TY  - CONF
TI  - Strategic Partnering Between Client, Contractor, and Subcontractor 
C1  - Lille, France
C3  - Proceedings of the 31st Annual Conference of the International Group for Lean Construction (IGLC31)
SP  - 1674
EP  - 1685
PY  - 2023
DO  - 10.24928/2023/0155
AU  - Ferstad, Herman Kvale
AU  - Engebø, Atle
AU  - Slette, Paal André
AU  - Lædre, Ola
AD  - MSc Student, Norwegian University of Science and Technology (NTNU)/Project Engineer Vedal AS, Oslo,  Norway, +47 468 54 050, herman.kferstad@outlook.com, orcid.org/0000-0003-3892-6610 
AD  - Researcher, Norwegian University of Science and Technology (NTNU), Trondheim, Norway, +47 905 71 902,  atle.engebo@ntnu.no, orcid.org/0000-0002-5293-0176 
AD  - Portfolio Manager, Vedal AS, Oslo, Norway, +47 472 34 868, paal.andre.slette@vedal.no 
AD  - Professor, dr. ing., Norwegian University of Science and Technology (NTNU), Trondheim, Norway,  ola.ladre@ntnu.no, orcid.org/0000-0003-4604-8299
AB  - The concept of strategic partnering has recently gained significant attention in the Norwegian construction industry. Strategic partnering is a project delivery method that emphasizes a more collaborative approach than traditional delivery methods. It shares similarities with a Lean project delivery approach, as both seek to optimize and create more collaborative projects. In this paper, strategic partnering is broken down into three key elements of Lean Construction: contractual, organizational, and relational elements. Through this, the paper aims to contribute to understanding strategic partnering between a client, general contractor, and a key subcontractor by addressing the following research questions: 1) How is strategic partnering practiced in Norwegian construction projects, and 2) What are the experiences of practicing strategic partnering in Norway? An in-depth case study was conducted to investigate ways to enhance strategic partnering in future projects. A combination of a literature review and semi-structured interviews were used for data collection for this paper. The findings show that using strategic partnering improved project outcomes, with trust, early contractor involvement, contingency of key participants, and problem resolution being crucial aspects of the collaboration. However, more attention should be paid to evaluating the other parties in the context of the strategic partnership.
KW  - Strategic partnering
KW  - strategic alliancing
KW  - project delivery models
KW  - Lean construction
KW  - collaboration.
PB  - 
T2  - Proceedings of the 31st Annual Conference of the International Group for Lean Construction (IGLC31)
DA  - 2023/06/26
CY  - Lille, France
L1  - http://iglc.net/Papers/Details/2094/pdf
L2  - http://iglc.net/Papers/Details/2094
N1  - Export Date: 19 April 2025
DB  - IGLC.net
DP  - IGLC
LA  - English
ER  -