本文關(guān)鍵詞： 房地產(chǎn) 成本管理 商業(yè)綜合體　出處：《華南理工大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：成本控制是房地產(chǎn)開(kāi)發(fā)管理中的一項(xiàng)重要內(nèi)容，涉及到整個(gè)房地產(chǎn)從招投標(biāo)到竣工驗(yàn)收到售后服務(wù)階段的全過(guò)程。因此實(shí)施好房地產(chǎn)的成本控制對(duì)房地產(chǎn)的投資及效益的意義至關(guān)重大�，F(xiàn)如今房地產(chǎn)呈現(xiàn)出鮮明的特點(diǎn)，比如資金量大、風(fēng)險(xiǎn)大、附加值高、產(chǎn)業(yè)關(guān)聯(lián)性強(qiáng)等。對(duì)于房地產(chǎn)企業(yè)來(lái)說(shuō)，如果想要在市場(chǎng)競(jìng)爭(zhēng)中占領(lǐng)優(yōu)勢(shì)地位、獲得經(jīng)濟(jì)效益，提高企業(yè)成本控制水平從而實(shí)現(xiàn)成本的有效控制成為一條必經(jīng)之路。對(duì)于房地產(chǎn)行業(yè)的一個(gè)特殊的分支，商業(yè)綜合體項(xiàng)目在成本控制方面，要求將更高，成本控制工作面更廣，商業(yè)綜合體項(xiàng)目包括的業(yè)態(tài)多，成本控制不再是一個(gè)增減的問(wèn)題，而是要對(duì)整個(gè)項(xiàng)目進(jìn)行平衡，不再是僅關(guān)注工程建造成本，而是要關(guān)注整個(gè)項(xiàng)目的現(xiàn)金流。 本文詳細(xì)分析了漳州碧湖萬(wàn)達(dá)廣場(chǎng)項(xiàng)目的整個(gè)開(kāi)發(fā)管理方案，結(jié)合這一具體案例討論如何利用商業(yè)綜合體項(xiàng)目成本管理的方法，實(shí)現(xiàn)建筑開(kāi)發(fā)企業(yè)的盈利，從而使企業(yè)保持長(zhǎng)久的市場(chǎng)競(jìng)爭(zhēng)力。分析該開(kāi)發(fā)企業(yè)存在一定管理問(wèn)題，尤其是在成本管理這一塊更加明顯，比如成本控制的思想比較滯后，在成本控制時(shí)條理不清晰，對(duì)成本的控制沒(méi)能形成完整的系統(tǒng)，還有就是成本管理的方法沒(méi)能得到良好的貫徹執(zhí)行。實(shí)際案例分析發(fā)現(xiàn)目標(biāo)成本與實(shí)際成本的差異是31583萬(wàn)元，占實(shí)際總成本的8.81%。導(dǎo)致差額的主要原因是設(shè)計(jì)變更、工程變更以及供應(yīng)材料價(jià)格波動(dòng)，以節(jié)約費(fèi)用為指標(biāo)總結(jié)出工程成本管理經(jīng)驗(yàn)是增強(qiáng)相關(guān)部門溝通，可以降低收費(fèi)標(biāo)準(zhǔn)，可以減少土地以及手續(xù)相關(guān)費(fèi)用；引入競(jìng)爭(zhēng)機(jī)制充分競(jìng)價(jià)，優(yōu)化設(shè)計(jì)方案，，方案之間進(jìn)行橫縱向的對(duì)比，減少冗余量、限額設(shè)計(jì)，選擇性價(jià)比最好的方案；加強(qiáng)管控，提前預(yù)控，并入施工圖審查同時(shí)進(jìn)行，防止因施工圖已經(jīng)開(kāi)始施工修改設(shè)計(jì)造成的不必要浪費(fèi)。此項(xiàng)目取得的效益有節(jié)約了目標(biāo)成本的8.1%，并且工程質(zhì)量和工期未受影響。該項(xiàng)分析結(jié)論和成果對(duì)今后類似工程項(xiàng)目的成本控制可以提供一定的參考借鑒價(jià)值。
[Abstract]:Cost control is an important part of real estate development management. It involves the whole process of the whole real estate from bidding to completion acceptance and acceptance to after-sales service. Therefore, it is very important to implement the cost control of real estate to the investment and benefit of real estate. The characteristics of Ming. For example, large amount of capital, high risk, high added value, strong industrial relevance, etc. For real estate enterprises, if want to occupy the dominant position in the market competition, obtain economic benefits. To improve the level of cost control in order to achieve effective cost control has become the only way. For a special branch of the real estate industry, commercial complex projects in cost control, the requirements will be higher. The cost control face is wider, the commercial complex project includes a lot of business forms, cost control is no longer a problem of increase or decrease, but to balance the whole project, not only focus on the construction cost. Instead, focus on the cash flow of the project as a whole. This paper analyzes the whole development and management scheme of Zhangzhou Bihu Wanda Square project in detail, and discusses how to use the cost management method of commercial complex project to realize the profit of the construction development enterprise. In order to make the enterprise maintain long-term market competitiveness. Analysis of the development of the enterprise there are certain management problems, especially in the cost management is more obvious, such as the idea of cost control is lagging behind. When the cost control is not clear, the cost control can not form a complete system. The actual case analysis shows that the difference between the target cost and the actual cost is 315.83 million yuan. Account for 8.81% of the actual total cost. The main reasons for the difference are design changes, engineering changes and price fluctuations in the supply materials. In order to reduce the cost, the author summarizes the experience of project cost management is to strengthen the communication between the relevant departments, to reduce the charge standard, to reduce the land and formation-related costs; The competitive mechanism is introduced, the optimal design scheme is optimized, the horizontal and vertical comparison between the schemes is carried out, the redundancy is reduced, the quota design is limited, and the best cost-effective scheme is selected. Strengthen control, advance control, incorporate construction drawings review at the same time, to prevent unnecessary waste caused by construction drawings have been started to modify the design. The benefits of this project have saved 8.1% of the target cost. And the quality and duration of the project are not affected. The conclusion and results of the analysis can provide some reference value for the cost control of similar projects in the future.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：TU723.3

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 王貴龍;房地產(chǎn)開(kāi)發(fā)工程項(xiàng)目成本造價(jià)在各階段之預(yù)控[J];安徽建筑;2002年01期

2 覃曉艷,王玉紅,何耀菊,吳立平;目標(biāo)成本管理在房地產(chǎn)開(kāi)發(fā)企業(yè)中的應(yīng)用[J];長(zhǎng)春大學(xué)學(xué)報(bào);2005年03期

3 張保成;基于信息化的房地產(chǎn)業(yè)成本控制戰(zhàn)略[J];上海經(jīng)濟(jì)研究;2004年08期

4 張麗,李啟明;基于供應(yīng)鏈管理的房地產(chǎn)開(kāi)發(fā)企業(yè)成本控制研究[J];建筑管理現(xiàn)代化;2004年06期

5 單良;祁神軍;;二維動(dòng)態(tài)房地產(chǎn)供應(yīng)鏈管理[J];價(jià)值工程;2006年01期

6 楊東;房地產(chǎn)開(kāi)發(fā)企業(yè)供應(yīng)鏈管理探析[J];建筑經(jīng)濟(jì);2005年11期

7 李巋;張建成;;房地產(chǎn)開(kāi)發(fā)企業(yè)開(kāi)發(fā)項(xiàng)目成本的降低途徑[J];建筑市場(chǎng)與招標(biāo)投標(biāo);2006年04期

8 籍利民;淺談房地產(chǎn)企業(yè)工程造價(jià)的全面管理[J];科技情報(bào)開(kāi)發(fā)與經(jīng)濟(jì);2001年05期

9 馮偉;論房地產(chǎn)開(kāi)發(fā)項(xiàng)目全面成本管理與控制[J];四川建筑;2005年05期

10 李達(dá)照;;淺談房地產(chǎn)開(kāi)發(fā)項(xiàng)目管理的成本控制[J];四川建材;2006年02期

本文編號(hào)：1460025