中国石油天然气第一建设公司承揽了中国石油四川项目四套装置的施工任务,由于规模大、管理任务重且四套装置齐头并进,增加了成本控制的宽度和难度。自ERP系统引进后,项目部的管理工作紧紧围绕着工作流程展开,对材料费、分包费等各种成本费用进行集成化管理,经过一年的试运行和两年多的正式上线运作,ERP系统总体运行状态良好,不仅为 China National Petroleum first construction company contracted the construction of four sets of facilities of PetroChina Sichuan project. Due to the large scale, heavy management tasks and the simultaneous installation of four sets of equipment, the width and difficulty of cost control were increased. Since the introduction of ERP system, the project management work closely around the work flow, material costs, subcontracting fees and other costs and expenses of integrated management, after a year of trial operation and more than two years of formal operation on the line , ERP system overall operating conditions are good, not only for