本文關(guān)鍵詞： 造價(jià)管理 不平衡報(bào)價(jià) 招標(biāo)控制價(jià) 過(guò)程控制 變更　出處：《西南交通大學(xué)》2014年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：本文以我國(guó)最新的建設(shè)工程造價(jià)管理理論為基礎(chǔ),結(jié)合某綜合辦公樓從策劃籌建至竣工驗(yàn)收全過(guò)程中的實(shí)際造價(jià)管理工作,收集來(lái)自建設(shè)單位、設(shè)計(jì)單位、施工單位、造價(jià)咨詢單位的真實(shí)資料。結(jié)合理論對(duì)該項(xiàng)目全過(guò)程造價(jià)管理中的亮點(diǎn)和不足之處進(jìn)行分析,總結(jié)經(jīng)驗(yàn)。在目前的招投標(biāo)體制下,經(jīng)評(píng)審的最低投標(biāo)價(jià)法是大多數(shù)常規(guī)工程采用的評(píng)標(biāo)方法,在市場(chǎng)競(jìng)爭(zhēng)激烈的情況下施工單位為了獲取中標(biāo)的機(jī)會(huì),往往在投標(biāo)時(shí)不計(jì)成本的報(bào)低價(jià),而這有可能導(dǎo)致在未來(lái)的施工中無(wú)利可圖,為了保證低價(jià)同時(shí)又能獲得最大收益,不平衡報(bào)價(jià)成為大多數(shù)施工單位投標(biāo)報(bào)價(jià)時(shí)常用的手段,體現(xiàn)為時(shí)間不平衡和工程量不平衡,但這兩種不平衡如何結(jié)合,不平衡度如何把握,施工單位在取定時(shí)沒(méi)有定量的研究,而是根據(jù)自己的經(jīng)驗(yàn)大概取定調(diào)整范圍,這顯然不利于確定最優(yōu)報(bào)價(jià)。準(zhǔn)確的方法是建立數(shù)學(xué)模型,把數(shù)據(jù)定量的輸入到模型中,通過(guò)Matlab或Lingo等軟件進(jìn)行數(shù)值分析得到最優(yōu)解。當(dāng)然,數(shù)據(jù)的定量需要科學(xué)的利用資金時(shí)間價(jià)值以及準(zhǔn)確的判斷工程量的增減,這很大程度上依賴于投標(biāo)人的工程經(jīng)驗(yàn)。若是能把經(jīng)驗(yàn)和理論計(jì)算結(jié)合,不平衡報(bào)價(jià)就能最大限度的保證中標(biāo)以及在未來(lái)取得理想的收益。某綜合辦公樓委托A咨詢公司制招標(biāo)控制價(jià)、招標(biāo)清單,在審核后總結(jié)出編制過(guò)程中值得注意的問(wèn)題,提出解決的辦法。在投標(biāo)過(guò)程中出現(xiàn)很多使用不平衡報(bào)價(jià)的投標(biāo)書(shū),并且通過(guò)了評(píng)審。建設(shè)單位得知后對(duì)評(píng)審結(jié)果進(jìn)行了分析,提出質(zhì)疑并向主管部門(mén)提出投訴,進(jìn)行了二次評(píng)標(biāo)最終選出中標(biāo)單位。總結(jié)這兩次評(píng)標(biāo)中的問(wèn)題和教訓(xùn),為以后的招評(píng)標(biāo)工作吸取經(jīng)驗(yàn)。施工過(guò)程中引入B咨詢公司(簡(jiǎn)稱過(guò)控單位)配合建設(shè)單位進(jìn)行全過(guò)程造價(jià)控制,確定了工程變更的具體程序和方法,建立了一套完整的控制變更大量產(chǎn)生及費(fèi)用失控的措施制度。本文運(yùn)用理論聯(lián)系實(shí)際的方法對(duì)上述內(nèi)容進(jìn)行探討和研究,為不斷改進(jìn)和完善我國(guó)現(xiàn)階段的造價(jià)管理工作提供可行的方法和建議。
[Abstract]:Based on the latest construction cost management theory of our country and the actual cost management work of a comprehensive office building from the planning to the completion and acceptance, this paper collects information from construction units, design units and construction units. The real data of the cost consulting unit. Combined with the theory to analyze the bright spot and the deficiency in the whole process cost management of the project, sum up the experience. Under the present bidding system, The lowest bid price method is used in most conventional projects. In the case of fierce market competition, in order to obtain the chance of winning the bid, the construction unit often offers a low price regardless of the cost when bidding. This may lead to unprofitable construction in the future. In order to ensure the low price and the maximum profit, the unbalanced quotation becomes the most common means in the bidding of most construction units, which is reflected in the imbalance of time and the quantity of the project. But how to combine these two kinds of imbalances, how to grasp the degree of imbalance, the construction unit has not quantitatively studied the timing of the acquisition, but based on its own experience, it has roughly determined the range of adjustment. This is obviously not conducive to determining the optimal quotation. The exact method is to set up a mathematical model, to input the data quantitatively into the model, and to get the optimal solution by numerical analysis through software such as Matlab or Lingo. The quantification of the data requires the scientific use of the time value of the capital and the accurate judgment of the increase or decrease of the project quantity, which depends to a large extent on the engineering experience of the bidder. If the experience can be combined with the theoretical calculation, An unbalanced quotation can maximize the guarantee of winning the bid and achieve an ideal return in the future. A certain comprehensive office building entrusts A consulting company system to bid, control the price, the tender list, and, after examination and examination, sums up the problems that deserve attention in the process of compiling. Put forward a solution. During the bidding process, there were many tenders using unbalanced quotation, and they passed the evaluation. After the construction unit was informed, the evaluation results were analyzed, questioned and complained to the competent authorities. A second bid evaluation was conducted to select the winning unit. The problems and lessons learned from these two bids were summarized. In the construction process, B consulting company (referred to as overcontrol unit) was introduced to cooperate with the construction unit to carry out the whole process cost control, and the specific procedure and method of engineering change were determined. A complete set of measures to control the large number of changes and cost runaway are established. This paper discusses and studies the above contents by using the method of combining theory with practice. It provides feasible methods and suggestions for improving and perfecting the cost management of our country at the present stage.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：TU723.3

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