Communicate, coordinate, cooperate
Abide by the 3 C's of subcontractor scheduling

Scheduling subcontractors is among the most complex tasks that general contractors must handle. Unfortunately, there is no magic formula that guarantees hassle- and delay-free workflow. There is, however, a way to improve your odds: Abide by the three C's of subcontractor scheduling.

1. Communicate

As soon as you win a job, call your preferred subcontractors to confirm availability and then start scheduling the project as a team. Recognize that subcontractors know their business better than you do, and ask them to help you identify potential problems.

One tool for communicating more effectively is a Gantt chart - a graphical image of when and how long each sub will be on the job. Of course, bear in mind that everyone might not agree on how the chart should be arranged.

A month before each sub is scheduled to report to your site, call or e-mail to let him or her know whether you're running on schedule and to issue a brief, friendly reminder of his or her expected start date. Repeat this step at least once more before the start date.

If you use e-mail to contact your subcontractors, attach an updated work schedule that indicates the address of the job, the plan number and any other information they may need. Include your contact information, too.

In addition, send the e-mail with a "request read receipt" so you know who's read it. If you don't get receipts from everyone, follow up with a phone call to those who haven't responded within a day or two.

As work gets under way, continue to keep your subs updated. E-mail weekly schedules or progress reports, keep the (adjusted) master schedule posted in the superintendent's trailer, and call them regularly.

2. Coordinate

To succeed at subcontractor scheduling, of course, you need to be more than just a good communicator; you need to be a good coordinator.

Technology can help - scheduling software that allows you to create and update detailed schedules for each sub is widely available. These applications may also highlight potential conflicts and, in some cases, allow you to develop cash flow projections.

In developing your schedule, bear in mind that delays are probably inevitable during the course of a job. So give yourself some leeway for adjustments. Some contractors, for instance, schedule only four days' work every week to allow subcontractors some catch-up time should delays occur.

Early in the project, you should also work with subs to develop a list of the tools, materials and staffing they'll need. Keep each updated as work progresses. Naturally, you'll also have to coordinate materials deliveries so subs aren't left idled - and frustrated - by a lack of supplies.

3. Cooperate

When a subcontractor starts work, it's time to shift your focus from coordination to cooperation. Have your foreman work with each sub to ensure his or her work is being done to your standards.

If a conflict develops, try to keep this third C in mind! A little cooperation can go a long way toward preventing or minimizing disagreements that can quickly spiral into court battles.

In addition, start developing your punch lists earlier rather than later, because these lists can cause considerable delays if a subcontractor must return to a job. Look at the items typical to each trade and emphasize that subs must correct such common mistakes before they leave the site. Then, to complete the list, look at the specifics of the job at hand.

Last, perhaps the best way to cooperate with your subcontractors is to pay them promptly. If they see you as a "prompt payor," you'll move to the top of their "best contractor" lists - and that can help make future projects run all the more smoothly.

Doing it right

Schedule your subcontractors right and the job could be completed in record time and at minimal cost. Do it wrong and you're looking at delays, call-backs and cost overruns. The three C's might not solve everything - but they're a big step in the right direction.

Russ Panks, CCFP, specializes in construction and real estate accounting for Kaufman, Rossin & Co. He can be reached at rpanks@kaufmanrossin.com.