How to control a project which involves numerous sub-vendors reporting under one main contractor?

Through controlling the main contractor and ensuring that he/she controls his/her munerous sub-vendors to achieve project goals within tie and within budget.

1-Tracking sheets to monitor the progress
2- Issues sheets to monitor the risky factors already identified before.

3- sticking with the plan goals and scope initiated (first step)
4- monitor the project by such mentioned tool.

5- weekly meeting with your vendors and subcontractors to refine all the process according to the last records and results.

6- controlling the cost and reviewing
7- archiving

There is no right or wrong way.
I would say its nothing to do with the methodology but the power structures within these organisations.
I've managed a programme that had a small main contractor consolidating some of the biggest names in the industry for closer to 4 years.
we've used many techniques, some ware successful some ware not, and some ware successful with different sub-vendors but not with others.
Some quick tips 1.
Make your project management process as simple as possible.
Keep to structured standard methods.
2.
Get the project sponsor to work with you.
There is going to be lots of power groups, so make sure you have a good understanding and agreement with the important people (such as the project sponsor, Owner etc,.) There will be times that you will need there backing.
So make sure they trust on your ability and they understand what you do.
3.
Establish policies and procedures (simple straight forward such as, All documentation has to be delivered to XYZ with ABC form) if possible document them.
and make sure you stick to them and apply equally to all parties 4.
Make sure there is sufficient time to for planning, communicating plans and training the sub vendors on this project specific matters.
5.
If its not too late, include some clauses to your main contract that would give you ability to delve in to contracts between main and sub-contractors.
When you feel something fishy insist on examining those contracts and find how the main contractor is filling up any gaps or addressing inconstancies with you I can speak for a day on the subject.
I may have done more mistakes than any other person in the region on this subject.
Hope above tips help Cheers

أولا أحدد المشروع و الغرض منه و ما النتائج التي يريد تحقيقها مع محاولة تطوير هذه النتائج لو كانت تتنافى مع متطلبات العصر و سوق العمل , ثم أضع مجموعة خطط العمل التي تساعد على تنفيذ المشروع و أضع مجموعة خطط بديلة كي أختار أفضل اختيار من بين هذه الخطط عند التخطيط أخذ في عين الاعتبار امكانيات المالك المادية ليتم التنفيذ على أساسها , ثم أضع الأشخاص المناسبين في الأماكن المناسبة لهم كل حسب تخصصه و خبرته و قدراته , ثم نبدا بالعمل مع مراعاة الخطة دائما و مقارنة النتائج بالخطة لمعرفة هل أنجزت الخطة المرسومة أو لا و اذا وجد خلل اعرف موضع الخلل و منثم نعمل على اصلاحه و او اضطر الأمر لتغيير الخطة اقوم بالتغيير

In my point of view, First and most important thing is the Database.
For such system Database must be constructed in such a way to handle multiple vendors (Supporting with Stored Procedures, Functions etc.) Secondly the System must have a complete security system (Including Roles assignment from database to each Vendor), so they will have access to their own sections) And through these roles and security settings the main vendor can have access to all vendors.
In short the key for such system is Database, Once you develop a strong database to handle multiple companies, vendors even multi languages, the front end application even N-Trier structure will be much easier to develop and change in future.

The sub-vendors are part of the full scope of services delivered by the main contractor.
This means all agreements made also comply to them.
So organise together with the main contractor a set of documents, protocols about communication and regular meetings concerning the subjects delivered by the sub-vendors.
You, or your assistant, can do this by: - Separate, in meetings, minutes and reports, the activities delivered by each specialist, but combine them in inter-related chapters (HVAC, structure, facade, etc) - Communicate directly to the people-in-charge of the sub-vendors, but always accompanied by a representative of the main- contractor - Set up a set of documents - templates - related to the activities of the sub-vendors to be monitored, checked and delivered by the main contractor, so you always have updated information and communication will be easier - Always now exactly who is active on site (companies, workers, which scope, contract conditions, etc.), so let the main contractor inform you profoundly.