A conceptual model of subcontractor development practices for LEED projects

Purpose This paper presents a conceptual model of effective subcontractor development practices to guide general contractors' development of a network of high-performing subcontractors (SCs) for Leadership in Energy and Environmental Design (LEED) projects. Design/methodology/approach Drawing from supplier development theories and practices in the manufacturing sector, a mixed interpretivist and empirical methodology is adopted to examine the body of knowledge within literature for conceptual model development. A self-reporting survey questionnaire with a five-point Likert scale is used to assess 30 construction professionals' perceptions of the effectiveness of 37 SC development practices classified into five categories. Descriptive statistics, weighted means, and t-tests are used for data analysis. Findings SC prequalification, commitment, incentives, evaluation and feedback practices can be effective in generating high-performing SCs. Practices that require more direct involvement and linkages between GC and SC are perceived to be less effective. Research limitations/implications Theoretical contributions include a framework to foster future research to advance knowledge and understanding to enhance the adoption of SC development practices in the construction sector. Practical implications Implementation of ranked SC development practices can equip GCs with a network of high-performing SCs for improved competitive advantage and revenues. Originality/value The proposed conceptual model expands discussions on the modification of supplier development theories and practices currently utilized in the manufacturing sector toward their application in the construction sector. This research differs from previous research, which primarily focused on the manufacturing sector.

Automated summary

Effective subcontractor development practices, including prequalification, commitment, incentives, evaluation, and feedback, can generate high-performing subcontractors. Practices that involve more direct involvement and linkages between general contractors and subcontractors are perceived to be less effective.