Subcontractor Evaluation and Management Framework for Strategic Partnering
Publication: Journal of Construction Engineering and Management
Volume 134, Issue 11
Abstract
Recently, main contractors have shifted their attitudes about subcontract procurement to more strategic and long-term partnering philosophies. The objective of this study was to present a framework for subcontractor evaluation and management to help main contractors develop more strategic and productive relationships with their subcontract partners. As the strategic performance feedback model, the balanced scorecard concept was adopted with modification. A case study was also conducted to evaluate the framework with subcontracting strategy, performance indexes, weighting, evaluation of subcontractor performance data, and feedback methods. The research results obtained can be useful as a guideline of subcontractor management for long-term partnering and also to enhance overall productivity within the construction supply chain.
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Acknowledgments
This study was supported by a grant from the Virtual Construction System Program funded by the Ministry of Construction and Transportation of the Republic of Korea. The writers thank the companies, engineers, and consultants who completed the surveys and interviews, their candor is greatly appreciated. The writers also thank the anonymous reviewers and others for their helpful comments and constructive criticism.
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Information & Authors
Information
Published In
Journal of Construction Engineering and Management
Volume 134 • Issue 11 • November 2008
Pages: 842 - 851
Copyright
© 2008 ASCE.
History
Received: Nov 27, 2006
Accepted: Feb 26, 2008
Published online: Nov 1, 2008
Published in print: Nov 2008
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