论文部分内容阅读
在推行施工项目管理中,我们公司建立健全了劳务、材料、设备、资金等生产要素的内部市场,实现了生产要素优化配置和动态管理。其中在材料市场建立了钢材、木材、水泥等内部(一级)市场,而对砂子、石子、砖等地方材料的采购则由项目经理部根据需要,到社会市场采购,公司仅对项目采购的价格实行事后审核。但是,实行项目分散采购后弊端日趋显露: 一是项目采购渠道混乱。据统计分散在上海地区与本公司项目有关单位多达40余家,这些采供单位有个体联营、集体的,其营业资质和履行供料的信誉不清。
In the implementation of construction project management, our company has established and improved internal markets for labor factors, materials, equipment, capital, and other production factors, and optimized distribution and dynamic management of production factors. In the materials market, internal (first-class) markets such as steel, wood and cement have been established, while purchases of local materials such as sand, gravel, and bricks have been purchased by the project manager’s department to the social market according to their needs. The company purchases only the project. The price is reviewed afterwards. However, the drawbacks following the implementation of project decentralized procurement are becoming more and more obvious: First, the project procurement channels are chaotic. According to statistics, as many as 40 units related to the company’s projects are scattered in the Shanghai area. These collection and supply units have individual joint ventures and collectives, and their business qualifications and the credibility of fulfilling their supplies are unclear.