How often does the actual field performance by a specialty contractor, working with a controlling $($general$)$ contractor on a previous project, influence that specialty contractor's chances of being selected to work on some future project?

What can happen if a field construction supervisor for the controlling $($general$)$ contractor neglects to provide feedback on the actual performance of a specialty contractor or supplier on a project?

Discuss how the information found on field production time cards, daily inspection reports, submittals and other documentation are essential for the creation of updated detailed project plans, schedules and job cost reports. Notes: