IBS requires radical and substantial change from traditional building process towards manufacturing process. It was highlighted that the idealism, processes, management and skill sets behind IBS are different from those in the conventional method.
In contrast to the traditional method, the design, manufacturer, assembly and other related process requires more coherent structure of process planning and control in order to reduce defects and errors.
A strong constraint in the industry is a lack of adequate knowledge on IBS. There is limited expertise in the marketplace among designers and constructors of IBS and its processes. Approaches to design are still largely based on traditional methods that are unsuited to IBS.
Although IBS is used to address the skill shortage in construction industry, some evidence suggests that a skilled workforce in specific skill areas like integration, coordination and assembly are become more important to IBS due to a different undertaken roles and project methods.
IBS requires new business approach, investment and financial planning including effective combination of cost control and selection of project that giving enough volume to justify the investment.
IBS adoption requires improvement in conventional procurement and management of supply chain. IBS building procurement is slightly different from conventional which includes purchasing of materials in advanced before the actual site progress.
With this regards, the main barriers for the industry to embrace IBS are rarely purely technical in origin. They are more related to the organisational soft issue and strategy which underpins the capability of organisation to successful implement IBS.