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在传统的DBB项目管理模式下,设备采购工作是独立的工作模块和业务单元。评标原则也大多数采用经评审后的最低价格中标方式,极少考虑中标价格是否合理性。供应商利用评标方式进行有策略性和区别性的报价,而很少关注和考虑项目的整体。采购方与供应商双方类似是猫鼠游戏,很难做到坦诚相待。这对国际电站项目,设备采购管理难度增大,项目执行后期隐形成本剧增,容易出现因部分设备质量问题产生合同违约事件。从某种意义上讲,最低价中标的采购策略只是项目成本的重分配方式,并不能真正有效地降低项目成本。电站项目的总承包商应重构设备采购的观念,从其他工业供应体系中汲取经验用于电站项目,将供应链体系引用之电站项目采购管理中。
In the traditional DBB project management model, equipment procurement work is an independent work module and business unit. Most of the bid evaluation principles are also adopted the lowest bid after the way the successful bidder, with little consideration of whether the winning bid price is reasonable. Vendors use bid evaluation methods to make strategic and differentiated offers, while seldom focusing on and considering the overall project. Purchasing and suppliers are similar to both cats and mice, it is difficult to be frank. This international power plant project, equipment procurement management more difficult to increase the hidden costs of the latter part of the project implementation surge, prone to some equipment quality problems arising from contractual defaults. In a sense, the bidding strategy of the lowest bidding is only the redistribution of the project cost and does not really reduce the project cost effectively. The general contractor of the power station project should reconstruct the concept of equipment procurement, draw lessons from other industrial supply systems for the power station project, and supply chain system to the power plant project procurement management.