本文選題：商業(yè)地產(chǎn) + 工程索賠�。� 參考：《重慶交通大學(xué)》2014年碩士論文

【摘要】：過去十來年,中國房地產(chǎn)業(yè)涌入大量資本,其中投資住宅地產(chǎn)最受青睞。因為中國人受到傳統(tǒng)觀念的影響,注重“衣食住行”,大部分中國人都夢想擁有一套自己的住房,所以住宅地產(chǎn)有極大的市場空間。但是經(jīng)過十來年的高速發(fā)展,住宅地產(chǎn)開發(fā)的瓶頸已經(jīng)逐漸顯露出來。中國新一屆領(lǐng)導(dǎo)班子提出的轉(zhuǎn)型升級目標(biāo),中國龐大的拉動內(nèi)需計劃,真正涉及到的是服務(wù)業(yè),既零售業(yè)、餐飲業(yè)、娛樂業(yè)等,也就是我們所說的商業(yè)地產(chǎn)。而住宅地產(chǎn)則不然,住宅房地產(chǎn)市場正處在一個調(diào)整期,現(xiàn)在房價已經(jīng)觸頂,已經(jīng)沒有大多的上行空間。所以商業(yè)地產(chǎn)的政策利好因素仍將存在,中國的房地產(chǎn)行業(yè)新的突破和轉(zhuǎn)型勢在必行,商業(yè)地產(chǎn)是房地產(chǎn)轉(zhuǎn)型和突破的一個重要方向,今后10年商業(yè)地產(chǎn)蘊(yùn)含著巨大商機(jī)。目前我國商業(yè)地產(chǎn)業(yè)主工程索賠管理主要面臨法律法規(guī)不健全、索賠管理意識淡薄、對索賠概念普遍存在認(rèn)識模糊甚至錯誤的現(xiàn)象、索賠管理的理論研究落后、索賠經(jīng)驗與索賠實(shí)例資料的缺乏、索賠管理專業(yè)人員缺乏等問題。業(yè)主做好索賠管理,可以間接驅(qū)使承包商嚴(yán)格履行合同中約定的職責(zé),迫使其加大管理力度,主動提高工程項目管理水平,防止承包商索賠獲取不合理的超額利潤。更能警示承包商,使承包商在違約前三思違約后果,減少違約行為的發(fā)生。還可以使業(yè)主理清自身權(quán)利,正確行使合同、法律賦予的權(quán)利,規(guī)避索賠風(fēng)險,索取正當(dāng)權(quán)益,更好的管控項目。本文從商業(yè)地產(chǎn)業(yè)主角度出發(fā),全面分析了商業(yè)地產(chǎn)良好的發(fā)展現(xiàn)狀和前景。歸納總結(jié)了業(yè)主在索賠管理方面面臨的主要問題。確定了積極預(yù)防承包商索賠、積極反駁承包商索賠、積極主動提出索賠為三大業(yè)主索賠管理目標(biāo)。分析得出預(yù)防承包商索賠的最有效手段就是加強(qiáng)合同控制和加強(qiáng)變更管理。利用業(yè)主的主導(dǎo)地位,增強(qiáng)合同條款對于承包商的約束;加強(qiáng)設(shè)計管理和施工過程管理,減少工程變更,少給承包商索賠機(jī)會。并解析了實(shí)現(xiàn)索賠管理目標(biāo)的具體途徑。最后通過某寫字樓精裝飾工程施工實(shí)例,對商業(yè)地產(chǎn)項目業(yè)主工程索賠管理實(shí)現(xiàn)途徑進(jìn)行了全面具體分析。
[Abstract]:Over the past decade or so, China's real estate industry has flooded into capital, with residential property most favored. Because Chinese people are influenced by traditional ideas and pay attention to "food, clothing, housing and transportation", most Chinese people dream of owning their own housing, so residential real estate has great market space. But after more than ten years of high-speed development, the bottleneck of residential real estate development has been gradually revealed. China's new leadership has put forward the target of transformation and upgrading, and China's huge plan to boost domestic demand really involves the service industry, that is, retail, catering, entertainment, and so on, that is, what we call commercial real estate. Residential property is not, the residential property market is in a period of adjustment, now that house prices have peaked, there is no room for most of the upward space. Therefore, the favorable factors of commercial real estate policy will still exist, and a new breakthrough and transformation of China's real estate industry is imperative. Commercial real estate is an important direction of real estate transformation and breakthrough, and commercial real estate contains huge business opportunities in the next 10 years. At present, the claim management of commercial real estate owners in our country is mainly faced with imperfect laws and regulations, weak consciousness of claim management, vague or even wrong understanding of the concept of claim, and backward theoretical research on claim management. Lack of claim experience and case information, lack of claim management professionals and so on. The owner can indirectly drive the contractor to strictly perform the duties stipulated in the contract, force him to strengthen the management, actively improve the project management level, and prevent the contractor from obtaining unreasonable excess profits. It can warn the contractor and make the contractor think twice about the consequences of default and reduce the occurrence of default. It can also make owners clear their own rights, correctly exercise the rights given by the contract and the law, avoid the risk of claims, claim legitimate rights and interests, and better control the project. From the angle of commercial real estate owners, this paper comprehensively analyzes the good development status and prospects of commercial real estate. The main problems faced by owners in claim management are summarized. It is determined to actively prevent contractor claims, actively refute contractor claims, and proactively submit claims for the three owners claim management objectives. It is concluded that the most effective way to prevent contractor claims is to strengthen contract control and change management. Make use of the dominant position of the owner, strengthen the restriction of the contract clause to the contractor, strengthen the design management and the construction process management, reduce the engineering change, and give the contractor less opportunity to claim for compensation. It also analyzes the specific ways to achieve the goal of claim management. Finally, through an office building fine decoration project construction example, the commercial real estate project owner project claim management realization way has carried on the comprehensive concrete analysis.
【學(xué)位授予單位】：重慶交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：TU723.1

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相關(guān)碩士學(xué)位論文 前1條

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本文編號：1863145