This research is mainly discussing the relationship under the present industry division of labor tendency; subcontractor executes ability and builds the factory, and how these connections influence the quality of work, time limit for the work project. How to utilize and manage the subcontractors to complete the project effective, this subject is at present domestic builds the company to have to consummate pondered and planned. At the same time, because the most of subcontractor which the specialized technology and the financial ability are insufficient, the contract works out the penal regulations regarding to build the factory whether really has the safeguard. This research will discuss how to maximum the profit of industry and subcontractors via subcontract management, moreover, to compare with case study will get more practical plan and strategy. This research conclusion summary as follows shows. 1. Subcontractor choices: Based on long production period and the time limit, to prevent significant loss, ¡§Time¡¨ is one of important key factor to select subcontractors. To prevent many possibly the project question, which must pay great attention to following several points when chooses the specialized subcontractors: (1) the qualified specialty subcontractors which been certify by investigated; (2) whether has the passing cooperation experience, when the project once starts, no matter any factor, if the temporary desire replaces subcontractors, not only facing the people issue and also must undertake the extra cost disbursement; (3)inquires the same business recommendation specialty of subcontractors experience a same nature same rank. 2. Subcontract management: (1) the contract execution, most importantly the V routine work surveillance, therefore in the contract management, must involve the subcontractor management; (2) besides, maintain a fair cooperation relations, and implement the project by the positive cause, so first, the project can have completing which the quality and also safeguards.

No description available.

Subcontractors perform the majority of the work on commercial construction projects. However, only limited research has focused on subcontractors’ practical needs. In response, this research discovered and documented subcontractor needs through data collections and extended these findings with development of an information model and tool. This research significantly enlarges detailed understanding of subcontractor management practices, in particular around resource allocation across multiple projects. While existing research has shown the importance of multi-project management, exploration of details of this process has largely been limited to overviews of policies. Rich details that allow for specific critiques of existing methods and tools have been missing. This research provides such details, including specific limitations and recommendations to existing information standards, commercial applications, and assignment algorithms. In particular, contributions of this research focus on support for what-if analysis under extreme frequency of resource reallocation, a limitation of existing tools and methods that make them unsuitable for most subcontractors. / text

In recent years, there is a widely witnessed phenomenon among domestic infrastructure construction industry. For those active contractors carrying over majority of domestic infrastructure works, a substantial number of them is professional acting sub-contractors rather than the initial bidding construction contractors. As a result, overall quality of works and lead-time control of construction projects are mainly predetermined by original bidding firms¡¦ sub-contracting management. Apart from above perspective, for years the construction industry in Taiwan has long been caught in a fierce price-cutting competition. Inevitably it has directed the whole industry into a micro-profit era. So to speak, a systematic subcontracting processing for selection of capable sub-contractors, and an effective managerial control of that processing during the implementation time span are key success factors among final outcomes of projects.The following case scenario, based upon a construction contractor¡¦s work on MRT projects, can be best exemplified as an in-depth study of the portrayed company¡¦s management capability on sub-contracting. A prototyped processing includes but will not be confined to the following highlights: ¡EMaking decisions on sub-contracting ¡ESourcing quality sub-contractors ¡ESelecting capable sub-contractors ¡EDefining pivotal points for the contract agreements ¡EFine-tuning Q&A issues for project implementation Other than above briefing, the portrayed construction contractor had meticulously and often unwittingly transformed its role during project implementation by gaining Industrywide vertical integration capability. This derivative occasion is another aspect on this case study.The main causes of above managerial transition can be attributed to the fact that involved sub-contractors may demonstrate tendencies of schedule delays. In lieu of that possibility, the construction company has to proactively take necessary measures to safeguard it from happening. Considering primary requirements of containing overheads and meeting work deadlines, the construction company in the end has to decisively intervene the supply chain system that is mainly operated only among sub-contractors. As evidenced from the presented case, the portrayed construction company ends up creating its own strategic blueprint to evolve into an integrated conglomerate in its industry.

Subcontractors today find themselves in an increasingly fierce competitive environment, much due to the famous or should we say infamous globalisation. When the big important clients of subcontractors expand over boarders the subcontractor might be obliged to follow them, especially if holding competences of particular value to the outsourcing principal. A subcontractor that thus follow a client abroad might take a great leap, both in regards to what cultural differences or geographical distance might exist as well as the risk associated with such an investment. In this thesis we have highlighted the situation of these so-called client-following subcontractors. The purpose is to investigate how well client-following subcontractors take advantage of opportunities in a new market and how the relationship with the client has affected this. We found that a qualitative study would best serve our purpose and to be more specific we chose the method of case studies. Two Swedish subcontractors was selected through certain criteria and contact via an outsourcing principal. These two cases was researched through in-depth interviews but also by gathering secondary data such as financial reports. To further increase our understanding of the research area we put significant focus on building a sound frame of reference. Three main theoretical areas was emphasized; first the internationalisation process, second customer relationship and trust, and third strategic choices for subcontractors. In conclusion we found distinct differences in the underlying strategies of the two cases that could be connected to just what laid behind the decision to internationalise. We could develop this picture by looking at the relationship between the subcontractor and its major client in both instances. A relationship in which more long-term objectives are taken into account had a positive effect on the expansionary strategy of the subcontractor. / Underleverantörer idag möter allt hårdare konkurrens vilket till mångt och mycket beror på den välkända, eller ska vi säga den ökända, globaliseringen. När stora och viktiga kunder till underleverantörer expanderar över gränserna kan underleverantörerna vara tvungna att följa efter, speciellt i de fall där dessa har kompetenser av särskilt värde för uppdragsgivaren. En underleverantör som följer efter sin kund kan därför ta ett stort steg, både gällande kulturskillnader och geografiskt avstånd men också den risk som är förknippad med en sådan investering. I denna uppsats har vi belyst situationen för dessa så kallade klientefterföljande underleverantörer. Syftet är att undersöka hur väl klientefterföljande underleverantörer utnyttjar möjligheterna i en ny marknad och hur relationen med klienten har påverkat detta. Vi fann att en kvalitativ studie bäst tjänade vårt syfte, för att vara mer exakt valde vi att göra fallstudier. Två svenska underleverantörer valdes utifrån vissa kriterier och via kontakt med en uppdragsgivare. Dessa var sedan undersökta genom djupgående intervjuer men också genom sekundärdata som exempelvis finansiella rapporter. För att ytterligare öka vår förståelse av ämnet lade vi extra vikt på att bygga en gedigen referensram. Tre teoretiska huvudområden identifierades; först själva internationaliseringsprocessen, sedan kundrelationen och tillit, och sist strategiska val för underleverantörer. Sammanfattningsvis fann vi distinkta skillnader i de underliggande strategierna av de två fallstudierna vilka kunde kopplas till vad som låg bakom beslutet att internationalisera. Vi kunde utveckla bilden genom att titta på relationen mellan underleverantören och dess huvudkund i båda fallen. En relation som tog mer hänsyn till långtgående mål hade en positiv effekt på den expansiva strategin hos underleverantörerna.

Analysis of the managing contingent workers at an outsourcing system ¡VA case study of the China Steel Corporation and its subcontractors Abstract Nowadays, employment flexibility and Labor Cost Reduction are highly emphasized in the competitive business environment. As the job design becoming more and more specific and professional, the labor cost becoming higher and higher, companies cannot but change their operation style, and contingent workers have become an important source of competitive advantage. This case study was intended to understand the mutual relationship between China Steel Corporation and its subcontractors: why it uses subcontractors, and how it manages them. This study also explored the benefits and working conditions of contingent workers to find out the potential problems of outsourcing. This study has the following preliminary findings. First, Two factors are important determinants on outsourcing decisions: Strategically, the goal is to reduce labor cost and enhance the employment flexibility. Technically, the demand of professional skills, rudimentary skills and special facilities can be satisfied through outsourcing. Second, the relation between China Steel Corporation and its subcontractors has changed after its privatization. According to China Steel Corporation, their interaction has become better because of the flexibility gained after privatization (for example, the budget is no longer controlled by legislative yuan.) But from the subcontractors¡¦ point of view, their interaction has become more difficult because the elimination of their profit and increasing constraints on outsourcing projects. Third, the employees of China Steel Corporation enjoy better wages, benefits, working conditions and training opportunities than employees of subcontractors. Fourth, among the two kinds of employees of subcontractors¡Xpermanent and temporary¡X permanent employees have better wages than temporary ones. As for training, there is not much difference. Fifth, safety is the most serious problem on contingent workers management. The reasons include highly dangerous work environment, workers¡¦ unfamiliarity with the environment, and being recklessness about the work environment rules. One other important management issue for China Steel Corporation is that outsourcing does not necessarily reduce labor cost. High turnover rate among contingent workers and low quality resulting from insufficient skills are combined together to increase the labor cost of China Steel Corporation on supervision, coordination, and quality control. Key words: human resource management, contingent working arrangement, outsourcing, subcontractor, temporary workers.

<p>Subcontractors today find themselves in an increasingly fierce competitive environment, much due to the famous or should we say infamous globalisation. When the big important clients of subcontractors expand over boarders the subcontractor might be obliged to follow them, especially if holding competences of particular value to the outsourcing principal. A subcontractor that thus follow a client abroad might take a great leap, both in regards to what cultural differences or geographical distance might exist as well as the risk associated with such an investment. In this thesis we have highlighted the situation of these so-called client-following subcontractors. The purpose is to investigate how well client-following subcontractors take advantage of opportunities in a new market and how the relationship with the client has affected this.</p><p>We found that a qualitative study would best serve our purpose and to be more specific we chose the method of case studies. Two Swedish subcontractors was selected through certain criteria and contact via an outsourcing principal. These two cases was researched through in-depth interviews but also by gathering secondary data such as financial reports. To further increase our understanding of the research area we put significant focus on building a sound frame of reference. Three main theoretical areas was emphasized; first the internationalisation process, second customer relationship and trust, and third strategic choices for subcontractors.</p><p>In conclusion we found distinct differences in the underlying strategies of the two cases that could be connected to just what laid behind the decision to internationalise. We could develop this picture by looking at the relationship between the subcontractor and its major client in both instances. A relationship in which more long-term objectives are taken into account had a positive effect on the expansionary strategy of the subcontractor.</p> / <p>Underleverantörer idag möter allt hårdare konkurrens vilket till mångt och mycket beror på den välkända, eller ska vi säga den ökända, globaliseringen. När stora och viktiga kunder till underleverantörer expanderar över gränserna kan underleverantörerna vara tvungna att följa efter, speciellt i de fall där dessa har kompetenser av särskilt värde för uppdragsgivaren. En underleverantör som följer efter sin kund kan därför ta ett stort steg, både gällande kulturskillnader och geografiskt avstånd men också den risk som är förknippad med en sådan investering. I denna uppsats har vi belyst situationen för dessa så kallade klientefterföljande underleverantörer. Syftet är att undersöka hur väl klientefterföljande underleverantörer utnyttjar möjligheterna i en ny marknad och hur relationen med klienten har påverkat detta.</p><p>Vi fann att en kvalitativ studie bäst tjänade vårt syfte, för att vara mer exakt valde vi att göra fallstudier. Två svenska underleverantörer valdes utifrån vissa kriterier och via kontakt med en uppdragsgivare. Dessa var sedan undersökta genom djupgående intervjuer men också genom sekundärdata som exempelvis finansiella rapporter. För att ytterligare öka vår förståelse av ämnet lade vi extra vikt på att bygga en gedigen referensram. Tre teoretiska huvudområden identifierades; först själva internationaliseringsprocessen, sedan kundrelationen och tillit, och sist strategiska val för underleverantörer.</p><p>Sammanfattningsvis fann vi distinkta skillnader i de underliggande strategierna av de två fallstudierna vilka kunde kopplas till vad som låg bakom beslutet att internationalisera. Vi kunde utveckla bilden genom att titta på relationen mellan underleverantören och dess huvudkund i båda fallen. En relation som tog mer hänsyn till långtgående mål hade en positiv effekt på den expansiva strategin hos underleverantörerna.</p>

Sob a ótica das empresas construtoras, a evolução do setor da construção civil e, particularmente da construção de edifícios, tem sido caracterizada pela necessidade de um melhor tratamento da interface cliente-fornecedor, seja em um ambiente inter-organizações (empresa construtora com seus fornecedores de materiais, de serviços de execução, de projetos etc.) seja em um ambiente intra-organização (entre os departamentos/funções da empresa). De fato, ao atuar na sua interface com seus fornecedores, a empresa construtora consegue melhor responder a diferentes critérios competitivos que permitem que ela se imponha face a seus concorrentes, num mercado cada vez mais disputado (qualidade, custos, prazo, tecnologias etc.). Dentre esses fornecedores, os de serviços de execução ou subempreiteiros aparecem como tendo um papel cada vez mais importante, devido a uma tendência marcante no sub-setor pela subcontratação de tais serviços. Nesse contexto de mudança de paradigmas, a busca por uma integração interna na empresa entre os diversos processos (ou departamentos) envolvidos no relacionamento com estes fornecedores acaba sendo uma condição a ser alcançada para que as empresas consigam melhorias (de qualidade, produtividade etc.) na forma de gestão dos subempreiteiros (SEs). O presente trabalho objetiva assim propor um Modelo de Processos para a Gestão de Subempreiteiros (MPGSEs) voltado às empresas construtoras de edifícios. Toda a pesquisa ocorre com base numa revisão bibliográfica e em três estudos de caso realizados em empresas construtoras. Num primeiro momento, focam-se os principais conceitos envolvidos na gestão por processos, comparando-a à pratica corrente de uma empresa estruturada por departamentos. Realiza-se também um estudo dos principais motivos que têm levado as empresas construtoras a adotarem a estratégia da subcontratação dos serviços de execução.Finalmente, são discutidas as principais atividades envolvidas numa gestão de SEs com o propósito de se estruturar um modelo de gestão, abrangendo o planejamento, a contratação e o gerenciamento da produção. A pesquisa revela que há em evidência nas empresas construtoras pesquisadas uma sistemática na forma de gestão dos SEs, principalmente em decorrência da implementação de sistemas de gestão da qualidade com base na série de normas NBR ISO 9000. No entanto, observa-se que ainda existe a possibilidade da proposição de melhorias, seja na compatibilização entre os processos de macroplanejamento & orçamento da obra, de seleção para contratação, de controle da qualidade e de medição dos serviços, ou numa definição mais clara entre as atribuições/responsabilidades que estejam envolvidas no processo de produção. / For the general contractor companies, the evolution of the Brazilian\'s building construction sector has been characterized by the need of a better treatment of the interfaces client-supplier. This concerns as well the inter-organizational environment (general contractor company with its suppliers, subcontractors, designers etc.) as the intra-organization environment (with regard to the company\'s departments). In fact, by improving the interfaces thanks to a functional integration with its suppliers, the general contractor company gets better to answer to different competitive approaches than its competitors, in a more and more disputed market (by quality, costs, time, technologies etc.). Furthermore, in the deeply changing scenario presently faced by the building sector actors, subcontractors become one of the main agents for such companies. In this context of news paradigms, this research aims to provide a better understanding of the internal functional integration\'s concerning the several processes (or departments) involved in the relationship of the general contractor company with its subcontractors. This integration is a new condition to be reached for the companies that are looking for improvements (of quality, productivity etc.) in the subcontractors\' management. In this scenario, this work proposes a Process Model for the Management of Subcontractors to be used by general contractor companies. The study is based on a literature review and also on a case study which illustrates how this practice is conducted in three building companies working in Sao Paulo - Brazil. Firstly, the discussion presented is about the process management concepts and its perceptions linked with departmental organizational structures aspects. Another point of the investigation that was approached concerns the best way to understand the strategy of subcontracting, which has been adopted by many construction building companies in Brazil and elsewhere.Finally, the main activities involved in the subcontractors\' management are discussed with the purpose of structuring a flow management model. This one involves all the steps of the planning, the procurement and the production control process. The research reveals that, in the three general contractor companies investigated, there is a systematic practice concerning subcontractors\' management, mainly due to the implementation of quality management systems (based on the ISO 9000 standards). However, it has been observed that the possibility of the proposition of improvements still exists, regarding the integration among the general planning and the budget process with the procurement process, as well as the lack of harmony between the quality control process and the payment process, or thanks to a clearer responsibility definition among the agents that are involved in the production process as a whole.

The thesis is inquiring into the theory of construction contract management process. The current contract procedure is demonstrated on real life example of the Joint-stock construction company Stavcent. The aim of the thesis is to explore the procedure implemented during contract management process followed by proposal of possible innovations in this area. The research is as usual divided into theoretical and practical part. The theoretical part introduces the selected topic. The practical part presents the Stavcent, JSC at first, followed by description of single phases of the construction contract; beginning with record keeping, preparation of the offer, budget, timetable, selection and evaluation of suppliers and subcontractors, inventory administration and finally invoicing. The conclusion of the practical part is devoted to possible future innovations in contract management.

<p><p>Syftet med uppsatsen var att utifrån en fallstudie av ett mellanstort svenskt industriellt företag, som tillverkar kundspecifika produkter, studera etablerade kundrelationer beträffande varför de är viktiga att behålla och utveckla. En fallstudie med kvalitativa intervjuer genomfördes på Sjölanders Mekaniska samt med två av deras etablerade kunder. Frågor såsom "Vad får kunderna att bli långvariga hos Sjölanders Mekaniska?", "Hur arbetar företagen för att föra relationen framåt?" och "Vad ser företagen som viktiga faktorer i en affärsrelation?" besvarades och resultatet visade på att industriella relationer stärks och utvecklas genom att parterna för en öppen dialog och är tydliga med att framföra sina behov. Dessutom anses kvaliteten på produkterna öka då medarbetarna har lång erfarenhet av tillverkningen, vilket medför att kompetensen som finns i en etablerad relation svår och kostsam att ersätta. Vidare är det viktigt med en hållbar planeringsfunktion som aktivt håller koll på leveranssäkerheten. Slutligen kan den tillit som skapas mellan individerna i en affärsrelation ses som relationens viktigaste byggsten.</p></p> / <p>The purpose of the thesis was to perform a case study of a medium sized industrial company that produce customer specific products, and to study established customer relationships in regard of why they are important to keep and develop. The case study of Sjölanders Mekaniska and two of their established customers has been done through qualitative interviews. Questions such as "Why do the customers continue to choose Sjölanders Mekaniska?",<strong> </strong>"How do the companies work to bring their relationships forward?", and "What do the companies see as important factors in a business relationship?" were answered and the result showed that industrial relationships strengthens and develops thorough an open dialogue between the parties where clear objectives are presented. Further the quality of the products is said to increase with the employees' long experience of the production. Therefore, one can see the competence that exists within an established relationship, as difficult and expensive to replace.  Moreover, it is seen as important to maintain a sustainable planning function which actively keeps control over the reliability of delivery. Finally, the trust that is created between the individuals in a business relationship, is seen as a the most important building block of the relationship as a whole.</p>