Influence of subcontractors' “strategic capabilities” on “power”, “dependence” and “collaboration”: an empirical analysis in the context of procurement decisions

Deep, Shumank; Gajendran, Thayaparan; Jefferies, Marcus; Uggina, Venkata Suresh; Patil, Sanjay

doi:10.1108/ecam-04-2022-0346

Cited by 6 publications

(2 citation statements)

References 101 publications

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“…However, main contractors can rely on repeat relationships with their subcontractors [34]. It is, therefore, important that subcontractor involvement is based on strategic capability [35], considering both relational and contractual obligations for collaboration. This helps maximize the contractor's commercial competitiveness and, therefore, financial performance [36].…”

Section: Introductionmentioning

confidence: 99%

Subcontractor Engagement in the Two-Stage Early Contractor Involvement Paradigm for Commercial Construction

Finnie,

Masood,

Grant

2024

Knowledge

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Commercial construction projects (CCPs) in New Zealand contribute more to the economy than other project types. However, many face cost and time increases due to inadequate planning. Procurement pathways that involve contractors during design development provide more time to plan, collaboratively. Nevertheless, most projects are procured through traditional tender where contractors are only involved after detailed design. Through two-stage early contractor involvement (2S-ECI), contractors can provide design buildability advice for complex projects, contribute value management, carry out exploratory works, and order materials. The role of subcontractors in 2S-ECI can be significant. Six semi-structured interviews were conducted with clients, consultants, main contractors, and a subcontractor involved in large complex commercial construction projects. The findings build on the emerging body of knowledge about 2S-ECI by providing insight into subcontractor early involvement. Project complexity and market conditions were the main reasons for early subcontractor involvement. Common challenges include a lack of information sharing among the parties, non-competitive selection, and a lack of standard contract documentation. Opportunities for improvement include clarifying client expectations, educating stakeholders, and providing more equitable compensation for pre-construction services. Key drivers for subcontractor involvement include project complexity, market conditions, ordering long-lead-time systems, and performance specifications. Specialist early sub-trades include electrical, mechanical, structural steel, and façades. Subcontractors should typically be engaged as early as possible, often concurrently via main contractors to share performance risk. Pre-construction services provided by subcontractors include planning and sequencing; design buildability analysis; risk mitigation; value management; budget advice; systems procurement; design solutions; and document control systems. Advantages include obtaining specialist project knowledge and improving completion certainty. Producing a pre-construction services agreement (PCSA) for subcontractors may address challenges, as has been carried out for main contractors, but there is still a gap in the contractual framework for 2S-ECI for subcontractors.

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Section: Introductionmentioning

confidence: 99%

Subcontractor Engagement in the Two-Stage Early Contractor Involvement Paradigm for Commercial Construction

Finnie,

Masood,

Grant

2024

Knowledge

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“…Some of these barriers can be targeted by involving key constructors in the design phase. Deep et al [17] studied the influence of subcontractors in the context of procurement decisions in Australia, results of the study contribute to improving the decision-making processes of both subcontractors and main contractors in strategic procurement.…”

Section: Introductionmentioning

confidence: 99%

Off-Site Manufacturing: Determining Decision-Making Factors

Kosbar,

Elbeltagi,

Mahdi

et al. 2023

Buildings

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New technologies like modular construction are expected to increase the market share in developing countries with a high annual growth rate such as in Egypt. Modular construction solutions that have content depending on the process of off-site construction and on-site transportation gained prominence over recent years due to several benefits, especially their positive impact on the environment. Off-site manufacturing (OSM) and traditional technologies like on-site ones differ in many aspects of design, requirements, logistics, engineering, and others. Many researchers studied modular construction and they fall short of investigating modular construction processes comprehensively and completely. In this paper, the barriers and benefits of using off-site manufacturing (OSM) are collected from the previous studies (that focused on mega projects, high quality, and fast-track projects) to be analyzed using a social network analysis (SNA) to promote the implementation of this new technology mainly in high-annual-growth-rate countries. A survey was used to solicit the opinions of construction practitioners to identify the most significant barriers and obstacles, as well as the benefits of using OSM. Also, due to the capabilities of Building Information Modeling (BIM) to manage shared information and increase the cooperation among project parties, the integration of OSM and BIM is investigated as a promising approach to overcome OSM barriers and enhance its utilization. Analyzing the main barriers’ density and finding out the main solution are involved. Applying this case to a real project in Egypt to study the impact of using (OSM) on-site and exporting the data are also involved. With some results related to the other results and disadvantages that were deduced, the most important advantages and most disadvantages emerged, as well as finding ways to solve them and practical application on the ground.

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Influence of the experience of the project manager and the foreman on project management’s success in the context of LPS implementation

Montalbán-Domingo,

Casas-Rico,

Alarcón

et al. 2024

Ain Shams Engineering Journal

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Influence of subcontractors' “strategic capabilities” on “power”, “dependence” and “collaboration”: an empirical analysis in the context of procurement decisions

Cited by 6 publications

References 101 publications

Subcontractor Engagement in the Two-Stage Early Contractor Involvement Paradigm for Commercial Construction

Subcontractor Engagement in the Two-Stage Early Contractor Involvement Paradigm for Commercial Construction

Off-Site Manufacturing: Determining Decision-Making Factors

Influence of the experience of the project manager and the foreman on project management’s success in the context of LPS implementation

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