Performance management is vital to improve the output of industrialised housebuilding (IHB) order fulfilment processes. Since many IHB companies subcontract most of the interior construction on-site to specialised subcontractors, it is argued that the collaboration between main and subcontractors in performance management can enhance the efficiency, productivity and quality of the overall order fulfilment process. This study aims is to investigate the current state of interactions, information exchange and coordination of on-site operations performance management. A multiple case study with eight IHB main contractors was performed. The results show that main contractors either do not rely on collaboration, since interior construction is performed in-house, or they developed, more or less sophisticated, approaches to provide feedback to subcontractors. However, it was identified that some main contractors have not yet identified the benefits from managing the performance of subcontracted trades. Despite that main contractors collect and analyse data on several quality and productivity criteria, only some of them share parts of this analysis and performance indicators with their subcontractors. Most often information exchange on on-site performance still take place via informal feedback channels. The case study shows that there is a need to develop the contemporary level of collaboration in the area of performance management in order to systematically improve the efficiency, productivity and quality of the order fulfilment process on construction sites.