Strengthening subcontracting management to improve corporate operating capabilities?

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1 Sub-contracting management is an important part of enterprise business activities

1.1 Sub-contracting management is an inevitable product of the market-oriented operation of the construction industry

With the development of our society With the gradual establishment and improvement of the socialist market economic system, the traditional business models and methods are undergoing major changes. In order to adapt to this historical change, in the fierce market competition, the business models and methods of construction companies have developed in a direction that is in line with international practices - general contracting companies have developed in the direction of becoming bigger and stronger, and professional companies have developed in the direction of becoming bigger and stronger. The professional field is developing in the direction of becoming more refined and stronger, and the labor service company is developing in the direction of providing high-quality labor services.

According to this development trend, general contracting companies have increased investment in developing their core competitiveness and improved their competitiveness; they have subcontracted some construction tasks in labor-related and related professional fields to companies with corresponding qualifications. labor service companies and professional subcontracting companies. As an enterprise with the first-level qualification for general contracting of national housing construction projects, our company has implemented "separation of main and auxiliary services" and "adjustment of industrial structure" in the process of deepening the reform of the company, highlighting the main line of developing the main business of construction construction. The original processing of steel and wood doors and windows, processing of concrete component products, production of architectural coatings, food operations, wire and belt processing, advertising and decoration, etc. have nothing to do with the main business, or have little relevance to the market independently, becoming a construction management enterprise . In the process of business activities, labor and professional construction tasks are subcontracted to labor service companies and professional subcontracting companies with corresponding qualifications. Through strengthening management, the company achieves sustained and stable development and achieves remarkable results. Since 1998, it has been ranked among the top 30 in the annual comprehensive evaluation of Shanghai's construction companies for five consecutive years. Since 1999, it has been rated as an "Excellent Company" in Shanghai's major engineering practical project meritorious competition for five consecutive years. Subcontracting management has become an important part of the business activities of construction companies. This is not only inevitable for the development of the construction industry market, but also inevitable for the survival and development of enterprises.

1.2 The subcontracting team is the main force of the enterprise’s labor layer

Construction workers in Shanghai, mainly referring to workers at the labor layer, are gradually moving from production to the second level as they age. The front line fades out, objectively creating conditions for the entry of subcontracting teams. In the process of deepening the reform of the enterprise, the company separated a large number of employees who were not suitable for construction from the main business of construction through "separation of main and auxiliary", which objectively caused a gap in the labor service layer. This vacancy can only be through Solved by labor subcontracting and professional subcontracting. Therefore, with the establishment and continuous improvement of the construction industry market, and with the deepening of reforms and transformation of operating mechanisms of construction companies, the subcontracting team has become the main force, or the basic force, of the labor layer of construction companies.

2 Establishing a sub-contracting management system is an important part of enterprise business activities

2.1 Establish and improve the enterprise's sub-contracting management system and implement management responsibilities

Construction construction Enterprise subcontracting management involves all aspects of enterprise business activities. To achieve effective control of subcontracting management, it is necessary to establish and improve the subcontracting management system and implement management responsibilities based on the actual business activities of the enterprise.

The construction of the subcontracting management system of a construction enterprise must be determined according to the scale of the enterprise and the volume of construction business. Adaptability is the key. Generally speaking, most companies implement a three-level management model. In this system, the managers in charge of operations among the business operators grasp the highest control point of the system. The operation management department is the key point, the project department is the "footholding" point, and the departments related to subcontracting management are the relevant points.

In order to ensure the effective operation of the enterprise's subcontracting management system, it is necessary to formulate corresponding rules and regulations in accordance with national laws, regulations and industry management norms and standards, combined with the actual business activities of the enterprise, to form an internal system of the enterprise. Norms and standards should be regulated. In order to ensure the effective operation of the enterprise's subcontracting management system, every department and person who implements the responsibilities of each node of the enterprise's subcontracting management system must truly clarify the enterprise's subcontracting management responsibilities and authorities. Through these tasks, the enterprise's subcontracting management system and management responsibilities are clarified, and management responsibilities are implemented so that subcontracting management can meet the needs of the enterprise's business activities.

In practice, the company has gradually established and improved a three-level management system that meets the actual needs of corporate business activities in accordance with national laws, regulations, industry management norms and standards and the requirements of ISO9001:2000 standards: Company At the top leadership level, a deputy general manager is responsible for subcontracting management; the company's operations department is the main control department of subcontracting management, and the engineering department, safety equipment department, technical quality department, and finance department are related departments; the project management department is responsible for The implementation department of subcontracting team management.

In accordance with the requirements for the operation of the three-level management system, the company has successively formulated the "Subcontracting Unit Qualification Management Measures", "Subcontracting Contract Management Measures", and "Subcontracting Project Recruitment" in the process of subcontracting management. Rules and regulations such as "Measures for Bidding Management" and "Regulations on the Management of Project Advance Payments for Subcontracting Units" ensure that all tasks of enterprise subcontracting management are governed by rules and regulations. In the process of decomposing the management responsibilities of the enterprise's overall management system, the subcontracting management responsibilities of the deputy general manager in charge were clarified, and the main control department-the Operations Department and related departments-the Engineering Department, the Safety Equipment Department, the Technical Quality Department, and the Finance Department were clarified. The relevant subcontracting management responsibilities and authorities of the project department are clarified. When signing the annual job responsibility letter, these subcontracting management responsibilities were further clarified. At the same time, assessment methods and reward and punishment standards were stipulated. Practice has proved that establishing and improving the enterprise's subcontracting management system, implementing management responsibilities, and strengthening assessment are the basis for enterprises to do a good job in subcontracting management in the process of business activities.

2.2 Implement the qualification assessment of the subcontracting team and control the "access" properly

According to the current rules of the construction industry market operation, the subcontracting team is established through labor distribution. Enter construction enterprises in the form of outsourcing and professional subcontracting. Whether the subcontracting team can be selected well is not only related to the success or failure of the company's business activities in terms of project construction quality, safety production, progress, and cost subcontracting management, but also to the success or failure of the overall operation of the company's business activities, and even to the success or failure of the company's business activities. To the survival and development of enterprises, therefore, it is very important to have a good access point.

(1) Implement the qualification assessment of subcontracting teams. Regarding the market access qualifications of subcontractors, national laws, regulations and industry management norms and standards have corresponding provisions. The enterprise quality system established in accordance with the ISO9001:2000 standard has standards and requirements for the qualification assessment of subcontractors. In particular, Article 25 of the "Construction Project Quality Management Regulations" clearly stipulates: The general contractor shall pass the subcontractor's business license, The qualifications of the subcontracting team are determined by the recognition of qualification certificates, Shanghai entry permits, operation manuals and other documents issued by the competent government departments, as well as the recognition of special staff holding certificates to work. Therefore, the qualification assessment of subcontractors must be carried out from the perspective of implementing national laws, regulations and industry management norms and standards, and based on the reality of ensuring the healthy and orderly conduct of corporate business activities. This is to ensure that the qualifications of subcontractors are accurately assessed. The first step to entry point.

(2) On-site inspection of the subcontracting team’s completed project performance and status of projects under construction. Qualification assessment is an assessment of the static characteristics of a subcontractor, while on-site inspection of its completed project performance and status of projects under construction is an assessment of the dynamic characteristics of the subcontractor, and the results of this assessment serve as an evaluation of the subcontractor's ability. Judging from the results of on-site inspections of completed project performance and the status of projects under construction, many subcontractors have the subcontracting qualifications to enter the enterprise's subcontracting labor projects or professional projects, but they do not meet the needs of the enterprise's business activities. Because these subcontractors only have the most basic capabilities and do not have the ability to bring expected economic and social benefits to the company, the company must keep such subcontractors away. At the same time, most general contracting companies hope to find some long-term partners. Through inspections of completed project performance and on-site inspections of projects under construction, they can further understand the capabilities of subcontractors and lay a solid foundation for future long-term cooperation. , is very necessary.

(3) Evaluate the performance of subcontracting teams on completed subcontracted projects of the enterprise. When a project is completed and delivered, the general contractor should evaluate the performance of labor subcontractors or professional subcontractors.

It mainly evaluates whether the labor subcontractor or professional subcontractor has fully performed in accordance with the subcontract in terms of project construction quality, safety production, project progress, and cost control; the labor subcontractor or professional subcontractor has performed subcontracting work on the project Whether the performance of the process meets the needs of healthy and orderly operation of business activities; whether there is room for further improvement in the management of labor subcontractors or professional subcontractors in terms of construction quality, production safety, project progress, and cost control. It has a supplementary role in improving economic and social benefits for enterprises. Through performance evaluation, it provides the general contractor with a basis for whether to continue to cooperate with these labor subcontractors or professional subcontractors.

(4) Publish a list of qualified subcontractors. First of all, the number of subcontractors recognized through qualification assessment is larger than the number of subcontractors actually participating in labor subcontracting or professional subcontracting; the reason is that the general contractor has a certain amount of construction business volume and professional technical projects. Actual departure, leaving a certain amount of space. Secondly, by publishing the list of qualified subcontractors and performance evaluation, we can have a more practical or real evaluation of labor subcontractors and professional subcontractors with subcontracting qualifications. Thirdly, the number of labor subcontractors or professional subcontractors is related to the construction business volume of the general contractor and the number of special technical projects. The enterprise must control it within a certain range and must make trade-offs. Through the annual comprehensive assessment, it is necessary to clarify the scope and number of labor subcontractors or professional subcontractors and formally publish them through documents. Through these tasks, general contracting companies can determine the entry points for labor subcontracting or professional subcontracting, create conditions and lay a solid foundation for the healthy and orderly conduct of business activities.

2.3 Implement internal bidding for subcontracting projects, and select the best subcontracting team

There are more subcontractors than subcontracting projects, which reflects the fierce competition in the current construction industry market , and also reminds us that when choosing subcontractors, we must select the best of the best. An effective way and method to select the best among the best is to imitate and learn from the operation mode of bidding in the construction industry market and implement internal bidding for subcontracted projects.

(1) It is necessary to put forward the requirements and standards for the safety, quality, construction period and cost management of subcontracted projects and issue bidding information. The operation department, the department in charge of subcontracting management, prepares labor subcontracting and professional subcontracting tender documents; the relevant departments—engineering department, safety equipment department, technical quality department, and finance department respectively propose construction quality, safety production, project progress, Standards and requirements for cost control; the project department proposes requirements for construction process control. The subcontracting project bidding document also clearly stipulates the qualifications, performance requirements, internal bid evaluation and negotiation rules for units participating in the subcontracting project bidding. The subcontracting project bidding document was officially released, reflecting the principles of openness, fairness and impartiality.

(2) Clarify the qualifications for participating in the bidding subcontracting team. The labor subcontractors or professional subcontractors participating in the bidding must be units in the list of qualified subcontractors published by the enterprise. For special projects or subcontracted projects with relatively high professional requirements, units outside the list of qualified subcontractors are allowed to participate in bidding, but before bidding, they must undergo qualification assessment, inspection of the performance of completed projects and on-site inspection of the status of projects under construction. General contractors Only after the enterprise is approved can it participate.

(3) Each subcontracting team prepares "Subcontracting Project Bidding Documents". Each subcontractor prepares bidding documents for the subcontracted project based on the requirements of the subcontracted project (bidding information) and its own capabilities.

(4) Organize relevant departments to conduct reviews to determine the subcontracting team for the subcontracted project. Generally, there are two methods of bid evaluation or bid negotiation. The bid evaluation method is used for general projects, and the bid negotiation method is used for special projects or projects with special requirements from the construction party. During the bid evaluation, the scores will be scored according to the "Subcontracting Project Bidding Documents" prepared by the subcontractor, as well as the "Construction Organization Design", "Project Quality Plan" and "Project Safety Assurance Plan", and in accordance with the "Subcontracting Project Bidding Management Measures". In addition to the requirements for bid evaluation, special projects or special requirements of the construction party are added as a reference, and evaluation factors are added on the basis of the bid evaluation score to determine the winning subcontractor.

3 Improve the business capabilities and level of the enterprise in the process of strengthening subcontracting management

3.1 Do a good job in organization and coordination

The subcontracting contract clarifies the general contracting enterprise Responsibility relationship with labor subcontracting or professional subcontracting units. General contracting enterprises must incorporate the management of labor subcontracting or professional subcontracting into the overall management system of enterprise operation and management, and fully implement integrated management.

(1) Incorporate the subcontracting team into the overall management system of the enterprise’s business activities through subcontracting.

According to the actual situation of the subcontracted project, in the subcontracted contract, while clarifying the rights and obligations of both parties, the quality management of the subcontracted project and the conditions and standards for rewards and punishments must also be clarified. Before a general contractor enters the company to engage in labor subcontracting or professional subcontracting, the general contractor should incorporate the subcontracting team into the overall management system of the company's business activities through subcontracting.

(2) The subcontracting team should implement the rules and regulations of the general contracting enterprise. During the period when subcontractors engage in labor subcontracting and professional subcontracting in the general contracting enterprise, they must implement the relevant rules and regulations of the general contracting enterprise. Including safety production system, quality management system, technical specifications, operating procedures, process flow and inspection and approval standards, etc. The various rules and regulations in the general contracting enterprise's business activities require that the subcontracting team must implement them.

(3) The general contracting enterprise must manage the subcontracting team as its own team. In accordance with the relevant rules and regulations of the general contractor and the stipulations of the subcontract, organize and guide the subcontracting team to enter normal construction, especially the implementation of technical specifications, operating procedures, process flow, and inspection and approval standards. The general contractor must do this The process reflects the control of subcontractors during the construction process of the construction project. In a word, it means to manage subcontractors as their own team and realize control over the process of business activities of the enterprise.

(4) General contracting enterprises must do a good job in organization and coordination. First, when the general contractor holds a monthly production scheduling meeting, the construction leaders of each subcontractor must attend the meeting to coordinate and resolve issues related to construction quality, production safety, project progress, and cost control. Second, when the project department holds a weekly work meeting, the construction leaders of each subcontractor must participate in the meeting to promptly coordinate and solve problems existing on the construction site. Third, the business department of the general contracting enterprise must, in accordance with the provisions of the enterprise's rules and regulations, strengthen the guidance, inspection and supervision of labor subcontractors or professional subcontractors in terms of construction quality, production safety, project progress and cost control, to ensure that The business activities of the enterprise are carried out in a healthy and orderly manner, and the ability and level of management of the enterprise's business activities are continuously improved in the process.

3.2 Strengthen special management

General contracting enterprises’ management of labor subcontracting or professional subcontracting is achieved through special management. Strengthening various special management plays a very important role in strengthening subcontracting management and improving the management capabilities and level of corporate business activities. In the construction process of construction projects, construction quality is the core of various management tasks. In accordance with the requirements for the operation of the ISO9001:2000 standard enterprise quality system, we will conscientiously do a good job in technical disclosure. Before the construction of subcontracted projects, the project department manager or project technical leader shall conduct a special technical briefing on the subcontracting team. In particular, key processes and special processes during the construction process are the focus of technical disclosure, and technical disclosure should generally be conducted by the company's technical quality department. Discuss construction technology, operating specifications and procedures, quality standards, technical requirements, etc., so that everyone in the subcontracting team participating in the construction understands what should be done and why it should be done. Physical demonstrations of model walls, sections, pieces, and rooms are adopted to enable employees in the subcontracting team to grasp quality standards and operating specifications more intuitively. Adhere to the three-level inspection system for sub-projects, and take corrective measures in a timely manner if substandard products are found. The first is self-inspection of the subcontracting team. After the construction of each sub-project is completed, the subcontracting team must do a good job of self-inspection and fill in the project quality inspection record. The second is the review and inspection by the project department. Based on the self-inspection of the subcontracting team, conduct a comprehensive review and inspection of the completed sub-projects and fill in the project quality approval form. The third is the random inspection by the company's technical quality department.

For key processes and special processes in the construction process, especially for hidden projects and sub-divisions related to building structures, the project department must implement a work follow-up system to discover problems in a timely manner and solve them on site. Review the unqualified products that appear during the construction process, formulate plans and measures for rework or repair, ensure that the problem of unqualified products is solved during the construction process, and ultimately achieve the goal of ensuring the construction quality of the construction project. Judging from the experience gained in special construction quality management, it has played a role in promoting and promoting the overall improvement of enterprise construction management and creating high-quality projects in cities and districts. At the same time, it has strengthened subcontracting management and improved business activity management for enterprises. Ability also plays a role in promoting and promoting.

4 Conclusion

Subcontracting management runs through the entire process of enterprise business activities and involves all aspects of enterprise management. Construction management, safety production, project progress and cost management of construction enterprises are the basic Task. In order to do a good job in subcontracting management, general contracting companies must establish and improve subcontracting management systems, implement subcontracting management responsibilities, and formulate rules and regulations for subcontracting management. At the same time, it is necessary to strictly control the access points of subcontractors, incorporate subcontracting teams into corporate business activities, strengthen special management, and continuously improve the ability and level of subcontracting management. By strengthening the management of subcontracting teams, it is the pursuit of every enterprise to improve the management capabilities and levels of corporate business activities.

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