be efficient
in both time and project management.
As prefabrication is done in a factory,
construction is not affected by adverse
weather and time will not be lost in such
bad weather situation.
to develop 4 low- and middle-lower cost
housing projects. IBS is able to cater to
the time constraint faced by the council
and any housing developers without
compromising on the attractiveness of the
designs and space. As the nation grows, it
is also expected that there is an increase
in economic activity and requirement of
commercial space. To cater for the rapid
demand, construction delivery time
needs to be faster without compromising
the quality of the deliverables. IBS fits
both the requirement.
As more and more professionals return
to serve the country, new housing
developments are needed to cater
for the expansion of population. As
stated in PEMANDU’s website, Greater
Kuala Lumpur/Klang Valley “will need
to house one million new residents by
2020”. Rapid development of housing
areas is expected in the Greater Kuala
Lumpur/Klang Valley area, to give the
returning professionals more options
in living environments and budgetary
requirements. The Kuala Lumpur City
Council has allocated RM51.5 million
to develop the “Perumahan Awam dan
Perumahan Rakyat” as mentioned in the
Mayor of Kuala Lumpur Tan Sri Ahmad
Fuad bin Ismail’s budget speech in 2010.
The Council also allocates RM27 million
The same can be said for restoration
works of existing heritage sites and the
building of new iconic places. As more
and more solid waste management sites
are required, the use of IBS in constructing
the centre can speed up the construction
time and allow for quicker use of the
The rise of housing developments
also means the need for new business
parks and shopping malls. With IBS,
construction time will be shortened
lowering interest and capital outlays both
buyers and developers. This in return, will
make the development projects more
attractive to both buyers and investors.
When the Construction Industry
Development Board (CIDB) launched
the IBS Roadmap in 2003, it hoped to
promote the use of IBS in the country
and to make it the material of choice
for the construction industry. Among
the construction projects that fall under
previous roadmap were Putrajaya and
KL Sentral. In late 2010, CIDB launched
a new IBS Roadmap for 2011 to 2015.
IBS Roadmap 2011-2015 is to focus “on
private sector adoption of IBS”. With
the rapid development requirement
by Greater Kuala Lumpur/Klang Valley,
the construction industry will be able to
observe greater utilization of IBS and the
IBS components suppliers will definitely
benefit from this.
IBS also contributes towards making
the country a greener nation. As the
construction materials are prefabricated
at the factory, less construction material is
handled on site. There will be little or no
unnecessary wastage at the construction
sites and this also promotes cleaner and
safer construction sites.
The use of IBS in construction also
affects the nation’s economic and
social front positively. Using IBS will
reduce the dependency on foreign
workers significantly as it promotes the
employment of skilled workers. Since
prefabrication is done at a centralized
factory, only specialized on-site labour is
required during the construction of the
new buildings. Reduced dependency on
foreign workers will lessen the outflow of
the nation’s currency and loss in foreign
exchanges. As for the social front, it is
undeniable that some social problems
have been caused by the influx of the
foreign workers in Malaysia.
PG 07
ISSUE 01/2012
As the need for new developments in
Greater Kuala Lumpur/Klang Valley is
pressing for the next 10 years, it is an
opportunity for IBS to prove its strengths
and advantages. Its ability to cater to
time constraints puts it a level above
the conventional construction. Its costeffective method promises return on
investment for all stakeholders including
the nation itself.
Greater Kuala Lumpur/Klang Valley will
need more industry players to supply IBS
components as the existing IBS suppliers
may not be able to cater to the demand.
This provides business opportunities
to Malaysians to enter the industry as
component fabricators or suppliers. The
high demand for IBS component will also
promote development and innovation of
new IBS products and services.
IBS as an industry provides positive effects
on the country. Not only that it assists in
the rapid development of the nation’s
infrastructure, it also helps to provide
employment and business opportunities
to Malaysians. The rapid growth of
As IBS is able to cater to the rapid
construction requirement, Malaysians
will be able to enjoy new and improved
infrastructure, not only in Greater Kuala
Lumpur/Klang Valley but also around the
country. As stated in the IBS Roadmap
PG 08
2011-2015, the roadmap will ensure
“good quality designs, components and
buildings” and that “aesthetics should
be promoted through innovations”.
Malaysians would be able to enjoy higher
quality, less cost properties without
having to compromise the aesthetic
It is with no doubt that IBS, with its
strength and beneficial elements, is able
to contribute into making Greater Kuala
Lumpur a liveable metropolis by the year
2020 and at the same time enhancing
the growth of the nation’s economy as
envisioned by the Prime Minister.
The Klang Valley MRT (KVMRT) project has received so much media attention
over the past six weeks, the whole project is beginning to seem bigger than what it
already is. It would appear that all the past bad public transport experiences have
rained on the proposed KVMRT line running from Sungai Buloh to Kajang in one
fiery storm.
Advancing Policies
and Public Transport
This article was written by
Associate Professor Hjh
Sabariah Jemali (PhD)
Deputy Director (Research & Industrial
Linkages) [email protected] Universiti
Article reproduced courtesy of S.P.A.D
The remainder of 83%, or 6 million trips,
were made using private transport
which are mostly single occupancy
vehicles. This explains the huge traffic
jams and constant gridlock even though
the Klang Valley has one of the highest
concentration of roadway and tolled
highways in the world.
The number of people in the Klang Valley
is currently at 6.0 million and is expected
to increase to 10.0 million people in 2020.
The Klang Valley also has 3.2 million cars
and the number of cars. This number is
growing at an exceedingly strong rate –
an average of 30,000 cars per month in
the Klang Valley.
At this rate we would have approximately
7 million cars by 2020, a number that the
Klang Valley cannot support. Already we
The underlying fact is the Klang Valley needs an efficient public transport
Over the last 20 years, Klang Valley residents have seen many changes with
only minor improvements to the way they got from point A to point B. Which is
why they are demanding much, much more from the proposed MRT.
The Situation Today
In the Klang Valley today only 17% or approximately 1.24 million trips per day
are completed using public transport which can be broken down as follows:
• Buses – 600,000 trips (made on 1,050 buses)
• LRT – 400,000 trips (for both Ampang and Kelana Jaya lines)
• Monorail – 40,000 trips
• KTM Komuter - 100,000 trips
• ERL – 20,000 trips
• Taxis – 80,000 trips
are facing space constraints to build more
roads and more parking lots. Cars are
being double parked and triple parked
causing even more congestion. Traffic
jams in the city are increasing and it is
taking longer and longer to get to work.
Very soon the argument that driving
to work takes less time than taking
public transport is not going to be true
anymore. We would have eschewed
public transport in favour of traffic jams,
time wastage and lost productivity.
a high share of public transport trips. A
well grounded public transport policy
has to be put in place and coordinated
public transport planning are needed to
ensure that the Greater KL area becomes
among the top 20 liveable cities in the
world. An effective policy can determine
and influence how public transport will
move ahead. Otherwise people are going
to get into their cars and drive off before
you can even say MRT.
This situation is very different in
Singapore, Hong Kong and London
· of public transport trips is
whose share
64%, 74% and 90% respectively. All these
cities share a common fact - they have an
MRT but they also have public transport
policies in place and this has resulted in
Importance of Policies and Coordinated Planning
The over dependence on cars is a direct result of an unplanned public transport system that relies on piecemeal improvements.
One of the reasons is the lack of coordinated planning by a single agency that takes ownership of the responsibility of looking at
public transport as a network instead of piecemeal ‘projects’. It is thus timely that the Land Public Transport Commission (SPAD)
officially came into being on 3 June 2010 with the coming into force of the Suruhanjaya Pengangkutan Awam Darat Act 2010. The
core functions of SPAD are to draw up of policies for land public transport, planning, regulation and enforcement of laws, rules and
regulations concerning land public transport. The powers for the commission to carry out these functions are provided in the Land
Public Transport Act 2010.
To achieve the 50% public transport share as envisaged by the Economic Transformation Programme (ETP) under the Greater KL
National Key Economic Area (NKRA), SPAD will have to cure the deficiencies in the public transports system with more than piecemeal
efforts. It will need to look into policies and plans to ensure the mistakes of the past are not repeated and are grounded in the following
PG 09
ISSUE 01/2012
Governments have realized that public transport is not a business but a utility that
it is very difficult to make money from public transport. There are ways to reduce
costs and increase revenues but generally operators have a tough time recouping
costs and running their operations profitably. The story is the same whether it is in
London or Hong Kong. In these countries, there is a single manager which ensures
operators are given certain routes to ply, wear standard colours and meet certain
KPIs. In exchange they are paid a fee. This way the participation of operators is
guaranteed and the regions that are covered by a public transport system will be
more complete as opposed to having areas which do not have any form of public
In the case of the Klang Valley for example, Prasarana should be the single manager,
managing the various rail operators with the Land Public Transport Commission
(SPAD) ensuring that Prasarana does a good job. SPAD should be dealing only with
a single entity, Prasarana and not multiple entities. SPAD can then focus on the big
picture such as public transport policy directions, fare standards and others.
Lessons of the past in the Klang Valley where various operators were allowed to
run the rail and bus networks for profit resulted in operators not being able to
make returns on their investment and consumers on unprofitable routes being
underserved should not be repeated.
Any public transport system in a major urban area needs to cater to the entire population and not just the lower income level group
or only the middle income level group or tourists. Such planning will result in an underutilized public transport system. This means
that the service levels should be one that serves a high level executive or a manual labourer equally. This for the most part means airconditioned comfort, clean public toilets, well-lit covered walkways, proper signages and on-time scheduling at an affordable price.
This will ensure a higher take up rate among the general population who will now view public transport in a more positive light. Today
many private vehicle owners in the Klang Valley give public transport a thumbs down simply because public transport is not up to
mark, to be tolerated by those who have no choice.
Rail-based infrastructure in the Klang
Valley is fairly extensive and has a total
rail length of 224.6km comprising the
• Ampang Line – 27km (25 stations)
• Kelana Jaya Line – 29km (24 stations)
• Monorail – 8.6km (11 stations)
• KTM Komuter Sentul – Port Klang –
43 km (13 stations)
• KTM Komuter Batu Caves – Sentul –
7 km (4 stations)
• KTM Komuter Sungai Buloh – Kajang – 53 km (14 stations)
• ERL – 57km (5 stations)
PG 10
While this figure is commendable there
should be greater strategic integration
within the rail networks and with other
forms of public transport.
A passenger should be able to travel
on the network seamlessly without
having to worry about buying tickets
for different lines and able to switch
trains with ease. He or she should find it
easy to get from his or her home to the
train station on once he or she gets off
the train should find it easy to reach his
or her destination. Because rail networks
have a limited reach and cannot go to
every destination, it is important that rail
networks are supplemented by a good
feeder bus network. This feeder bus
network must be planned in such a way
that people living within a 3km radius
of any station can reach the station in
15 minutes. So while more kilometers
of rail is added such as the extensions
of the Ampang and Kelana Jaya lines
to by a further 35km and MRT lines will
add another 141 kilometers of rail to
cater to the growth in population to 10
million by 2020, strategic integration i.e.
using different modes to enhance the
effectiveness and efficiency of the other
should be emphasized otherwise adding
kilometers of rail will not get people to
make the move from private to public
ISSUE 01/2012
Public transport especially rail networks which are more environmentally friendly can be part of an overall ‘Green’ policy, a broader
issue of reducing CO2 emissions and environmental protection through the promotion and use of rail networks to replace exhaust
emitting vehicles especially single occupancy vehicles. It is estimated a single MRT train consisting of 4 carriages is able to carry 1200
people which is the average number of people carried on 700 cars.
The Klang Valley needs an MRT system for sure. But more
importantly, it needs a sustainable public transport policy
in place. The Klang Valley Public Transport Master Plan
should incorporate all these elements of utility, inclusivity,
integration and sustainability in order that public
transportation gets the buy in from the public which it is
meant to serve. The KVMRT alone is not a silver bullet - a
well grounded public transport policy is.
PG 11
The Roles of Industrialised Building System
in the Construction of Buildings and Infrastructures for
(IBS) Greater Kuala Lumpur/Klang Valley by 2020
By Dr. Kamarul Anuar Mohamad Kamar, Ir. Dr. Zuhairi Abd. Hamid, Maria Zura Zain and Franky Anak Ambon
Greater Kuala Lumpur/Klang Valley (Greater KL/KV) is the region
comprises of Kuala Lumpur, Putrajaya and all districts in Selangor
with the exception of Kuala Langat, Kuala Selangor, Sabak Bernam
and Ulu Selangor. The aspiration for greater Kuala Lumpur is to
drive rapid growth in parallel with upgrading the city’s liveability.
Within the Economic Transformation Programme (ETP), the
National Key Economic Area (NKEA) for the Greater KL/KV region
has specified the following objectives; to achieve a top-20 ranking
in city economic growth while being among the global top-20
most liveable cities by 2020 via 9 Entry Point Projects (EPP). The
proposed EPPs under GKL/KV are as follows:
Attracting 100 of the world’s most
dynamic firms within priority sectors
Attracting the right mix of internal and
external talent
Connecting to Singapore via a high
speed rail system
Building an integrated urban mass
rapid transit system
Revitalising the Klang River into a
heritage and commercial district
Greening Greater KL to ensure
residents enjoy sufficient green space
Creating iconic places and attractions
Creating a comprehensive pedestrian
Developing an efficient solid waste
management ecosystem
Besides the EPPs, the following mega projects are to be constructed
in Greater KL/KV area by 2020. Each project has a Gross Development
Value (GDV) of more than RM10 billion; Klang Valley MRT Project,
KL International Financial District, Kampung Baru Redevelopments,
Naza KL Metropolis & Matrade Centre, Tamansari Riverside Garden
City, KL Sentral Lot C and Lot E, Re-development of Rubber Research
Institute in Sungai Buloh, Bandar 1Malaysia (Sungai Besi Air Force
Base) and Menara Warisan project.
Industrialised Building System (IBS) is the term coined by the
industry and Government in Malaysia to represent the adoption
of construction industrialisation and the use of prefabrication of
components in building construction. IBS in Malaysia began in
early 1960’s when the Government started its first project using
IBS that aimed to speed up the delivery time and at the same time
producing affordable and quality houses. About 22.7 acres of land
along Jalan Pekeliling, Kuala Lumpur was dedicated to the project
comprising seven blocks of 17 storeys flat consisted of 3000 units of
low-cost flat and 40 shops lot.
Today, after 40 years from its inception the use of IBS is evolving.
The construction industry has started to embrace IBS as a method
of attaining better construction quality and productivity, reducing
risks related to occupational safety and health, alleviating issues
for skilled workers and dependency on manual foreign labour,
and achieving the ultimate goal of reducing the overall cost of
PG 12
Construction Research Institute of Malaysia (CREAM)
IBS has been predicted by many to play a significant role in
the construction of building in Greater KL/KV thus, assisting
the implementation of ETP. The potential roles of IBS in the
construction of buildings and infrastructures in Greater KL/KV
• EPPs and mega projects in Greater KL/KV area need to be
completed on time for fast utilisation to create business and
values. IBS as a method of construction has proven to be
quicker compared to conventional construction projects due
to the usage of standardised components and a simplified
construction process. It has proven to be faster to build since
on-site and manufacturing activities are usually undertaken in
parallel. It cuts down the duration of work and simplifies the
processes by reducing on-site activities and the number of
• Currently, the construction industry has taken the cheaper
path by utilising a cheap supply of foreign labour. In recent
years, the Government has been looking for ways to reduce
the number of foreign workers. The reduced number of foreign
workers could hamper construction activities at site. As a result,
mega projects in Greater KL/KV will face possible delays due to
limited available workforces. In theory and practice, IBS offers
significant labour reduction, as the number of labour forces
required in IBS is far lower than those required in traditional
methods. In many cases, the usage of IBS has proven that it
will reduce substantially the amount of unskilled and skilled
labourers directly involved on-site. IBS also alleviates the issue
of skills shortages in construction since all the construction
elements are fabricated at factory. IBS eliminates extensive use
of carpentry work, bricklaying, bar bending and manual jobs at
• Fewer disturbances to the community and fewer tradesmen
visiting construction sites are the advantages of IBS. This benefit
is critical for hospital, school and hotel refurbishment projects,
particularly in the city centre area.
• All the mega projects in Greater KL/KV shall need to
be constructed in highest possible quality. IBS offers
improvements in quality, productivity and efficiency from the
use of factory-made products, thus reducing the possibilities
of poor workmanship and lack of quality control. The quality of
the final IBS products is normally far superior to conventional
work as the former is produced under rigorously controlled
conditions. Complex shapes and finishes can be inspected and
any substandard component rejected before it gets erected
into the structure. As observed, IBS also provides high-quality
surface finishing where the joints section is the only part to be
grouted, eliminating the requirement for plastering.
reduced greatly due to prefabrication of
most of the building components. The
system offers the potential to minimise
the environmental impact of construction
activities in many ways. Prefabrication
in a factory environment enables waste
reduction through process orientation
which entails controlled production
and standardised processes. IBS also
promotes economic and environment
sustainability as component moulds
could be used repeatedly for different
projects, allowing economy of scale and
reduction in cost.
• Records tend to show that the
construction industry is among the
leaders in the frequency of injuries and
fatalities. The fatality rate by occupational
accidents at construction sites is one
of the highest in the country. This is
not good for the image of construction
particularly on the construction of
mega projects in Greater KL/KV. IBS
construction sites have proven to look
very tidy and organised compared to
the wet and dirty conventional method
sites. Wastage of temporary works such
as timber formworks and props, which
are normal in conventional construction,
is not there when one applies IBS. Thus
it reduces the risk related to health
and safety by promoting safer working
• In line with the Government aspiration
to encourage home ownership,
affordable housing projects have been
launched recently under PRIMA initiative.
The future locations for PRIMA projects
are in Bandar 1Malaysia (Sungai Besi
Air Force Base) and re-development of
Rubber Research Institute (RRI) in Sungai
Buloh. To support this initiative, IBS
can improve the build rate of housing
schemes dramatically by increasing the
number of houses completed over a
period of time. This will help developers
to meet demands in housing and
contribute to the Government’s aim to
provide a sufficient supply of affordable
• IBS also proved that wastage can be
concept of mechanisation, automation and
robotics which can drive our nation towards
a high income economy and reduce our
dependency on foreign labour.
• The mega projects in Greater KL/KV
should be constructed at reasonable
cost. IBS in some ways could be a cheaper
method of construction compared to
conventional method. The saving could
come from a lower number of workers. IBS
can also be cheaper if one considers the
whole life costing of the building. There
are direct cost savings in materials and
construction overheads, while indirect
cost saving occurs due to faster delivery
of building. This particular advantage
is beneficial for the construction of
small shops and offices. Furthermore,
construction of prefabricated elements
in IBS results in a considerable reduction
in the use of scaffolding, shuttering and
other temporary supports as compared
to on-site construction.
• The rising sustainability awareness
around the globe has put the
construction industry under immense
pressure to improve project efficiency
and deliverables. IBS has the potential
to promote sustainability development
and green construction. This may be
achieved from a controlled production
construction waste, extensive usage of
energy efficient building material, a safer
and more stable work environment and
possibly better investment for long term
project economy. The industry need to
seize this opportunity and use IBS as their
competitive advantages in promoting
sustainable construction.
It is hoped that introduction of IBS
can be a catalyst for the construction
industry to construct buildings and
infrastructures for Greater KL/KV and
modernise the industry. However, our
paradigm on IBS needs to be moved from
only a normal prefabrication into the
PG 13
IBS in Affordable Housing
Sri Pajam Suria Residence
Seri Pajam Development Sdn. Bhd has
adopted IBS in its construction projects
since 2005. After many years and a series
of transition processes, the method
used has progressively matured. Today,
we are able to use more than 80% of
precast element in our projects, thanks
to our manufacturing, engineering and
construction arms.
There are five main component of IBS,
namely Precast Concrete Framing,
Panel and Box Systems, Steel Formwork
Systems, Steel Framing Systems,
Prefabricated Timber Framing Systems
and Block Work Systems. Our company
adopted the Precast Concrete Panel
Systems and we fabricate panels using
Vertical Mould Concept in order to
ensure the panels for our projects can
be produced within schedule.
Before panel casting activities, the
panel drawing will be developed
by our engineers and drawn by our
draughtsman. All the building designs
are developed by a team of architects
and engineers. Each of our designs is
unique not only for the façade but also
the floor layout. Using this concept,
precast has no limitation in the façade
design. It can create various kinds of
modern and contemporary buildings.
For our projects, the panels can be
PG 14
connected by using welding method. To
the panels, brackets and panels
are used. On the right is some example
of connections and weld plates which we
currently use.
Through our experience, IBS have proven
to be in line with current market trend
where demands for good houses are
high. Application of IBS in development
of housing projects could shortened
construction period compared to
conventional method. We will continue
to improve our IBS methods and
applications and will continue to innovate
more unique architectural designs as to
be more competitive and always on the
edge of IBS technology.
In our project, we normally apply the
Vertical Mould Concept. This concept can
be divided into ten steps.
The first step for this concept is preparing
and assembling reinforcement features.
The Steel Bar and BRC must be prepared
and assembled according to the panel
drawings. Our supervisor will perform
some checking of the steel bar that has
been prepared by our foreign workers.
Worker is preparing and assembling the reinforcement
of panel.
The second step is installation of fitting and
general equipment. The worker will install
the fitting and piping according to the
building design for each project. Normally,
this task is conducted by skilled workers to
ensure smooth process.
Worker is installing electrical and piping duct.
The third step is cleaning and preparing
the external mould. As we all know,
the steel mould needs to be cleaned
and casting oil will be spread onto the
surface to ensure quality finishing and
to maintain the good condition of the
steel mould.
Worker is installing vibrator.
The sixth step is concreting. During the
concreting process, hoper is used. The
concrete is spread evenly along the length
of the panel and the electrical vibrators are
switched on at several interval times.
The panel are shofted to the storage area using a
gantry crane.
For installation of the panels, 25-tonne
mobile crane is used.
Worker is cleaning the external mould by using
roller and applying casting oil by using sprayer.
The fourth step is fixing reinforcement,
weld plate and bracket. Once the mould
is ready, the assembling reinforcement
is fixed to the internal mould together
with the plate and bracket. The plate
and bracket must be tied by galvanized
iron wire to ensure that the plate and
bracket remain in their position during
the concreting process.
Worker using the hoper to concrete the panel.
Next is the demoulding process. After 8
hours of drying time, the external mould
is then dismantled using a gantry crane,
Worker are fixing reinforcement and weld plate
onto internal mould.
The concrete is spread evenly along the
length of the panel and the electrical
vibrators are switched on at several
interval times.
Worker de-molding the external mould.
The panels are stacked together in
vertical position. After the demoulding
activities, the concrete panel will be
shifted to the storage area, waiting for
Panels storage yard.
PG 15
ISSUE 01/2012
The panels are transported using A-Frame trailer and a mobile crane.
Ground floor installation.
Placing first floor half slab.
Roof slab installation.
Suria Residences at Pajam, comprises 10 units of two and a half storey terrace houses and 143 units of
double storey terrace houses. The project was completed with CF in 10 months.
In our opinion, IBS is suitable for large scale development projects. This is due to the fact that large scale projects require greater planning
in terms of architectural design, engineering, market demand forecast, construction schedule, manufacturing plan, manpower distribution,
transportation, heavy machinery and the likes. Good planning and coordination from all the departments are crucial in efficient and timely
completion of project delivery. Apart from that, constant monitoring, good communication and fast response in troubleshooting play major
roles during the construction stage of the project. Just like any other industry, good structure of organization and dedicated management
crews are the soul of a company and we do appreciate and understand that good employees are the company’s greatest assets.
PG 16
ISSUE 01/2012
Report by IBS Centre CIDB
Specific to Government’s projects,
as stipulated in the Treasury Circular
Letter No. 7 Year 2008 (SPP Bil. 7 Tahun
2008) Instruction, at least 70% of IBS
components need to be deployed in the
implementation of every Government
projects. Their effectiveness and benefits
against that of conventional means must
also be measured.
Effectiveness was to be measured by
assessing the main impact indicators
which was the main objective of the study:
Construction Quality Improvement,
Productivity, Design Standardization
for an Open System, Construction Time,
Reduction in Dependency on Foreign
Labour, Cost Effectiveness, On-Site
Construction Wastages and Performance
of IBS Support Industry.
This study report was a pioneering work
in the measurements of the overall IBS
effectiveness as well as its achievements
in Government projects.
From October 2008 (when the instruction
for the increase of IBS deployment in
government projects was issued) to May
2010 (commencement of study), there
was a total of 331 projects, amounting
to about RM9.6 Billions. 88 projects had
been completed, of which 85 were used
for the study.
The study adopted a mixed model
research, using both quantitative and
approaches. It
consisted of 4 surveys on perspectives
Analysis was also based on interviews,
measurements, focus group and
workshop sessions.
More than 95% of target groups
responded to the study. 6 schools were
selected for detailed assessments. The
focus group was made up of industry
practitioners, academicians, Government
agencies and IBS experts.
Findings on Government IBS
The implementation framework for
Government projects was well organized
and interlinked. The current arrangement
was found to be conducive from the
views of stakeholders.
A total of 17 Ministries of the Government
were deploying IBS in their projects. The
number of IBS projects for each Ministry
varied from 1 to 210 projects, the largest
user being the Ministry of Education.
83.9% of the 331 projects were from
23.5% of the Ministries. The other
76.5% of Ministries had a low number
of IBS projects, suggesting a large
untapped market for IBS technology and
Selangor had the highest number with
111 projects which were mainly the
construction of schools. The Klang Valley,
Johor and Penang made up about 61% of
the total IBS projects. By location, the rest
of the states represented a large potential
market for IBS usage.
Schools represented about RM488
Million or 91% of the total value of
completed projects. The average number
of projects per contractor was 9 and the
number of IBS types of components per
project was 7. The 85 completed projects
were in the states of Selangor, Johor and
WP, with a total combined value of RM535
9 contractors, 64 consultants and 14
IBS suppliers were involved directly in
the projects. The average IBS score for
the completed government projects (81
schools, 1 Laboratory and 1 College) was
This was 15.4 percentage point higher
or better than the 70% required for
Government projects. Columns, beams
and staircases were the top 3 components
ordered for the majority of the completed
Over the last 10 years, there were many
activities promoting the growth of IBS
industry and technology. The growth of
IBS deployment in Government projects
improved significantly after the issuance
of Treasury Circular Letter No. 7 Year 2008
(SPP Bil. 7 Tahun 2008) Instruction.
PG 17
ISSUE 01/2012
Findings on Effectiveness of Impact Indicators
The basic value chains for construction
projects using IBS and conventional
methods were developed for the study.
In the IBS method, on-site construction
and site restoration could be made much
shorter. There were also other areas such
as in design and approval that could
provide opportunities for more savings
compared to conventional means.
Quality is a relative concept and a question
of degree. It is a degree of conformance
to design. 90.7% of stakeholders were
satisfied with the overall quality compared
to conventional means.
87.6% found IBS was defect free or
with few minor defects that were
not impacting the use of the finished
building. 74.7% were satisfied with the
overall quality of finished building at
Overall, the IBS for Government projects
had met all of its quality expectations
and exceeded in most parts the quality
of conventional means. These included
smoothness in finishing and higher grade
components with factory-inspected
quality check and control.
Productivity can be defined as the
output/input ratio, with the aim of
Factors of Productivity Revenue/Staff Gross value-­‐add (Note 1) Work Hours Saved/Staff Utilization of Labor (Note 2 and 3) Installation Capacity/Project Collective Utilization of factors (Note 1,2 and 4) getting more output for the same or even
less input. Increased output is reflected
in the higher levels of construction
activity as more facilities are being built
with less resources. The construction
workforce plays a significant role in
realizing such gains. Human resource is a
major source of productivity and product
improvement when it adopts to new
technologies. Other factors of production
such as material and machines are also
sources for productivity.
In most cases, it would be the combined utilization of these many aspects. To this
effect, a measure would be to gauge
the resultant capability of the work force
or the installation capacity over that of
conventional means. This makes it difficult
to really measure precisely. In the case for
IBS, it is one of many factors that provide
the opportunities for productivity gains.
In the study, it was found that there are
eleven factors which affect construction
Quality needs;
Number and balance of labour force; Motivation of labour force;
Degree of mechanization;
Continuity of work;
Complexity of work;
g) Required quality of finished work;
h) Method of construction;
i) Type of contract;
j) Quality and number of managers; and
Other commonly cited factors are
management practices, technology
innovation, labour skills and training and
workforce skills development.
To meet the objective of the study, these
issues were simplified. Only three types
of measurements were used:
96.3% of respondents were satisfied with
the productivity improvement compared
to conventional means. The average
increase in Gross Value Add per staff was
43.7%, Work Hours saved per staff was up
by 10.9% and the installation capacity per
project had a gain of 46.8% as shown in
Table 1.0.
Distance to Site = 25km Distance to Site = 130 km Average (678/ 237) – (899/346) -­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐ = 10.4% (899/346) (743/ 290) – (953/413) -­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐ = 11.3% (953/413) +10.9% (743/ 290) – (953/413) -­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐ = 45.3% (953/413) man-­‐days +46.8% (RM/ 237) – (RM/346) -­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐ = 46% RM/346 (678/ 237) – (899/346) -­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐ = -­‐48.3% (899/346) man-­‐days (RM/ 290) – (RM/413) -­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐ = 41.3% RM/413 + 43.7% Note 1: 237 and 290 were staff for total project with IBS and 346 and 413 for conventional means.
2: 899 and 953 were days used in total project for conventional and 678 and 743 for IBS.
3: The work hours per staff increased indicating more output per staff with the decreases in staffing.
4: Installation capacity required reduced with IBS and thus a net gain of similar amount.
Table 1.0: Comparative Analysis on Overall Productivity Improvement using IBS.
PG 18
Revenue/staff increases (gross value-
add improvement), Work hours saved per staff (to reflect less utilization of labour and time or input), and
Installation capacity/project (to
gauge the collective utilization
of labour, materials and machines)
ISSUE 01/2012
Standardization can be defined as the
extensive use of components, methods
or processes in which there is regularity,
repetition and an open usability or
compatibility. However, it was found
that most of the components used were
proprietary components to specific
manufacturers and not an open system
IBS industry.
During the interview sessions, the
contractors presented more comments
and feedbacks as follows:
There were many non-standardized
components used during the course
of the construction, which increased
the components costs.
Work Programs Structural Frames Improvement 7 Work Activities Improvement Total for Project Improvement b) Due to site layout and conditions,
they were many alterations made
changing the proprietary
components even more.
This had further increased the costs.
The main contributing factor to this was
the non-standardization of components
supplied to and used by contractors. Most
of the components used were proprietary
components to specific manufacturers
and not an open system IBS industry.
In summary, the current standardization
and standards are effective as they are, for
the objectives (and conditions) they were
designed for. It is now not completely
effective in many aspects such as scope,
Distance to Site = 25 km IBS Conventional Days Days 24 112 -­‐78.6% 165 386 -­‐57.2% 678 899 -­‐24.6% details and sizes of components.
The definition of construction time used
was the total duration of time from the
start of physical construction work until
the end of physical construction phase.
83.9% of all respondents were satisfied.
55.2% saw time was well reduced in
varying degrees from 3 months to 18
months. Reviews and measurements
showed that the structural work alone
produced savings in time by 74.3%,
overall for the total project a reduction
in time of 23.3% or 216 days as shown in
Table 2.0.
Distance to Site = 130 km IBS Conventional Days Days 24 80 -­‐70.0% 197 407 -­‐51.6% 743 953 -­‐22.0% MEAN % LESS Days 74.3% 54.4% 23.3% Table 2.0: Comparative Analysis on Construction Time using IBS
The contractors and manufacturers also
presented comments and feedbacks as
a) Getting a 40 ton crane was an issue and caused a delay in
b) Access to site by large trailers was also
an issue;
c) Components sometimes had to be
stored on-site;
d) Restricted holding space area
restricted fast usage of components;
e) On average 30% reduction in time
was achievable almost all of the
f) Components were also ex-factory, ex stock thus instantaneous supplies;
g) If delivery was stalled, components
storage was charged and caused
h) Lead time of 6 months could help
producers a lot ; 4 months time saved
was achievable all the time.
In summary, IBS was effective compared
to conventional methods with a
reduction in construction time of 23.3%,
or 7.2 months in total for a project.
Cost effectiveness can be defined as
getting more for the same amount of
money, or the resulting benefits as a
whole, can bring down the total required
capital outlay. The stakeholders were
divided on the issue of cost effectiveness.
Overall, only 51.5% observed reduced
costs compared to conventional.
None of the contractors agreed it was
completely cost effective and indicated
an increase in costs of up to 20% rather
than decrease. The manufacturers were
adamant that components costs were
only higher by 10% and most of the
time were actually comparable with
conventional means.
During the interview and measurement
sessions, the findings showed that
there were many reasons why the
costs of components were higher than
Reasons which were inherent to IBS itself
were: components costs were higher
than conventional due to the current
closed system IBS industry, suppliers
were in a position to dictate prices due
to proprietary components, components
were of a higher factory quality and less
number of suppliers pushing prices up.
Factoring in other benefits from other
impact indicators revealed that the use
of IBS in Government projects was cost
effective overall in terms of the net costs.
The net saving was 15% of project value
to the contractors despite the prevailing
industry and market inefficiencies.
PG 19
ISSUE 01/2012
Other reasons contributing to a higher
component prices were as follows:
Sources of Savings
a) The contract terms were too
b) The capital investment for suppliers
were high at RM50 Million
c) The industry was short of Hollow Core Slab suppliers;
d) Contractors to be suppliers but funding not readily available;
e) Increases in material costs;
f) Payments were always late, but
components had to be paid upfront;
g) Fast moving high investment
construction, payment terms
needed to be improved;
h) Each contractor had to have five (5)
projects or more to offset the
increment in component costs.
i) Payments to contractor to be made
upon components purchased and not after delivery to site;
j) Approvals/CF were late because
Local Authorities need to follow
1. Reduction in construction time
2. Reduction in labour
3. Reduction in man-months
4. Cost per labour per month
5. Total cost savings
6. Typical project cost
7. Net savings (items 5/6) x 100
Many of the reasons above were due to
inefficiencies of IBS industry structure,
market situations and operations.
This was not unreasonable because
of the young stage of IBS industry
lifecycle compared to 50 over years for
conventional means, in which relatively
speaking, market “equilibrium” had been
achieved, both from intervention as well
as market forces.
-23.3% or 7.2 months
- 47.8% or 116 man units
835.2 man-months
RM1,000/- (estimation)
RM835,2000 per project
RM6 Million
Other cost savings or gains
1. Value add/staff
+ 43.7% Note 1
2. Installation capacity/project
+ 46.8% Note 2
3. Reduction in wastages
Note 3
4. Disposal delivery
Note 4
5. Cost of disposal itself
Note 5
Note 1: Gains in revenue/staff contribute to profit margin
2: Excess capacity can be translated as new opportunities
3: Direct cost of wastages
4: Cost of collection and transportation
5: Cost of landfill, incineration or recycling borne by Government
Table 3.0: Overall Net Cost Savings using IBS
The definition for wastages was the
wastes produced on-site resulting
from work activities, cutting, excesses
in materials and packaging. All (100%)
stakeholders agreed there were a lot of
reduction as shown in Table 4.0.
It was conclusive that the types of savings
in wastages were from items that are
normally used in conventional methods
to produce structural systems. These
include concrete, cements, sand, steel,
plasters and water.
However, data on their monetary values
were not available for measurement.
Furthermore, the savings in costs from:
a) labour reduction;
b) shorter completion time (more
available man-days); c) productivity increases;
d) less wastages on-site, and
e) less reworks,
had not been factored in the total equation.
If these were factored in as shown from
the measurements data in Table 3.0, there
was an average total net savings of 13.9%.
Therefore, the use of IBS in Government
projects was cost effective overall in
terms of the net costs of about 15% of
project value to the contractors despite
the prevailing industry and market
PG 20
Survey Items and Comments Satisfied with reduction in wastages Less wastages with IBS Areas where no wastages Timber formwork/scaffolding Concrete/cement/sand/plaster Idle workers Steel bars Cutting wastages Pillferages Brickwork Tiling Crane and Tools Note 1 : 100% and the Mean Score was 8.33 N = 242 100.0% Note 1 59.1% 32.2% 26.6% 13.9% 12.1% 12.1% 1.8% 0.3% 0.3% Table 4.0: Respondents on Wastages On-Site
ISSUE 01/2012
There was also reduction in items that
are used to support the construction of
structural systems. These include timber,
timber formwork, scaffolding, cranes and
tools and even workers (idle man-hours).
The third group of reduced wastages was
in paper and plastic packaging materials
that would be present in conventional
means. The reduction in wastages would
have saved costs in materials as well as in
disposal fees and delivery.
Charges for wastages disposal facilities
(such as landfills, incineration and
recycling) would be reduced too with less
Other costs included water processing
and river cleaning. On-site air pollutants
and dust particles were also reduced with
the use of IBS.
In summary, the study revealed that
there were less wastage in 3 groups;
items replaced by IBS, items needed for
conventional means, and packaging and
disposal. Thus IBS was effective.
The support industry was defined as
contractors, manufacturers, distributors,
and regulators who were directly or
indirectly contributing or affecting to the
construction value chain of Government
IBS projects. The industry was found
to be a closed system with proprietary
components, resulting in higher
component costs and higher bargaining
power of suppliers.
The distribution of contractors and
main suppliers by staff strength is
given in Table 5.0. The structure of the
industry supporting the IBS Government
projects was still inefficient, with low
concentration of supplier ratio to
contractors of 0.8 to 1, creating a noncompetitive environment. In such a
condition, the suppliers had a bigger
bargaining power than the contractors.
Bubble is Average Total Revenue per year (RM million) from all IBS related projects 40 50 Number of 30 305 Government 10 Projects 20 S2 S3 Completed 10 S1 25 3 40 S4 5 20 16 30 Table 5.0
IBS Revenue per year and
10 11-­20 21-­30 >30 Staff/year average staff per year for
contractors and suppliers
Number of Contractors = 1 2 2 0 = 5 involved in the completed
Manufacturers = 1 0 1 2 = 4 project
/Supplier (S) The quality and range of the IBS products
than 30 per year. Their revenues however,
acquisitions were also factors
were dictated by the suppliers, due to the
limited number of suppliers, and being a
closed system.
Two of the four suppliers (S3 and S4) had
staff strength of more than 30 persons
per year. Their average revenue per year
was between RM25 to RM30 Million. Their
average revenue per year did not depend
on the number of Government projects
suggesting that the large suppliers were
dependent on other markets than the
The other two suppliers (S1 and S2) were
smaller in size. Their staff strength per
year varied from 10 to 20 persons. Their
average revenue per year was about RM3
Million to RM10 Million.
Their revenues were dependent on IBS
from Government projects. As far as
contractors were concerned, all were
medium-sized with staff strengths less
ranged from RM16 Million to RM305
Million. Four out of the five contractors
were dependent mainly on the
Government projects. The fifth contractor
with large revenue per year could be
deduced, was also involved projects for
the private sector.
In summary,
a) The industry was found to be a
closed system with proprietary
components, resulting in higher
component costs and higher
bargaining power of
b) The structure of the industry
supporting the IBS Government
projects was still inefficient, with low
concentration of supplier ratio to
contractors of 0.8 to 1, creating a
non-competitive environment.
c) The high entry costs, high exit
costs and uncertain contract
preventing many more suppliers
into the market especially from
bumiputra entrepreneurs. The quality and range of the IBS
products were dictated by the
suppliers, due to the limited number
of suppliers, and being a closed
Ideally the market ought to be a
competitive oligopolistic market
with an open IBS system.
This would drive the prices into
equilibrium, providing more
predictable costs to both the clients
and contractors.
The contractors were also more
dependent on the Government IBS
projects for their income, than the
manufacturers, who also supplied to
other markets.
All manufacturers had no difficulties
with the supply of skilled manpower, machines or materials.
PG 21
ISSUE 01/2012
Based on the findings and analysis,
the conclusions from the study can be
summarized as follows:
IBS Score in Government Projects
The usage of IBS in Government projects
was about 85%. This was based on 85
completed projects or 26% of 331 ongoing Government IBS projects examined
during the study period.
Impact Indicators where IBS were
Six out of eight Impact Indicators showed
that IBS were more effective compared to
conventional means of construction as
a) Construction Quality Improvement
· Better factory quality and finishing.
b) Improvement in Productivity
· Value-add/staff increased by 43.7%.
c) Construction Time
· Reduced by 23.3% or 7.2 months.
d) Reduction in Foreign Labour
· Reduced by 47.8% or 116 man
units in 6 types of labour.
PG 22
e) Cost Effectiveness
· Components costs increased up to
20%, due to closed system, better
quality and fewer suppliers. But
overall the costs were reduced by 15% of project value due to net savings of 835 man-months.
f) On-site Construction Wastages
· Less in 3 groups of items; materials
replaced by IBS, materials
supporting workmanship and materials from packaging.
Impact Indicators where IBS were not
Fully Effective
Two out of eight Impact Indicators
showed that IBS were not fully effective
compared to conventional means of
construction as follows:
a) Design Standardization for an
Open System
· Currently a closed system with
proprietary components, resulting
in higher component costs of 10 to 20%.
b) IBS Industry Support
· Low concentration of suppliers to
contractors at 0.8 to 1 in the
completed projects, resulting in
instability of prices, in delivery
of components and other market inefficiencies.
Main Feedbacks from the Supply
The main feedbacks from the contractors
and manufacturers for improving the
implementation of IBS Government
projects were:
Design standardization for an
Open System, to ensure less
proprietary components and more
competitive pricing.
b) Availability and access to more
suppliers, to provide competition for
better pricing and quality.
Procurement Policy which is open
tender and fair, and a set minimum
number of projects per contractor to
gain economies of scale.
d) Improvement in SOP for IBS
approval in local authorities, to
ensure faster approval.
e) Better and conducive payment
terms due to fast moving and high
investment nature of IBS business and projects.
f) More training and knowledge on how to improve IBS Effectiveness in future projects.
ISSUE 01/2011
ISSUE 01/2012
IBS langkah terbaik kurangkan penggantungan
tenaga kerja asing
Utusan Malaysia ARKIB : 30/05/2011
KOTA KINABALU 29 Mei - Pendekatan Sistem
Pembinaan Industri (IBS) yang dilaksanakan oleh
Lembaga Pembangunan Industri Pembinaan (CIDB)
dalam mengurangkan penggunaan pekerja asing di
negara ini ternyata berjaya.
Pengerusinya, Datuk Ir. Hamzah Hasan berkata,
transformasi CIDB melalui pendekatan IBS iaitu
melalui kaedah ‘pasang-siap’ bagi menyiapkan sesuatu
projek pembangunan itu mampu memastikan kualiti
pembinaan yang lebih baik dan kukuh.
“Dengan IBS, barangan yang telah siap dari kilang
terus dibawa ke tapak pembinaan dan ini sudah
mengurangkan penggunaan tenaga pekerja asing
untuk menyiapkan beberapa struktur bangunan,”
katanya di sini, baru-baru ini.
Beliau berkata demikian selepas merasmikan Minggu
Pembinaan Wilayah Sabah (RCW 2011) dan melihat
program tanggungjawab sosial korporat (CSR) CIDB
membaik pulih Masjid Muhajirin di Inanam di sini,
baru-baru ini.
Mengulas lanjut, Hamzah berkata, pendekatan IBS itu juga
mengurangkan pembaziran dalam sektor pembinaan
dan dalam masa yang sama, ia mempercepatkan satusatu pembinaan.
Menurutnya, ia merupakan pendekatan terbaik dalam
merancakkan pembangunan negara dan sangat efisien
untuk memastikan setiap pembangunan disiapkan
dalam masa yang ditetapkan.
Jelasnya, tenaga kerja, bahan binaan dan amalan
atau proses kerja merupakan tiga aspek utama dalam
memastikan setiap pembinaan mempunyai kualiti yang
Dalam pada itu katanya, CIDB akan terus melaksanakan
program Minggu Pembinaan Wilayah yang lebih mapan
bagi memastikan ia mendapat penglibatan menyeluruh
daripada penggiat industri pembinaan negara.
Katanya, program seumpama itu bukan sahaja
membolehkan golongan tersebut bertukar-tukar
pandangan dan pengalaman, malah meningkatkan
kemahiran menerusi bengkel yang disediakan.
Bumis told to enter manufacturing, IBS
Published: 2011/09/06
companies should
be more involved in manufacturing based and
industrialised building system (IBS) sector, UDA
Holdings Bhd’s chairman Datuk Nur Jazlan Mohamed
said. Currently, there is only 10 percent Bumiputera
participation in procurement and supply chain within
the construction industry.
Bumiputera participation is most highest in
maintenance, planning and design, he said.
Jazlan said greater involvement in manufacturing
based and IBS will help sustain Bumiputera
participation in the industry.
“Having more locally produced IBS will not only make
the industry more cost effective but through this effort,
Bumiputera players can be more innovative and grow
globally,” he told Business Times.
Jazlan said the government needs to restructure
the outdated Bumiputera agenda and ensure that a
reformed policy will not just benefit the one person
who gets the contract.
“Times have changed... creation of wealth must be
shared,” he added.
UDA has been criticised for neglecting
its social responsibility in supporting
Bumiputera initiatives against profit
generation and corporate objectives.
Jazlan said the government should
not give in to the pressure groups
and should realise that the cost of
Bumiputera agenda is not sustainable
in the long run.
“UDA is one example. It was not
profit-driven from the start. When it
was established, the company’s main
aim was to develop and build, and
was given an annual grant of multimillion ringgit,” he said.
He said the completed projects were
given to Bumiputeras who requested
for a further discount in rental cost.
The assets were then left rundown
as they got too expensive to be
managed by UDA.
While its neighbours like Starhill,
Lot 10 and Fahrenheit 88 have
undergone several refurbishment
exercises over the years, BB Plaza,
which is owned by UDA has not
been refurbished or renovated
since 1992 due to lack of cash.
UDA had recently spent RM63
million to renovate the Puduraya
bus terminal and is now set to
lose RM1 million a year because
tenants refuse to pay higher rent.
“The Bumiputera agenda
restructured. It is not impossible.
properly on the losing cost to
sustain this agenda,” Jazlan said.
Read more: Bumis told to enter
manufacturing, IBS http://www.btimes.
PG 23
ISSUE 01/2012
Bengkel Penambahbaikan Modul-modul
Latihan IBS/MC
Jawatankuasa Pakar IBS/MC telah bersetuju dengan cadangan
untuk menambahbaik modul-modul latihan IBS/MC yang
sedia ada agar lebih relevan dan mengikuti perkembangan
semasa. Bengkel tersebut telah diadakan pada bulan Jun
2011 yang lepas dengan objektif seperti di bawah:
Menyusun, membangun dan menambahbaik modul- modul latihan berasaskan IBS dan MC yang sedia ada agar isi kandungannya lebih relevan dan selaras dengan perkembangan semasa;
• Membincangkan isu-isu yang dihadapi oleh pihak kerajaan dan industri dalam usaha mempromosikan penggunaan IBS ini; dan
• Mencadangkan aktiviti-aktiviti yang bersesuaian bagi
meningkatkan kesedaran tentang kepentingan
penggunaan IBS dalam industri pembinaan negara.
Bengkel khas itu telah dihadiri oleh wakil-wakil industry yang
terdiri daripada JKR, Institute of Engineers Malaysia [IEM],
Universiti Teknologi Malaysia [UTM], Universiti Teknologi
Mara [UiTM], Universiti Putra Malaysia [UPM], Universiti Islam
Antarabangsa [UIA], Proven Holdings, Construction Research
Institute [CREAM], Bahagian Pembangunan Kontraktor CIDB
dan Pusat IBS yang bertindak sebagai penyelaras program.
PG 24
Modul latihan yang dibincangkan menyentuh 6 jenis utama
dalam IBS iaitu sistem kerangka besi, konkrit pra-tuang,
kerangka kayu, formwork, blockwork dan inovatif. Melalui
perbincangan, perbahasan dan pandangan yang telah
diberikan oleh ahli-ahli yang terlibat, penambahbaikan
kepada tajuk-tajuk dan pengisian modul-modul latihan telah
dibuat dan hasilnya akan dikaji semula dan dibentangkan
untuk penilaian pada tarikh yang akan ditetapkan.
Modul-modul latihan yang baru yang telah dipersetujui ialah:
i. Pengenalan IBS & MC di Malaysia
ii. IBS Score
iii. Design Concept of IBS System
iv. IBS Project Management : Method Statements & Applications
v. IBS Procurement System Contact & Administration
vi. Modular Coordination
Secara keseluruhannya, bengkel ini telah berjaya mencapai
objektif yang telah digariskan. Hasil dari perbincangan ini
akan menjadi pemangkin kepada aktiviti yang seterusnya
iaitu pengisian kandungan bagi modul-modul dan silibus
yang telah dicadangkan.
ISSUE 01/2012
Forum Penggiat Industri IBS dijalankan bertujuan untuk
mengumpul para penggiat industri IBS yang terlibat bagi
membincangkan dan mencari jalan penyelesaian terhadap
beberapa isu dan permasalahan yang dihadapi dalam
melaksanakan penggunaan kaedah IBS dalam projek
pembinaan bangunan masa kini.
Objektif Pelaksanaan Program
Menyediakan platform perkongsian
pengetahuan dan dialog di antara
penggiat industri bagi
menyelesaikan isu-isu dan segala
permasalahan dalam
melaksanakan projek IBS agar
industri IBS terus relevan dan
ii) Mempertingkatkan kapabiliti,
pengetahuan dan tahap kesediaan
penggiat industri pembinaan
khususnya industri IBS selaras
dengan hasrat kerajaan dalam
memodenkan industri pembinaan
iii) Membentuk rangkaian industri
yang kukuh dan seterusnya
mewujudkan persekitaran ekonomi
yang stabil dengan peluang
peluang perniagaan dalam industri
khususnya industri IBS yang terdiri
pengilang, pembekal dan kontraktor
IBS akan dipersediakan dengan
landasan yang tepat agar terus relevan
dengan arus perkembangan teknologi
Selaras dengan dasar kerajaan untuk memodenkan industri
pembinaan negara dan pelan tindakan dalam Roadmap IBS
2011-2015, program Forum Penggiat Industri IBS ini adalah
sebagai langkah strategik bagi meningkatkan penggunaan
IBS dan seterusnya memajukan sektor pembinaan negara
sepertimana objektif pelaksanaan program seperti berikut:
pembinaan semasa. Dengan adanya
program Forum Penggiat Industri IBS
ini, industri IBS amnya dilihat akan
terus relevan dan kompetitif dalam
sektor pembinaan negara dan juga di
peringkat global.
Zon dan Tarikh Pelaksanaan
Zon-zon yang terpilih dan tarikh
pelaksanakan program Forum Penggiat
Industri IBS bagi tahun 2011 adalah
seperti berikut:
Zon Sarawak pada 19 Mei 2011 yang telah dilaksanakan oleh CIDB Negeri Sarawak di Pejabat CIDB Negeri Sarawak.
Zon Utara pada 13 Julai 2011 yang
telah dilaksanakan oleh CIDB Negeri Kedah di Hotel Sunway, Seberang Jaya, P.Pinang.
iii) Zon Timur pada 21 Julai 2011 yang
telah dilaksanakan oleh CIDB Negeri Pahang di Hotel Grand Continental, Kuantan Pahang.
mengambil pendekatan sesi dialog
diantara ahli panel dan peserta forum.
Ahli-ahli panel yang dilantik telah
pandangan mereka terhadap isu-isu
yang menjadi halangan pelaksanaan
projek IBS beserta dengan cadangan
penyelesaian yang perlu diambil dalam
melaksanakan projek IBS. Panel–panel
yang dilantik untuk forum-forum yang
diadakan terdiri dari wakil dari pihak
perunding, pengeluar, kontraktor dan
Pusat IBS. Ahli-ahli panel adalah terdiri
daripada profesional yang terlibat
secara langsung dengan projek-projek
IBS yang telah membentangkan kertaskertas yang bertemakan penyelesaian
permasalahan pelaksanaan projek IBS.
Ia disusuli dengan sesi perbincangan
secara berkumpulan peserta-peserta
forum bagi membincangkan isu-isu
yang telah dikenalpasti. Seterusnya sesi
pembentangan cadangan penyelesaian
oleh wakil peserta daripada setiap
kumpulan adalah kemuncak program
penggulungan moderator forum.
Secara keseluruhannya, program ini
berjaya menarik penyertaan seramai
150 orang peserta yang terdiri daripada
pelbagai lapisan penggiat industri
dan juga agensi-agensi Kerajaan.
Setiap forum yang diadakan disusuli
dengan satu mesyuarat bersama
PG 25
ISSUE 01/2012
Program ini dilihat berjaya mendapatkan input daripada
peserta-peserta forum dalam mengenalpasti beberapa
permasalahan yang dihadapi dalam rantaian penggiat
industri dalam melaksanakan projek yang menggunakan
kaedah IBS.
MARA. Mesyuarat bersama MARA
diadakan untuk membincangkan isuisu berkaitan pembangunan usahawanusahawan Bumiputera khususnya di
Beberapa cadangan telah diketengahkan dan dikenalpasti
berpontensi bagi menyelesaikan isu-isu yang telah
dibangkitkan. Meskipun demikian, ada diantara cadangancadangan tersebut telah pun digunapakai dan dilaksanakan
oleh CIDB sebagai usaha penyelesaian terhadap permasalahan
yang telah dikenalpasti.
dalam industri IBS. Wakil daripada Ibu
Pejabat MARA telah dijemput hadir
pada mesyuarat ini bagi membincang
potensi kerjasama dan usaha yang
• Memperbanyakkan dan memperluaskan program latihan
kemahiran pemasangan komponen IBS dengan kerjasama
pusat-pusat latihan seperti MLVK, IKM, ILP, IKBN, Giatmara
dan lain-lain dan tidak terhad kepada ABM sahaja.
• Memperbanyakkan dan memperluaskan skop program
latihan profesional IBS dalam perancangan dan koordinasi
pengurusan projek IBS dengan kerjasama IPTA/S dan
badan-badan profesional.
dapat membantu Pengeluar
Kontraktor Bumiputera seperti:
• Menghapuskan sistem tertutup dalam pasaran dengan
penggunaan katalog komponen yang standard.
• Menguatkuasakan peraturan penggunaan IBS dalam
projek-projek pembangunan melalui KPKT, PBT dan OSC.
• Penggunaan tender terbuka dan membangunkan
BQ dalam format komponen IBS.
• Menggalakkan R&D dan inovasi komponen IBS.
“Langkah strategik bagi meningkatkan
penggunaan IBS dan seterusnya memajukan
sektor pembinaan negara sepertimana objektif
pelaksanaan program”.
PG 26
ISSUE 01/2012
Tarikh : 12 – 14 September 2011
Tempat : Avilion Admiral Cove, Port Dickson,
Negeri Sembilan
IBS Roadmap 2011 –
2015 diperkenalkan bagi
menunjukkan komitmen
negara untuk merubah
sistem industri pembinaan
dari bersifat konvensional
yang lebih sistematik
dan mesra alam. Salah
satu pelan strategiknya
menggariskan keperluan
rekabentuk IBS di kalangan
para penggiat industri
latihanlatihan berasaskan IBS dan
Koordinasi Modular (MC).
sediada sedang dalam
pembinaan semasa. Dalam
masa yang sama, Pusat IBS
turut bertanggungjawab
untuk menambah bilangan
tenaga-tenaga pengajar
yang berkepakaran dalam
Satu program “Train the
Trainer” telah dianjurkan
pada September 2011
objektif utamanya ialah
latihan secara intensif
dan komprehensif dalam
Modul Rekabentuk Konkrit
Pra-Tuang kepada bakalbakal tenaga pengajar/
jurulatih disamping untuk
menguji pengetahuan dan
kemahiran mereka dalam
modul latihan tersebut.
Program ini diharapkan
dapat melahirkan tenagatenaga pengajar/jurulatih
yang berkepakaran dan
bertauliah dalam modul
Pusat IBS, CIDB selaku
penganjur bengkel telah
menjemput peserta-peserta
yang mewakili beberapa
institusi pengajian tinggi,
profesional dan Pusat Latihan
Bertauliah IBS (PLB IBS).
Mereka terdiri dari Universiti
Teknologi Malaysia [UTM],
Association of Consultant
Engineers Malaysia [ACEM],
Institution of Engineers
Malaysia, Universiti Teknologi
Mara [UiTM], Universiti Sains
Malaysia [USM], IKRAM, Al-
Farabi dan Construction
Research Institute Malaysia
bengkel ini telah berjaya
mencapai objektif yang telah
digariskan. Para peserta
ditauliahkan sebagai tenaga
pengajar bagi modul Konkrit
Pra-Tuang dan berkelayakan
berkaitan dengan modul
PG 27
ISSUE 01/2012
PG 28
ISSUE 01/2012
PG 29
BubbleDeck is a revolutionary method of virtually
eliminating concrete from the middle of a floor
slab that is not performing any structural function,
thereby dramatically reducing structural dead
weight. BubbleDeck is based on a new patented
technique - the direct way of linking air and steel.
Void formers in the middle of a slab eliminates 35%
of a slabs self-weight removing constraints of high
dead loads and short spans.
Incorporation of recycled plastic bubbles as void
formers permits 50% longer spans between
columns. Combination of this with a flat slab
construction approach spanning in two directions
- the slab is connected directly to insitu concrete
columns without any beams - produces a wide
range of cost and construction benefits.
Pemasang Blok Konkrit Ringan
Pemasang Konkrit Pra-­‐Tuang
Pemasang Kerangka Aluminium
Pemasang Kekuda Bumbung (Kayu)
Pemasang Kekuda Bumbung (Keluli)
Pemasang Bumbung (Kayu)
Pemasang Bumbung (Keluli)
Environment Advantages:
- GBI - Platinum Award
- Less material consumption - cement, aggregates,
water, steel, 1 kg of plastic replaces 100 kg of
- Less energy consumption - in production,
transport and carrying out
- Less emission - savings in CO2 emission up to 40kg/m2
- No waste generation - every component can be recycled
Design Advantages:
- Reduced weight
- Increased strength
- Larger spans
- Fewer columns
- No beams or ribs under the ceiling
Pemasang Blok Konkrit Ringan Pemasang Konkrit Pra-­‐
Tuang Pemasang Kerangka Aluminium Pemasang Kekuda Bumbung (Kayu) Pemasang Kekuda Bumbung (Keluli) Pemasang Bumbung (Kayu) Pemasang Bumbung (Keluli) Economy Advantages:
- Savings in the materials are substantial (up to 35%)
- Transportation costs are substantially reduced
- Faster construction time (reduction in erection cycles with 20-40%)
- Subsequent work (installations), is simplified
- Buildings can be made more flexible
- Buildings are lighter than conventional slab design substantially,
lower overall costing.
Thank you.
For further information on the above you may contact Bubble Deck Construction Sdn. Bhd:
HP: 019-338 6747 Email: [email protected] Address: 59, Jln Kg. Pandan 55100 KL
PG 30
ISSUE 01/2012
Lembaga Pembangunan Industri Pembinaan Malaysia
Tingkat 7, Grand Seasons Avenue, 72, Jalan Pahang, 53000 Kuala Lumpur
Tel: 03-40453800 Fax: 03-40453858
Pejabat CIDB Wilayah Persekutuan
Kuala Lumpur
Tingkat 7, Grand Seasons Avenue,
72, Jalan Pahang,
53000 Kuala Lumpur
Tel: 03-40453800 Fax: 03-40453858
Pejabat CIDB Negeri Melaka
No. 24-2 & 26-2,
Tingkat 2, Bgn. Kota Cemerlang,
Lebuh Ayer Keroh,
75450 Ayer Keroh, Melaka
Tel: 06-232 8895 Fax: 06-232 8950
Pejabat CIDB Negeri Johor
Lot 2067, Batu 3,
Jalan Tampoi,
81200 Johor Bahru, Johor
Tel: 07-234 4808 Fax: 07-234 4807
Pejabat CIDB Negeri Terengganu
Tingkat 7,
Menara Yayasan Islam Terengganu,
Jalan Sultan Omar,
20300 Kuala Terengganu,
Tel: 09-624 5311 Fax: 09-623 8973
Pejabat CIDB Negeri Kedah
Lot 7-9, Kompleks
Perniagaan Asas Jaya,
05000 Alor Setar
Kedah Darul Aman
Tel: 04-733 1234 Fax: 04-733 1175
Pejabat CIDB Negeri Pulau Pinang
Lot 9.01, Tingkat 9, Bangunan KWSP,
No. 3009 off Lebuh Tinggiri 2,
Bandar Seberang Jaya,
13700 Seberang Jaya,
Pulau Pinang
Tel: 04-390 2448 Fax: 04-390 7448
Pejabat CIDB Negeri Perak
Lot. 5.02, Tingkat 5,
Bangunan KWSP, Jalan Greentown,
30450 Ipoh, Perak
Tel: 05-242 3488 Fax: 05-255 5488
Pejabat CIDB Negeri Sarawak
Tingkat 1, Blok A,
Kompleks CIDB,
Jalan Sultan Tengah,
93050 Kuching,
Tel: 082-445 833 Fax: 082-447 833
Pejabat CIDB Cawangan Miri
Tingkat 1, Wisma Rela Aman,
Lot 1301, Blok 9,
MCLD Miri Water Front,
98000 Miri, Sarawak
Tel: 085-417 431 Fax: 085-417 432
Pejabat CIDB Selangor
Lot 4, Tingkat 5,
Wisma Perbadanan Kemajuan
Pertanian Selangor,
Persiaran Perbandaran, Seksyen 14
40675 Shah Alam, Selangor
Tel: 03-5512 8600 Fax: 03-5512 8620
Pejabat CIDB Negeri Sabah
Lot EG. 11, Tingkat Bawah,
Block E, Bangunan KWSP,
88100 Kota Kinabalu,
Tel: 088-235 060 Fax: 088-242 481
Pejabat CIDB Cawangan Tawau
TB 306, Tingkat 2,
Blok 35, Kompleks Fajar,
Jalan Hj. Karim,
Beg Berkunci No.7,
91009 Tawau, Sabah
Tel: 089-777 842 Fax: 089777 840
Pejabat CIDB Negeri Pahang
Tingkat Bawah,
B246 & 248, Wisma Kontraktor
Melayu Pahang,
Jalan Dato’ Lim Hoe Lek,
25200 Kuantan, Pahang
Tel: 09-517 8734 Fax: 09-517 8751
Pejabat CIDB Negeri Kelantan
No. U7.2, Tingkat 7,
Menara Perbadanan,
Jalan Tunku Petra Semerak,
15000 Kota Bharu,
Tel: 09-744 4311 Fax: 09-743 4311
Ingin Berkongsi Maklumat dan Pengetahuan mengenai IBS dalam Industri
Anda dijemput untuk menghantar penulisan/hasil karya untuk disiarkan di dalam majalah ini.
Kami Alu-alukan Penulisan dari:
Institusi Kerajaan
Institusi Korporat
Pembekal/Pengeluar Barangan dan
Perkhidmatan IBS
Penggiat Industri Pembinaan IBS
Ahli Akademik
Orang Awam
Tajuk penulisan yang dicadangkan ialah mengenai industri
pembinaan dan IBS. Hasil penulisan mestilah asli dan ianya
boleh ditulis di dalam Bahasa Malaysia ataupun Bahasa Inggeris.
Saguhati akan diberikan kepada hasil tulisan yang dipilih untuk
Sekiranya anda berminat, sila hubungi kami di [email protected] untuk keterangan lanjut.
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