Subcontractor Evaluation and Management Framework for Strategic Partnering

by Creed S. J. Eom, Ph.D., Sr. Consultant; GBS, IBM Korea, Asem Tower, 159-1 Samsung, Kangnam, Seoul, South Korea., creedworks@gmail.com,
Seok H. Yun, (corresponding author), Ph.D., Asst. Prof.; School of Arch., GyeongSang Natl. Univ., Engrg. Res. Inst., Jinju, South Korea, gfyun@gsnu.ac.kr,
Joon H. Paek, Ph.D., Prof.; School of Civ. and Arch. Engrg., Yonsei Univ., Seoul, South Korea., paek@yonsei.ac.kr,


Serial Information: Issue 11, Pg. 842-851


Document Type: Journal Paper

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.

Subject Headings: Contractors and subcontractors | Frames | Subcontracts | Case studies | Productivity | Supply chain management | Procurement |

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