本文選題：EPC項目 + 物資采購��； 參考：《東北石油大學(xué)》2014年碩士論文

【摘要】：中國石油和天然氣管道約有五萬公里，“十二五”期間還將增加四萬公里。由于輸油管道運輸?shù)慕?jīng)濟性、安全性，它還將是未來石油和天然氣運輸?shù)闹匾绞街�。但隨著中國經(jīng)濟的快速發(fā)展，不斷延長的輸油管道威脅著中國能源和環(huán)境安全。為了保障輸油管線安全有效運行，大慶油田有限責(zé)任公司積極開展安全隱患排查整治工作，將慶哈輸油管道工程作為2013年安全隱患治理重點工程。大慶油田工程有限公司承擔(dān)慶哈輸油管道工程的設(shè)計、采購和施工的全部工作，，即以EPC總承包模式承接項目，科學(xué)有效的物資采購將是EPC項目成本、質(zhì)量、進度和管理控制的關(guān)鍵工作，在EPC項目建設(shè)中起著承上啟下的核心作用。本文旨在通過對慶哈輸油管道工程EPC項目物資采購管理問題的研究，提高EPC項目物資采購管理水平，降低EPC采購成本，指導(dǎo)EPC項目物資采購管理實踐。 本文首先介紹管道工程EPC項目物資采購管理的基本理論，分析EPC項目、管道工程EPC項目和管道工程EPC項目物資采購的內(nèi)涵、類別與特點；在此基礎(chǔ)上介紹慶哈輸油管道工程EPC項目背景，并對慶哈輸油管道工程EPC項目物資采購管理現(xiàn)狀進行深入剖析，找出慶哈輸油管道工程EPC項目物資采購管理存在的問題，針對這些不足提出慶哈輸油管道工程EPC項目的物資采購管理改進措施，物資采購管理改進措施圍繞物資采購方式、物資采購流程、物資采購組織結(jié)構(gòu)和供應(yīng)商管理展開；最后提出通過電子化的供應(yīng)商管理、有效的物資采購監(jiān)管和加強物資采購腐敗風(fēng)險防范來保障慶哈輸油管道工程EPC項目物資采購管理活動有序進行。
[Abstract]:China's oil and gas pipelines are about fifty thousand kilometers, and will increase by forty thousand kilometers in 12th Five-Year. Because of the economy and safety of the pipeline transportation, it will also be one of the important ways of future oil and gas transportation. But with the rapid development of China's economy, the prolonged oil pipeline threatens China's energy and the ring. In order to ensure the safe and effective operation of the oil pipeline, the Daqing Oil Field Co actively carries out the renovation work of the safety hidden trouble, and takes the Qing ha oil pipeline project as the key project for the management of the hidden danger in 2013. The Daqing Oilfield Engineering Co., Ltd. undertakes the design, procurement and construction of the Qing ha oil pipeline project. Carrying on the project with the EPC general contract mode, the scientific and effective material purchase will be the key work of the cost, quality, progress and management control of the EPC project. It plays a key role in the construction of the EPC project. This paper aims to improve the material acquisition of the EPC project through the Research on the purchase and management of the materials for the EPC project of the Qing ha oil pipeline project. Purchase management level, reduce EPC procurement cost, and guide EPC project procurement management practice.
This article first introduces the basic theory of material procurement management of pipeline project EPC project, analyzes the connotation, category and characteristics of EPC project, pipeline engineering EPC project and pipeline project EPC project material purchase, and then introduces the background of the EPC project of the Qing ha oil pipeline project, and presents the status of the procurement and management of the EPC project of the Qing ha oil pipeline project. In depth analysis, we find out the problems of material procurement management in the EPC project of Qing ha oil pipeline project, and put forward the improvement measures of material procurement management for the EPC project of the Qing ha oil pipeline project. The improvement measures of material procurement management are around material procurement, material purchase and purchase process, material procurement organization structure and supplier management. In the end, we put forward the orderly conduct of the management activities of material procurement in the EPC project of the Qing ha oil pipeline project through the electronic supplier management, the effective material procurement supervision and the strengthening of the corruption risk prevention of material procurement.

【學(xué)位授予單位】：東北石油大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F274;F426.22;F251

【參考文獻】

相關(guān)期刊論文 前1條

1 張凱天;石油化工工程總承包項目中的設(shè)備采購管理及其案例分析[J];煉油技術(shù)與工程;2005年10期

本文編號：1831649