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在我国,工程建设领域已进入到快速发展的阶段,工程承包模式也更加多元化、多样化。而业主方为了降低工程风险,保证总体投资得到有效控制,在工程项目建设管理中通常会采用EPC工程总承包模式。EPC工程总承包模式下,给总承包方带来的管理压力较大,尤其是在项目费用控制这一方面,若管理控制不佳,就容易导致项目成本增加,影响项目总体效益。为了使工程项目获得合理、预期利润,提高综合效益,加强对EPC工程总承包项目费用的管理控制,是总承包方须考虑的现实因素。文章便以G50公路增设九杜公路收费站及沪亭北路匝道改建工程为例,对EPC工程总承包项目中的费用控制提出一些建议。
In our country, the field of engineering construction has entered a stage of rapid development, and the project contracting model is also more diversified and diversified. In order to reduce the project risk and ensure that the overall investment is effectively controlled, the Owner will usually adopt the EPC project general contracting mode in the construction management of the project. Under the EPC general contracting mode, the management pressure brought to the general contractor is greater. Especially in the aspect of project cost control, if the management and control are not good, the project cost will be easily increased and the overall project benefit will be affected. In order to obtain a reasonable project, expected profits, improve overall efficiency, and strengthen the management and control of EPC EPC project costs, is the real contractor must consider the reality. The article will take G50 highway extension nine road toll booths and the Shanghai North Road ramp reconstruction project as an example, the general contracting EPC project cost control put forward some suggestions.