本文選題：八冶集團(tuán) + 國際工程項(xiàng)目　； 參考：《蘭州大學(xué)》2015年碩士論文

【摘要】：國際工程承包是我國在經(jīng)濟(jì)全球化進(jìn)程中開展工程承包的一種新方式,它集商品、資本、技術(shù)、勞務(wù)、服務(wù)、管理輸出于一體,我國實(shí)施“走出去”戰(zhàn)略的主要是指開展國際工程承包活動(dòng)。八冶建設(shè)集團(tuán)有限公司作為國內(nèi)建筑、冶金行業(yè)的優(yōu)秀總承包商之一,在經(jīng)濟(jì)全球化的今天,實(shí)施“走出去”戰(zhàn)略,開拓國際市場和開展國際經(jīng)營,也是公司發(fā)展的必然選擇和重要方向。在企業(yè)進(jìn)入國際市場初期,由于缺乏國際工程項(xiàng)目的管理經(jīng)驗(yàn)和科學(xué)合理的管理模式,導(dǎo)致企業(yè)國際工程項(xiàng)目運(yùn)營存在許多困難和問題�；谏鲜霈F(xiàn)狀,對國際工程項(xiàng)目管理模式進(jìn)行研究,從而準(zhǔn)確把握企業(yè)在國際工程項(xiàng)目管理中的理論依據(jù)與手段,構(gòu)建科學(xué)合理、符合企業(yè)實(shí)際狀況的國際工程項(xiàng)目管理模式對于八冶集團(tuán)的意義十分重大。隨著工程項(xiàng)目國際化趨勢日益顯著,其管理模式也由單一的傳統(tǒng)建設(shè)模式逐漸發(fā)展成為混合模式共同存在于促進(jìn)的現(xiàn)狀。本文重點(diǎn)通過對工程項(xiàng)目管理模式的國際運(yùn)營進(jìn)行分析討論,得出適應(yīng)現(xiàn)有企業(yè)發(fā)展環(huán)境的應(yīng)用框架與管理體系和手段,旨在提高在國際市場中項(xiàng)目建設(shè)者的核心競爭能力。本文通過歸納理論成果、專項(xiàng)案例討論、定向數(shù)據(jù)分析、最終成果比較分析等方法,在查閱一定有關(guān)文獻(xiàn)的基礎(chǔ)上,分別對工程項(xiàng)目國際管理形式在基本概念、深度內(nèi)涵及顯著特點(diǎn)上做出了明確的劃分與分析；然后分析了八冶建設(shè)集團(tuán)有限公司拓展國際工程項(xiàng)目的宏觀環(huán)境,總結(jié)了企業(yè)國際工程項(xiàng)目開發(fā)現(xiàn)狀和國際工程項(xiàng)目管理中存在的七個(gè)問題,即企業(yè)國際化程度和品牌知名度較低：管理體制缺乏活力,制約國際市場的拓展：組織結(jié)構(gòu)不合理,企業(yè)管理模式落后：項(xiàng)目風(fēng)險(xiǎn)管理薄弱,缺乏有效的風(fēng)險(xiǎn)管理體系：缺少高素質(zhì)高層次的復(fù)合型人才缺乏必要的制度規(guī)范和業(yè)務(wù)流程：缺少財(cái)務(wù)信息的溝通與反饋。其中最突出的是在組織結(jié)構(gòu)、管理模式等方面,國際工程項(xiàng)目管理不合理以及落后的問題。同時(shí),論文針對當(dāng)前國際通用的工程項(xiàng)目管理模式的特點(diǎn)、優(yōu)缺點(diǎn)及適用性等內(nèi)容進(jìn)行整合分析與比較,構(gòu)建并設(shè)計(jì)了企業(yè)未來進(jìn)行國際工程項(xiàng)目管理的基本模式和管理體系,戰(zhàn)略上成為技術(shù)密集型、管理密集型、資金密集型的國際化EPC(設(shè)計(jì)一采購一施工)工程公司,最后針對強(qiáng)化認(rèn)識(shí)、設(shè)計(jì)管理、采購管理、施工技術(shù)創(chuàng)新管理、人才培養(yǎng)與管理、風(fēng)險(xiǎn)防范與管理、融資渠道、突發(fā)事件應(yīng)急管理等內(nèi)容,提出了企業(yè)在應(yīng)用以F.PC為主導(dǎo)的管理模式中的八大實(shí)施策略。本文最大的創(chuàng)新點(diǎn)與亮點(diǎn)在于通過時(shí)已有的國際工程項(xiàng)目管理模式的理論和大型工程公司的實(shí)踐分析,針對八冶集團(tuán)的實(shí)際狀況及未來的發(fā)展方向,對處于起步階段的欠發(fā)達(dá)地區(qū)的工程公司的實(shí)踐管理問題做出新的探索。
[Abstract]:International project contracting is a new way for our country to carry out project contracting in the process of economic globalization. It integrates commodity, capital, technology, labor, service, management and export. China's implementation of the "going out" strategy mainly refers to the development of international project contracting activities. Eight Metallurgical Construction Group Co., Ltd., as one of the outstanding general contractors in the domestic construction and metallurgical industry, has implemented the "going out" strategy, opening up the international market and carrying out international operations in today's economic globalization. It is also the inevitable choice and important direction of the development of the company. At the beginning of the enterprise entering the international market, there are many difficulties and problems in the operation of the international engineering project because of the lack of management experience and scientific and reasonable management mode of the international engineering project. Based on the above situation, this paper studies the mode of international engineering project management, so as to accurately grasp the theoretical basis and means of enterprise in international engineering project management, and build a scientific and reasonable project management model. The international engineering project management model in line with the actual situation of the enterprise is of great significance to Baxe Group. With the trend of project internationalization becoming more and more obvious, its management mode has gradually developed from a single traditional construction mode to a mixed mode and co-existed in the status quo of promotion. Based on the analysis and discussion of the international operation of the project management mode, this paper obtains the application framework and management system and means adapted to the existing enterprise development environment, aiming at improving the core competitive ability of the project builders in the international market. In this paper, through the induction of theoretical results, special case discussions, directional data analysis, final results comparative analysis and other methods, on the basis of consulting certain relevant literature, respectively, on the basis of the basic concepts of the international management form of engineering projects, The deep connotation and prominent characteristics are clearly divided and analyzed, and then the macro environment of the eight Metallurgical Construction Group Co., Ltd to expand international engineering projects is analyzed. This paper summarizes the present situation of enterprise international engineering project development and seven problems existing in international engineering project management, that is, the degree of internationalization of enterprise and the low reputation of brand: the lack of vitality of management system, the restriction of the expansion of international market, and the unreasonable organizational structure. The enterprise management mode is backward: project risk management is weak, lack of effective risk management system, lack of high quality and high level complex talents, lack of necessary system and business process, lack of communication and feedback of financial information. Among them, the most outstanding problems are the unreasonable and backward management of international engineering projects in the aspects of organization structure and management mode. At the same time, the paper analyzes and compares the characteristics, advantages and disadvantages and applicability of the current international project management model, constructs and designs the basic model and management system of international project management in the future. Strategically, it becomes an international EPC engineering company, which is technology-intensive, management-intensive and capital-intensive. Finally, it aims at strengthening understanding, design management, purchasing management, construction technology innovation management, talent training and management. In the aspects of risk prevention and management, financing channel, emergency management and so on, this paper puts forward eight implementation strategies in the application of F.PC management mode. The greatest innovation and bright spot of this paper lies in the theory of international engineering project management mode and the practical analysis of large engineering company, aiming at the actual situation and future development direction of Ba Ye Group. This paper makes a new exploration on the practical management of the engineering companies in the underdeveloped areas in the initial stage.
【學(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F752.68

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 李睿;;論工程監(jiān)理制度與工程總承包制度[J];大眾科技;2006年02期

2 曾哲;;設(shè)計(jì)院轉(zhuǎn)向工程公司的四種發(fā)展路徑選擇[J];中國工程咨詢;2006年10期

3 安志軍;國際工程承包企業(yè)的管理信息系統(tǒng)建設(shè)[J];國際經(jīng)濟(jì)合作;2001年12期

4 謝軍;;基于企業(yè)國際經(jīng)驗(yàn)的國外市場選擇和進(jìn)入模式研究[J];國際貿(mào)易問題;2007年01期

5 任紅梅;國際工程EPC項(xiàng)目總承包的進(jìn)度計(jì)劃管理[J];建筑;2003年06期

6 劉建麗;;戰(zhàn)略因素影響下的企業(yè)海外市場進(jìn)入模式選擇[J];經(jīng)濟(jì)管理;2009年01期

7 徐蓉,王旭峰 ,徐偉;CM模式在實(shí)際工程應(yīng)用中的幾個(gè)問題[J];建筑技術(shù);2002年01期

8 吳必龍;郭京;;論轉(zhuǎn)變我國工程項(xiàng)目的管理模式[J];建筑經(jīng)濟(jì);2006年04期

9 何謙;余威;;影響中國企業(yè)國際市場進(jìn)入模式選擇的因素分析——以出口模式與對外投資模式為例[J];商場現(xiàn)代化;2006年05期

10 呂文學(xué);入世后國際工程公司的經(jīng)營策略[J];天津大學(xué)學(xué)報(bào)(社會(huì)科學(xué)版);2001年02期

相關(guān)碩士學(xué)位論文 前2條

1 翟廣星;建設(shè)工程項(xiàng)目管理模式的對比分析與研究[D];鄭州大學(xué);2004年

2 楊志輝;中冶長天國際工程項(xiàng)目拓展模式研究[D];中南大學(xué);2007年

，

本文編號：1902675