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Project scheduling method with time using MRP system - A case study: Construction project in Libya

The European Journal of Applied Economics - opened book
Authors: Abdallah Ali Imetieg, Miroslav Lutovac

Received: February 10, 2015

Correction: March 24, 2015

Accepted: April 15, 2015




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Keywords: Materials Requirements and Planning (MRP), cost, quality, scheduling process, project management, Libya

Abstract: Materials Requirements and Planning (MRP) is a system of production planning and inventory control, which is used to manage manufacturing processes. Most MRP systems are software-based and are used to ensure that the materials are available for production, that the products are available for delivery to customers, that the lowest possible material and product level is maintained in store, as well as to plan delivery schedules and purchasing activities. Upon completion of scheduling, begins the process of follow-up, which includes the achievement of the project goals in terms of quantity, quality and costs in accordance with deadlines. MRP system was applied to project of 5000 housing units in Solug area, which is close to Benghazi city, Libya, with the aim to provide necessary cash flow to pay dues on time without delay to all involved project sub-contractors and material suppliers, to ensure the smooth flow of operations, as well as to diminish costs by reduction of temporary storages and rented areas. There is a correlation between time and cost of each activity. If the required time is shorter than the scheduled time of the certain activity, it would demand more resources, which further leads to the increase in direct costs of the given activity. Therefore, the output of MRP is important since commands are issued through planning in order to launch the suggested orders with the required quantities and within the limited time period.

APA format
Ali Imetieg, A., Lutovac, M. (2015). Project scheduling method with time using MRP system - A case study: Construction project in Libya. The European Journal of Applied Economics, 12(1), 58-66. doi:10.5937/EJAE12-7815


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