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以设计院作为总承包商的管理模式是我国工程建设项目组织实施改革,提高工程建设水平,保证工程质量和投资效益,规范建筑市场秩序的重要措施。也是设计院调整经营理念增强综合实力,加快与工程接轨的有效途径。然而,近几年来该模式下施工分包商执行力的问题受到参建各方的关注,特别是对总承包商的施工管理带来了挑战。本文就设计院总承包项目运行过程中,如何提高施工分包商的执行力作了分析与总结。
Taking the design institute as the general contractor’s management mode is an important measure for our country’s engineering construction project to organize the implementation of reform, improving the construction level, ensuring the project quality and investment benefits, and regulating the construction market order. It is also an effective way for the Institute to adjust its business philosophy to enhance its comprehensive strength and speed up its integration with the project. However, in recent years, the execution of construction sub-contractors in this mode has drawn the attention of all parties involved in construction, especially for the general contractor’s construction management. This article analyzes and summarizes how to improve the execution of construction subcontractors in the process of running the EPC project.