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    Subcontractor Evaluation and Management Framework for Strategic Partnering

    Source: Journal of Construction Engineering and Management:;2008:;Volume ( 134 ):;issue: 011
    Author:
    Creed S. Eom
    ,
    Seok H. Yun
    ,
    Joon H. Paek
    DOI: 10.1061/(ASCE)0733-9364(2008)134:11(842)
    Publisher: American Society of Civil Engineers
    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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      Subcontractor Evaluation and Management Framework for Strategic Partnering

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    contributor authorCreed S. Eom
    contributor authorSeok H. Yun
    contributor authorJoon H. Paek
    date accessioned2017-05-08T20:48:46Z
    date available2017-05-08T20:48:46Z
    date copyrightNovember 2008
    date issued2008
    identifier other%28asce%290733-9364%282008%29134%3A11%28842%29.pdf
    identifier urihttp://yetl.yabesh.ir/yetl/handle/yetl/27808
    description abstractRecently, 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.
    publisherAmerican Society of Civil Engineers
    titleSubcontractor Evaluation and Management Framework for Strategic Partnering
    typeJournal Paper
    journal volume134
    journal issue11
    journal titleJournal of Construction Engineering and Management
    identifier doi10.1061/(ASCE)0733-9364(2008)134:11(842)
    treeJournal of Construction Engineering and Management:;2008:;Volume ( 134 ):;issue: 011
    contenttypeFulltext
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