The inability of subcontractors/specialist contractors to contribute meaningfully to the construction process under the traditional construction procurement hampers the possibilities of improving value on projects and their integration with the rest of the supply chain. In particular, the main contractors and subcontractors in traditional construction procurement projects pursue their self-interests to such an extent that collaborative working has been impossible to achieve. In this research, qualitative and quantitative approaches were used to collect data to explore the problems at the root of the main contractor-subcontractor relationship. Intending to derive innovative ideas to reinvent the delivery process of traditional construction procurement, the principles of integrated project delivery (IPD) and the last planner system (LPS) were studied to seek useful ideas that can be employed to improve collaboration between main contractors and subcontractors. A high point of contention is the debate on the managerial competence of subcontractors; nevertheless, hope is expressed at the possibility of improving collaboration between the main contractor and subcontractor within traditional construction procurement work environment. 1. Introduction Traditional construction procurement became the main route to procure constructed facilities in the UK soon after the industrial revolution of the nineteenth century [1, 2], and to date, it remains the dominant procurement strategy in the UK [3]. It is mostly preferred by one-off clients, who seldom engage in construction. However, in recent times, the use of the traditional construction procurement strategy to procure constructed facilities is falling across the UK [4]. The reason for this decline is because this approach to construction procurement engenders adversarial attitudes [5], and as a result, conflicts and disputes, poor collaboration, a lack of focus on customers’ requirements, and failure to satisfy clients’ needs have become prevalent in the UK construction industry [6]. Today, construction is so specialised that no one firm can provide all the specialisms; therefore, many small-sized specialist firms (subcontractors) with narrow expertise continue to work to meet the industry’s varied and complex demands [7]. This situation increases the demand for interdependence of the specialisms and the operating organisations. According to Kale and Arditi [8], the quality of main contractor-subcontractor relationship affects the main contractors’ ability to perform on projects, which inevitably has direct
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