Author(s)

Luo Xiao ¹

Affiliation(s)

¹ International Construction Corporation, Beijing, China

Corresponding Author

ABSTRACT

For confidentiality reasons, this article uses Company X to represent the real analysis object. As an Chinese state-owned international engineering contracting enterprise, Company X has been rated as the top 100 international contractors for 20 consecutive years by the Engineering News Record "ENR" since 2000. Company X's primary business focuses on engineering construction contracting, including railways, roads, bridges, buildings and municipal works. Its business activities have covered over fifty countries in Asia, Europe, Africa, America, and Oceania. The turnover of Company X reached 2.1 billion US Dollars in 2016, of which the Nigerian branch accounted for 24 %, and the Ethiopian branch accounted for 34 % (Company X, 2016). Construction contracts often have a few characteristics such as large contract amount, long period of implementation, complicated process, and most of them come from government's responsibilities to provide public services such as railways, roads, etc. Therefore, in these projects there are many stakeholders, including contractors, suppliers, subcontractors, government agencies, and the public. This article chooses Company X as the focal point and briefly analyzes the value creating process during the execution of the projects. Meanwhile, due to the limited space, this essay only analyzes Company X's management policies of its relationship with strategic external partners. The discussion in this essay is divided into three parts, 1) analyzing the roles played by Company X and its critical external partners during the customer value creation process; 2) analyzing the characteristics of Company X's external partner relationship management activities and strategies; 3) discussing the potential improvements which can be made about Company X's critical external partner relationship management.

KEYWORDS

CITE THIS PAPER

Luo Xiao, Analysis and Suggestions about External Partnership Management Strategies for Multinational Construction Corporations. Financial Engineering and Risk Management (2022) Vol. 5: 22-25. DOI: http://dx.doi.org/10.23977/ferm.2022.050105.

REFERENCES

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