Vendors and Construction contractors (usually subcontractors managed by the EPCM contractor) that build and then deliver the asset are key to capital projects.
It is vital that Clients create relationships with these subcontractors to ensure the build quality and ensure willingness to provide assistance with emerging issues during commissioning and operation.
The EPCM contractor’s focus is design and management services which is transitory and usually come to an end before the asset is fully commissioned.
Understandably most EPCM contractors prefer design studies (most of their chargeable hours) without the hassle and delivery obligations of procurement and construction management.
Another reason is to confirm the suitability of the subcontractor for project works. Some contractors are great at maintenance /shutdown work (removing and reinstalling) for Clients but struggle with new plant and equipment (initial build).
Even after projects are complete, I encourage project managers and project engineers to continue networking with subcontractors who performed well. They usually come in useful for future project
Why Subcontractors Deserve More Recognition in Capital Projects
In the world of capital projects, recognition often flows upward — to project owners, engineers, and contractors. But the real craftsmanship, problem-solving, and day-to-day progress often come from those who rarely make it into the boardroom slides: the subcontractors.
1. The Backbone of Project Execution
Subcontractors are the hands and minds that transform drawings into reality. Whether it’s structural steel, electrical systems, piping, or finishing work, they deliver the specialized expertise that determines quality, safety, and schedule success.
2. Specialists Under Constant Pressure
While general contractors coordinate the big picture, subcontractors live at the sharp end of delivery. They’re expected to mobilize quickly, meet tight deadlines, adapt to design changes, and absorb the ripple effects of delays — often with limited control over upstream decisions.
3. The Hidden Risk Takers
Subcontractors carry disproportionate risk compared to their reward. They invest in materials, labor, and equipment upfront, yet payments can lag behind progress. One delayed milestone can cascade into cash flow strain — especially for small and mid-sized firms.
4. Innovation from the Ground Up
Subcontractors are not just executors; they are innovators. Their field experience drives practical solutions — improving constructability, identifying safety improvements, and suggesting cost-effective alternatives. Too often, these contributions go unrecognized in project reporting and lessons-learned sessions.
5. Recognition Builds Better Projects
When subcontractors are treated as true partners rather than downstream suppliers, projects perform better. Early engagement, transparent communication, and fair contract terms foster collaboration — and ultimately reduce rework, delays, and disputes.
Takeaway
Capital projects succeed not just because of good design or management, but because of skilled subcontractors who deliver under pressure, day after day. Recognising their value isn’t just about fairness — it’s about building a healthier, more resilient project ecosystem.