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随着国家“一带一路”建设的总体规划和部署,国内外的各种资本持续高位投资。土木工程施工企业想要抓住机遇、迎接挑战,在复杂而激烈的环境中占据一席之地,成本管理肯定是提升竞争力的重要途径。而工程总造价的60%—70%由施工材料及设备构成,如何在项目物设部有限的人力资源条件下对材料、设备进行分类管理,以有限的投入换取较大的产出,就是项目材料设备管理亟待解决的问题。为此,以中铁北京局一公司商合杭高铁项目8标3分部材料管理为例,详细阐述了ABC分类管理法“抓大放小”、“抓重要,放次要”管理思想的应用。
With the overall planning and deployment of the nation’s “One Belt, One Road” construction, various domestic and foreign capitals continue to invest heavily. Civil engineering construction enterprises want to seize the opportunity to meet the challenge in a complex and fierce environment to occupy a place, cost management is certainly an important way to enhance competitiveness. The construction of the total cost of 60% -70% of the construction materials and equipment from the composition of the Ministry of Construction projects under the conditions of limited human resources, materials and equipment classified management, with a limited investment in exchange for greater output is the project Materials and equipment management problems to be solved. To this end, taking the material management of 8th and 3rd branch of Hangzhou-Hangzhou high-speed rail project of a company of China Railway Beijing Bureau as an example, this paper elaborates on the ABC classification management method, “grasping the big one”, “grasping the important one, putting the minor one” Application of management thinking.