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The latest literature on quality management in the construction industry asserts that ISO 9000, a standard established in 1987 and drastically upgraded in 2000, has not been embraced as a holistic approach to improve overall performance. It is felt that management’s insistence on “punch-list inspection” creates barriers to adopting Total Quality Management (TQM), a model that fosters a culture of constant improvement. This research project studies the efficacy of quality as a catalyst to eliminate wasted construction process resources caused by ineffective inter-organizational supply-chain. The literature review showed that process planning and simulation in constructions still builds on the reactive Input-Process-Output (IPO) model found unfit to model the proactive management of supply-chain based quality (SCQ). The need for a feed-forward control approach required the introduction of process resource (Input) quality and causality functions predicting the quality of the output. Thus, the developed model, affirming the importance of feed-forward over feed-back control, was built on measuring quality as a function of process waste generation along the construction supply-chain. Referred to as Supply-Chain Dynamic Quality Control (SC-DQC), it extends the output oriented process model to pursue a continuous improvement of the agile construction operations. A construction site at Kensington, NSW was selected, to test the model while evaluating improvements and barriers to its implementation in the real world of construction. After extensive field observations and discussions with the contractors, two universal material supplies were selected for experimental studies: 1) Concrete Placement and 2) Rebar Installation. Both test cases exhibited poor supply chain quality and information sharing, albeit with different consequences. In a first phase, feed-forward control technologies and methods were designed and field-tested to prove the hypotheses predicting technical feasibilities and measurable improvements. Ruggedized Radio-Frequency Identification (RFID) tags were added (embedded) to the flowing concrete as five trucks emptied their drums into a pump hopper after laboratory pre-tests. A RFID reader not only detected fourteen out of the fifteen embedded tags, but a tag’s readability increased with the decreasing water-content indicating the curing of the concrete. While RFID tags attached to rebar bundles opened up new information channels along the supply chain, the significant improvements resulted from feed-forwarding ‘process intelligence’ into the rebar fabrication shop ensuring a high quality delivery process. The comparative field experiments proved the drastic effect of DQC on the work efficiency of placing rebar for the test beams. The high supply quality ensured by the Master Bundle (MSB) concept allowed the steel fixers to increase their productive time from 31% to 77.4%. As expected, this radical change was accompanied by a drastic reduction of process waste from 41.5% to 6.2% and contributory work from 19.7% to 10.5%. The relevance of the presented research lies in complying scientific evidence that the DQC model, built on a proactive and holistic management philosophy, targets the elimination of process wastes caused by poor quality supply processes. The realization of the substantial improvements will rest on the industry’s ability to adopt mutually supportive relationships and agile communication across the supply chain.