發(fā)布時間：2018-05-04 17:20

  本文選題：海外EPC + 工程總承包��； 參考：《中國海洋大學(xué)》2013年碩士論文

【摘要】：改革開放以來,中國建筑業(yè)獲得了較大發(fā)展,但同時也面臨著行業(yè)內(nèi)同質(zhì)化競爭加劇和利潤下滑的問題。尤其是我國加入WTO以來,中國建筑市場更是融入到國際市場的一部分,這意味著國內(nèi)建筑業(yè)又要面臨來自國際工程承包商的挑戰(zhàn)。 從目前的國際工程承包市場看,EPC工程總承包模式已變成國際承發(fā)包市場的主流模式,來自歐美日等國家的大型國際承包商借助該模式,憑借其強大的投融資能力、雄厚的技術(shù),高端信息化的管理手段,靈活的組織架構(gòu)、超前的抗風(fēng)險能力,牢牢占據(jù)著國際高端建筑市場。而對中國大型施工企業(yè)而言,由于體制等諸多方面的原因,基本仍主要采用設(shè)計與施工分離的施工總承包模式,大大限制了我國大型企業(yè)參與國際市場的競爭。近年來政府部門頒布了一系列法規(guī)來推動、鼓勵施工企業(yè)開展工程總承包業(yè)務(wù),以中建、中鐵建、中鐵等為首的國內(nèi)特大型的建筑企業(yè)也在嘗試采用EPC總承包的模式參與到國際建筑市場的競爭中,而且規(guī)模不斷擴大,但是從經(jīng)濟效益的角度,對比國外的工程總承包商還有很大的差距,本文旨在通過對EPC總承包概念、相關(guān)模式對比,國內(nèi)體制制約等分析,結(jié)合相關(guān)理論及近年來我國大型施工企業(yè)開展海外EPC總承包實踐,從宏觀和微觀相結(jié)合的角度,提出改善EPC工程總承包模式的外部體制環(huán)境策略,以及企業(yè)自身搭建起與海外EPC總承包模式相適應(yīng)的集團戰(zhàn)略、業(yè)務(wù)職能完善、具體項目管理的策略,期望能夠為大型施工企業(yè)成功開展海外EPC工程總承包業(yè)務(wù)起到一定的參考作用。 本文的研究共分為六部分,第一部分是前言,主要介紹選題的背景及意義,國內(nèi)外的研究現(xiàn)狀,主要的研究思路,研究內(nèi)容,提出本文研究的創(chuàng)新點；第二部分是EPC工程總承包模式的概念及特征分析。通過EPC工程總承包模式的概念及特征分析,指出這種承包模式對業(yè)主及承包商的雙層優(yōu)勢,同時與傳統(tǒng)施工總承包模式對比分析,提出EPC工程總承包的優(yōu)勢。本部分與第四、第五部分是本論文的重點。第三部分是通過對國內(nèi)外建筑市場的分析,指出我國大型施工企業(yè)向EPC工程總承包模式發(fā)展是其成長及壯大的必由之路。通過分析國際建筑市場發(fā)展現(xiàn)狀,國際主流承包模式,進而分析國內(nèi)大型施工企業(yè)與國際建筑承包商在國際市場份額及工程承包模式的差異,指出我國大型施工企業(yè)發(fā)展工程總承包模式是其發(fā)展壯大的必由之路；第四部分主要是簡單介紹我國大型施工企業(yè)近年來開展海外EPC工程總承包的典型案例,指出問題點；第五部分是針對第四部分提出的問題點,通過分析、歸納、提出相關(guān)策略,該部分重點從四個角度提出策略,其一,分析現(xiàn)行的法律體系的制約,提出改善政策法規(guī)環(huán)境的建議；其二,結(jié)合公司戰(zhàn)略管理理論提出建立與EPC相適應(yīng)的戰(zhàn)略體系及組織架構(gòu)策略；其三,完善與EPC業(yè)務(wù)相適應(yīng)的職能體系、投融資管理體系及國際通行EPC總承包商務(wù)合同體系管理；其四,從海外具體的EPC總承包項目管理角度,應(yīng)按照國際通用的PMBOK的理論框架,搭建項目管理體系,重點做好五大過程,九大內(nèi)容的項目管理工作；同時,通過積極采用信息化的管理軟件等提升項目的管理水平及管理效率；第六部分為結(jié)論與啟示。 本文的創(chuàng)新點體現(xiàn)在,其一,在前人研究成果的基礎(chǔ)上,以宏觀和微觀相結(jié)合的方式,一方面從企業(yè)開展海外EPC所面臨的國內(nèi)成長環(huán)境及企業(yè)自身戰(zhàn)略、業(yè)務(wù)職能的強化、以及投融資能力等宏觀角度提出策略,另一方面,結(jié)合具體案例提出微觀項目管理層面強化項目管理策略。其二,借助國外先進的管理理論結(jié)合我國大型施工企業(yè)開展海外EPC總承包的實踐,確保提出的策略更具有可操作性和實際的指導(dǎo)意義。
[Abstract]:Since the reform and opening up, China's construction industry has gained great development, but it also faces the problem of intensifying competition and declining profit in the industry, especially since China's entry into the WTO, the Chinese construction market is part of the international market, which means the domestic construction industry will face the challenge from the international engineering contractor.
From the current international project contracting market, the general contracting model of EPC engineering has become the mainstream model of international contract market. Large international contractors from countries such as Europe, America and Japan have the aid of the model, with its powerful investment and financing ability, strong technology, high-end information management, flexible organizational structure, and advanced anti risk ability. Force is firmly occupying the international high-end construction market. For the large construction enterprises in China, the main construction contract mode is mainly adopted by the separation of design and construction because of many aspects of the system, which greatly restricts the competition of large enterprises in China. In recent years, a series of regulations have been issued by the government departments. The construction enterprises are encouraged to carry out the general contract business of the project, and the large domestic construction enterprises, headed by China railway construction, China Railway Construction and China Railway, are also trying to participate in the competition of the international construction market by using the EPC general contract model, and the scale is expanding continuously. However, from the economic benefit point of view, the general contractor abroad has a large comparison. The purpose of this paper is to analyze the EPC general contract concept, the correlation model comparison, the domestic system restriction and so on. In the light of the related theories and the overseas EPC general contracting practice in recent years, this paper puts forward the external institutional environment strategy of improving the EPC project general contract mode, and the enterprise self. To build up the group strategy adapted to the overseas EPC general contract model, the perfect business function and the specific project management strategy, the expectation can play a certain reference role for the large construction enterprises to successfully carry out the overseas EPC project general contracting business successfully.
The research of this article is divided into six parts. The first part is the preface. It mainly introduces the background and significance of the topic, the status of the research at home and abroad, the main research ideas, the content of the research, and the innovation point of this paper. The second part is the concept and characteristic analysis of the EPC project general contracting model. The concept and characteristics of the general contract model of EPC engineering are adopted. Analysis, point out the double advantages of the contract model to the owner and the contractor, and compare with the traditional construction contract model, and put forward the advantages of EPC general contract. The fourth part and the fifth part are the key points of this paper. The third part is the analysis of the construction market at home and abroad, and points out that the large construction enterprises of our country to EPC workers. The development of the general contract mode is the only way for its growth and expansion. Through the analysis of the current situation of the international construction market and the international mainstream contract mode, the difference between the international market share and the project contracting mode of the large construction enterprises in China and the international construction contractors is analyzed, and the general contracting mode of the large construction enterprises in China is pointed out. It is the only way for its development and expansion; the fourth part mainly introduces the typical cases of the oversea EPC engineering general contracting in recent years in China's large construction enterprises and points out the problem points; the fifth part is the problem point put forward in the fourth part. Through analysis, induction, and proposing phase Guan Celve, this part puts forward the strategy from four angles. First, it analyzes the constraints of the current legal system and puts forward suggestions for improving the environment of policy and regulation. Secondly, combining the strategic management theory of the company, it puts forward the strategic system and organizational structure strategy adapted to the EPC, and thirdly, to perfect the functional system adapted to the EPC business, the investment and financing management system and the international general contract for the EPC contract. And system management; fourthly, from the perspective of the EPC general contracting project management abroad, the project management system should be built according to the international general PMBOK theory framework, and the five major processes and nine contents of the project management work are focused on. At the same time, the management level and management efficiency of the project should be improved by actively adopting the information management software. The sixth part is the conclusion and enlightenment.
On the basis of previous research results, on the basis of previous research results, on the one hand, on the one hand, the domestic growth environment and enterprise's own strategy, the strengthening of business function and the ability of investment and financing, on the other hand, are put forward on the other hand, on the other hand, on the basis of the combination of macro and micro, on the basis of the previous research results. The micro project management level strengthens the project management strategy. Secondly, with the help of foreign advanced management theory and the practice of carrying out the overseas EPC general contracting in China's large construction enterprises, the proposed strategy is more operable and practical.

【學(xué)位授予單位】：中國海洋大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F426.92;F752.68

【參考文獻】

相關(guān)期刊論文 前5條

1 符曜偉;北美大型建筑企業(yè)及工程承包市場——中國大型建筑企業(yè)家經(jīng)濟合作考察團考察報告摘要[J];國際經(jīng)濟合作;2004年06期

2 吳宇迪;王要武;廖秦明;;深度解析2010年ENR國際承包商225強[J];工程管理學(xué)報;2010年05期

3 紀(jì)凡榮;羅能鈞;O@同光;;總承包中的深化設(shè)計管理研究[J];建筑經(jīng)濟;2007年05期

4 蘇慧文;海爾管理變革:市場鏈與業(yè)務(wù)流程再造[J];南開管理評論;2001年01期

5 李福和;;建筑施工企業(yè)朝EPC業(yè)務(wù)模式轉(zhuǎn)型有多難?[J];建筑;2009年16期

，

本文編號：1843897