Currently the on-site logistics of construction projects are very inefficient. The construction industry is very fragmented and there are a lot of different information and material processes, therefore it is difficult for a main contractor to get control of these all. It is assumed that if the main contractor gets control of the logistics, the logistics will become more efficient. One of the ways to get control is with BIM. Building Information Modelling combines the data of all stakeholders in one model and can help to streamline the logistics. The goal of this research is to show contractors how they can get change their traditional processes into a supply chain that is managed with BIM and get control of their logistics. The research design that was selected is that of a single-case study. The case that is selected is project Bètatoren, a medium-sized construction project that is built by Waal. This research focusses on Waal, but includes also other parties. Two subcontractors and two suppliers of project Bètatoren have been selected, in order to research the whole supply chain. Also, experts from other construction companies are involved for the validation of this research. Case study research shows that currently the logistic information and BIM are disconnected. The logistic information is send from the subcontractors and suppliers to the main contractor and back, but this happens mainly in 2D. This is partly due to the fact that there is a mismatch between the information processes and the production processes. As a result, information is missing in the BIM-model. This information should be completed, but that does not happen. No one takes responsibility and therefore the current information processes are fragmented and uncoordinated. The main contractor controls the process but does not coordinate the information, neither does anyone else. Based upon a literature study and case study research several steps have been defined which the main contractor must take in order to manage the logistics with BIM. First, the main contractor must take the responsibility and control the changes in the process. He must actively lead the supply chain and demand collaborative behavior from the subcontractors and suppliers. Secondly, the main contractor must make sure that the information processes and BIM are connected, and that the logistic information is incorporated in both. This includes, inter alia, linking the planning to the BIM-model. Thirdly, the main contractor must make sure that the BIM-model aligns with the logistics on the construction site. The information flows and the BIM-structure should be connected to make supply chain management with BIM feasible. According to the research, the process of changing a traditional supply chain into a supply chain management with BIM is both financially, organizationally and socially feasible for the main contractor. Concluding, if the main contractor takes control, actively coordinates and structures the information flow and focusses on connecting the logistic information and BIM, he can get control of the logistics.