This paper discusses the necessity, common problems, countermeasures and future discussion of strengthening subcontracting management in construction projects.

1 the necessity of strengthening subcontracting management in construction projects

It is an inevitable trend for the construction market to develop into a perfect specialized subcontracting system.

1. 1. 1 The competition in the construction market has intensified and the division of labor has become more specialized. The construction market has long been a seller's market, and the competition for winning the bid is extremely fierce, and the profit space is getting smaller and smaller. Improve competitiveness, focus on improving professional technical ability, management service level, and improve the depth of professional knowledge and information, that is, compete on added value of products. The changing speed of the market is also accelerating, and the updating speed of new technologies, new materials, new processes and new equipment in the construction market is getting faster and faster. The requirements of customers are also constantly improving. Social development always develops to a more efficient mode of production, and the trend of specialization reflects this requirement. Fierce competition and changeable market require enterprises to pay more attention to core competitiveness, and the degree of specialization of the market will be higher and higher.

1. 1.2 Customer-centered market demand promotes the differentiation of specialized management and specialized subcontracting enterprises. Due to the fierce market competition, the customer-centered management concept has become prominent. For customers, the requirements of customers and the knowledge they have are increasing at the same time, and they are getting higher and higher and more critical. The products or services purchased by customers are always judged by their maximum value rather than the lowest price. The value of a product consists of basic value and additional value. In the fierce competition environment, the basic value is close, and the promotion of product value is more reflected in the added value. Specialized production is one of the ways to increase added value. On the one hand, specialization improves its own technical management ability and production quality, on the other hand, specialization improves production efficiency and reduces costs, and customers will choose suppliers that are more valuable to customers, which will inevitably lead enterprises to take the road of specialization.

1. 1.3 national policies and regulations will promote the improvement of specialized subcontracting system and the new division of building qualifications, which has explained the trend of developing to a high-level specialized management building comprehensive contractor and a low-level specialized subcontracting enterprise. The newly promulgated construction project management standard also indicates the development of project management, which requires the establishment of a perfect subcontracting system.

1.2 specialization trend of construction enterprises

1.2. 1 In order to enhance the core competitiveness, for large construction general contracting enterprises. Customers are required to have good management and service capabilities, and project management capabilities will be the core competitiveness of enterprises. At present, in order to reduce costs, construction enterprises have to still use their own machinery, equipment and labor. On the one hand, enterprises have to pay the time cost of inefficient use of resources. On the other hand, due to the need to invest manpower and energy to manage these low-end production resources, its management level and ability have not been improved. Although on the surface, the cost paid by the owner to the contractor is not high, in fact, due to the lack of general contracting ability, the owner must participate more in the general management of the project for the smooth progress of the project. In fact, the owner paid the expenses that should have been paid by the contractor himself and assumed the risks that should have been borne by the contractor. However, the general contractor missed the opportunity to obtain higher profits for lack of ability. In order to enhance management ability and improve management level, large construction enterprises will get rid of low-end production resources and focus on project management. For professional subcontracting teams or labor teams, due to the improvement of customer requirements, it is the only way to improve management ability, train excellent professional and technical personnel, use mechanical equipment and improve professional construction ability. The labor force will be divided, and the excellent management and technical personnel in the labor force will gradually stabilize and become fixed professionals, not migrant workers. Labor teams will be divided into large and small professional contracting enterprises according to their own technical management capabilities, and take the road of both labor contracting and special project contracting. Professional construction ability is the core competitiveness of professional subcontracting enterprises.

1.2.2 Demand for reducing cost and improving profit rate and productivity For large-scale construction enterprises, contracted construction projects are the center for enterprises to generate profits, and projects are the first line of production, which directly produce output value and are the source of profits for enterprises. The production management of an enterprise must be carried out around project activities, and the work of all functional departments of the enterprise is carried out around project work. Resources other than project production and enterprise core competitiveness should be abandoned as much as possible. For example, low-level small equipment, low-level labor management, logistics services and so on. Although these production resources may still generate profits, even considerable profits, we can judge and make decisions by comparing the improvement of benefits after getting rid of these "burdens". Once large construction enterprises give up these low-end resources, they will definitely rely more on subcontractors to complete their tasks, and their subcontracting management ability should be enhanced. Doing so, on the one hand, highlights the position of the project in creating profits and pays attention to project management, which can reduce the waste of resources caused by improper management, reduce the scale of the enterprise and effectively reduce the operating cost of the enterprise, on the other hand, it improves the core competitiveness of the enterprise and enhances its market ability. For professional subcontracting teams and labor teams, the use of migrant workers makes the team unstable, with low technical level and low degree of mechanization. Social development and urbanization may lead to a gradual increase in labor costs. In the environment of intensified competition, it is necessary to improve management ability, technical level, use mechanical equipment and improve productivity to reduce costs. Specialized subcontracting enterprises will not only improve product quality, but also obtain higher productivity and profit rate due to the improvement of technical management level.

1.2.3 Improve efficiency and adaptability. In large-scale construction enterprises, because the project directly faces customers, changes in customer needs and changes in the market can make them feel more acute and understand more deeply. If an enterprise wants to understand the changes faster and provide more thoughtful services to customers, it must be closer to customers and reduce the middle layer, so that information can be transmitted faster and actions can be understood and implemented faster. In order to adapt to changes, enterprises will grant projects greater power to cope with changes, and compressed enterprise organizations will rely more on external resources. Therefore, in order to improve efficiency, the management of subcontracting will become more and more important. Professional project management will eventually make the project more efficient. For small professional construction teams and labor teams, the establishment of specialized construction enterprises can improve management and technical capabilities, strengthen the competitiveness of individual enterprises, gain more business in the market, make more use of their human and equipment resources, and improve production efficiency. Increased profits will increase its ability to resist risks and cope with changes. For society, specialized division of labor makes the use of resources more efficient, reduces repeated consumption, improves the ability of basic construction, reduces the direct consumption of means of production and turns it into profits. The development of social production is always in the direction of more effective use of resources.

1.3 Introduction of subcontracting system in foreign construction market The developed subcontracting system is one of the characteristics of foreign construction industry. Compared with domestic engineering companies, the proportion of managers in large foreign engineering contracting companies is higher. Some general contracting enterprises are purely management-oriented enterprises with high quality managers. When undertaking the project, they subcontract all the specific construction tasks and specialize in project management. The specialization of project management will eventually improve the efficiency of project construction. Small and medium-sized professional subcontracting companies have high professional quality, complete professional equipment, small scale, easy management and detailed and comprehensive professional division of labor. Professional subcontractors survive in the fierce competition, improve themselves and improve the efficiency of project construction. In addition, in order to prevent excessive subcontracting levels, foreign countries also require contractors to be responsible for the combination of construction and subcontracting management in project management. The construction content that the contractor is responsible for is often the most powerful part of the contractor, and it is also the part that the owner emphasizes in the qualification examination. This is similar to most current project management modes. As far as project management is concerned, subcontracting management occupies a particularly important position in project management. The fierce competition in the construction market and the gradual improvement of customer requirements have prompted the construction market to transition from the residual pattern of the original planned economy to a mature and developed professional subcontracting system that adapts to modern project management. For large construction enterprises, it is very urgent and important to strengthen subcontracting management.

2 Common problems and countermeasures in the practice of subcontracting management

2. 1 The subcontractor's engineering quality is poor.

2. 1. 1 Subcontractor's material quality problem, shoddy. This may happen regardless of the reputation of the subcontractor. Because subcontractors have information advantages in this major, and their technical price knowledge is richer than that of non-professionals, in the bidding competition, when the bidding price is already very low, in order to obtain the maximum profit, the best choice is to shoddy, and the material performance is similar, but the quality and price are far from each other, which is both secret and safe. Such as waterproof coatings, oily and water-based, the results are similar, but the prices are very different; Such as aluminum alloy doors and windows, the same style, but the material wall thickness or alloy quality is different, the price gap is very large; For example, the test results of steel bars may be qualified, but the quality and price of steel bars from different manufacturers vary greatly, and there will be problems in welding; For example, the experimental results of cement may be qualified, but the stability and price of rotary kiln and vertical kiln cement will be very different; For example, plywood is almost the same, but the price difference between the new standard (environmental protection) and the old standard is very big. Material problems may make the general contractor pay the price, bury hidden dangers and bear quality risks. The material quality problem is very common, secret and sensitive, and the value loss is greater than the construction quality problem. Countermeasures: The quality, brand and performance parameters of materials should be clearly defined in the contract, and materials should be strictly controlled on site. The general contractor should have a deep understanding of the technical knowledge and market information of relevant materials, improve his business ability and take advantage of the loopholes of subcontractors.

2. 1.2 construction quality problems, which do not meet the technical specifications. This kind of problem is superficial and easy to attract attention. There are many kinds of studies on this issue, which are omitted here. Countermeasures: dynamic inspection, study quality defects, analyze reasons, specify improvement plans, implement and urge contractors to improve.

2.2 The quality of on-site management personnel and skilled workers of subcontractors is not high. Because some subcontractors are engaged in simple work, the quality of personnel is not high, which affects the quality or progress of the project. Countermeasures: pay attention to the subcontractor's construction technical ability and personnel quality in the contract inquiry stage; Before construction, conduct actual investigation by means of model project to prevent inferior personnel from entering; The general contractor shall resolutely urge subcontractors to take measures to increase investment, replace or train or improve on-site personnel; When necessary, the general contractor can also directly intervene, arrange special personnel for special management, support the subcontractor with the technical ability of the general contractor, and make up for the lack of ability of the subcontractor.

2.3 There are many reasons why subcontractors delay the construction period. Generally speaking, both sides have reasons: the general contractor may have defects in the overall plan, the working face has not been created, and the coordination is not enough; Subcontractors may have insufficient manpower and material resources, poor turnover of personnel and machinery and poor management. Countermeasures: the general contractor should first strengthen the inspection and monitoring of the actual progress on site to shorten the progress update cycle; Understand the actual situation and make plans; According to the actual situation, formulate catch-up measures, including reward and punishment measures; Fully communicate and seek the understanding and support of the owner and relevant parties. There are many kinds of studies on this issue, which are omitted here. You can consult relevant information.

2.4 Subcontractors only care about their own construction management, ignoring the overall system of the project. This is a common problem in subcontracting management. In order to save costs and protect themselves, subcontractors always focus on personal construction management and are always introverted. Mainly manifested in: civilized construction evades responsibility, which may cause others to ignore it; Production quality shirks responsibility, and defects contaminated by others are not repaired; Tools and materials, dedicated to the working face, would rather be invalid than never given to others. This situation has brought great difficulties to project management. The general contracting manager often mainly coordinates these irrelevant things. Moreover, due to mutual prevarication, it is often not well solved, which not only increases the project cost, but also reduces the overall efficiency of the project. Countermeasures: As mentioned above, subcontractors are required to have the obligation of coordination and cooperation in the contract. On-site management should strengthen the subcontractor's active cooperation with the general contractor's management and weaken the subcontractor's introverted behavior by daily coordinating the handling of events and adopting incentive measures such as rewards and punishments. Educate subcontractors to establish the system concept of the whole project.

2.5 The general contractor evades its obligations. Generally speaking, the general contractor is more likely to evade his obligations because of his position advantages. The general contractor's evasion of obligations must occur when the subcontractor can't escape and can force the subcontractor to accept it. Therefore, for subcontractors, if the general contractor evades its obligations, it will definitely face losses. Countermeasures: Subcontractors should always remind the general contractor that he must fulfill his contractual obligations, otherwise it will cause harm to the project. Specific events are treated differently, and specific problems are analyzed. If the general contractor shirks his obligations, I will face losses. If it doesn't accept it, it will have greater losses, so consider accepting it; If the loss of acceptance is equal to that of non-acceptance, we should consider not accepting, and at the same time, we should have the concept of synchronous recording as a condition for future negotiations.

3 Discussion on subcontracting management of future construction projects

3. 1 The higher the degree of specialization, the higher the degree of specialization, which distinguishes the general contractor in management direction from the subcontractor in professional construction. The general contractor's dependence on subcontracting should be increased, and more specific construction tasks should be completed by finding subcontractors; Subcontractors will focus on their professional core competitiveness, and some unimportant auxiliary work of subcontractors will be outsourced to more professional subcontractors.

3.2 The organization will be more flexible, the organizational boundary will be blurred, and the general contracting project team will be divided. The general contractor will be composed of more temporary teams (task teams) to complete the work tasks. The project organization will become more flexible, subcontractors will participate more in the project team work of the general contractor, and the contact of contracts will make all parties more equal and cooperative. There will be more supplementary agreements for the project.

3.3 Management will be more standardized, the position of contract management will be more important, the formal information communication of the project will be more standardized, and the working procedures will be more standardized and strict.

3.4 The higher the subcontractor's authorization, the greater the power of the contractor, and the general contractor chamber of commerce tends to provide more thoughtful services to the owner. The authorization of subcontractors will increase, and more specific construction will be completed by subcontractors. Subcontractors who are good at self-management will be more popular, and subcontractors will be more inclined to self-management.

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