【摘要】：為了滿足客戶的建設(shè)需求,做好投資決策,在項(xiàng)目建設(shè)初期更準(zhǔn)確地確定工程造價(jià)已成為必然要求。作為基礎(chǔ)設(shè)施建設(shè)方面的電力設(shè)施的投資,國(guó)家或者集體投資建設(shè)的項(xiàng)目占有的比例非常大,工程造價(jià)的管理與控制和國(guó)有資產(chǎn)的適度使用問(wèn)題有著直接的聯(lián)系,因此,合理確定工程造價(jià)并進(jìn)行有效的控制具有十分重要的意義。EPC工程總承包模式作為一種工程項(xiàng)目的管理組織實(shí)施模式,由于其可以盡早確定投資總額和建設(shè)周期,國(guó)際上在基礎(chǔ)設(shè)施建設(shè)領(lǐng)域得到了廣泛的應(yīng)用,但在國(guó)內(nèi)應(yīng)用范圍有限。配電網(wǎng)客戶工程建設(shè)項(xiàng)目目前絕大多數(shù)由客戶進(jìn)行投資建設(shè),電力公司只作為運(yùn)行維護(hù)單位。EPC工程總承包模式作為一種工程項(xiàng)目的管理組織實(shí)施模式,由于其可以盡早確定投資總額和建設(shè)周期,國(guó)際上在基礎(chǔ)設(shè)施建設(shè)領(lǐng)域得到了廣泛的應(yīng)用,但在國(guó)內(nèi)應(yīng)用范圍有限。本文先回顧了國(guó)內(nèi)外關(guān)于EPC管理模式及其EPC模式下造價(jià)管理的研究現(xiàn)狀及發(fā)展動(dòng)態(tài),介紹了EPC總承包模式管理理論,分析了EPC模式下工程造價(jià)管理的主要方法、優(yōu)越性。接著,論文分析了傳統(tǒng)項(xiàng)目管理模式下造價(jià)管理的主要流程、主要環(huán)節(jié)以及存在的有關(guān)問(wèn)題。本文按照配電網(wǎng)客戶工程項(xiàng)目建設(shè)的不同管理環(huán)節(jié),通過(guò)將EPC管理模式與傳統(tǒng)工程造價(jià)管理模式進(jìn)行對(duì)比,主要分析配電網(wǎng)客戶工程在工程管理的不同環(huán)節(jié)影響工程造價(jià)管理的主要因素,并給出有效管理工程造價(jià)的措施。最后,依托B地區(qū)配電網(wǎng)客戶工程項(xiàng)目的案例,通過(guò)定性分析和定量計(jì)算,具體分析EPC管理模式下和傳統(tǒng)管理模式下客戶工程造價(jià)的不同構(gòu)成,分析了如何進(jìn)行配電網(wǎng)客戶工程項(xiàng)目的造價(jià)管理,以適應(yīng)當(dāng)前投資者對(duì)配電網(wǎng)客戶工程建設(shè)項(xiàng)目工程造價(jià)的管理要求,提升配電網(wǎng)作為基礎(chǔ)設(shè)施服務(wù)的質(zhì)量和水平。本文中的研究成果有利于提高配電網(wǎng)客戶工程建設(shè)項(xiàng)目的造價(jià)管理水平,降低項(xiàng)目實(shí)施過(guò)程中的造價(jià)管理風(fēng)險(xiǎn),并對(duì)客戶投資建設(shè)的配電網(wǎng)項(xiàng)目提出建設(shè)性意見(jiàn),對(duì)推行配電設(shè)施建設(shè)費(fèi)有一定的參考意義。
[Abstract]:In order to meet the construction needs of customers and make a good investment decision, it is necessary to determine the project cost more accurately in the initial stage of the project construction. As the investment of electric power facilities in infrastructure construction, the proportion of projects invested by the state or group is very large, and the management and control of the project cost is directly related to the appropriate use of state-owned assets, so there is a direct relationship between the management and control of project costs and the appropriate use of state-owned assets. Rational determination of project cost and effective control are of great significance. EPC project general contracting mode, as a management organization and implementation mode of engineering projects, can determine the total investment and construction cycle as soon as possible. It has been widely used in the field of infrastructure construction in the world, but it has limited application in our country. At present, the vast majority of customer construction projects in distribution network are invested and constructed by customers, and power companies are only used as operation and maintenance units. EPC project general contracting mode is used as a management organization and implementation mode of engineering projects. Because it can determine the total investment and construction cycle as soon as possible, it has been widely used in the field of infrastructure construction in the world, but its application in China is limited. This paper reviews the current research situation and development trend of cost management under EPC management mode and EPC mode at home and abroad, introduces the management theory of EPC general contract mode, and analyzes the main methods and advantages of engineering cost management under EPC mode. Then, the paper analyzes the main process, main links and related problems of cost management under the traditional project management mode. According to the different management links of distribution network customer engineering project construction, this paper compares the EPC management mode with the traditional project cost management mode. This paper mainly analyzes the main factors that affect the project cost management in the different links of the project management of the distribution network customer engineering, and puts forward the effective measures to manage the project cost. Finally, relying on the case of distribution network customer engineering project in area B, through qualitative analysis and quantitative calculation, the different components of customer engineering cost under the EPC management mode and the traditional management mode are analyzed in detail. This paper analyzes how to manage the cost of distribution network customer engineering project in order to meet the requirements of current investors on the project cost management of distribution network customer engineering construction project, and to improve the quality and level of distribution network service as an infrastructure. The research results in this paper are helpful to improve the cost management level of distribution network customer construction projects, reduce the risk of cost management in the process of project implementation, and put forward constructive suggestions on the distribution network projects in which customers invest in construction. It has certain reference significance to carry out the construction cost of power distribution facilities.
【學(xué)位授予單位】：華北電力大學(xué)(北京)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.61;TU723.3

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 伊力亞爾·莫合塔爾;林宏澤;;信息技術(shù)在工程造價(jià)計(jì)算與管理中的應(yīng)用——以BIM技術(shù)為例[J];商;2016年27期

2 李游;;EPC-工程管理新模式[J];中華建設(shè);2016年02期

3 劉運(yùn)思;;全面預(yù)算控制下110kV昌教輸變電工程項(xiàng)目的造價(jià)控制措施分析[J];通訊世界;2016年04期

4 臧侃;;國(guó)際EPC項(xiàng)目合同管理的研究[J];價(jià)值工程;2016年05期

5 鄭大進(jìn);;淺析火電施工EPC項(xiàng)目安全管理[J];企業(yè)技術(shù)開(kāi)發(fā);2016年05期

6 鄭毓;;EPC總承包項(xiàng)目的進(jìn)度管理[J];山東工業(yè)技術(shù);2016年04期

7 呂丹;;設(shè)計(jì)階段造價(jià)咨詢單位的工程造價(jià)控制解析[J];信息化建設(shè);2016年02期

8 王繼源;苗捷;王乾;馬沖;;國(guó)際EPC工程項(xiàng)目投標(biāo)報(bào)價(jià)的思考[J];經(jīng)濟(jì)研究導(dǎo)刊;2016年05期

9 張愛(ài)春;張婉君;;EPC總承包項(xiàng)目的成本控制措施剖析[J];化工管理;2016年05期

10 鐘金昕;;政府投資建設(shè)項(xiàng)目全過(guò)程造價(jià)控制實(shí)例分析[J];經(jīng)營(yíng)管理者;2016年03期

，

本文編號(hào)：2444307