基于交易成本的工程變更治理研究
發(fā)布時間：2018-12-18 08:23
【摘要】：工程變更在項目施工中是不可避免的,加之合同簽訂的不完全,導(dǎo)致承發(fā)包雙方因工程變更而起的爭議對工期、質(zhì)量及價款產(chǎn)生影響,降低了合同的履行效率。工程變更爭議產(chǎn)生的主要原因是由于工程變更的無約定或者約定不明導(dǎo)致變更發(fā)生之后的無章可循,為合同當事人的投機行為提供了可趁之機,承發(fā)包雙方爭相攫取工程變更可能帶來的利益增值。然而,如果沒有工程變更事項的存在,工程變更爭議就不會發(fā)生。工程變更作為發(fā)包人完善設(shè)計、建成環(huán)境適應(yīng)性項目的一種動態(tài)調(diào)整措施,不能因為其產(chǎn)生爭議和不確定性而完全否定。鑒于此,本文從優(yōu)化工程變更和提升工程變更事后談判效率兩個方面對降低工程變更交易成本進行了探索,一方面避免了說變就變的盲目變更,另一方面提升了不得不變更事項的解決效率。首先,對工程變更條款中締約不明確而引起的爭議進行去模糊研究。提出了工程量變化和施工方案變化兩項常引起工程變更爭議的事項,選取07版《標準施工招標文件》、13版《建設(shè)工程工程量清單計價規(guī)范》、99版FIDIC《施工合同條件》為對象,并結(jié)合實踐中經(jīng)常混淆的概念進行對比分析,界定了工程量變化與施工方案變化能依據(jù)工程變更條款進行補償?shù)那疤釛l件,去除約定中的模糊不清,減少由此而導(dǎo)致的交易成本增加。其次,探索了工程變更合作談判機制的激勵因素,提出了風險分擔和參照點合同誘至合作談判的構(gòu)想并給出了實踐的指導(dǎo)建議。工程變更受承發(fā)包雙方的主觀和自然環(huán)境的影響大,合同不可能對所有可能的變更事項進行約定,工程變更中的模糊不可能完全去除。完全依賴合同約定并不能實現(xiàn)工程變更的有效控制,探索激勵合同當事人按照合作精神進行工程變更事項的處理,是從根本解決工程變更交易成本高,履行效率低的問題。最后,從減少不必要變更的角度探索了優(yōu)化工程變更的思路。一方面,建立工程變更內(nèi)部控制路徑,設(shè)計有效的變更控制路徑,使承發(fā)包雙方不得不遵照程序安分守己的履行合同。另一方面,提出了基于收益共享的變更控制策略,對發(fā)包人提出的由承包人施工的工程變更成本優(yōu)化的節(jié)余部分和承包人提出合理化建議對工程成本的節(jié)省部分進行收益分享,激勵承包人對工程變更實行主動控制,提高工程變更控制效率。綜上所述,本文通過不完全合同理論剖析工程變更產(chǎn)生的本質(zhì)原因,提出降低變更交易成本的舉措,探索變更有效控制的實現(xiàn)路徑,有利于降低工程變更的交易成本、提升工程變更的價值,最終實現(xiàn)合同履行效率的提升。
[Abstract]:Engineering change is inevitable in the construction of the project, coupled with the incomplete signing of the contract, which leads to the disputes between the contracting parties caused by the change of the project to have an impact on the duration, quality and price of the contract, thus reducing the performance efficiency of the contract. The main reason for the dispute over project change is that there is no rules to follow after the change occurs due to the lack of agreement or unclear agreement, which provides an opportunity for the speculative behavior of the parties to the contract. The contracting parties scramble to capture the potential value added of the project changes. However, without the existence of engineering change events, engineering change disputes will not occur. As a dynamic adjustment measure for the contractor to perfect the design and build the environmental adaptability project, the engineering change can not be completely denied because of its controversy and uncertainty. In view of this, this paper explores how to reduce the transaction cost of project change from two aspects: optimizing engineering change and improving the efficiency of post negotiation of project change. On the one hand, it avoids the blind change that changes with change. On the other hand, it improves the efficiency of solving things that have to be changed. First of all, the deblurring research is carried out on the disputes caused by unclear contracting in the project change clause. This paper puts forward two items that often cause disputes about project quantity change and construction project change, and selects 07 edition of "Standard Construction bidding document", 13 edition of "valuation Standard of Construction quantity list", 99 edition of FIDIC "Construction contract conditions" as the object. By comparing and analyzing the concept that is often confused in practice, the paper defines the precondition that the change of engineering quantity and the change of construction scheme can be compensated according to the terms of engineering change, and removes the ambiguity in the agreement. Reduce the resulting increase in transaction costs. Secondly, this paper explores the incentive factors of the cooperative negotiation mechanism of engineering change, puts forward the conception of risk sharing and reference point contract inducement to cooperative negotiation, and gives some practical guidance suggestions. The project change is greatly affected by the subjective and natural environment of the contracting parties. The contract cannot agree on all possible changes and the ambiguity in the project change cannot be completely removed. Depending on the contract agreement completely can not realize the effective control of the project change. To explore the incentive contract parties to deal with the project change according to the spirit of cooperation is to solve the problem of high transaction cost and low performance efficiency of the project change fundamentally. Finally, from the point of view of reducing unnecessary change, the idea of optimizing engineering change is explored. On the one hand, the internal control path of engineering change is established, and an effective change control path is designed so that both parties have to comply with the procedure to fulfill the contract. On the other hand, the change control strategy based on revenue sharing is put forward, and the profit sharing of the cost saving part of the project is carried out on the part of optimizing the cost of engineering change proposed by the contractor and the reasonable suggestion made by the contractor. Encourage the contractor to exercise active control over engineering changes and improve the efficiency of engineering change control. To sum up, this paper analyzes the essential reasons of engineering change through incomplete contract theory, puts forward the measures to reduce the transaction cost of the change, and explores the way to realize the effective control of the change, which is helpful to reduce the transaction cost of the project change. Improve the value of engineering changes, and ultimately achieve the efficiency of contract performance.
【學(xué)位授予單位】：天津理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：TU723.3
本文編號：2385623
[Abstract]:Engineering change is inevitable in the construction of the project, coupled with the incomplete signing of the contract, which leads to the disputes between the contracting parties caused by the change of the project to have an impact on the duration, quality and price of the contract, thus reducing the performance efficiency of the contract. The main reason for the dispute over project change is that there is no rules to follow after the change occurs due to the lack of agreement or unclear agreement, which provides an opportunity for the speculative behavior of the parties to the contract. The contracting parties scramble to capture the potential value added of the project changes. However, without the existence of engineering change events, engineering change disputes will not occur. As a dynamic adjustment measure for the contractor to perfect the design and build the environmental adaptability project, the engineering change can not be completely denied because of its controversy and uncertainty. In view of this, this paper explores how to reduce the transaction cost of project change from two aspects: optimizing engineering change and improving the efficiency of post negotiation of project change. On the one hand, it avoids the blind change that changes with change. On the other hand, it improves the efficiency of solving things that have to be changed. First of all, the deblurring research is carried out on the disputes caused by unclear contracting in the project change clause. This paper puts forward two items that often cause disputes about project quantity change and construction project change, and selects 07 edition of "Standard Construction bidding document", 13 edition of "valuation Standard of Construction quantity list", 99 edition of FIDIC "Construction contract conditions" as the object. By comparing and analyzing the concept that is often confused in practice, the paper defines the precondition that the change of engineering quantity and the change of construction scheme can be compensated according to the terms of engineering change, and removes the ambiguity in the agreement. Reduce the resulting increase in transaction costs. Secondly, this paper explores the incentive factors of the cooperative negotiation mechanism of engineering change, puts forward the conception of risk sharing and reference point contract inducement to cooperative negotiation, and gives some practical guidance suggestions. The project change is greatly affected by the subjective and natural environment of the contracting parties. The contract cannot agree on all possible changes and the ambiguity in the project change cannot be completely removed. Depending on the contract agreement completely can not realize the effective control of the project change. To explore the incentive contract parties to deal with the project change according to the spirit of cooperation is to solve the problem of high transaction cost and low performance efficiency of the project change fundamentally. Finally, from the point of view of reducing unnecessary change, the idea of optimizing engineering change is explored. On the one hand, the internal control path of engineering change is established, and an effective change control path is designed so that both parties have to comply with the procedure to fulfill the contract. On the other hand, the change control strategy based on revenue sharing is put forward, and the profit sharing of the cost saving part of the project is carried out on the part of optimizing the cost of engineering change proposed by the contractor and the reasonable suggestion made by the contractor. Encourage the contractor to exercise active control over engineering changes and improve the efficiency of engineering change control. To sum up, this paper analyzes the essential reasons of engineering change through incomplete contract theory, puts forward the measures to reduce the transaction cost of the change, and explores the way to realize the effective control of the change, which is helpful to reduce the transaction cost of the project change. Improve the value of engineering changes, and ultimately achieve the efficiency of contract performance.
【學(xué)位授予單位】：天津理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：TU723.3
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