中国工程承包企业在海外项目的经营及执行特点分析

发布时间：2018-01-10 09:35

本文关键词：中国工程承包企业在海外项目的经营及执行特点分析　出处：《西南财经大学》2014年硕士论文　论文类型：学位论文

【摘要】：在经济全球化浪潮的推动下,以及国家“十二五”规划转变经济发展模式的政策背景下,中国工程承包企业加大力度“走出去”进一步参与国际市场竞争,已不仅仅是企业发展壮大的需要,某种意义上已成为企业生存的需要。对中国工程承包企业而言,海外项目的经营和执行有着不同于国内市场的特点。中国工程承包企业通过短短几十年的开拓和实践,固然取得了辉煌的发展成就,但在发展中仍有大量值得总结的经验和教训,还应进一步提升自身的竞争能力。本文作者以现代项目管理理论为指导,.根据自身长期参与海外工程项目经营与执行的管理实践经验,以项目管理各阶段、各领域的具体要求为脉络,通过对中国工程承包企业在海外项目启动阶段的重点剖析,以及对规划、执行、监控各阶段工作特点的分析,结合实际案例的验证,认为中国企业在项目启动(投标)管理亟需全面加强,在项目规划、执行及监控管理方面虽具备总体优势,但仍需局部改进。这些研究结论为中国工程承包企业进一步提高海外市场竞争及风险规避能力提供了富有实践意义的建议。根据现代项目管理理论,项目的生命周期分为“启动”、“规划”、“执行”、“监控”、“收尾”五个阶段；而作为分析对象的中国工程承包企业,习惯将项目承包合同签署前(含合同签署过程本身)称为经营阶段,而将项目承包合同签署后的合同实施称为执行阶段。故本文标题所描述的海外项目的“经营”实际上是与现代项目管理理论下项目生命周期的“启动”阶段所对应,而“执行”则覆盖了现代项目管理的“规划”、“执行”、“监控”及“收尾”四个阶段(也就是说中国工程承包行业所约定俗成的“执行”与现代项目管理理论中的“执行”在定义上有所区别)。本论文标题为符合中国工程承包行业的实际操作习惯,仍采用“经营及执行”的表述。但同时为尊重国际通行的项目管理的理论和实践惯例,在论文的具体撰写内容中则按海外项目生命周期的“启动”、“规划”、“执行”和“监控”各阶段,来分别研究和分析需注意改进和提高的工作。通过本文的研究,我们发现中国工程承包企业当前在海外项目经营和执行的主要问题集中在经营阶段——即项目启动阶段,故本文用了专门的篇章和大量的篇幅对项目启动阶段管理进行了研究。中国工程承包企业由于接触海外市场的时间相对较短,国际化程度有限,对于海外项目的风险和规则认识尚浅,更缺乏客观而详尽的程序体系的支撑。这容易导致在竞标中失利或履约失败。对于大量中国工程承包企业来说,管理缺陷与不足几乎存在于项目启动阶段工作的全部过程与领域。因此,本文对海外项目启动阶段管理特点的研究与分析,也遍及这些过程与领域。对于中国工程承包企业来说,全面加强项目启动阶段管理,其实质就是建立和完善投标管理的严密体系和程序。本文作者以丰富的案例为支撑,对中国工程承包企业加强项目启动阶段管理,提出如下对策建议：(1)重视和做好业主及项目背景调查和验证,包括：加强招标方资信调查、认真实施项目成熟度验证、开展项目资金条件研判；(2)加强标书解读管理；(3)认真组织对项目建设所在国家和具体建设地点的调研,包括：项目建设所在国调研、建设地点调研、当地分包商调研。在项目“规划”、“执行”及“监控”阶段——也就是中国工程承包企业习惯总称为“执行”的阶段,本文作者认为中国企业已建立总体优势,但在局部环节仍存在短板,需着力加强改进。故本文将这三个阶段纳入同一篇章进行了研究和分析,并对以下几个方面的工作提出了具体的改进建议：(1)提高海外项目管理计划制定的针对性；(2)与国际接轨,提高海外项目计划管理的规划和监控水平；(3)加强海外项目沟通管理。本文的研究,是放在“中国企业”和“海外市场”这两个特定的微观环境和宏观背景下进行的。研究中运用了本文作者长期收集整理的大量一手资料,尤其是大量的案例为本研究提供了丰富的经验验证支撑,这是本文研究方法的突出特色。虽然本研究主要对海外项目启动(投标)阶段的管理进行了重点剖析,但这些分析和研究结论,对整个项目管理都是极其重要并具有借鉴和指导意义的。对项目管理其它阶段和领域的薄弱环节的改进和提高,也是项目成功不可或缺的重要保证。总体而言,中国工程承包企业在项目管理领域和项目管理各阶段的管理水平和竞争实力都还有很大的提升空间,而这也指明了本文作者今后工作和学习中不断探索的方向和目标。
[Abstract]:Under the impetus of economic globalization, as well as the national "12th Five-Year" planning to change the economic development mode under the policy background, Chinese engineering contracting enterprises to increase efforts to "go out" to participate in international competition in the market, already is not only the need of the development of enterprises, enterprises need to survive has become a sense.
The China engineering contracting enterprises, management and execution of the overseas projects is different from the domestic market. To explore and practice a few decades by China engineering contracting enterprises, has made great achievements in development, but the development is still a lot to be summed up experience and lessons, but also should further enhance their competitive ability.
This paper is guided by modern project management theory. And according to their own long-term participation in overseas engineering project management and execution management experience, with each stage of the project management and the specific requirements of each field for the context, by focusing on Chinese engineering contracting enterprises start stage in overseas project analysis, as well as the planning, execution, monitoring and analysis the characteristics of the various stages of the work, with validation of practical cases, that Chinese enterprises at the start of the project (bid) management needs to strengthen, in project planning, implementation and monitoring management has overall advantages, but still need local improvement. These results provide practical suggestions for enterprises to further improve the overseas project contracting Chinese market competition and risk aversion ability.
According to the theory of modern project management, the project life cycle is divided into "start", "planning" and "implementation", "monitoring", "end" five stages; and as the China engineering contracting business analysis object, used to be before the signing of project contract (contract signed Cheng Benshen) called operation stage the project contract signed after the implementation of the contract is called the implementation stage. This paper described the title of overseas project "management" is actually related to the theory of modern project management under the project life cycle "start" phase corresponding to, and "executive" covers the modern project management "planning", "implementation", "monitoring" and "end" four stages (i.e. China engineering contracting industry convention "executive" and the theory of modern project management in the "executive" differ in the definition of the title.) To meet the Chinese engineering contracting industry's actual operating habits, still use "management and execution of the statements. But at the same time, respect for the international project management theory and practice, the specific contents of this thesis is written according to the overseas project life cycle" start "," planning "," various stages of implementation and "monitoring", which need to pay attention to improve and enhance the work of research and analysis.
Through this study, we found that China engineering contracting enterprises in overseas project management and implementation of the main issues focused on the operation phase: project initiation stage, so this paper with a special chapter and a lot of space for the start-up phase of project management were studied. China engineering contracting enterprises due to contact the overseas market in a relatively short period of time the degree of internationalization, limited to overseas project risks and rules of understanding is shallow, but the lack of objective and detailed programming system. This can result in the bidding failure or performance failures. For large amount Chinese engineering contracting enterprises, management of defects and deficiencies exist in almost all the process of project startup stage and field work. Therefore, research and analysis of the start-up phase of the overseas project management features, throughout this process and the field for China engineering contracting enterprises. For the overall strengthening of management to start the project, its essence is to establish and perfect the system and strict procedure of bidding management. Based on the abundant cases to support the Chinese engineering contracting enterprises to strengthen management to start the project, put forward the following suggestions: (1) attention and do the project owners and the background investigation and verification, including tender side: to strengthen the credit investigation, earnestly implement the project maturity verification, to carry out the project financing analysis; (2) strengthen the tender interpretation of management; (3) research, carefully organize the construction of the project where the state and the specific construction site: the project's research, construction site investigation, local subcontractors research.
In the project of "planning", "implementation" and "monitoring" stage -- China general engineering contracting enterprises for the implementation of "habit" stage, the author has established the overall advantages of Chinese enterprises, but there are still shortcomings in the local areas, need to focus on strengthening the improvement. So this paper will research and analysis of the three stages in the same chapter, and put forward specific suggestions on the following aspects: (1) improve the management plan set for overseas projects; (2) with international standards, improve the planning management of overseas project planning and monitoring level; (3) strengthen the overseas project communication management.
This study is conducted on the "China enterprise" and "overseas market" of the two specific micro environment and macro background. The author studies the use of long-term collection of first-hand information, especially a large number of cases for this study provides rich experience validation support, this is to highlight the characteristics of the research methods of this paper.
Although this study is mainly on the overseas project start (bid) focuses on the stage of the management, but the analysis and conclusion of the study, is extremely important and has the reference and guiding significance for the whole project management. To improve the weak link of the project management and other areas of the stage and improve the important guarantee of success of the project overall, China engineering contracting enterprises in different stages of project management and project management management level and competitive strength has greatly improved space, and it also pointed out the direction and continuously explore the author in the future work and study.

【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.3;F426.92

【共引文献】