中外联营体实施非洲某机场跑道扩建项目的管理研究

发布时间：2018-03-16 03:28

本文选题：中外联营体　切入点：实施海外项目　出处：《吉林大学》2013年硕士论文　论文类型：学位论文

【摘要】：本论文的研究对象是实施国际工程项目的中外联营体组织模式。作者从研究背景和提出问题开始，采用SWOT分析、对比分析、专家调查、案例分析、项目管理理论分析、宏观分析与微观分析相结合等方法，综合分析了中国承包商承包国际工程的优势、劣势、机会、威胁，总结论述了组建中外联营体的必要性、优劣、特点、分类、运作流程等一般特征；从项目任务是否分工管理角度划分联营体模式为分工管理型、共同管理型、沉默伙伴型三种类型，，或者从联营约束条件和运作方式角度划分联营体模式为公司型、合伙型、合同型三种类型。指出了联营体与联合体概念含义的本质区别。揭示出中外联营体运作的工作原则、管理要点和注意事项；并以一个非洲某机场跑道扩建项目作为案例研究，说明了中外联营体的深层次内涵是文化（包括国家文化、企业文化）的趋同，实施海外项目的过程就是跨文化沟通、交流、融合的过程；在中外联营体模式承包国际工程所面临的风险中，业主现金流问题、部分联营协议条款争议、合作伙伴管理不善和投入不足、各方雇员彼此不信任和文化冲突、语言障碍是需要重点防范的风险;详细分析了跨文化沟通管理、组织机构和人力资源管理、风险管理、财务管理、员工属地化管理等中外联营体实施国际项目的关键环节及相应措施，指出了影响中外联营体成功的重要因素，并给出了中国承包商成功运作中外联营体模式的策略和建议。国际工程项目的复杂性和强制性要求是组成中外联营体的现实需要。联营战略源自于商务运作上的考虑，进而形成为更高层次的竞争战略。中外联营体组织结构可以对接国际工作习惯和管理方式，与项目各方顺畅沟通，能较好地适应工程所在国市场环境。建立有效的沟通制度和编制沟通计划，实现良好顺畅地跨文化沟通是保证中外联营体顺利实现目标的首要关键因素。中外联营体要特别重视强化人力资源管理，明确岗位职责，制定统一的薪酬标准和管理制度，提前编制职员管理计划。一名合格的项目经理尤其是中外联营体运作成功的关键因素之一。加强国际化人才培养，重点培养懂外语、通商务、懂技术、会管理的复合型人才，加大精通国际工程管理、熟悉国际规则的管理、技术、商务、法律、财务、合同、索赔等专业人才储备，优化人力资源配置。财务管理是中外联营体管理的核心环节。中外联营体要从建立财务规章制度入手，针对联营体自身的特点创造性地制订相应的财务管理制度和办法，以保障项目资金运转。中外联营体应积极推行员工属地化管理，最大限度地使用和培训当地劳动力，为当地政府分担社会责任。这样既可以降低人工成本、减少费用支出，又可以和谐融洽周边关系，树立良好品牌形象，提升公司美誉度，为企业开拓市场和扩大经营规模创造有利条件。中国承包商要清醒地认识到参与国际市场竞争的短板和管理国际工程能力的不足，勇于改变既有的传统模式，建立与国际接轨的制度体系，逐步摸索出一套符合国际市场的、行之有效的管理模式,以增强企业的竞争能力。中国承包商应主动适应国际市场竞争的需求,积极在国外寻求实力强大的合作伙伴，加强对不同专业领域合作伙伴的储备、比选和评估，建立以联营合作为基础的战略联盟，通过国际化的资源整合来实现最有效的资源配置和达到最优的市场效率，凭借强援，借力打拼，加速海外公司的国际化进程,实现长远持续发展。在国际合作中既要推进中国企业文化建设，又要强化跨文化沟通管理，树立中国公司经济实力雄厚、技术先进可靠、履约信誉良好、工资福利稳定、承担社会责任、环保持续发展的良好企业形象。中国承包商应积极寻求最佳的资源整合模式，从实体的联营体模式向虚拟的企业组织模式发展，不断提高中国承包商进行国际工程项目管理的适应性和创新性。本篇论文为中国承包商采用中外联营体模式开拓海外市场和实施国际工程项目提供了有益的启示。
[Abstract]:The research object of this thesis is a Sino foreign joint venture organization mode of the implementation of international projects. The author starts from the research background and put forward the question, using the SWOT analysis, comparative analysis, case analysis, expert survey analysis, project management theory, combining macro analysis and micro analysis methods, a comprehensive analysis of international engineering contractors Chinese advantage, weaknesses, opportunities, threats, the paper summarizes the formation of the camp outreach necessity, quality, characteristics, classification, general characteristics of operation process; whether the task from the project management point of division of division of division of management mode with business management type, common type, the silent partner of three types, or from the associated constraints and the mode of operation of joint venture mode for the company, partnership, contract type three types. It is pointed out that the joint venture and the Commonwealth of the meaning of the concept of the essence of Chinese and foreign joint venture reveals the distinction. The working principle of operation and management of key points and matters needing attention; and an African airport runway expansion project as a case study, illustrates the deep connotation of the cultural outreach camp body (including the national culture, enterprise culture) convergence, implementation process of overseas project is a cross-cultural communication, exchange and fusion process; risks in international engineering contracting camp outreach model of owners of cash flow problems, part of an agreement in terms of dispute, partner of mismanagement and lack of investment, all employees don't trust each other and cultural conflicts, the language barrier is to focus on the prevention of risk; a detailed analysis of the cross culture communication and organization and human resources management, risk management, financial management, key staff of territorial management in the implementation of the international project management body outreach and corresponding measures, pointed out the influence of Sino foreign joint venture into An important factor in the work, and gives the strategies and suggestions for successful operation in the camp China outreach contractor model. The complexity of international engineering projects and the mandatory requirement is the need in reality. The camp outside the joint venture strategy is derived from the business operational considerations, and then formed into a higher level of competition strategy. Sino foreign joint venture organization the structure can docking international work habits and methods of management, and project communication, can better adapt to the market environment in China. The establishment of effective communication system and the establishment of communication plan, to achieve a good smooth cross-cultural communication is the key factor to ensure the smooth realization of the goals of the Sino foreign joint venture. Sino foreign joint venture should pay special attention to strengthening human resources management, clear job responsibilities, establish a unified compensation standard and management system, staff management planning in advance. A qualified project manager. It is one of the key factors for successful operation of Chinese foreignpartners joint venture. To strengthen international personnel training, focus on training understand a foreign language, business, technology, talents management, increase the knowledge of international project management, familiar with the international rules of management, technology, business, law, finance, contract, claims and other professional talent reserve, optimization the allocation of human resources. Financial management is the core part of Sino foreign joint venture management. Sino foreign joint venture should start from the establishment of financial regulations, the creative characteristics of antithetical couplet body itself to the camp pin to formulate the corresponding financial management system and measures, to ensure project funding operation. Sino foreign joint venture should actively implement the staff of territorial management, maximize use and training of local labor, share the social responsibility for the local government. It can not only reduce labor costs, reduce costs, and establish a good harmonious surrounding relationship. The brand image, enhance the company's reputation, for enterprises to develop new markets and expand business scale and create favorable conditions. Chinese contractor must clearly recognize the lack of short board and management of international project to participate in international market competition, the courage to change the existing traditional mode, establish the system in line with international standards, and gradually find out a line with the international market the effective management mode, to enhance the competition ability of the enterprise. Chinese contractor should take the initiative to adapt to international competition in the market demand, and actively seek a strong partner in foreign countries, strengthen the different professional field partner selection and evaluation, reserves, build a strategic alliance with the joint venture cooperation as the foundation, through the integration of resources internationalization to achieve the optimal allocation of resources and market efficiency, the most effective with reinforcements, leveraging the work, accelerate the process of internationalization of overseas companies , to achieve long-term sustainable development. In the international cooperation to promote Chinese enterprise culture construction, but also to strengthen the cross-cultural communication management, establish China company has strong economic strength, advanced technology and reliable performance, good reputation, stable wages and benefits, social responsibility, environmental protection and sustainable development of good corporate image. Chinese contractor should actively seek the mode of resources the best integration, from the joint venture entity model to the development of enterprise organization model in virtual, and constantly improve the Chinese contractors in international engineering project management adaptability and innovation. This paper is used in China contractor outreach pool model to open up overseas market and the implementation of the international engineering project provides a useful inspiration.

【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F542;F272

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