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紫阳同志在肯定了”鲁布革工程管理经验“之后指出,我们的基建队伍不应是专业的、固定的、劳务的。应当象日本大成公司那样是综合的,包括设计、科研、施工、设备材料采购以及竣工后服务的“合成兵种”。这既揭示了目前我国施工企业结构,管理体制不合理的状况,同时也给我们指出了改革的方向。长期以来由于体制的弊端,条块分割至使我们的施工企业只能从事单纯的建筑安装劳务,造成先天不足,企业缺乏竞争力。推行设计、科研、施工、设备材料采购一揽子总承包是施工企业由单一经营向全方位经营,由粗放经营向集约经营转化的必然趋势。这次,在们把天津三建和天津市建材建设公司推行项目总承包的经验推荐给大家,希望读者从中得到启发。
Comrade Ziyang, after affirming the “Lubuge project management experience”, pointed out that our infrastructure team should not be professional, fixed, and labor. It should be as comprehensive as Japan’s Dacheng Company, including “combined arms” for design, scientific research, construction, equipment and materials procurement, and post-completion service. This not only reveals the current situation of China’s construction enterprise’s structure and management system, but also points us to the direction of reform. For a long time, due to the drawbacks of the system, the construction of the company has allowed us to engage only in construction and installation services, resulting in congenitally deficient and uncompetitive enterprises. The implementation of design, research, construction, equipment and materials procurement as a total contractor is an inevitable trend for construction companies to operate from a single operation to all-round operations, from extensive operations to intensive operations. This time, we recommend the experience of Tianjin Sanjian and Tianjin Building Material Construction Company to implement the project general contracting, and hope that the readers will get inspired from it.