Towards an integrated construction supply network: Sub-contractors perspectives

Since the publication of the Egan report in 1998, there has been a strong emphasis on the need to integrate supply chains via partnering and strategic alliancing agreements throughout the construction industry. However, if the industry is to benefit from the performance enhancements that integrated supply networks promote, leading contractors must ensure that subcontractors buy into the supply chain management ethos, and work towards aligning their practices with the other partners involved. Historically, the relationships between main contractors and subcontractors have been adversarial. This raises questions as to whether true supply chain integration can take place. This paper presents the findings of research that examined the barriers to main contractors and subcontractors achieving total supply chain integration. By exploring subcontractor perspectives on supply chain management, and highlighting the fundamental issues which lead to mistrust and scepticism within supply chain relationships, the paper identifies a range of knowledge and attitudinal change requirements for improving the integration of these companies into the process in the future. It is suggested that main contractors must take the lead in promoting openness, trust and accountability if total supply chain integration is to be realised and change needs to be client driven to move any effect further down the chain.