中文摘要
随着中国加入WTO,国际化程度不断加深,加之国内电建市场的饱和,中国越
来越多的电建企业纷纷走出国门,在世界范围内寻求更广阔的市场,其中发展迅
速的是国际EPC总承包工程。国际EPC总承包工程涵盖设计、采购、施工全过程,
由总承包商统一实施管理调度,给总承包商带来更大更广阔的发展空间,受到国
内越来越多有能力的承包商的青睐
但是,与国内项目相比,国外项目本身存在着更多的不确定性,由于国度不
同,存在着政治、文化、宗教、法律、距离、气候等方面的制约因素,相比与国
内项目的施工速度,海外项目的施工进程往往出现延期的现象,短则几个月,长
则多达几年,给承包商带来很大的违约风险。这些制约因素伴随着承包商海外承
包经验的不断丰富,其反面作用的发挥会逐渐减弱。而与这些不为人力所左右的
因素相比较而言,承包商内部由于管理体制存在的问题,往往是造成海外项目效
率低下、工期延期的关键因素。承包商国内管理与国外项目部管理由于职责不同、
分工不同、目标不同,在实际工作中往往存在着沟通障碍、重复性工作等问题,
导致效率损失,给整个项目的工期、效益都会带来不利影响,因而对此问题的研
究以及由此探讨其应对策略具有一定的现实意义
本文从国际电建EPC项目的特点入手,结合在国际项目中国内与国外不同的
职责分工,重点论述了采购环节(包括采购、采购延伸的物流以及信息传递)的
效率损失对项目部现场施工进度造成的影响
1、采购环节的效率损失及应对措施。采购P环节是EPC总承包项目承前启后
的一个环节,承担着非常重要的角色。而采购牵扯多家供货商,每家供货商的资
质、能力高低不同,同时设备材料的采购又与业主的资金支持密不可分,因此采
购环节是影响釆购发运是否及时乃至是否影响现场施工的重要环节。本章主要从
釆购周期、采购金额、市场供需变化、供货商资金情况等方面分析了影响采购效
率损失的因素,并提供解决措施
2、物流环节的效率损失及应对措施。物流环节是采购环节的延伸,物流要求
总承包商要统筹协调做好货物检验、发运、报关、运输、装卸等多个环节,需要
与海关、船公司、厂家、业主等做好沟通协调工作,因而也不是一件易事。本章
主要按照物流发运顺序从包装、发运前检查、船期、运输等方面进行了论述,力
求找到影响发运效率的因素,并提供解决措施
3、信息传递的效率损失及应对措施。除了实物的釆购与物流,过程中的一个
重要方面是信息传递。国际EPC项目管理的特点之一就是采购在国内,项目在国
外,这就给国内釆购、物流与国外现场的沟通联系、信息传递提出了挑战,如何
有效规避由于距离问题带来的效率损失是本章重点阐述的问题,以期对企业下一
步工作提供一定的指导借鉴
本文总体上釆用了规范研究的方法,按照提出问题、分析问题、解决问题的
基本思路,结合某电建公司国际项目具体的管理实践,运用EPC管理模式、组织
结构等相关理论,通过对问题背后的原因的探究,提供了国际EPC项目管理在采
购、物流、信息传递方面减少效率损失乃至提高效率的具体途径。本文的主要意
义在于为企业今后的海外项目的良好发展提供可靠的理论依据,用理论指导实践,
使企业轻装上阵,实现更好的发展
关键词:EPC管理;组织结构;效率损失
ABSTRACT
As China joined WTO with deeper internationalization and internal electric power
construction market has reached saturation point, more and more electric power
construction companies step abroad to seek bigger market worldwide, one of which
develops fast is EPC general contract. EPC general contract covers engineer,
procurement and construction, the way which general contractor manages overall is
adopted by more and more capable contractors, leading to broader development space to
general contractors.
However, compared with domestic projects, the overseas projects themselves have
much uncertainty. Since different countries have different politics,culture, religion, law,
etc. and also considering the distance and climate factors, the overseas projects usually
delay for couple of months or even years and have greater risk of breach. As contractors
gain more overseas experiences, the risk could be reduced. In contrast to objective
factors, the efficiency loss and delay caused by inner management system problems are
usually the key factors. The communication barrier and repeated work which are mainly
due to different job function, goals for domestic and overseas projects cause efficiency
loss that has adverse impact on #ie whole project. Therefore,it's meaningful to research
the problems and their relative dealing measures.
This paper starts with the characters of EPC projects, along with different job
functions of internal and external for international projects, and emphasizes on how the
efficiency loss of the procurement, logistics,information transfer adversely affects the
pace of construction process.
1,The efficiency loss and solutions dealing with it in procurement process. The
procurement process is a cohering process that plays important role in general contract
EPC projects. Many vendors whose reputation and capability are different from each
other are involved in the procurement process. Meanwhile, the procurement of
equipment/materials is closely associated with the financial support of owner. As a
result, the shipping timing and even pace of construction depends heavily on the
procurement process. This paper mainly focuses on procurement cycle, procurement
amount, change in supply and demand of market, and fund aspects to analyze the factors
and dealing measures related to efficiency loss of procurement.
2,The efficiency loss and solutions dealing with it in logistic process. Logistics
extends the procurement and demands the EPC contractor to coordinate well on the
inspection,dispatch, custom clearance, transportation, load and unload,etc. which needs
the contractor to get on well with the customs, ship company, vendors, owner. It is not
an easy work. This chapter discusses in line with the logistics sequence, including
packing, inspection before dispatch,shipping, transportation, etc. to find the factors
which hinder the dispatch efficiency and the corresponding solutions.
3,The efficiency loss and solutions dealing with it in information transfer. Besides
the procurement and logistics for the actual cargos,another factor for the project
management is information transfer. One of the characters for the international EPC
project is that procurement and construction are not in the same country which brings
out the challenge to the communication & information transfer between the
procurement, logistics and construction. How to escape from the efficiency loss thereof
is the main point in this chapter and I hope it could indicate some ways for the
subsequent job.
Generally speaking, standard study and empirical study are used in this paper.
Referring to the management practice of some electric power construction company in
China and working in accordance with the ways of bringing out question, discussing it
and make a solution, I study with the problems of efficiency loss and try to find out the
factors which hinder the efficiency during the procurement, logistics, and information
transfer in order to make solutions, applying related theory such as EPC management,
organization structure. The main significance is to offer a set of reliable theory for
companies to apply during the oversea development. Theory indicates practice which
could let the companies go forward without any burden and realize the final goal.
Key words: EPC management, organization structure, efficiency loss
第一章绪论
1.1研究背景介绍
改革开放以来,中央实施有效的宏观调控政策,极大的促进了经济的平稳发
展,在这一背景条件下,中国的电建事业也取得了较快的发展。尤其是从20世纪
末到21世纪初,由于中国经济持续、迅猛的发展,对电力的需求出现了前所未有
的状态,电力紧张的局面一直持续到现在,电荒的态势仍未得到彻底的改变,致
使国内的电力发展出现了爆发式的增长,从2001年到2005年,电力建设的投资
达到了空前的程度,电力装机的容量也在不断的递增,仅是2005年这一年,电力
装机的总容量就从4.4亿千瓦增长到5亿千瓦,大大推动了电力工程总承包市场
的发展
2001年1月10日中国建设部发布实行的国家标准《建设工程项目管理规范》,
是针对承包商而制订的施工项目管理规范。规范中对施工项目的释义是“企业自
工程施工投标开始到保修期完成为止的全过程中完成的项目”;对施工项目管理的
释义是“企业运用系统的观点