The Swedish construction market is characterised in a too low endurable housing production at a too high cost level. Forces are raised to increase the production and lowering the production costs without repeating the experienced mistakes from the Million programs of the 1970s. Thus, the construction market in Sweden faces a challenge in building more apartments at a lower price in buildings that are flexible in design and fit into surroundings. The wood manufacturing industry has found that there is a possibility to meet the demands of the market. In the report More Wood in Construction – Foundation for a National Strategy (DS 2004:1 transl.)* there has been found that there is a potential in wood construction of multi storey buildings. The research in wood construction has mainly been done in the field of technology. In the report there is an interest in new business concepts; one of these concepts is strategic networks. A strategic network can bee seen as a tool for excellence, where different competence in the network create the knowledge needed to be an interesting partner in the constructing area. But the production in the This paper examines the questions of what demands a strategic network state on sub contractors in an industrialised wood construction process and how the integration should be managed. The questions deals with the view on cooperation in the surrounding of the strategic network; this cooperation is needed in areas where the network itself does not have the knowledge needed. A case study in an ongoing creation process of a strategic network will be presented. The project has been studied through interviews with leading representatives at different actors involved in the strategic network creation process. The empirical results show that there is not a neglectable degree of cooperation needed between the network and the sub contractor system. The cooperation involves development in the construction system and a close connection to the different businesses in the strategic network. One tentative suggestion is that the strategic network view is that the sub contractor has to be able to add value to the construction system and take part in developing it; I simply regard the sub contractor being a semimember rather than a contractor. This view creates a new situation and a new way of acting both for the sub contractor and the business in the construction area. *Mer trä i byggandet – Underlag för en nationell strategi (DS 2004:1)