HBRC Journal (2013) 9, 150158

Housing and Building National Research Center

HBRC Journal
http://ees.elsevier.com/hbrcj

FULL LENGTH ARTICLE

Factors inuencing sub-contractors selection

in construction projects
Mohamed M. Marzouk

a,*

, Ahmed A. El Kherbawy b, Mostafa Khalifa

Structural Engineering Department, Faculty of Engineering, Cairo University, Egypt

Construction and Building Engineering, College of Engineering & Technology, Arab Academy for Science,
Technology & Maritime Transport, Egypt
b

Received 4 November 2012; accepted 4 February 2013

KEYWORDS
Sub-contractors selection;
Construction management;
Questionnaire surveys

Abstract Selection of the best sub-contractor is a vital process in construction projects. There are
many factors that must be taken into consideration when selecting sub-contractors. Improper selection of sub-contractors might lead to many problems during work progress. These include bad quality of work, and delay in project duration. This process is controlled by many factors. Forty six
factors are collected from previous studies that inuence sub-contractor selection. This paper identies the most important factors that inuence the selection of sub-contractors. A questionnaire was
distributed to experts in the construction domain to determine the importance of factors that are
taken into consideration by the main contractor to select the most suitable sub-contractor. A survey
was carried out which was conducted with 29 experts in the construction eld to determine the score
of each factor. Statistical analysis is carried out on the feedback of the respondents of the survey. By
using SPSS software, the frequency of the results of the questionnaire was determined. Examples of
crosstabs between some of the most important factors are presented to provide a comparison
between two factors. The mean score of each factor was determined and the p-value was calculated
using the SPSS software, the signicance of each factor used in the questionnaire is determined. Any
factor that has a p-value less than 0.05 is considered a signicant one.
2013 Housing and Building National Research Center. Production and hosting by Elsevier B.V.
All rights reserved.

Introduction

* Corresponding author.
E-mail address: [email protected] (M.M. Marzouk).
Peer review under responsibility of Housing and Building National
Research Center.

Production and hosting by Elsevier

The main objectives of the contractor selection process are to

reduce project risk, maximize the quality and maintain strong
relationships between project parties. The same concept is
applied to the sub-contractor selection process. Some owners
regard the cost as the most important criteria to base the
contractor selection process on; however, research recommends that a multi-criteria selection process should be further
taken into consideration. Many main contractors and owners

1687-4048 2013 Housing and Building National Research Center. Production and hosting by Elsevier B.V. All rights reserved.
http://dx.doi.org/10.1016/j.hbrcj.2013.05.001

Factors inuencing sub-contractors selection in construction projects

are merely interested in the lowest bidders. But there are other
criteria that should be taken into consideration. In a study that
was performed by Turksis [1], 13 criteria for selecting the best
contractor are introduced such as: history of reasonable bid
price submissions; a work history that indicates specialization and quality of workmanship in a particular construction
skill; contractors degree of quality control; decorum, conduct and non-disruptiveness of contractor staff and subcontractors coordination of operations that will cause noise,
vibrations, dust, odors, safety concerns and other activities;
responsiveness to warranty issues; Flexibility and cooperation when resolving delays; and ability to meet project schedule. Abiding by such criteria, or on others depending on the
situation, leads to the right selection of the best alternative,
which has many benets for all parties in the construction project; such as high quality nishing, meeting deadlines based on
the estimated time, as well as abiding by the estimated cost.
Consequently, there are many methods that can be used in
the decision making process of selecting a contractor. These
methods include: multi-criteria decision making (MCDM),
bespoke approaches (BA), multi-attribute analysis (MAA),
multi-attribute utility theory (MAUT), and decision support
systems for contractor pre-qualication an articial neural
network approach (Darvish et al. [2]). In a study by Darvish
et al. [2], multi-criteria decision making (MCDM) method is
used, taking into consideration the following criteria of selection: technology and equipment, management, experience
and knowledge of the technical staff, nancial stability, quality, being familiar with the area or being domestic, Reputation,
and creativity and innovation. Despite setting several contractor selection criteria, the nal decision should consider both;
the criteria set and the competitiveness of the price. In that
sense, different countries vary in the approach they follow in
order to take the nal decision. Countries such as Denmark,
Italy, Portugal, South Korea, France, Australia, Saudi-Arabia,
Turkey, Canada, the United States of America, Lithuania and
Iran, have different approaches as shown in Table 1.
A study by Walraven and De Vries [3] applied the process
of selecting the best contractor. The research method of this
study is divided into four parts. The rst part determines 34
sub-criteria of contractor selection driven from other studies.
Some of these factors resemble those required for choosing

Table 1

the subcontractor, such as; prevention of vandalism and

energy saving materials and installation. These factors were
grouped into eleven criteria. The second part is mainly a questionnaire which was conducted with eld experts. The third
part represents the calculation of the relative weights of the
34 sub-criteria. The fourth part states that the value of a
bid will be divided by the price resulting in the value-price ratio; the higher the ratio the more value for money for the client. The minimum value/requirements is the related set of
minimum necessities, maximum price the client is ready to
reimburse, minimum value-price ratio showing the difference
between the value and the price. Hartmann et al. [4] set four
essential criteria for choosing a subcontractor; price, technical know-how, quality and cooperation. In order to determine the relative importance of each criterion, the mean,
median and standard deviation were calculated. The four criteria are considered essential ones. Usually, maximizing prots
and minimizing costs come as crucial objectives of a contractor. Consequently, setting price as one of the criteria of choosing a subcontractor is essential; in the real world a
subcontractor who offers the lowest price is likely to be selected. However, as previously highlighted, price cannot be
the sole criteria based on which selection occurs. Another
important criterion is the technical know-how [4]. It was
suggested that a subcontractor has to prove professionalism,
experience and knowledge of specic technical issues; as a subcontractor is mainly hired to perform specic tasks of a project which require technical knowledge [4].
As explained, a subcontractor who maximizes prots,
through high quality work backed with strong technical
know-how and a cooperative attitude is considered among
the best options. In that sense, a study by Doloi [5] supported
this conclusion through introducing 43 sub-criteria to determine the best alternative. The study concluded that the low
tender price alone is not an indicator of the alternative/contractors trustiness. The research has three objectives; rst, to
determine the essential criteria related to the selection of a contractor; second, to examine and evaluate the extent to which
these criteria are essential to a successful project delivery;
and third, to set up the predictive models on the contractor
selection criteria inuencing target performance and overall
success in projects [5]. In order to get a comprehensive idea

Approaches for contractors selection [2].

Country

Decision making approach

Denmark

Rejecting the highest two and the lowest two and selecting the contractor
that oers a price closest to the average
Rejecting the highest one and the lowest one and selecting the contractor
that oers a price closest to the average
Rejecting the contractor that oers an abnormally low price
The process is implemented in two stages: rst, evaluating the contractors
experience; second, bargaining for a price then occurs
The lowest bidder is selected provided that the bid is not less than 70 percent
of the owners cost estimate
The lowest price determines the selection
The lowest bidder is selected
The lowest bidder is selected
The lowest bidder is selected. The process occurs in two stages: rst, the
contractors pre-qualication is evaluated; second, the lowest price
mechanism works

Italy, Portugal,
South-Korea
France
Australia
Saudi-Arabia
Turkey
Canada, USA
Lithuania
Iran

151

152

M.M. Marzouk et al.

about the effect of the different criteria on the contractor selection process, a survey was conducted, which is considered an
important tool to identify the signicance of each criterion.
A questionnaire is also considered the best method to use in
cases of non-accessibility to documented data. This paper
presents a study on the factors that inuence the selection of
sub-contractors in construction projects. Forty six factors are
collected from previous studies that inuence sub-contractor
selection. This paper identies the most important factors that
inuence the selection of sub-contractors. A survey was carried
out which was conducted with 29 experts in the construction
eld to determine the score of each factor. The size of the sample required from the targeted population is the total number
of contractors registered by the Egyptian Federation for Construction and Building Contractors (EFCBC). The minimum
size of the sample required from the targeted population was
determined statistically according to Kish [6] as per Eqs. (1)
and (2).
pq
V2

n0
1 nN0

n0
n

where: n0, is rst estimate of sample size; p, the proportion of

the characteristic being measured in the target population; q,
complement of p or 1-p; V, the maximum standard error allowed; N, the population size; and n, the sample size.
The total number of contractor companies (N), registered
in Egyptian Federation for Construction and Building Contractors (EFCBC), in the year 2007 is 58,991, and the rst class
contractors companies are 1716. Hence, p is estimated to be
the ratio between the rst class of contractors companies to
the total number of contractor companies which is 0.029. To
account for possible error in the qualitative answers from the
questionnaire, the maximum standard error V was set at
10%. Substituting in Eqs. (1) and (2), the minimum sample required was calculated to be 2.816. This means that the minimum sample size is approximately 3.0.
Factors identication and statistics
Forty six factors that are clustered in ten criteria are considered in the survey to determine the most important factors in
selecting sub-contractors. These criteria and their factors are
listed in Table 2. These factors were gathered from the literature [710]. This section presents the statistics and mathematical calculations which were carried out using SPSS software to
provide the crosstabs and the frequencies. Then, at the end of
this section, there is a table for determining the signicant factors. Three types of statistical analyses are performed on the
data: frequency calculations, cross-tabulation calculations,
and identication of signicant factors.
Frequency calculations
By using the SPSS software, the frequency of the results of the
questionnaire was determined. This section consists of tables
of some of the most important factors and determines the
number of the responses for each score, ranging from 1 being
the least important to 5 being the most important. The

frequencies of importance level and the mean score for the different factors are listed in Table 3.
Identication of signicant factors
Using the mean score of each factor and calculating the p-value by using the SPSS software, the signicance of each factor
used in the questionnaire is determined. Any factor that has a
p-value less than 0.05 is considered a signicant one. As per
Table 4, the signicant factors are determined based on the
p-value and the mean score. Any factor that has a p-value less
than 0.05 has a mean score of more than 3.00. There are thirteen factors with a p-value more than 0.05, so they are not signicant factors. Although some of the non-signicant factors
have a mean score more than 3.00 this is not an indicator that
these factors can be signicant. The p-value result is a crucial
indicator to the signicance of factors. In this table, determining the signicant factors occurs through identifying their
mean scores and p-value. The mean score which acts as an
identier of the most important versus the least important factor is 3.00. This mean score can be identied as an average
mean score; since a mean score less than 3.00 has no signicance and more than 3.00 is signicant. Therefore, each significant factor is considered of high importance when its mean
score is more than 3.00, and has a p-value less than 0.05.
Cross-tabulation calculations
Crosstab is the comparison between two factors which is done
by using the SPSSsoftware. The crosstabulation is dened as
Across-tabulation and is a two (or more) dimensional table
that records the number (frequency) of respondents that have
the specic characteristics described in the cells of the table.
Cross-tabulation tables provide a wealth of information about
the relationship between the variables [11]. This section presents examples of crosstabs between some of the most important factors only. These factors are: tender price, contractors
difculty in reimbursement, Failure to complete contract,
quality, experience of technical personnel, Suppliers incompetency to deliver materials on time, disputes, and arbitration,
Failure to comply with the quality specications, exibility,
and cooperation when resolving delays, delay, exibility in
critical activities, Reputation, knowledge of construction regulations and physical resources. Table 3 compares between two
of the most important factors which are quality and failure to
comply with the quality specications. When the Quality factor has moderate importance, two of the responses said that
the Failure to comply with the quality specications factor
has the highest importance. Also when the Quality factor has
weak importance, one response gave the failure to comply with
the quality specications factor moderate importance. The total number of responses of both factors is 29, which is the total
responses number of the questionnaire survey. Table 5 clearly
sets a comparison between two factors.
The Quality factor has 13 responses with the highest importance while the Failure to comply with the quality specications factor has different importance rates. On the opposite
side there are 18 responses that gave the Failure to comply
with the quality specications factor the highest importance
while the Quality factor has different importance rates.
This shows that the Failure to comply with the quality

Factors inuencing sub-contractors selection in construction projects

Table 2

153

Factors inuence sub-contractors selection.

Criterion

Factor

Cost

Cost overruns

Quality

Quality

Denition

The cost of the project exceeds the expected value of the project during the
construction stage
Flexibility in payment terms and If there is any exibility from the subcontractor to decrease the cost of one
conditions
item or more
Tender price
It is the price oered by the subcontractor to win the tender (the lowest
price wins)
Sub-contractors diculty in
If the subcontractor nds any diculty in reimbursement to the materials
reimbursement
supplier or in paying the salary of his sta each month
Failure to complete contract
How many projects the subcontractor failed to complete
Financial stability
Whether the subcontractor faces any nancial problems that lead to
nancial instability
Financial references
What is the source of the funds of the subcontractor who applied for the
tender?

Sub-contractors poor
management ability
QA/QC programs

Whats the standard of quality of the subcontractor (the standard of quality

is determined based on the past projects that the subcontractor worked on)?
If the laborers of the subcontractor produce bad quality work
If the subcontractor has quality assurance and quality control engineers or
not

Stas behavior and experiences Energy saving materials and

installations
Poor competency of laborers

When the laborers of the subcontractor are keen on the process of energy
saving while working with equipment
If the laborers have poor competency especially in time management and
work quality
Experience of technical personnel The years of experience the technical personnel gained in their eld
(technical person: professional laborers like the steel xer, carpenter,
painter)
Decorum, conduct and nonThe way the subcontractors sta deal with others in the projects; whether
disruptiveness of the sta
they maintain appropriate decorum or not
Prevention of vandalism
If the laborers of the subcontractor commit any kind of vandalism in the
work with other subcontractors and the main contractor
Cooperation with the other
The cooperative attitude with other subcontractors and vicinity
subcontractors on the project
and in the vicinity
Creativity and innovation
Whether the subcontractors engineers have the creativity to solve
complicated problems that may face the main contractor and the owner,
and to nd innovative solution
Labor force retention
The memory of the subcontractors laborers when given a specic task

Safety

Jobsite cleanliness during

projects and upon leaving
jobsites
Prosecution due to unlawful
disposal of construction waste,
serious air and water pollution
due to construction activities
Safety consciousness on the job
site
Insurance, repair and warranty Onsite plant maintenance and
for the employees and equipment repair programs
Responsiveness to warranty
issues
Not buying insurance for major
equipment and employees
Disputes and risks

Suppliers incompetency to
deliver materials on time
Disputes and arbitration

The keenness of the laborers to leave the jobsite clean during and after their
work time
During the construction stage, does the subcontractor cause any air or
water pollution?

Does the sta of the subcontractor maintain safety consciousness on the job
site? (such as safety shoes, hard hat, and other safety precautions)
Is the subcontractor keen on the maintenance and repairing for his
equipment?
Is the subcontractor keen on having equipment with warranty on them?
When the subcontractor does not provide insurance to his sta and
equipment.

If the materials are not delivered on time, leading to a shift in one work
activity or more
Whether the subcontractor have a history of disputes and arbitration in any
previous work
Failure to comply with the
Does the subcontractor fail to abide by the quality specications of the
quality specications
projects?
Lack of readily available utilities Does the subcontractor provide utilities such as bathrooms and oces to
on site
his engineers and laborers?

154
Table 2

M.M. Marzouk et al.

(continued)

Criterion

Factor

Risk avoidance

Does the subcontractor predict

possible risks to be able to avoid
them?

Time

Flexibility and cooperation when

resolving delays
Delay
Length of time in industry
Flexibility in critical activities
Flexibility in the noncritical
activities

Experiences of the company

Reputation
Being familiar with the area or
being domestic
Knowledge of construction
regulations
Volume of work committed
Experience in local area
Scale of projects completed

Denition

When there is a delay -in an item- facing the subcontractor and the main
contractor, how can they both cooperate to resolve this delay?
If the subcontractor is accustomed to time delays in the past projects
How many years has the subcontractor been working in the industry?
How can the subcontractor deal with the critical activities during the
construction stage?
How can the subcontractor deal with the noncritical activities during the
construction stage?
Does the subcontractor have a good Reputation in his surrounding area?
(high work quality, sucient time management and reasonable cost rates)
Is the subcontractor familiar with the area where the projects tender is
located? (for instance owning a local company)
Is the subcontractor aware of important construction laws, such as FIDIC?
The volume of work accomplished by the subcontractor in past projects
What is the experience of the subcontractor in the area of the tender?
The scale of the projects that the subcontractor worked in

Tender

Tender quality
Willingness to tender

The quality of the hardcopy of the tender given by the subcontractor

The weight the subcontractor puts on winning the tender; whether he cares
enough or not

Others

Site proximity

What is the distance between the main oce of the subcontractors

company and the site where he works?
How many projects does the subcontractor work on in parallel with a
current project?
The subcontractors physical resources, including the equipment and tools
The relationship between the client and the subcontractors who applied in
the tender

Ongoing work commitments

Physical resources
Relationships with the client

specications factor dominates the Quality factor. Table 6

shows the relationship between the Suppliers incompetency
to deliver materials on time and Failure to comply with the
quality specications factors. As shown in the table there is
no response when the Suppliers incompetency to deliver materials on time has the highest importance and the Failure to
comply with the quality specications has moderate importance. Also at different importance rates of the Suppliers
incompetency to deliver materials on time, the Failure to comply with the quality specications has the highest importance
by a difference of 18 responses. On the opposite side, at different importance rates of the Failure to comply with the quality
specications, the Suppliers incompetency to deliver materials
on time has a highest importance by a difference of seventeen
responses. This means that the Failure to comply with the
quality specications factor is more signicant than the Suppliers incompetency to deliver materials on time.
Table 7 shows the relationship between the Failure to comply with the quality specications and the Flexibility and cooperation when resolving delays factors. As shown in the table,
there is no response when the Failure to comply with the quality specications has the highest importance and the Flexibility
and cooperation when resolving delays has moderate importance. Also at different importance rates of Flexibility and
cooperation when resolving delays factor, the Failure to comply with the quality specications has highest importance by a

difference of eighteen responses. On the opposite side, at different importance rates of the Failure to comply with the quality specications factor, the Flexibility and cooperation when
resolving the delay factor has the highest importance by a difference of fteen responses. This means that the Failure to
comply with the quality specications is more signicant than
the Flexibility and cooperation when resolving delays.
Table 8 shows the relationship between the Failure to comply with the quality specications and the delay factors. As
shown in the table there is no response when the Failure to
comply with the quality specications has the highest importance and the delay has moderate importance. Also at different
importance rates of the delay factor, the Failure to comply
with the quality specications factor has the highest importance by a difference of 18 responses. On the opposite side,
at different importance rates of the Failure to comply with
the quality specications, the delay has the highest importance
by a difference of 15 responses. This means that the Failure to
comply with the quality specications is more signicant than
the delay.
Table 9 shows the relationship between the Failure to comply with the quality specications and the Reputation factors.
As shown in the table there is no response when the Failure to
comply with the quality specications has the lowest importance and the Reputation has a moderate importance. Also
at different importance rates of the Reputation, the Failure

Factors inuencing sub-contractors selection in construction projects

Table 3
ID

CC1
CC2
CC3
CC4
CC5
CC6
CC7
QC1
QC2
QC3
SC1
SC2
SC3
SC4
SC5
SC6
SC7
SC8
SF1
SF2
SF3
IR1
IR2
IR3
DR1
DR2
DR3
DR4
DR5
TC1
TC2
TC3
TC4
TC5
EC1
EC2
EC3
EC4
EC5
EC6
TD1
TD2
OC1
OC2
OC3
OC4

155

Frequencies of importance level for the different factors.

Factor

Cost overruns
Flexibility in payment terms and conditions
Tender price
Sub-contractors diculty in reimbursement
Failure to complete contract
Financial stability
Financial references
Quality
Sub-contractors poor management ability
QA/QC programs
Energy saving materials and installations
Poor competency of laborers
Experience of technical personnel
Decorum, conduct and non-disruptiveness of the sta
Prevention of vandalism
Cooperation with the other subcontractors on the project
Creativity and innovation
Labor force retention
Jobsite cleanliness during projects and upon leaving jobsites
Prosecution due to unlawful disposal of construction waste
Safety consciousness on the job site
Onsite plant maintenance and repair programs
Responsiveness to warranty issues
Not buying insurance for major equipment and employees
Suppliers incompetency to deliver materials on time
Disputes and arbitration
Failure to comply with the quality specications
Lack of readily available utilities on site
Risk avoidance
Flexibility and cooperation when resolving delays
Delay
Length of time in industry
Flexibility in critical activities
Flexibility in the noncritical activities
Reputation
Being familiar with the area or being domestic
Knowledge of construction regulations
Volume of work committed
Experience in local area
Scale of projects completed
Tender quality
Willingness to tender
Site proximity
Ongoing work commitments
Physical resources
Relationships with the client

to comply with the quality specications has the highest

importance by a difference of 18 responses. On the opposite
side, at different importance rates of the Failure to comply
with the quality specications, the Reputation has the highest
importance by a difference of 15 responses. This means that
the Failure to comply with the quality specications is more
signicant than the Reputation.
As per Table 3, the mean score is calculated for each factor to determine the most important factors according to the
experts opinion. Each factor was given a score by the experts
through the surveys, as this survey has 29 responds. Consequently, the mean score is calculated through getting the
summation of the scores of each factor which were ranked

Less

...

...

...

Most

3
0
1
1
3
2
4
0
2
2
7
0
0
1
2
1
0
3
3
3
0
0
3
3
1
1
1
1
2
0
1
0
0
4
0
0
0
1
0
1
2
3
6
1
0
1

2
2
1
1
0
1
5
1
2
3
3
2
2
1
0
2
4
2
4
5
3
2
5
3
2
2
2
7
2
0
0
2
1
5
0
2
3
2
1
2
3
1
4
4
0
1

4
8
3
6
1
6
10
2
6
10
11
9
3
17
7
10
12
11
8
5
6
12
8
10
2
2
2
8
5
4
2
7
7
8
4
7
5
7
9
5
10
7
11
10
4
9

7
10
11
9
7
11
5
13
9
6
8
11
18
7
12
12
9
8
10
13
8
11
9
10
7
7
6
7
11
10
11
13
11
6
10
13
12
16
15
14
6
10
6
8
15
8

13
9
13
12
18
9
5
13
10
8
0
7
6
3
8
4
4
5
4
3
12
4
4
3
17
17
18
6
9
15
15
7
10
6
15
7
9
3
4
7
8
8
2
6
10
10

Mean score

3.86
3.90
4.17
4.03
4.28
3.83
3.07
4.31
3.79
3.52
2.69
3.79
3.97
3.34
3.83
3.55
3.45
3.34
3.28
3.28
4.00
3.59
3.21
3.24
4.28
3.97
4.31
3.34
3.79
4.38
4.34
3.86
4.03
3.17
4.38
3.86
3.93
3.62
3.76
3.83
3.52
3.66
2.79
3.48
4.21
3.86

by the 29 experts, then dividing it by the total number of

the respondents which is 29. Any factor that has a mean
score greater than 4.00 is deemed important (see Fig. 1). So
this study has 12 factors which are more important than
the other 34 factors. These 12 factors, arranged from the
most important to the least important are: Flexibility and
cooperation when resolving delays (TC1) and Reputation
(EC1) with the same score, followed by delay (TC2); then
Failure to comply with the quality specications (DR3) and
Quality (QC1) with the same score; Suppliers incompetency
to deliver materials on time (DR1) and Failure to complete
contract (CC5) with the same score; Physical resources
(OC3); Tender price (CC3); Contractors difculty in

156
Table 4

M.M. Marzouk et al.

Identication of signicant factors.

Factor

Mean score

SD

p-Value

State

Cost overruns
Flexibility in payment terms and conditions
Tender price
Sub-contractors diculty in reimbursement
Failure to complete contract
Financial stability
Financial references
Quality
Sub-contractors poor management ability
QA/QC programs
Energy saving materials and installations
Poor competency of laborers
Experience of technical personnel
Decorum, conduct and non-disruptiveness of the sta
Prevention of vandalism
Cooperation with the other subcontractors on the project
Creativity and innovation
Labor force retention
Jobsite cleanliness during projects and upon leaving jobsites
Prosecution due to unlawful disposal of construction waste
Safety consciousness on the job site
Onsite plant maintenance and repair programs
Responsiveness to warranty issues
Not buying insurance for major equipment and employees
Suppliers incompetency to deliver materials on time
Disputes and arbitration
Failure to comply with the quality specications
Lack of readily available utilities on site
Risk avoidance
Flexibility and cooperation when resolving delays
Delay
Length of time in industry
Flexibility in critical activities
Flexibility in the noncritical activities
Reputation
Being familiar with the area or being domestic
Knowledge of construction regulations
Volume of work committed
Experience in local area
Scale of projects completed
Tender quality
Willingness to tender
Site proximity
Ongoing work commitments
Physical resources
Relationships with the client

3.86
3.90
4.17
4.03
4.28
3.83
3.07
4.31
3.79
3.52
2.69
3.79
3.97
3.34
3.83
3.55
3.45
3.34
3.28
3.28
4.00
3.59
3.21
3.24
4.28
3.97
4.31
3.34
3.79
4.38
4.34
3.86
4.03
3.17
4.38
3.86
3.93
3.62
3.76
3.83
3.52
3.66
2.79
3.48
4.21
3.86

1.36
0.96
1.01
1.05
1.27
1.16
1.24
0.76
1.21
1.20
1.11
0.92
0.77
0.81
1.07
0.92
0.88
1.15
1.17
1.13
0.98
0.83
1.15
1.06
1.11
1.09
1.12
1.19
1.18
0.73
0.91
0.88
0.86
1.32
0.73
0.86
0.96
0.91
0.75
1.01
1.20
1.23
1.23
1.11
0.67
1.06

0.004
0.000
0.000
0.000
0.000
0.001
0.547
0.000
0.003
0.051
0.244
0.000
0.000
0.073
0.001
0.008
0.025
0.200
0.339
0.106
0.000
0.001
0.200
0.119
0.000
0.000
0.000
0.125
0.002
0.000
0.000
0.000
0.000
0.670
0.000
0.000
0.001
0.000
0.000
0.000
0.051
0.014
0.364
0.024
0.000
0.000

Signicant
Signicant
Signicant
Signicant
Signicant
Signicant
Not signicant
Signicant
Signicant
Not signicant
Not signicant
Signicant
Signicant
Not signicant
Signicant
Signicant
Signicant
Not Signicant
Not signicant
Not signicant
Signicant
Signicant
Not signicant
Not signicant
Signicant
Signicant
Signicant
Not signicant
Signicant
Signicant
Signicant
Signicant
Signicant
Not signicant
Signicant
Signicant
Signicant
Signicant
Signicant
Signicant
Not signicant
Signicant
Not signicant
Signicant
Signicant
Signicant

Table 5

Failure to comply with the quality specications vs Quality crosstab.

Failure to comply with the quality specications

Quality

Total

1
2
3
4
5

Total

0
0
0
1
0
1

0
0
0
2
0
2

0
1
0
1
0
2

0
0
0
4
2
6

0
0
2
5
11
18

reimbursement (CC4) and Flexibility in critical activities

(TC4) with the same score; and Safety consciousness on the
job site (SF3).

0
1
2
13
13
29

The order of these factors is an indicator to the current

trend of the sub-contractor selection process in the construction eld. Since several factors have equal scores, there are

Factors inuencing sub-contractors selection in construction projects

Table 6

157

Failure to comply with the quality specications vs Suppliers incompetency to deliver materials on time crosstab.
Failure to comply with the quality specications

Suppliers incompetency to deliver materials on time

1
2
3
4
5

1
0
0
0
0
1

0
2
0
0
0
2

0
0
0
2
0
2

0
0
1
2
3
6

Total

Table 7

Total

0
0
1
3
14
18

Flexibility and cooperation when resolving delays vs Failure to comply with the quality specications crosstab.
Flexibility and cooperation when resolving delays

Failure to comply with the quality specications

1
2
3
4
5

Total

Table 8

Total

0
0
0
0
0
0

0
0
0
0
0
0

0
1
0
3
0
4

1
0
1
1
7
10

0
1
1
2
11
15

1
2
2
6
18
29

Flexibility and cooperation when resolving delays vs delay.

Delay

Failure to comply with the quality specications

1
2
3
4
5

Total

Table 9

1
2
2
7
17
29

Total

0
0
0
0
1
1

0
0
0
0
0
0

1
0
0
1
0
2

0
1
1
3
6
11

0
1
1
2
11
15

0
0
0
0
0
0

0
0
0
0
0
0

0
0
1
1
2
4

1
2
0
3
4
10

0
0
1
2
12
15

1
2
2
6
18
29

Flexibility and cooperation when resolving delays vs Reputation.

Delay

Failure to comply with the quality specications

1
2
3
4
5

Total

eight levels of ranking of the 12 factors. Among the two most

important factors is Reputation. This factor is one that many
contractors highly depend on when deciding whether or not a
sub-contractor will be chosen. For instance, as highlighted by
Hartmann et al. [4], Reputation counts as a signicant
indicator of the sub-contractors future work. This occurs
through looking at a sub-contractors past experience in order
to determine the degree of professionalism and experience in
matters such as quality, cooperation and general attitude in
a project besides the technical know-how [4]. Consequently,
this was supported by this study; as Reputation is considered

Total

1
2
2
6
18
29

a highly signicant factor, on which other selection factors

can be based according to the experts opinion.
Same applies to Flexibility and cooperation when resolving
delays factor; as it also came as the rst most important factor
of twelve factors. A sub-contractors attitude in a project is
crucial especially because he gets to deal with several parties.
Therefore, cooperation and exibility are essential for the projects success; according to Hartmann et al. [4] the extent to
which sub-contractors fulll agreements and the extent to
which they proactively solve and prevent problems has its
direct impact on the projects operational efciency [4]

158

M.M. Marzouk et al.

Fig. 1

Mean score of important factors.

Therefore, the extent to which sub-contractors handle delays

falls under the same umbrella; which was proven in this study.
Moreover, as highlighted by many of the previous studies, the
tender price should not be the main criterion based on which
the selection process occurs. However, in real life it is still an
important factor in the sub-contractors selection process. This
was highly supported in this study; as the tender price factor is
among the 12 most important factors, yet it came in the sixth
level out of the eight levels of their ranking. Furthermore, surprisingly cost overruns factor is not one of the 12 top factors;
its mean score came out to be 3.86. This shows that price and
cost are not regarded by main contractors as the best indicators of the most adequate sub-contractor in their decision
making process. From the frequency table, it is concluded that
the Quality factor and delay factor are the most important factors because 89.66% of the respondents gave them the scores 4
and 5.
As shown in the crosstabs tables, these tables create a comparison between each two factors of the most important factors in this study. The comparisons done mainly show which
factor dominates the other; as a comparison between the total
numbers of respondents of both factors is done. For instance if
we have factor A and factor B, and at score 4 the total number
of respondents of factor B is 7, the distribution of these respondents on the different scores of factor A is noticed. From the
previous tables of the crosstabs, it is concluded that the significance of the factors related to Cost criteria, such as Tender
price, is not as high as other factors, such as Failure to complete the contract. In determination of the signicant factors,
the mean score and p-value are used for determining the significant factors. Any factor of the forty six factors is considered
signicant if its mean score is greater than or equals 3.00
and its p-value less than 0.05. In some cases however, a factor
can be considered as not signicant even if its mean score is
greater than 3.00 and this occurs in case its p-value is greater
than 0.05. According to this table, thirteen factors can be identied as not signicant factors because their p-value is greater
than 0.05.
Summary and conclusions
This paper introduces ten criteria and their 46 factors. These
factors are used for the selection of sub-contractors. They were

collected from previous studies. This study presents a survey

which was done to determine the mean score for each factor
which was conducted with 29 experts in the construction eld.
From the survey, the twelve factors were determined as important. These factors have a mean score more than 4.00. These
factors are: Flexibility and cooperation when resolving delays
(TC1) and Reputation (EC1) with the same score, followed by
delay (TC2); then Failure to comply with the quality specications (DR3) and Quality (QC1) with the same score; Suppliers
incompetency to deliver materials on time (DR1) and Failure
to complete contract (CC5) with the same score; Physical resources (OC3); Tender price (CC3); Contractors difculty in
reimbursement (CC4) and Flexibility in critical activities
(TC4) with the same score; and Safety consciousness on the
job site (SF3). The paper presented statistical analysis of survey responses including: cross-tabulation calculations, frequency calculations, and the signicant factors. The crosstabulation calculations represent the comparison between
two factors according to their scores from the rst survey.
The frequency calculations determine the number of the response for each score ranking dened in the survey. Using
the mean score for each factor and calculating the p-value by
using the SPSS software, each factor used in the questionnaire
is classied as signicant or not. Any factor that has a p-value
of less than 0.05 is considered a signicant one.
References
[1] Z. Turskis, Multi-attribute contractors ranking method by
applying ordering of feasible alternatives of solution in terms
of preferability technique, Technol. Econ. Dev. 14 (2) (2008)
224239.
[2] M. Darvish, M. Yasaei, A. Saeedi, Application of the graph
theory and matrix methods to contractor ranking, Int. J. Proj.
Manage. 27 (6) (2008) 610619.
[3] A. Walraven, B. De Vries, From demand driven contractor
selection towards value driven contractor selection, Constr.
Manage. Econ. 27 (6) (2009) 597604.
[4] A. Hartmann, F. Ling, J. Tan, Relative important of
subcontractor selection criteria: evidence from Singapore, J.
Constr. Eng. Manage. 135 (9) (2009) 826832.
[5] H. Doloi, Analysis of pre-qualication criteria in contractor
selection and their impacts on project success, Constr. Manage.
Econ. 27 (12) (2009) 12451263.
[6] L. Kish, Survey Sampling, John Wiley & Sons Inc., NY, US,
1965.
[7] E. Cheng, H. Li, Contractor selection using the analytic network
process, Constr. Manage. Econ. 22 (10) (2004) 10211032.
[8] P.X.W. Zou, G. Zhang, J. Wang, Understanding the key risks in
construction projects in China, Int. J. Proj. Manage. 25 (6)
(2007) 601614.
[9] S. Cheung, T. Lam, M. Leung, Y. Wan, An analytic hierarchy
process based procurement selection method, Constr. Manage.
Econ. 19 (4) (2001) 427437.
[10] P. Fong, S. Choi, Final contractor selection using the analytic
hierarchy process, Constr. Manage. Econ. 18 (5) (2000) 547557.
[11] Qualtrics. Cross tabulation analysis. Available at <http://www.
qualtrics.com/university/researchsuite/docs/Crosstabulation
Analysis.pdf> (accessed 25.12.12).