GAJRC | Global Academic Journal of Economics and Business

Journal Name:	Global Academic Journal of Economics and Business
Abbr. Title:	Glob Acad J Econ Buss
ISSN(Print):	2706-9001
ISSN(Online):	2707-2584
Frequency:	Bi-Monthly
Language:	English
Chief Editor:	Prof. P Malyadri
Publisher:	Scholars Middle East Publishers
Country of Origin:	United Arab Emirates

Journal Name:

Global Academic Journal of Economics and Business

Abbr. Title:

Glob Acad J Econ Buss

ISSN(Print):

2706-9001

ISSN(Online):

2707-2584

Frequency:

Bi-Monthly

Language:

English

Chief Editor:

Prof. P Malyadri

Publisher:

Scholars Middle East Publishers

Country of Origin:

United Arab Emirates

July 28, 2026

Continuous Improvement and Sustainability Integration in Project Quality Management Systems

Ziyad Adil Khan
Glob Acad J Econ Buss; 2026, 8(4): 829-839
DOI : https://doi.org/10.36348/gajeb.2026.v08i04.026

Saudi Arabia’s Vision 2030 infrastructure transformation requires project quality management systems (PQMS) that do more than control defects at inspection points. Mega projects must deliver compliant assets while reducing rework, material waste, delay, environmental impact and handover risk. This review paper examines how continuous improvement and sustainability can be integrated into PQMS for mega infrastructure projects in Saudi Arabia. It positions quality management as a strategic governance function that links ISO 9001-based process control, risk-based quality planning, inspection and test plans, non-conformance management, supplier quality assurance, digital traceability, corrective and preventive action, and management review with sustainability objectives such as resource efficiency, waste reduction, lifecycle value and responsible procurement. The study adopts a structured narrative review of recent literature on quality management systems, sustainable construction, Lean construction, Quality 4.0, project governance and Saudi Vision 2030 infrastructure delivery. It proposes a sustainability-integrated PQMS framework and an implementation roadmap tailored to roads, airports, tunnels, bridges, utilities and high-profile giga-project environments. The paper argues that continuous improvement tools, including PDCA, root-cause analysis, Kaizen, Six Sigma, NCR trend analysis and lessons-learned loops, can convert quality records into sustainability outcomes when they are embedded in project governance and supported by measurable KPIs. The expected contribution is a practical model for client, PMC, consultant, contractor and supplier organisations seeking to align quality excellence with sustainable infrastructure delivery. The framework supports reduced NCR recurrence, lower rework, stronger compliance, better supplier performance, improved handover readiness and enhanced long-term asset value under Saudi Vision 2030.

July 28, 2026

Smart Rehabilitation Monitoring Systems for Improving Quality of Life among Patients with Long-Term Physical Disabilities

Waseem Mumtaz Ahamed
Glob Acad J Econ Buss; 2026, 8(4): 840-847
DOI : https://doi.org/10.36348/gajeb.2026.v08i04.027

Long-term physical disability changes how people move, sleep, work, communicate and participate in family life. Conventional rehabilitation remains essential, yet episodic clinic visits cannot fully capture daily fluctuations in fatigue, pain, balance, adherence or environmental barriers. This review synthesizes evidence published from 2020 to 2025 on smart rehabilitation monitoring systems that integrate wearable sensors, mobile applications, ambient sensing, cloud analytics and clinician dashboards to support patients with neurological, musculoskeletal, cardiopulmonary and mixed physical disabilities. Following the review model of Patel and colleagues, the paper moves from enabling technologies to clinical applications, but updates the discussion for artificial intelligence, consumer wearables, telerehabilitation safety, equity, privacy and quality-of-life outcomes. A structured narrative review method was applied using thematic screening around smart monitoring, telerehabilitation, wearables, physical disability, activities of daily living and quality of life. The synthesis shows that smart systems are most valuable when they do more than count steps: they translate motion and physiological signals into personalized feedback, early risk detection, shared decision-making and continuity between home and clinical services. Evidence is strongest for remote exercise delivery, gait and balance monitoring, fall-risk assessment, adherence support, and condition-specific rehabilitation in stroke, multiple sclerosis, spinal cord injury, vestibular disorders and musculoskeletal recovery. However, barriers remain in interoperability, algorithm transparency, reimbursement, digital literacy, long-term engagement and validation in diverse disability groups. The paper proposes an outcome-oriented framework in which sensing, analytics, feedback, safety governance and human coaching operate as a closed rehabilitation loop. Smart rehabilitation monitoring should therefore be positioned not as a replacement for therapists, but as a scalable care layer that can improve independence, participation, confidence and health-related quality of life for people living with long-term physical disabilities.

Saudi Arabia’s Vision 2030 requires a deeper corporate debt market capable of financing diversification, infrastructure, technology, tourism, manufacturing and energy transition without excessive dependence on bank balance sheets or public funding. This review develops a chief financial officer framework for issuer readiness, debt structuring, liquidity planning and governance. It synthesises regulatory reports, market evidence and corporate finance research published between 2020 and 2025. The review finds that market development depends not only on additional issuance, but on a larger pipeline of credible repeat issuers, transparent pricing, diversified maturities, stronger secondary-market liquidity and governance arrangements that protect debtholders. At company level, readiness begins with a defensible financing purpose, audited cash-flow visibility, covenant capacity, rating preparedness and board-approved risk limits. Structuring should match instrument type, currency, tenor, amortisation, security package and sustainability features to the asset and cash-flow profile rather than to short-term pricing alone. Liquidity planning must integrate minimum cash, committed facilities, maturity ladders, stress testing and refinancing triggers. Governance must connect the board, treasury, risk, legal, investor relations and Shariah oversight where applicable. Its application can improve issuer resilience, broaden institutional participation and support a more liquid Saudi corporate bond and sukuk market.

Saudi Arabia is expanding renewable energy deployment, while electricity demand is influenced by summer cooling peaks, significant industrial loads, emerging digital infrastructure, and geographically distributed giga-projects. As a result, grid-scale battery energy storage systems (BESS) are becoming essential power-system assets. This review establishes a Saudi-specific framework for deploying BESS to integrate solar and wind generation, manage peak demand, enhance grid reliability, and minimize curtailment. The paper adopts an MDPI-style review methodology, incorporating technology classification, thematic synthesis, multi-criteria decision analysis (MCDA), and implementation-focused discussion. Recent literature from 2020 to 2025 is synthesized, covering battery technologies, energy management systems, hybrid storage, smart grids, planning models, market design, safety, and Saudi renewable-energy development. The review determines that lithium-ion BESS is most appropriate for four-hour grid services, renewable smoothing, and peak shaving, while flow batteries, sodium-ion batteries, hybrid BESS-supercapacitor systems, and hydrogen-linked storage are better suited for longer-duration or lifecycle-sensitive applications. The proposed architecture integrates renewable plants, substations, grid-scale storage units, energy management systems, cybersecurity controls, and performance key performance indicators (KPIs). The study concludes that effective Saudi deployment relies on situating BESS to alleviate network constraints, reduce evening peaks, maintain battery health, enable transparent dispatch, and support the national transition toward a diversified, reliable, and lower-emission electricity system [1-5].

Operational governance digitalization the modernisation of approval workflows, reporting standardisation, and multi-site coordination is underexplored in Industry 4.0 research. This paper addresses that gap by proposing the Smart Governance and Operational Coordination Architecture (SGOCA), a six-layer framework for digitalized manufacturing governance and IMEA supply chain integration, and by presenting quantified implementation evidence from a regional FMCG organisation that deployed a digital governance platform across a multi-site production network in the IMEA region using Microsoft Power Apps, Power BI, and SharePoint at no additional infrastructure cost. Before deployment, approval cycles averaged 23 days, reporting consumed seven hours of manual effort per cycle, audit preparation required two weeks, and documentation completeness was approximately 55 per cent. Twelve months later, cycle time had fallen by roughly 40 per cent, reporting effort to under one hour, audit preparation to two days, and documentation completeness had risen to 87 per cent, with forecast accuracy improving by approximately 25 per cent. The implementation revealed two governance lessons not previously documented with this specificity: adoption in multi-site environments is resolved by line management expectations, not system design; and digital governance systems create behavioural incentives, including approval-threshold gaming, that require active analytics-based monitoring to detect. A five-level governance maturity progression model is introduced, with implications for executives, policymakers, and plant managers within the Saudi Vision 2030 transformation context.