Strategic supplier management establishes criteria for the selection, evaluation, and development of suppliers, in addition to the administration of contracts and supplies. This type of management aims to organize all processes involving suppliers, defining criteria to support decision-making in selecting the best partners, considering those who meet pre-established requirements. Furthermore, efficient management provides closer proximity to suppliers, facilitating relationships, fostering collaborative innovation, improving product costs, and increasing the company's competitiveness. The objective of this work is to analyze the relationship of suppliers in the construction industry and compare it with companies from other sectors. To achieve this objective, an applied, quantitative, and exploratory research was developed through field research. Questionnaires were applied to employees of construction companies and companies from other sectors, such as service providers and large industrial sectors, addressing issues related to organizational characteristics and specific axes that determine the relationship, such as trust, long-term relationship, and information sharing between client and supplier. The collected data were subjected to descriptive and exploratory analyses to observe the divergent and similar characteristics between the two groups. The results indicate that construction companies have gaps in the axes of trust, information sharing, and especially in the sphere of long-term relationships compared to companies in other sectors. This indicates the need for improvements in supplier management practices in the construction industry to achieve a competitive performance more aligned with other industrial sectors. The implementation of more robust strategies and the adoption of better practices in supplier management can help overcome these gaps, resulting in a more efficient and collaborative business environment, with mutual benefits for construction companies and their suppliers.