All and any project starts to turn real in the purchasing department, which has the main function of supplying the project's materials and services. The supply management established for a project can determine its performance as well as make the constructions more efficient and effective. This management must even be the most appropriated to the construction; either reflects the organization strategy to ensure the chosen competitive advantage. Due to its importance, this research's objective is to identify the main guidelines involved at the strategic sourcing implementation in construction companies. At first, a bibliographical research was accomplished considering the themes: supply chain management, supply management and strategic sourcing. Afterwards, it was made a study about the characteristics of the construction industry and its supply chain management and supply management. In order to identify the guidelines, it was made a bibliographic research about the strategic sourcing processes. The guidelines were identified considering the construction industry characteristics and the strategic sourcing processes searched. At the end of this research, are presented the conclusions and the suggestions to orientate further researches. By the guidelines identification, it is expected to contribute to contractor's supply management to be, more than ever, administered with a strategic view, adding value to the construction process and making feasible some supply chain management constructs.

As in the Industry 4.0, “servitization” and digitalization are associated with the concept of Construction 4.0. The purpose of this paper is to discuss major challenges in the implementation of Construction 4.0 faced by the Brazilian Construction Management practices; grounded on literature review. As a result, challenges related to eleven categories were tabulated in front of four objectives: organizing construction, rationalizing construction, industrializing construction, and “servitizing” and digitalizing Construction Management. The greatest challenge lies in managing the coexistence of different stages of technologies and services, from traditional construction to smart buildings. The main contribution of this paper is the tabulation of different technologies of management, design, construction, maintenance, materials (products), etc. required to achieve Construction 4.0 performance levels.