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- Subcontractor Management
- Who it's for
- General Contractors
General Contractors
A general contractor needs to know whether a trade company is qualified for work and whether its latest claim is ready for payment. Procurement Manager follows the company and document review. Project Manager owns the scope and checks site progress. Controller reviews the amount and waiver evidence before the accounting handoff.
How Subcontractor Management is set up for you
Project-specific agreements
Keep the statement of work attached to the project and subcontractor, with priced lines and planned dates. A change order explains an added scope or schedule adjustment without leaving the decision in an email thread.
Trade qualification
Apply document requirements by trade and state where appropriate. Insurance and license records give the team the evidence to review before activation or reinstatement after suspension.
Progress claims
Review the claim period against order lines and verified field work. Retainage and applied backcharges remain part of the payment discussion, with the required waiver holding the claim until matching evidence arrives.
Vendor review
Use performance criteria and the rehire assessment to discuss the specific experience with a subcontractor before awarding more work.
A general contractor needs to know whether a trade company is qualified for work and whether its latest claim is ready for payment. Procurement Manager follows the company and document review. Project Manager owns the scope and checks site progress. Controller reviews the amount and waiver evidence before the accounting handoff.
Start with an active project and a subcontractor whose next progress claim is due. Load the company, relevant qualification documents and the executed agreement, then connect its order lines to the claim. Ask the field team to verify a real entry and have Controller rehearse the waiver hold.
Include a case where a license renewal is still outstanding. Procurement Manager should be able to explain why the company needs action and who owns that next step. Keep the initial project small enough for the team to reconcile every claimed amount with its purchasing reference. Expand after the project team and accounting agree on the payment handoff.
Follow [intake and qualification](/subcontractor-management/processes/intake-and-qualification) and [claim review](/subcontractor-management/processes/claim-to-payment).
Features to start with
Scopes and Changes
Agree project scope, route the SOW decision and preserve the reason for each commercial amendment.
Pay Applications and Waivers
Review progress claims, retain the approval decision and resolve the waiver hold before payment handoff.
Vendor Onboarding
Bring company details, trade qualifications and assigned onboarding tasks into the vendor approval decision.
Roles on the team
- Compliance Officer
- Owns the compliance shelf: manages document requirements, verifies licenses with issuing authorities, validates insurance certificates, runs the audits that suspend a vendor on lapsed documents.
- Field Supervisor
- On-site supervisor who verifies subcontractor time entries for assigned projects.
- Project Manager
- Initiates SO ws for own projects, verifies pay applications against site progress, rates subcontractors at project end. Record entry on SO ws, SOW line items, change orders, backcharges and rating scorecards.
- Procurement Manager
- Owns the vendor function end-to-end: approves subcontractors out of onboarding, runs scorecard reviews, approves SO ws above the project-manager threshold, owns qualified-vendor list integrity.
- Controller
- Final-approves pay applications, co-signs lien waivers, owns Form1099 tracking and the year-end 1099-NEC generation.
- Subcontractor User
- External portal user. Scoped to own subcontractor row, own documents, own SO ws, POs, pay applications and lien waivers.
Set up Subcontractor Management your way.
Start free, then use Proto to change fields, steps and approvals before your team goes live.