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Incorporating Material Impact in Schedule

4 replies [Last post]
Mon, 2008-08-18 09:47
Ross Yu
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Joined: 4 Jun 2008
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Gent,

We use P5 and are trying to put together material impact (procurement data and material delivery) to an existing schedule.

We have not decided on the level of detail yet, but are considering to the level of components, if practical. We are considering setting up FS relationship of itemized material delivery to construction activities.

Want to hear from anyone who has set up similar detail in their schedule of your methodology and experience, and if you find it practical or if any problems encountered ??

Thx
Ross
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Replies

Tue, 2008-08-19 01:42
#1
Vladimir Liberzon
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Groups: Accreditation Editors, Board of Advisors, Civil Engineering, GPCCAR Editors, Petro-Chem / Oil & Gas, Regional Representatives, Spider Project Team, TURNAROUND & SHUTDOWN (T/A & S/D)
Including material supplies in the schedule is necessary.
An easy case when you know which activity will use the supplied material. In this case you can define FS link between supply activity and consumption activity.

Unfortunately not always it can be defined and Primavera has no tools for material levelling.

In Spider Project you can define supplies and consumption of materials on project activities and schedule the project taking into account not only resource but also material and financial constraints. Activities that use materials that were not supplied will be postponed automatically. So even if you don’t know which activity will use the supplied material the software will decide it for you and will create the consistent schedule.

Besides it is useful to know the material flow - available quantities of materials at any given moment. It is necessary for planning the supplies. Knowing material flow you will know the required dates for material supplies during project execution.

I don’t know other software that does it. Maybe other planners know.
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Tue, 2008-08-19 00:25
#2
smiling shagger
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Joined: 29 Mar 2006
Posts: 24
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namaste!
am a new planner, maybe my answer wrong.
i did the procurement schedule as part of epcc.
i wrk closely with procurement & logistic manager and their team.
the level acquired by client is level 4. using P3.
level 1 - project/sub-project
level 2 - procurement
level 3 - procurement direct (ie direct under procurement)
procurement under contract dept ( ie procurement under contract dept)
Level 4 - discipline like C&S, Mecahnical, Piping, Electrical, Instrumentation, cabling, safety.
in activity description -

- RFQ - TBE
- PO
- fabrication/Manufacturing
- FAT
- transport/shipment/air (fr port of supplier + shipment duration to port of delivery)
- port clearance ( with lag ie. duration of port clearance + duration of transport fr port to site)
- delivery to site (as milestone)

The predecessor of RFQ-TBE is engineering respectively
and successor to delivery to site is construction/installation activities.
All above link is FS where necesary +lag.

For procurement under contract dept, these falls to items where sub-contractor specialist do all the procurement, delivery & installations.

In this section i add up another section in level 3:
- bidding & award - bid evaluation
- award (milestone)

also under Level 2 - Construction
- sub-con mobilisation - subcon mobilisation

So, contract mgr have to carefully bid evaluation & seal up a contract so as enable these sub-con specialist enough time to procure + mobilised. normally, contract mgr works camouflage but when it is reflect in CPM then they will move their ass.

Note: some procurement item need FAT, some dont. other info like duration of fab.manufacturing, procurement wtg we could get fr procurement/logistic dept.

after completed, i gave them a hardcopy to every each dept and project mgr to review for a week, than ask them to sign. because they cannot blame a planner if anything goes wrong especially new planner like me.

Hempfully,
smilingshagger
cum global backpacker
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Mon, 2008-08-18 19:16
#3
Samer Zawaydeh
User offline. Last seen 6 years 11 weeks ago. Offline
Joined: 3 Aug 2008
Posts: 1664
Groups: Civil Engineering, Regional Representatives
Dear Ross,
The direction to include a procurement section in your schedule is essential. Actually, without resources; Material, manpower and equipment, your schedule will not function.
Depending on the level of detail, it is recommended that you identify the Long Lead items with the project team and then you include then as FS relationship to the start of the activity. Ideally speaking all activities should be liked to material arrival at site. But for regular material, keeping tap of the quantities that are used is not very practical.

Best,

Samer
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Mon, 2008-08-18 11:27
#4
Mike Testro
User offline. Last seen 23 weeks 6 days ago. Offline
Joined: 14 Dec 2005
Posts: 4420
Groups: Building Information Modelling, Content Moderators, GPCCAR Editors
Hi Ross

The trick is finding out the 1st requirement of any particular material in your programm before making any link.

This is easy with something like a Lift Installation but things like door furniture and basin taps are more problematic.

In powerproject it is very easy - I prepare a filter for aech activity that has the relevant material and form this into a trade hammock.

After summarising the hammock I link the material procurement to the start of the summary bar.

Then I set the material procurement to ALAP.

This means that even if the programme changes the material will always be linked to the earliest delivery requirement.

If you can do this in P5 then fine.

Best regards

Mike Testro
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