本文選題：EPC　切入點(diǎn)：海外電力　出處：《北京化工大學(xué)》2015年碩士論文

【摘要】：隨著全球經(jīng)濟(jì)一體化和平坦化的發(fā)展趨勢(shì),管理視野和經(jīng)濟(jì)模式被不斷拓展,國(guó)際項(xiàng)目管理隨之不斷演變。近年來,中國(guó)的工程企業(yè)以EPC的方式成功走出國(guó)門并參與國(guó)際競(jìng)爭(zhēng)的局面日益激烈,與此同時(shí),海外EPC項(xiàng)目也面臨著更多的風(fēng)險(xiǎn)和挑戰(zhàn)。EPC海外電力工程項(xiàng)目建設(shè)正在從單獨(dú)行為和作坊式的簡(jiǎn)單項(xiàng)目管理模式開始向國(guó)際化、現(xiàn)代化、系統(tǒng)化的模式發(fā)展,尤其是隨著國(guó)際工程公司和國(guó)外技術(shù)項(xiàng)目大量的進(jìn)入中國(guó)市場(chǎng),EPC海外電力工程項(xiàng)目管理也有望達(dá)到更高的水平,并將國(guó)際上先進(jìn)的項(xiàng)目管理方法理論和理念引入我國(guó)現(xiàn)有的海外電力工程項(xiàng)目至關(guān)重要。本文的具體研究,主要以A公司EPC海外電力工程項(xiàng)目的質(zhì)量管理為對(duì)象進(jìn)行案例分析,相對(duì)于傳統(tǒng)的施工承包,A公司海外EPC項(xiàng)目工程是一種紛繁復(fù)雜的系統(tǒng)工程,業(yè)主的管理跨度大,各獨(dú)立的承包商只對(duì)自己承包的工作負(fù)責(zé),不能實(shí)現(xiàn)設(shè)計(jì)、采購(gòu)、施工的聯(lián)動(dòng),在EPC模式對(duì)業(yè)主而言實(shí)現(xiàn)了對(duì)項(xiàng)目管理風(fēng)險(xiǎn)的轉(zhuǎn)移,作為承包人則在承擔(dān)更多的管理風(fēng)險(xiǎn)的同時(shí)有了更多的獲利空間。面對(duì)固定總價(jià)的海外EPC項(xiàng)目,如何在這三大階段中實(shí)現(xiàn)造價(jià)的控制,獲取最大利潤(rùn)是A公司面臨的重點(diǎn)和難點(diǎn)問題。因此,本文從戰(zhàn)略管理的角度出發(fā),根據(jù)戰(zhàn)略管理理論,并結(jié)合EPC海外項(xiàng)目管理及問題,主要對(duì)A公司戰(zhàn)略EPC項(xiàng)目管理現(xiàn)狀與存在的問題進(jìn)行分析,深析A公司海外EPC電力工程項(xiàng)目質(zhì)量目標(biāo)實(shí)現(xiàn)的影響因素、各個(gè)階段中產(chǎn)生的影響因素對(duì)質(zhì)量的影響以及戰(zhàn)略實(shí)施的方略,并通過對(duì)基于戰(zhàn)略EPC的質(zhì)量管理模式的分析,從戰(zhàn)略EPC組織構(gòu)架、質(zhì)量管理流程、質(zhì)量管理方法幾個(gè)方面重點(diǎn)闡述。最后,結(jié)合具體案例,提出EPC項(xiàng)目質(zhì)量管理的對(duì)策,主要包括：提高項(xiàng)目在設(shè)計(jì)階段的設(shè)計(jì)質(zhì)量、確保采購(gòu)物資有效的時(shí)間和合格的質(zhì)量、提升業(yè)主的管理理念、構(gòu)筑良好的外部環(huán)境、提升公司核心競(jìng)爭(zhēng)力等,從而實(shí)現(xiàn)公司利潤(rùn)的最大化。
[Abstract]:With the development trend of global economic integration and flatness, management vision and economic model have been continuously expanded, and international project management has evolved continuously in recent years. The situation of Chinese engineering enterprises successfully going abroad and participating in international competition by way of EPC is becoming increasingly fierce, at the same time, The overseas EPC project is facing more risks and challenges. The overseas electric power project construction is developing from the simple project management mode of individual behavior and workshop to the internationalization, modernization and systematization mode. In particular, with international engineering companies and foreign technology projects entering the Chinese market a large number of EPC overseas power engineering project management is also expected to reach a higher level. It is very important to introduce the international advanced project management theories and concepts into the existing overseas electric power engineering projects in China. This paper mainly focuses on the quality management of EPC overseas electric power engineering projects in company A as a case study. Compared with the traditional overseas EPC project of company A, it is a complicated and complicated system engineering. The owner's management span is large. Each independent contractor is only responsible for the work contracted by himself, and can not realize the linkage of design, procurement and construction. In the EPC mode, the project management risk is transferred to the owner, while the contractor takes more management risks and has more profit space. Facing the fixed total price of overseas EPC projects, How to realize the cost control in these three stages and how to obtain the maximum profit are the key and difficult problems faced by A Company. Therefore, from the angle of strategic management, according to the theory of strategic management, combined with EPC overseas project management and problems, This paper mainly analyzes the present situation and existing problems of strategic EPC project management in company A, and analyzes the influencing factors on the realization of quality objectives of overseas EPC power engineering projects in A company. Through the analysis of the quality management mode based on strategic EPC, this paper analyzes the organization structure and quality management process of strategic EPC. Finally, combining with specific cases, the paper puts forward the countermeasures of EPC project quality management, including: improving the design quality of the project in the design stage, ensuring the effective time and qualified quality of the purchasing materials, Improve the owner's management concept, build a good external environment, enhance the core competitiveness of the company, so as to maximize the profits of the company.
【學(xué)位授予單位】：北京化工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F273.2;F426.92

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