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本文结合中国有色金属建设股份有限公司在印度执行的两个对外工程总承包项目的实践经验,论述了中国公司在印度开展总承包项目时普遍都遇到的进度拖延、成本不可控等问题,分析了中国公司在印度市场执行项目时受阻的原因,提出了在执行印度总承包项目时应按照印度业主控制项目进度的模式,采取按照工程量和工程单价的计价方式来给合同定价、报价;项目签署后可以通过成立印度子公司的方式解决工作签证和进度拖延问题,以及在项目实施期间加强与印度业主和分包商的沟通等办法。
Based on the practical experience of two non-ferrous EPC projects in China implemented by China Non-Ferrous Metals Construction Co., Ltd., this paper discusses the problems such as the delay of procrastination and the uncontrollable costs that Chinese companies generally encounter when carrying out general contracting projects in India. The reason why Chinese companies are blocked when implementing projects in the Indian market is that the Indian general contracting projects should be based on the schedule of projects controlled by Indian owners and the pricing and quotation of contracts should be taken according to the pricing of engineering quantities and engineering unit prices. After signing, it is possible to settle the issue of work visas and progress delays through the establishment of Indian subsidiaries and to enhance communication with Indian owners and sub-contractors during project implementation.