Construction projects are becoming plagued more than ever by conflicts, claims, and disputes. To this end, performance measurement has become a commonly used tool for evaluating processes, managing human resources, and formulating corrective strategies. One of the most important aspects of performance measurement is the ability to perform benchmarking. Using case studies of projects carried out by the U.S Army Corps of Engineers (USACE) in its Vicksburg District, this paper investigates how benchmarking potentially can be used to evaluate and measure performance of the associated contractors. The utilized methodology encompassed three interdependent steps where the authors collected project data for 40 contractors who performed work for USACE using internal file reviews, defined the associated performance measures, and analyzed the results to identify areas in which contractors needed to improve to increase efficiency. The authors identified five performance measures including quality control, timely performance, effectiveness of management, compliance with labor standards, and compliance with safety standards. These measures were applied on a five-point rating system and categorized using three characteristic groups including use of subcontractors, contract modifications, and final contract price. This research provides an opportunity to promote changes within the Vicksburg District based on knowing strengths and weaknesses.