David A. Markham

De-Selecting a Sub

I once attended a forum sponsored by CSI (Construction Specification Institute) where one of the topics was Contractor/Subcontractor relations. There were several executives of large General Contractors in attendance. When prompted on the subject, one of the panel members, Jim Balboni, an executive with Otis Elevator, stood up on his chair and shouted, “Why in the hell do contractors continually use subcontractors that fail them!” In the best humor there is always some truth.

The General Contractor/Subcontractor relationship is, for better or worse, a telltale of

project health or for that matter Contractor Health. A great subcontractor makes the job of the General less time-consuming and allows him more time to plan and budget and thus makes the General look good. A poor subcontractor bogs all facets relating to his portion of the project down and can make the project and the GC look like a disaster.

In order to truly represent the interests of the client, the subcontractor list must constantly evolve. Great subcontracting companies come and go. So by simultaneously trimming the potential subs-list and adding to it constantly, you are adding extreme value to your relationships with clients. Pricing will be competitive and current. Technique and communication will be modern. Trust will be there.

That is not to say that all subcontractors must go. We have several that we have worked with for more than 20 years and continually stand the reasonableness test.

Disengaging from a subcontractor prior to contracting for a project:

As with any relationship, until we have experienced a project together, we really do not know each other. A subcontractor who violates the basics needs to be let go before they start for

Improper insurance

Disagreement with our Indemnity language in our subcontract agreement

Expired License

Poor or non-existent References

No office presence where phone calls, (e)mail and faxes are received, messages taken and phone calls, (e)mail and faxes returned.

A misunderstanding of the management necessary for the very high caliber building process

If a subcontractor fails in any of these or you get the gut feeling that you’ll be let down, pass early and often. Experienced generals know the feeling.

Eliminating a subcontractor from the proposal list:

Now that we have experienced a project together, besides pricing, what makes us know the subcontractor should not be considered for the next team effort:

Poor product installation

Offers no consultation in trade

Improperly handles client/GC relationship

Improperly handles architect/GC relationship

Continuously late, inaccurate billings on improper form

Does not understands the key rule that additional or extra work will not be paid for unless approved prior to work being completed

Maintains a slovenly jobsite environment

There is some give and take with this list. A subcontracting field with a small number of competent competitors might warrant a little leeway on a few of the above items. There might be some give and take for a rock-star that does very fine work. However, if a few of the above are tied together, even the best subcontractor is expendable.

The bottom line is that the GC needs to pull off the project on time and within budget and make the experience for the client worth reliving. If a subcontractor doing his part to contribute to that smile on the Clients face, perhaps their place on the subs-list should be reconsidered.

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