For a contractor, two main contractual agreements are used to meet the client; open bidding or design-build contracts. Viewing construction as a production system, this implies different production strategies are active; engineer-to-order and make-to-order. Theory suggests that this is difficult to handle within the same firm. The research aims to identify concurrent production strategies at a contractor and to elaborate on the consequences for the internal capabilities when acting according to several strategies. The in-depth case study is performed at a large contractor, active on the construction market in several European countries. The core capabilities of the case firm are analysed using theory capturing needed capabilities in the engineer-to-order and make-to-order situations. Generalisation is made by describing the atypical capabilities and consequences. The case study firm operates four concurrent production strategies. To cope, manufacturing is organised in flexible, multi-skilled teams to optimise the manufacturing resource utilization. When introducing industrialization in construction, the manufacturing flexibility hinders streamlining of the supply chain.