本文選題：國際EPC項目 + 控制要素��； 參考：《復(fù)旦大學(xué)》2013年碩士論文

【摘要】：二十一世紀(jì)初期,國際工程項目建設(shè)正在從單一業(yè)務(wù)和簡單項目管理模式開始向國際化、信息化、系統(tǒng)化的管理模式發(fā)展,以設(shè)計、采購、施工(EPC)一體化承包為主要特征的工程總承包商建設(shè)模式,能充分發(fā)揮設(shè)計在項目建設(shè)過程中的主導(dǎo)作用,有利于整體方案的優(yōu)化以及設(shè)計、采購、施工各階段工作的深度交叉,在縮短建設(shè)工期、降低工程投資、減少矛盾糾紛等方面具有明顯的優(yōu)勢,深受國際業(yè)主親睞,在國內(nèi)工程建設(shè)領(lǐng)域及對外工程承包行業(yè)也呈現(xiàn)快速增長態(tài)勢。深入認(rèn)識和研究EPC管理模式,將國際上先進的EPC項目管理理論和方法引入到我國工程公司的國際工程項目管理中,契合市場發(fā)展趨勢,具有現(xiàn)實意義。 本文研究和探討的目的,在于EPC總承包商如何在國際工程總承包商項目實施過程中組織和協(xié)調(diào)設(shè)計、采購、施工各專業(yè)隊伍力量,保持高效溝通與協(xié)作,充分發(fā)揮團隊智慧,增強和提高我國工程承包企業(yè)實施國際EPC工程項目的管理水平和運作能力。 基于EPC總承包模式國內(nèi)外研究現(xiàn)狀及相關(guān)理論基礎(chǔ)系統(tǒng)研究,論述國際EPC工程項目實施過程質(zhì)量管理、費用管理、進度管理、健康安全環(huán)保(HSE)管理、溝通管理、團隊管理等項目控制要素的管理理論和方法分析。然后結(jié)合作者本人所參與福陸(Fluor)公司執(zhí)行的印尼糖廠建設(shè)項目實施過程,系統(tǒng)闡述EPC總承包商在設(shè)計、采購、施工三個階段針對各控制要素的具體管理方法和對策,探討基于POL信息系統(tǒng)的網(wǎng)絡(luò)組織構(gòu)建過程,價值工程、關(guān)鍵路徑法(CPM)、掙值分析法的應(yīng)用原理及實踐步驟；考證項目執(zhí)行效果和不足。最后,綜述了我國對外工程企業(yè)發(fā)展現(xiàn)狀及面臨的問題,借鑒印尼糖廠建設(shè)項目的啟發(fā)和思考,梳理出對我國工程承包企業(yè)開展國際EPC工程承包業(yè)務(wù)的若干建議。
[Abstract]:In the early 21 century, international engineering project construction began to develop from a single business and a simple project management model to an international, informational and systematic management model to design and purchase. The construction mode of the general contractor, which is characterized by the integration of construction and EPC, can give full play to the leading role of design in the construction process of the project, and is conducive to the optimization of the overall project and the depth crossing of the design, procurement and construction stages. It has obvious advantages in shortening construction period, reducing project investment and reducing contradictions and disputes, and is favored by international owners. It also shows a rapid growth trend in domestic engineering construction field and foreign engineering contracting industry. It is of practical significance to deeply understand and study the EPC management mode and introduce the international advanced EPC project management theory and method into the international engineering project management of our country engineering companies in line with the development trend of the market. The purpose of this study is to organize and coordinate the design, procurement and construction of various professional teams, to maintain efficient communication and cooperation, and to give full play to team wisdom. Strengthen and improve the management level and operation ability of international EPC project in Chinese engineering contracting enterprises. Based on the domestic and foreign research status of EPC general contracting mode and related theoretical basis system research, this paper discusses the quality management, cost management, schedule management, health, safety and environmental protection management, communication management of international EPC project implementation process. Management theory and method analysis of project control elements such as team management. Then, according to the implementation process of the construction project of Indonesia Sugar Factory carried out by Fluor Company, the author systematically expounds the concrete management methods and countermeasures of EPC general contractor in the three stages of design, procurement and construction for each control element. This paper discusses the application principle and practical steps of network organization construction process, value engineering, critical path method and earned value analysis method based on POL information system. Finally, this paper summarizes the current situation and problems of the development of foreign engineering enterprises in our country, draws lessons from the inspiration and thinking of the construction project of Indonesian sugar factory, and sorts out some suggestions for the international EPC project contracting business of our country's engineering contracting enterprises.
【學(xué)位授予單位】：復(fù)旦大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：TU71

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本文編號：2033282