本文關(guān)鍵詞： 亞泰瀾公館 成本管理 優(yōu)化 保障措施　出處：《中南大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：摘要：我國的房地產(chǎn)行業(yè)發(fā)展時間較短,房地產(chǎn)企業(yè)的管理還比較粗放,同時我國房地產(chǎn)企業(yè)的發(fā)展和壯大有其獨特的過程和特點,隨著房地產(chǎn)市場發(fā)展日益成熟和市場競爭的日趨激烈,房地產(chǎn)企業(yè)對開發(fā)成本的管理與控制能力的關(guān)注度也將越來越高。天津亞泰蘭海投資有限公司想要通過管理的轉(zhuǎn)型,由粗放經(jīng)營向集約經(jīng)營型的轉(zhuǎn)變,從而提高經(jīng)營效益,就必須高度重視其成本管理工作。要想在微利時代的競爭中獲得優(yōu)勢,天津亞泰公司必須苦練內(nèi)功,找到適合的成本管理方法,以成本管理能力為企業(yè)核心能力的重要組成部分。 本文以天津亞泰蘭海投資有限公司的瀾公館項目為例,首先介紹房地產(chǎn)的發(fā)展背景,分析了本文選題的意義以及相關(guān)文獻(xiàn)綜述。其次,對房地產(chǎn)開發(fā)項目成本管理領(lǐng)域的相關(guān)理論基礎(chǔ)進(jìn)行了介紹,包括成本管理理論、房地產(chǎn)企業(yè)的成本構(gòu)成、成本影響因素以及我國房地產(chǎn)成本管理現(xiàn)狀等。之后,結(jié)合亞泰蘭海瀾公館項目的成本管理現(xiàn)狀,找出該公司項目成本管理中存在的問題,主要包括：在選、立項階段,亞泰蘭海項目公司缺少更加全面的項目可行性分析和成本精細(xì)測算；在設(shè)計階段,亞泰蘭海項目公司沒有正確處理好技術(shù)與經(jīng)濟(jì)的對立統(tǒng)一關(guān)系,甚至較少過問設(shè)計方案的經(jīng)濟(jì)合理性；在施工階段,亞泰蘭海項目公司施工順序安排欠合理、招投標(biāo)程序不規(guī)范；在竣工結(jié)算階段,亞泰蘭海項目公司驗收過于草率,遺留質(zhì)量問題比較多,成本控制不合理。最后,結(jié)合所學(xué)的相關(guān)理論知識和多年房地產(chǎn)項目成本管理工作實踐,有針對性的就瀾公館地產(chǎn)項目成本管理方案進(jìn)行優(yōu)化設(shè)計：選、立項階段,要重點控制土地成本,加強人力資源管理的規(guī)范性；設(shè)計階段,要強化設(shè)計階段成果審核,落實成本效益觀念,用價值研究等主動控制的方法平衡產(chǎn)品設(shè)計和產(chǎn)品成本的協(xié)調(diào)關(guān)系；施工階段,要注重嚴(yán)格進(jìn)行工程招標(biāo)、合理安排施工順序、重視設(shè)計施工圖紙的交底會審工作、建立工程洽商制度、嚴(yán)格控制材料和設(shè)備價格、優(yōu)選法合理調(diào)整施工工藝；竣工階段,重點在于建立多重審核制度,采用高估冒算處罰制度,嚴(yán)格復(fù)核變更洽商及其執(zhí)行情況,認(rèn)真核查施工單位是否按圖施工 文章最后總結(jié)了本文的主要研究結(jié)論,并就下一步研究的方向進(jìn)行了闡述和展望。
[Abstract]:Abstract: the development of the real estate industry in our country is short, the management of the real estate enterprise is still extensive, and the development and expansion of the real estate enterprise in our country has its unique process and characteristics. With the development of real estate market and the increasingly fierce market competition. Real estate enterprises will pay more and more attention to the management and control of development cost. Tianjin Yatai Lanhai Investment Co., Ltd. wants to change from extensive management to intensive management through the transformation of management. In order to improve the operating efficiency, we must attach great importance to its cost management work. In order to gain the advantage in the competition in the era of small profit, Tianjin Yatai Company must practice its internal work and find the appropriate cost management method. The cost management ability is an important part of the core competence of the enterprise. This paper takes the Lankongguan project of Tianjin Yatai Lanhai Investment Co., Ltd as an example, firstly introduces the background of the development of real estate, analyzes the significance of this topic and related literature review. Secondly. This paper introduces the related theories in the field of cost management of real estate development projects, including the cost management theory and the cost composition of real estate enterprises. After that, combined with the current situation of cost management in Yatai Lan Hailan residence project, we find out the existing problems in the project cost management of the company, mainly including: in the selection. In the stage of project establishment, the Yatai-Lanhai Project Company lacks more comprehensive project feasibility analysis and detailed cost calculation. In the design stage, the Yatai Lanhai Project Company has not correctly handled the unity of opposites between technology and economy, and even less concerned about the economic rationality of the design plan. In the construction stage, the construction sequence of Yatai-Lanhai Project Company is not reasonable, and the bidding procedure is not standard. In the completion and settlement stage, the acceptance of the Yatai-Lanhai project company is too hasty, there are many quality problems left behind, and the cost control is unreasonable. Finally. Combined with the relevant theoretical knowledge and many years of real estate project cost management practice, targeted to the Lan Gong Guan real estate project cost management program optimization design: select, project stage. We should focus on controlling land cost and strengthening the standardization of human resource management; In the design stage, we should strengthen the results audit in the design stage, implement the cost-benefit concept, and balance the coordination relationship between the product design and the product cost by the method of active control, such as value research. In the construction stage, we should pay attention to the strict bidding of the project, arrange the construction sequence reasonably, attach importance to the examination and examination of the design and construction drawings, establish a negotiation system for the project, and strictly control the price of materials and equipment. The optimum method adjusts the construction technology reasonably; At the completion stage, the key point is to establish a multiple audit system, adopt the system of overvaluation and punishment, strictly review the negotiation of changes and their implementation, and carefully verify whether the construction unit is in accordance with the construction plan or not. Finally, this paper summarizes the main research conclusions, and the next research direction is described and prospected.
【學(xué)位授予單位】：中南大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F299.233.42

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