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90年代以来,建筑市场竞争日趋激烈,深圳中铁二局工程有限公司作为国家房屋建筑施工总承包一级企业,也遇到了和其他同类企业类似的问题,投标降造越来越高,相同工程中标价却越来越低,到 90年代末期,企业效益越来越差,到了举步维艰的地步。进入21世纪,公司通过认真总结过去干低标工程的经验教训,针对公司地处中国改革开放前沿——深圳的实际,推行目标责任成本管理,加强对项目管理的监控力度,完善项目管理有关规章制度,
Since the 1990s, competition in the construction market has become more and more fierce. Shenzhen Zhongtie Erju Engineering Co., Ltd., as a state-owned general contractor of housing construction, has also encountered similar problems as other similar enterprises. The bidding is getting higher and higher, and the same project won the bid The price is getting lower and lower, to the late 90s, corporate effectiveness is getting worse, to the difficult point. In the 21st century, the Company implemented the target responsibility cost management, strengthened the monitoring on project management and consummated project management rules by earnestly summing up the experiences and lessons of the previous low-level project. In view of the fact that the Company is located in the forefront of China’s reform and opening up - Shenzhen, system,