本文關鍵詞： 核電 設備采購 合同管理 流程優(yōu)化　出處：《深圳大學》2017年碩士論文　論文類型：學位論文

【摘要】：經(jīng)過多年發(fā)展,歐美等國已形成多個專業(yè)化AE公司從事核電工程建設,國外AE公司完全掌握按部件/整島的設備采購管理模式,建立基于項目管理的設備采購和合同管理流程。隨著我國核電發(fā)展中長期規(guī)劃的實施,中國核電AE公司應運而生,但受國內(nèi)環(huán)境、管理經(jīng)驗和人才等限制,國內(nèi)核電AE公司設備采購和合同管理存在運作效率低、管理成本高、風險控制弱等問題。本文以業(yè)主或總承包公司的視角,主要研究了國內(nèi)某核電工程總包公司的設備采購和合同管理流程。本文按流程體系規(guī)劃、流程現(xiàn)狀描述、流程問題診斷、流程優(yōu)化與再造、流程配套設計的路線對H公司采購流程展開調(diào)查、分析與研究,最終提出流程優(yōu)化的建議和解決方案。通過對H公司企業(yè)價值鏈和頂層流程框架分析,采用流程分解等方法對采購流程現(xiàn)狀進行描述,總結(jié)了采購流程存在的問題。通過建立成熟度模型,分析流程成熟度;采用問卷調(diào)查、標桿對比等方法,分析、診斷了采購和合同執(zhí)行流程存在的問題;采用頭腦風暴訪談總結(jié)出流程頂層框架設計不清晰、流程管理體系不完善、缺乏流程績效管理、流程刻度過細等是造成流程運行效率低、管理成本高的主要原因。圍繞著控制風險、提高效率和降低成本為目標,筆者運用項目管理方法對H公司采購流程進行優(yōu)化,包括簡化流程、建立流程績效管理體系、增加風險管理流程等工作,同時為避免"管理體系孤島",引入精益流程管理辦法,保證流程優(yōu)化可持續(xù)。
[Abstract]:After years of development, many specialized AE companies have been formed in Europe and America to engage in the construction of nuclear power projects. Foreign AE companies have fully mastered the equipment procurement management model based on components / whole islands. Establishment of equipment procurement and contract management processes based on project management. With the implementation of the medium- and long-term plan for the development of nuclear power in China, China Nuclear Power AE Company emerged as the times require, but limited by domestic environment, management experience and talent, etc. The equipment procurement and contract management of AE Company in China have some problems such as low operation efficiency, high management cost and weak risk control. This paper mainly studies the equipment purchase and contract management process of a nuclear power project general contracting company. This paper is based on process system planning, process status description, process problem diagnosis, process optimization and reengineering. The route of process matching design carries out investigation, analysis and research on the purchasing process of H Company, and finally puts forward some suggestions and solutions for process optimization. Through the analysis of the value chain and top-level process framework of H Company, The current situation of purchasing process is described by using process decomposition method, and the problems existing in procurement process are summarized. Through establishing maturity model, analyzing process maturity, using questionnaire survey, benchmarking and other methods, the paper analyzes, The problems of procurement and contract execution are diagnosed, and the top-level framework design is not clear, the process management system is not perfect, and the process performance management is lacking. The process calibration is the main reason for the low efficiency and high management cost of the process. Aiming at controlling risk, improving efficiency and reducing cost, the author uses project management method to optimize the purchasing process of H Company. It includes simplifying process, establishing process performance management system, increasing risk management process and so on. In order to avoid "isolated island of management system", lean process management method is introduced to ensure process optimization is sustainable.
【學位授予單位】：深圳大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F426.23;F426.61;F274

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