The success of construction projects from the cost perspective is largely dependent on the Project Manager's ability to effectively co-ordinate and manage the sub-contractors and contractors. This study seeks to indentify the practices, barriers and enablers that affect the management of contractors within the South Australian construction industry. 70 construction professionals were sampled who included project managers, architects, construction managers, estimators, cost consultants and contract administrators. 40 replies were received representing a 57% response rate. Survey response data was subjected to descriptive analysis. The findings indicated that 50% of the respondents used partnering principles to improve the sub-contractor management whereas conversely, the remaining 50% did not adopt the partnering principles. Out of those implementing partnering principles, the majority (50%) acknowledged its importance. Relative to the barriers, the major reasons for communication breakdown between contractors and subcontractors were found to be "poor rapport between and sub contractor mostly due to payment issues", "poor coordination of design and specification documentation", and "late updates of revised information to sub-contractors". The key enablers identified as important to building good relationships were as follows in a ranking order: "prompt payment to sub-contractors", "fair and equal treatment", "payment variations to scope of work" and "work incentives". The practical implication for construction stakeholders are that the usage of identified practices such as partnering and adopting of enablers such as quick turnaround of payment, communication and scheduling will certainly improve the coordination and management of sub-contractors within the South Australian construction industry. The adoption of these practices on construction projects will lead to the creation of positive and mutually rewarding relationships.
