八冶公司国际工程项目管理问题研究

发布时间：2018-05-17 20:05

本文选题：八冶集团 + 国际工程项目　；参考：《兰州大学》2015年硕士论文

【摘要】：国际工程承包是我国在经济全球化进程中开展工程承包的一种新方式,它集商品、资本、技术、劳务、服务、管理输出于一体,我国实施“走出去”战略的主要是指开展国际工程承包活动。八冶建设集团有限公司作为国内建筑、冶金行业的优秀总承包商之一,在经济全球化的今天,实施“走出去”战略,开拓国际市场和开展国际经营,也是公司发展的必然选择和重要方向。在企业进入国际市场初期,由于缺乏国际工程项目的管理经验和科学合理的管理模式,导致企业国际工程项目运营存在许多困难和问题。基于上述现状,对国际工程项目管理模式进行研究,从而准确把握企业在国际工程项目管理中的理论依据与手段,构建科学合理、符合企业实际状况的国际工程项目管理模式对于八冶集团的意义十分重大。随着工程项目国际化趋势日益显著,其管理模式也由单一的传统建设模式逐渐发展成为混合模式共同存在于促进的现状。本文重点通过对工程项目管理模式的国际运营进行分析讨论,得出适应现有企业发展环境的应用框架与管理体系和手段,旨在提高在国际市场中项目建设者的核心竞争能力。本文通过归纳理论成果、专项案例讨论、定向数据分析、最终成果比较分析等方法,在查阅一定有关文献的基础上,分别对工程项目国际管理形式在基本概念、深度内涵及显著特点上做出了明确的划分与分析；然后分析了八冶建设集团有限公司拓展国际工程项目的宏观环境,总结了企业国际工程项目开发现状和国际工程项目管理中存在的七个问题,即企业国际化程度和品牌知名度较低：管理体制缺乏活力,制约国际市场的拓展：组织结构不合理,企业管理模式落后：项目风险管理薄弱,缺乏有效的风险管理体系：缺少高素质高层次的复合型人才缺乏必要的制度规范和业务流程：缺少财务信息的沟通与反馈。其中最突出的是在组织结构、管理模式等方面,国际工程项目管理不合理以及落后的问题。同时,论文针对当前国际通用的工程项目管理模式的特点、优缺点及适用性等内容进行整合分析与比较,构建并设计了企业未来进行国际工程项目管理的基本模式和管理体系,战略上成为技术密集型、管理密集型、资金密集型的国际化EPC(设计一采购一施工)工程公司,最后针对强化认识、设计管理、采购管理、施工技术创新管理、人才培养与管理、风险防范与管理、融资渠道、突发事件应急管理等内容,提出了企业在应用以F.PC为主导的管理模式中的八大实施策略。本文最大的创新点与亮点在于通过时已有的国际工程项目管理模式的理论和大型工程公司的实践分析,针对八冶集团的实际状况及未来的发展方向,对处于起步阶段的欠发达地区的工程公司的实践管理问题做出新的探索。
[Abstract]:International project contracting is a new way for our country to carry out project contracting in the process of economic globalization. It integrates commodity, capital, technology, labor, service, management and export. China's implementation of the "going out" strategy mainly refers to the development of international project contracting activities. Eight Metallurgical Construction Group Co., Ltd., as one of the outstanding general contractors in the domestic construction and metallurgical industry, has implemented the "going out" strategy, opening up the international market and carrying out international operations in today's economic globalization. It is also the inevitable choice and important direction of the development of the company. At the beginning of the enterprise entering the international market, there are many difficulties and problems in the operation of the international engineering project because of the lack of management experience and scientific and reasonable management mode of the international engineering project. Based on the above situation, this paper studies the mode of international engineering project management, so as to accurately grasp the theoretical basis and means of enterprise in international engineering project management, and build a scientific and reasonable project management model. The international engineering project management model in line with the actual situation of the enterprise is of great significance to Baxe Group. With the trend of project internationalization becoming more and more obvious, its management mode has gradually developed from a single traditional construction mode to a mixed mode and co-existed in the status quo of promotion. Based on the analysis and discussion of the international operation of the project management mode, this paper obtains the application framework and management system and means adapted to the existing enterprise development environment, aiming at improving the core competitive ability of the project builders in the international market. In this paper, through the induction of theoretical results, special case discussions, directional data analysis, final results comparative analysis and other methods, on the basis of consulting certain relevant literature, respectively, on the basis of the basic concepts of the international management form of engineering projects, The deep connotation and prominent characteristics are clearly divided and analyzed, and then the macro environment of the eight Metallurgical Construction Group Co., Ltd to expand international engineering projects is analyzed. This paper summarizes the present situation of enterprise international engineering project development and seven problems existing in international engineering project management, that is, the degree of internationalization of enterprise and the low reputation of brand: the lack of vitality of management system, the restriction of the expansion of international market, and the unreasonable organizational structure. The enterprise management mode is backward: project risk management is weak, lack of effective risk management system, lack of high quality and high level complex talents, lack of necessary system and business process, lack of communication and feedback of financial information. Among them, the most outstanding problems are the unreasonable and backward management of international engineering projects in the aspects of organization structure and management mode. At the same time, the paper analyzes and compares the characteristics, advantages and disadvantages and applicability of the current international project management model, constructs and designs the basic model and management system of international project management in the future. Strategically, it becomes an international EPC engineering company, which is technology-intensive, management-intensive and capital-intensive. Finally, it aims at strengthening understanding, design management, purchasing management, construction technology innovation management, talent training and management. In the aspects of risk prevention and management, financing channel, emergency management and so on, this paper puts forward eight implementation strategies in the application of F.PC management mode. The greatest innovation and bright spot of this paper lies in the theory of international engineering project management mode and the practical analysis of large engineering company, aiming at the actual situation and future development direction of Ba Ye Group. This paper makes a new exploration on the practical management of the engineering companies in the underdeveloped areas in the initial stage.
【学位授予单位】：兰州大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F752.68

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