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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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