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建筑业改革的主轴线是投资包干和招标投标,这样的现实和趋势已越来越为施工同行们所感受。在建筑业竞争的舞台上,表现出来的是企业之间以技术水平、管理水平为支柱的标价竞争,胜优者、劣败者自然是同时出现,工程造价的降低趋势也是显而易见,宏观上投资效益的提高将是毫无疑问的。然而,微观上的企业效益是否必然下降,有人惊呼,有人忧虑。日本大成公司在鲁布革的成功已经证明竞争取胜的低标未必低效益,这里的关键是在于企业的素质。作为中国施工企业,目前虽然还不可能一下子达到“智力密集型”的水平。但在现有能力水平上开拓进取,挖掘潜力,同样可以在强手如林的招投标竞争中提高自身的经济效益。
The main axis of the reform of the construction industry is investment contracting and tendering, and such reality and trend have been increasingly felt by construction counterparts. On the stage of competition in the construction industry, it is the price competition between companies that is based on the technical level and management level. The winners and losers naturally emerge at the same time. The reduction trend in project cost is also obvious. The increase in efficiency will be no doubt. However, whether micro-level corporate profits are necessarily declining, some people are alarmed and others are worried. The success of Japan’s Dacheng Company at Lubuge has proven that the low standard of competition to win is not necessarily ineffective, and the key here lies in the quality of the company. As a Chinese construction company, at present it is not yet possible to achieve “intellectual intensive” levels. However, to forge ahead and tap potential in the existing ability level can also increase its own economic benefits in the bidding competition.