發(fā)布時(shí)間：2018-02-24 06:36

  本文關(guān)鍵詞： 工程建設(shè)項(xiàng)目 庫(kù)存管理 供應(yīng)商　出處：《中國(guó)科學(xué)院大學(xué)(工程管理與信息技術(shù)學(xué)院)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：近年來(lái),隨著國(guó)內(nèi)房地產(chǎn)市場(chǎng)的不斷升溫,建筑企業(yè)的數(shù)量和規(guī)模都在飛速擴(kuò)大,隨之而來(lái)的是建筑企業(yè)之間的競(jìng)爭(zhēng)也日趨激烈。目前,國(guó)內(nèi)的建筑市場(chǎng)正逐漸步入正軌,大多數(shù)工程項(xiàng)目都是以公開招投標(biāo)的方式投放到市場(chǎng)當(dāng)中去,充分利用競(jìng)爭(zhēng)的優(yōu)勢(shì)來(lái)控制投資成本。對(duì)于建筑企業(yè)來(lái)講,要想在激烈的競(jìng)標(biāo)過(guò)程中取得勝利,關(guān)鍵是控制項(xiàng)目的施工成本,而作為占工程項(xiàng)目總造價(jià)半壁江山的工程物資勢(shì)必會(huì)被作為成本控制的重點(diǎn)關(guān)注對(duì)象。物資成本又包括采購(gòu)成本和保管儲(chǔ)存成本,在充分市場(chǎng)化的今天,物資采購(gòu)成本已經(jīng)趨于透明,可競(jìng)爭(zhēng)性非常小,因此,物資存儲(chǔ)成本逐步得到施工類型企業(yè)的高度關(guān)注。文章以此作為研究背景,對(duì)整個(gè)工程項(xiàng)目建設(shè)的物資庫(kù)存管理進(jìn)行細(xì)致分析,尋找存在的根本問(wèn)題。 文章第一部分即是結(jié)合建筑企業(yè)的特點(diǎn)和本人的實(shí)際工作經(jīng)驗(yàn),分析介紹了庫(kù)存優(yōu)化對(duì)工程建設(shè)項(xiàng)目管理的影響,包括庫(kù)存優(yōu)化對(duì)施工進(jìn)度管理、施工質(zhì)量管理和施工成本控制的影響。從目前發(fā)展?fàn)顩r來(lái)看,對(duì)庫(kù)存進(jìn)行有效管理對(duì)于提高施工企業(yè)的經(jīng)濟(jì)收益及綜合競(jìng)爭(zhēng)能力具有很大的幫助。因此,對(duì)建筑物資庫(kù)存進(jìn)行優(yōu)化是非常必要的。但是國(guó)內(nèi)的大部分建筑企業(yè)還沒(méi)有完全認(rèn)識(shí)到這一點(diǎn),相信隨著市場(chǎng)競(jìng)爭(zhēng)的日趨激烈,建筑企業(yè)的管理者會(huì)逐步的重視物資庫(kù)存的環(huán)節(jié)。 其次,論文從兩個(gè)方面著手論述了建筑企業(yè)如何進(jìn)行庫(kù)存優(yōu)化：一是從工程建設(shè)項(xiàng)目群的角度出發(fā)優(yōu)化庫(kù)存。分析了項(xiàng)目群和項(xiàng)目群管理的特點(diǎn),確定了供應(yīng)商選擇的方法,提出了聯(lián)合庫(kù)存管理的思想并論述了其可行性；二是從工程建設(shè)項(xiàng)目自身的角度出發(fā)優(yōu)化庫(kù)存。這部分更貼近大多數(shù)項(xiàng)目管理者的工作狀態(tài)。由于項(xiàng)目建設(shè)會(huì)涉及到大量的物資,需要區(qū)別對(duì)待,因此采用ABC管理模式及CAV為主的管理方法將工程建設(shè)項(xiàng)目所需要的主要材料進(jìn)行歸類管理,然后進(jìn)行具體的定量分析,并對(duì)一些有特殊要求的材料庫(kù)存進(jìn)行了說(shuō)明。 最后,論文進(jìn)行案例分析,案例來(lái)自本人的工作實(shí)踐,實(shí)際經(jīng)營(yíng)數(shù)據(jù)來(lái)自本人所在公司的經(jīng)營(yíng)部。應(yīng)用前面敘述的庫(kù)存管理方法對(duì)項(xiàng)目施工過(guò)程中的主要物資進(jìn)行分析研究,經(jīng)過(guò)縝密計(jì)算后,最終結(jié)果將在實(shí)際生產(chǎn)過(guò)程中發(fā)揮充分作用。 綜上所述,物資庫(kù)存管理是建筑施工企業(yè)成本控制的重要組成部分,勢(shì)必得到越來(lái)越大的關(guān)注,希望本人研究的成果能為工程建設(shè)項(xiàng)目物資管理提供一定的參考價(jià)值。
[Abstract]:In recent years, with the domestic real estate market heating up, the number and scale of construction enterprises are rapidly expanding, followed by the increasingly fierce competition among construction enterprises. At present, the domestic construction market is gradually on the right track. Most engineering projects are put into the market by way of open bidding to fully utilize the advantages of competition to control investment costs. For construction enterprises, they want to win in the fierce bidding process. The key is to control the construction cost of the project, and the engineering materials, which account for half of the total cost of the project, are bound to be regarded as the key objects of cost control. In the full marketization of today, the material purchase cost has become transparent and competitive very small, therefore, the material storage cost gradually gets the high attention of the construction type enterprise. This article takes this as the research background, The material inventory management of the whole project construction is analyzed in detail to find the fundamental problems. The first part of the article is to analyze and introduce the impact of inventory optimization on project management, including inventory optimization on construction schedule management, combined with the characteristics of construction enterprises and their actual work experience. The influence of construction quality management and construction cost control. From the current situation of development, the effective management of inventory is of great help to improve the economic benefits and comprehensive competitiveness of construction enterprises. It is very necessary to optimize the inventory of construction materials. However, most of the domestic construction enterprises have not fully realized this point, and believe that with the increasing competition in the market, The management of the construction enterprise will pay attention to the link of material inventory step by step. Secondly, the paper discusses how to optimize inventory in construction enterprises from two aspects: one is to optimize inventory from the point of view of engineering construction project group, the characteristics of project group and project group management are analyzed, and the method of supplier selection is determined. This paper puts forward the idea of joint inventory management and discusses its feasibility. Second, optimize inventory from the point of view of the project construction project itself. This part is closer to the work status of most project managers. Because the project construction will involve a large number of materials, it needs to be treated differently. Therefore, ABC management mode and CAV management method are adopted to classify and manage the main materials needed for engineering construction projects, and then quantitative analysis is carried out, and some materials inventory with special requirements are explained. Finally, the paper carries on the case analysis, the case comes from my work practice, the actual management data comes from the management department of my company. Using the inventory management method described above, the main materials in the construction process of the project are analyzed and studied. After careful calculation, the final result will play a full role in the actual production process. To sum up, material inventory management is an important part of cost control in construction enterprises, which is bound to get more and more attention. I hope the results of my research can provide a certain reference value for material management of construction projects.
【學(xué)位授予單位】：中國(guó)科學(xué)院大學(xué)(工程管理與信息技術(shù)學(xué)院)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：TU713;F253

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