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.
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0201110-004703 |
| Date | 01 February 2010 |
| Creators | Yu, Jung-yu |
| Contributors | Tsuang Kuo, Wu Chi Cheng, Min-Hsin Huang |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0201110-004703 |
| Rights | not_available, Copyright information available at source archive |
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