Supplier performance evaluation is lacking, and homogeneous products have not achieved economies of scale through centralized procurement.
Supplier management is one of the core capabilities of the procurement management system. However, in many construction engineering enterprises, supplier management remains at an extensive stage. Supplier admission evaluation is a mere formality, with the assessment content limited to formal review of basic documents such as business licenses and qualification certificates. Performance evaluation during supplier contract fulfillment is lacking, and key indicators such as on-time delivery rate and product quality pass rate are not tracked by anyone. Suppliers are not managed by tier, and all suppliers enjoy the same treatment in procurement activities regardless of size. Decentralized procurement across projects loses economies of scale, with the same categories of materials independently procured by different regional companies. From the perspective of operational impact, the direct consequences of extensive supplier management are higher procurement costs, unstable quality, and high supply chain risk. According to industry survey data, enterprises that implement tiered supplier management and centralized procurement achieve 5%–15% lower procurement prices for the same material categories, 20%–30% higher on-time supplier delivery rates, and over 50% lower quality complaint rates than those that do not. From the compliance risk perspective, opaque supplier management also easily breeds nepotism and improper benefit transfers. The core measures to address such issues include establishing a management system covering the full supplier lifecycle, divided into three stages: admission evaluation and onboarding management, contract fulfillment performance evaluation, and tiered management with differentiated strategies. At the same time, an annual centralized procurement system should be promoted for high-volume, widely used material categories, with the group or regional level conducting unified tendering to determine annual suppliers and prices, and each project placing orders as needed. 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 expected goals. At the technical support level, information technology 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 foster an organizational atmosphere that pursues excellence. Only by organically integrating these four dimensions can the recurring quality defects and management chronic issues in engineering construction be fundamentally resolved, 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 expected goals. At the technical support level, information technology 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 foster an organizational atmosphere that pursues excellence. Only by organically integrating these four dimensions can the recurring quality defects and management chronic issues in engineering construction be fundamentally resolved, 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 expected goals. At the technical support level, information technology 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 foster an organizational atmosphere that pursues excellence. Only by organically integrating these four dimensions can the recurring quality defects and management chronic issues in engineering construction be fundamentally resolved, 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 expected goals. At the technical support level, information technology 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 foster an organizational atmosphere that pursues excellence. Only by organically integrating these four dimensions can the recurring quality defects and management chronic issues in engineering construction be fundamentally resolved, 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 expected goals. At the technical support level, information technology 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 foster an organizational atmosphere that pursues excellence. Only by organically integrating these four dimensions can the recurring quality defects and management chronic issues in engineering construction be fundamentally resolved, 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 expected goals. At the technical support level, information technology 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 foster an organizational atmosphere that pursues excellence. Only by organically integrating these four dimensions can the recurring quality defects and management chronic issues in engineering construction be fundamentally resolved, 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 expected goals. At the technical support level, information technology 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 foster an organizational atmosphere that pursues excellence. Only by organically integrating these four dimensions can the recurring quality defects and management chronic issues in engineering construction be fundamentally resolved, 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 expected goals. At the technical support level, information technology 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 foster an organizational atmosphere that pursues excellence. Only by organically integrating these four dimensions can the recurring quality defects and management chronic issues in engineering construction be fundamentally resolved, 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 expected goals. At the technical support level, information technology 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 foster an organizational atmosphere that pursues excellence. Only by organically integrating these four dimensions can the recurring quality defects and management chronic issues in engineering construction be fundamentally resolved, achieving continuous improvement and excellent performance in project management.