Construction subcontract management is chaotic, making it difficult to identify illegal subcontracting and project resale.
Contract management for construction subcontracting is a difficult and critical area of construction market regulation. Under Article 28 and Article 29 of the Construction Law and the provisions of the Regulation on the Quality Management of Construction Projects, a contractor is prohibited from subcontracting the entire construction project it has contracted to others, and a general construction contractor subcontracting the construction of the main structure of the building project to another entity constitutes illegal subcontracting. Common methods of illegal subcontracting include the general contractor, under the guise of labor subcontracting, having the subcontractor actually supply all construction machinery and materials to carry out main structure construction, and, under the guise of professional subcontracting, bundling multiple professional works and subcontracting them to a single subcontractor that lacks the required qualifications. Subcontracting in the form of transfer is more concealed; common practices include the general contractor, after winning the bid, transferring the project as a whole to another construction entity and, after collecting a management fee, no longer participating in project management. In terms of legal consequences, Article 62 of the Regulation on the Quality Management of Construction Projects provides that illegal subcontracting or transfer shall be ordered to be corrected and illegal gains confiscated, and the construction entity shall be fined not less than 0.5% and not more than 1% of the project contract price, and may be ordered to suspend business for rectification or have its qualification grade lowered. From the perspective of operational impact, the direct consequence of illegal subcontracting and transfer is that project quality and safety cannot be effectively guaranteed, because the actual construction parties are often teams with insufficient qualifications and poor management capability. From a cost perspective, although illegal subcontracting and transfer ostensibly reduce the direct cost to the developer, the potential repair costs and legal risks arising from actual quality and safety risks are far higher than the amount saved. The core measures to address such problems include establishing a filing system for subcontracts, implementing a real-name management system for construction personnel, and carrying out full-chain penetrating supervision of contracts. From the systems-engineering perspective of engineering management, solving this problem requires coordinated advancement across four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally solved, achieving continuous improvement and excellent performance in project management. From the systems-engineering perspective of engineering management, solving this problem requires coordinated advancement across four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally solved, achieving continuous improvement and excellent performance in project management. From the systems-engineering perspective of engineering management, solving this problem requires coordinated advancement across four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally solved, achieving continuous improvement and excellent performance in project management. From the systems-engineering perspective of engineering management, solving this problem requires coordinated advancement across four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally solved, achieving continuous improvement and excellent performance in project management. From the systems-engineering perspective of engineering management, solving this problem requires coordinated advancement across four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally solved, achieving continuous improvement and excellent performance in project management. From the systems-engineering perspective of engineering management, solving this problem requires coordinated advancement across four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally solved, achieving continuous improvement and excellent performance in project management. From the systems-engineering perspective of engineering management, solving this problem requires coordinated advancement across four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally solved, achieving continuous improvement and excellent performance in project management. From the systems-engineering perspective of engineering management, solving this problem requires coordinated advancement across four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally solved, achieving continuous improvement and excellent performance in project management.