發(fā)布時(shí)間：2018-05-25 19:20

  本文選題：工程投資 + 風(fēng)險(xiǎn)管理��； 參考：《長(zhǎng)沙理工大學(xué)》2012年碩士論文

【摘要】：近年來(lái),水運(yùn)行業(yè)在宏觀經(jīng)濟(jì)政策的推動(dòng)下,發(fā)展速度迅猛,但隨著世界經(jīng)濟(jì)危機(jī)和銀根緊縮,傳統(tǒng)水運(yùn)市場(chǎng)中的港航施工企業(yè)面臨前所未有的挑戰(zhàn)與困難,轉(zhuǎn)型發(fā)展成為必經(jīng)之路,而工程投資就成為眾多企業(yè)轉(zhuǎn)型發(fā)展的重要選擇,因此研究工程項(xiàng)目投資風(fēng)險(xiǎn)管理是企業(yè)發(fā)展的需要,而且具有積極現(xiàn)實(shí)指導(dǎo)意義。 本文筆者結(jié)合自身工作實(shí)踐來(lái)進(jìn)行選題研究工程投資風(fēng)險(xiǎn)課題,首先通過(guò)深入解讀國(guó)內(nèi)外關(guān)于風(fēng)險(xiǎn)管理的一般研究理論、風(fēng)險(xiǎn)管理過(guò)程研究理論、風(fēng)險(xiǎn)管理策略研究理論,通過(guò)對(duì)理論的深入研究,特別是對(duì)于項(xiàng)目風(fēng)險(xiǎn)管理理論與思路進(jìn)行了專題研究,就國(guó)內(nèi)外最新的風(fēng)險(xiǎn)理論進(jìn)行闡述,最終確定以COSO為主線理論,以案例為輔證的研究方法和研究架構(gòu)。 正文筆者首先以水運(yùn)行業(yè)施工企業(yè)發(fā)展特點(diǎn)為突破口,借助中交天航南方公司實(shí)際情況來(lái)討論其工程投資發(fā)展的基本現(xiàn)狀,得出投資項(xiàng)目談判風(fēng)險(xiǎn)、建設(shè)期延長(zhǎng)風(fēng)險(xiǎn)、收益風(fēng)險(xiǎn)等主要風(fēng)險(xiǎn)事實(shí)現(xiàn)狀,在深刻認(rèn)識(shí)到風(fēng)險(xiǎn)現(xiàn)狀的基礎(chǔ)上,詳細(xì)分析了項(xiàng)目風(fēng)險(xiǎn)以及風(fēng)險(xiǎn)的影響因素,最后以此為基礎(chǔ)總結(jié)中交天航南方公司在投資項(xiàng)目上面臨的政府影響、市場(chǎng)條件、財(cái)務(wù)管理、項(xiàng)目管理等四大主要影響因素。 其次作者以自己親身經(jīng)歷的茅尾海項(xiàng)目為案例,結(jié)合項(xiàng)目操作過(guò)程中遇到的風(fēng)險(xiǎn)情況進(jìn)行總結(jié),實(shí)際驗(yàn)證了中交天航南方公司在工程投資項(xiàng)目中所遇到的共有的談判風(fēng)險(xiǎn)、建設(shè)期長(zhǎng)、收益不確定三大核心風(fēng)險(xiǎn),為研究課題提供了實(shí)際意義的佐證,最后作者用對(duì)該項(xiàng)目實(shí)際的操作方法、風(fēng)險(xiǎn)管控措施和管控效果啟示進(jìn)行了分析,為研究中交天航南方公司風(fēng)險(xiǎn)管理策略和機(jī)制保障奠定實(shí)例基礎(chǔ)。 接著作者針對(duì)總結(jié)的風(fēng)險(xiǎn)因素對(duì)中交天航南方公司的風(fēng)險(xiǎn)管理目標(biāo)與策略進(jìn)行研究,以COSO發(fā)布的《企業(yè)風(fēng)險(xiǎn)管理-整合框架》為依托,明確了風(fēng)險(xiǎn)管理的4大目標(biāo),即合規(guī)性、效率效益性、財(cái)務(wù)真實(shí)性、戰(zhàn)略落地性等,在目標(biāo)的指引下,對(duì)企業(yè)面臨的談判風(fēng)險(xiǎn)、建設(shè)期長(zhǎng)、收益不確定三大風(fēng)險(xiǎn)提出針對(duì)性的管控策略。 然后作者主要研究關(guān)于風(fēng)險(xiǎn)策略實(shí)現(xiàn)或者落地的措施保障,主要對(duì)組織管理、決策機(jī)制、財(cái)務(wù)管理、人才隊(duì)伍、項(xiàng)目管理等五大保障進(jìn)行了詳細(xì)分析,為項(xiàng)目風(fēng)險(xiǎn)管控目標(biāo)的實(shí)現(xiàn)提供可操作性的指導(dǎo)。 最后作者對(duì)中交天航南方公司風(fēng)險(xiǎn)管理進(jìn)行全面總結(jié),得出成功的投資項(xiàng)目要加強(qiáng)投資項(xiàng)目管理者的風(fēng)險(xiǎn)意識(shí),加大風(fēng)險(xiǎn)過(guò)程管控,做好項(xiàng)目風(fēng)險(xiǎn)管理的各環(huán)節(jié)策劃,最核心的就是要快速適應(yīng)從施工單位向項(xiàng)目業(yè)主角色的轉(zhuǎn)變,提高風(fēng)險(xiǎn)管控能力,確保企業(yè)健康發(fā)展。
[Abstract]:In recent years, the waterway industry has developed rapidly under the impetus of macroeconomic policy. However, with the world economic crisis and the tight monetary resources, the port and shipping construction enterprises in the traditional waterway market are facing unprecedented challenges and difficulties. Transformation and development have become the only way, and project investment has become an important choice for the transformation and development of many enterprises. Therefore, the study of project investment risk management is the need of enterprise development, and has a positive practical significance. In this paper, the author combines his own work practice to study the project investment risk. Firstly, through the in-depth interpretation of the domestic and foreign general research theory on risk management, risk management process research theory, risk management strategy research theory, risk management process research theory, risk management strategy research theory, Through the deep research on the theory, especially on the project risk management theory and train of thought, this paper expounds the latest risk theory at home and abroad, and finally decides to take COSO as the main line theory. The research method and structure of case-supported research. Firstly, the author takes the development characteristics of construction enterprises in water transportation industry as a breakthrough, discusses the basic status quo of its project investment development with the help of the actual situation of Zhongjiao Tianhang Southern Company, and obtains the investment project negotiation risk and the construction period prolonging the risk. On the basis of deeply recognizing the present situation of risk, the paper analyzes the project risk and its influencing factors in detail. Finally, this paper summarizes the four main influencing factors such as government influence, market condition, financial management, project management and so on. Secondly, taking the Maowei project as a case, combining with the risk situation encountered in the operation of the project, the author actually verifies the common negotiation risk encountered in the project investment project by Zhongjiao Tianhang Southern Company. The three core risks of long construction period and uncertain income provide evidence of practical significance for the research project. Finally, the author analyzes the actual operation method, risk control measures and effect inspiration of the project. It lays an example foundation for the study of risk management strategy and mechanism guarantee of Tianhang Southern Company. Secondly, based on the risk factors summarized, the author studies the objectives and strategies of risk management in CSA Southern Company. Based on the Enterprise risk Management-Integrated Framework published by COSO, the author clarifies the four objectives of risk management, that is, compliance. Efficiency, financial authenticity, strategic landing and so on, under the guidance of the objectives, the paper puts forward targeted control strategies for the three major risks faced by enterprises, such as negotiation risk, long construction period and uncertain income. Then the author mainly studies the measures to guarantee the realization or landing of the risk strategy, mainly analyzes the five major guarantees, such as organization management, decision-making mechanism, financial management, talent team, project management, etc. To provide operational guidance for the realization of project risk control objectives. Finally, the author summarizes the risk management of Tianghang Southern Company, and concludes that the successful investment project should strengthen the risk awareness of the investment project managers, increase risk process control, and do a good job of project risk management planning. The core is to adapt to the change from the construction unit to the project owner role, improve the risk management ability, and ensure the healthy development of the enterprise.
【學(xué)位授予單位】：長(zhǎng)沙理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F272.3;F552.6;F550.66

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