Andy Sehremelis on Vendor and Subcontractor Relationships in Commercial Construction

By Andy Sehremelis · October 30, 2026

Andy Sehremelis founded Parkcrest Construction in Chino, California in 1992 and has spent more than three decades building and operating restaurants, gas stations, express car washes and retail properties. Across that work, the quality of a project or an operating business depends heavily on the vendors and subcontractors behind it. Strong relationships with those partners in the trade are built deliberately, through clear expectations, fair dealing and consistent communication.

Andy Sehremelis on Selecting Subcontractors

Selecting a subcontractor begins well before bids are opened. An owner or builder should understand a firm's experience with the specific building type, its current workload, its safety practices and its record of finishing work on schedule. A restaurant kitchen, a gas station canopy and an express car wash tunnel each call for specialized trades, and experience with that type of work reduces risk.

Price matters, but the lowest number is not always the lowest cost. A bid that omits scope, assumes conditions that do not exist or depends on a crew the firm cannot supply often produces change orders and delays later. Comparing bids on a consistent scope sheet allows an owner to evaluate them fairly.

Andy Sehremelis on Clear Scopes and Written Expectations

Most disputes on a construction project trace back to unclear scope. Drawings, specifications and a written scope of work should define what each trade is responsible for, where one trade's work ends and the next begins, and what standard of finish is expected. Gaps between trades are a common source of conflict and cost.

Written expectations also cover schedule, site rules, cleanup, safety requirements and documentation. When those expectations are set at the start, the working relationship has a shared reference point when questions arise.

Andy Sehremelis on Paying Fairly and on Time

Subcontractors and suppliers carry their own payroll, materials and equipment costs. Owners and builders who review pay applications promptly and pay on the agreed terms earn the confidence of their trade partners. That confidence matters when schedules tighten or when a project needs a crew to return on short notice.

Fair dealing also means addressing legitimate changes in scope openly. When conditions in the field differ from what the drawings show, a documented and timely change process protects both sides.

Andy Sehremelis on Communication in the Field

Regular coordination meetings keep trades aligned on sequencing, inspections and material deliveries. A short weekly meeting with a written list of open items often prevents problems that would otherwise surface late in the job. Superintendents who are present and accessible resolve questions before they become delays.

Communication should run both ways. Experienced subcontractors frequently identify constructability issues or more efficient methods, and an owner who listens benefits from that knowledge.

Andy Sehremelis on Vendors in Operating Businesses

Vendor relationships continue after construction ends. Restaurants rely on food and supply distributors, gas stations depend on fuel supply and convenience store vendors, and express car washes need chemical suppliers and equipment service technicians. In each case, reliability is worth as much as price.

Operators benefit from reviewing vendor performance regularly: delivery accuracy, responsiveness, product quality and invoice accuracy. Problems addressed early and directly tend to be resolved, while problems left unspoken tend to grow.

Andy Sehremelis on Safety as a Shared Standard

A commercial construction site brings many trades together in a limited space, often while neighboring businesses remain open. Safety cannot be the responsibility of a single firm. Owners and builders set expectations for protective equipment, site access, traffic control and housekeeping, and each subcontractor carries those expectations to its own crew.

Firms that share a commitment to safety tend to work well together. Regular safety briefings, prompt correction of hazards and clear reporting of incidents protect workers, customers and the public, and they reflect the professionalism that owners look for in long-term trade partners.

Andy Sehremelis on Resolving Disagreements

Even strong relationships encounter disagreements over scope, quality or cost. The most productive approach is to address them early, with the contract documents and project records as the reference. Daily reports, photographs, meeting notes and written approvals make it easier to establish the facts and reach a fair resolution.

Disagreements handled professionally rarely damage a relationship. Owners and trade partners who resolve issues on the merits, without delay, are often the ones who choose to work together again on the next building.

Andy Sehremelis on Long-Term Relationships

Over three decades in Southern California, the value of repeat relationships becomes clear. Trades and vendors who have worked with an owner before understand the standards, the paperwork and the way decisions are made. That familiarity shortens the learning curve on every new building or operating location.

Long-term relationships are not automatic. They are maintained through consistent expectations, honest communication when problems occur and recognition of good work. For a builder and operator, the network of dependable trade partners is one of the most important assets in the business.