發(fā)布時(shí)間：2018-07-14 20:41

【摘要】：由于國(guó)際石油工程項(xiàng)目的行業(yè)特點(diǎn)和所處的復(fù)雜環(huán)境,在國(guó)際石油工程項(xiàng)目中,變更索賠事件經(jīng)常發(fā)生。目前,許多總承包商都在國(guó)際石油承包市場(chǎng)中尋找存在機(jī)會(huì),更不乏很多西方老牌總包商。很多公司為了生存而采取低利潤(rùn)投標(biāo)策略,面對(duì)如此競(jìng)爭(zhēng)激烈的國(guó)際石油承包市場(chǎng),變更索賠也成為了很多承包商彌補(bǔ)經(jīng)濟(jì)損失,確保效益,提高競(jìng)爭(zhēng)力的有效手段。與西方老牌石油承包商相比,在變更索賠管理方面,中國(guó)承包商還處于一個(gè)摸索階段,變更索賠工作仍缺乏比較系統(tǒng)的理論研究和工作管理流程,在整個(gè)項(xiàng)目管理工作中,這部分仍是一個(gè)薄弱環(huán)節(jié)。提高完善承包商對(duì)變更索賠的管理控制體系,維護(hù)承包商的合同權(quán)益和項(xiàng)目效益,是本論文的研究目的。 本論文的研究背景是石油工程,行業(yè)特點(diǎn)鮮明,以往類(lèi)似方向的研究大都基于國(guó)內(nèi)建筑工程進(jìn)行分析。本論文工作主要有以下幾個(gè)方面： 1、分析國(guó)內(nèi)外總承包項(xiàng)目中變更索賠研究現(xiàn)狀,同時(shí),通過(guò)問(wèn)卷調(diào)查法和項(xiàng)目調(diào)研法,選取公司在海外已執(zhí)行項(xiàng)目的變更索賠典型案例,按照發(fā)生的不同階段進(jìn)行分類(lèi),以石油總承包商的角度,提出當(dāng)前要解決的問(wèn)題。 2、結(jié)合國(guó)際石油總承包工程特點(diǎn),采用德?tīng)柗品ㄟM(jìn)行項(xiàng)目風(fēng)險(xiǎn)識(shí)別,分析變更索賠發(fā)生因素方面,找出適合的國(guó)際石油總承包工程項(xiàng)目的變更索賠管理程序應(yīng)具備的基本條件要素。相對(duì)于以往僅對(duì)已發(fā)生的變更索賠的進(jìn)行過(guò)程控制管理,擴(kuò)大分析范圍到從項(xiàng)目前期即開(kāi)始對(duì)變更索賠進(jìn)行防范、線(xiàn)索跟蹤等管控,并延展到項(xiàng)目結(jié)束后對(duì)已發(fā)生的變更索賠事件進(jìn)行后期評(píng)價(jià)總結(jié)的管理。 3、結(jié)合適合國(guó)際石油總承包工程項(xiàng)目變更索賠程序應(yīng)具備的基本條件要素,提出一套完善的適合國(guó)際石油總承包項(xiàng)目變更索賠的管理程序,即從項(xiàng)目前端組織管理、過(guò)程組織管理到變更索賠后期評(píng)價(jià)總結(jié)管理程序的一套全過(guò)程管理程序。 4、結(jié)合實(shí)際案例,按照項(xiàng)目變更索賠的前端管理、過(guò)程管理和后期評(píng)價(jià)總結(jié)管理三個(gè)階段進(jìn)行結(jié)果分析。 隨著越來(lái)越多的中國(guó)石油公司加入到國(guó)際石油總承包行列,希望本文的研究成果,能為我公司以及其它相關(guān)企業(yè)在今后的項(xiàng)目管理工作中提供一些參考,提高公司的未來(lái)項(xiàng)目效益和市場(chǎng)競(jìng)爭(zhēng)力。
[Abstract]:Because of the industry characteristics and complex environment of international petroleum engineering projects, change claims often occur in international petroleum engineering projects. At present, many general contractors are looking for opportunities in the international oil contract market. In order to survive, many companies adopt low profit bidding strategy. In the face of such fierce competition in the international oil contract market, change claims have become an effective means for many contractors to make up for economic losses, ensure efficiency and improve competitiveness. Compared with the old western oil contractors, the Chinese contractors are still in a groping stage in the management of change claims, and there is still a lack of systematic theoretical research and work management flow in the change claims, so in the whole project management work, This part is still a weak link. The purpose of this thesis is to improve the management and control system of the contractor's claim for change and to maintain the contractor's rights and interests of the contract and the benefit of the project. The research background of this paper is petroleum engineering, the characteristics of the industry are bright, the previous research in similar direction is mostly based on the analysis of domestic construction engineering. The main work of this paper is as follows: 1. Analyze the current situation of research on change claims in general contracting projects at home and abroad, at the same time, through questionnaire survey and project research, Select the typical case of change claim for the project that the company has carried out overseas, classify according to the different stage of occurrence, put forward the current problems to be solved from the point of view of the general oil contractor. 2, combine the characteristics of the international oil general contract project, This paper adopts Delphi method to identify the project risk, analyzes the factors of the change claim, and finds out the basic conditions which should be met in the change claim management procedure of the international oil general contract project. Compared with the previous process control management of only the change claims that have occurred, the scope of analysis has been expanded to take precautions against change claims from the early stage of the project, and control such as trail tracking, etc. And it extends to the management of the post-evaluation and summing up of the change claim events that have occurred after the end of the project. 3. Combining with the basic conditions suitable for the change claim procedure of the international oil general contract project, Put forward a set of perfect management procedures suitable for the change claim of the international oil general contract project, that is, organize and manage from the front end of the project, A set of whole process management procedures from process organization management to final evaluation and management of change claims. 4. Combined with actual cases, according to the front-end management of project change claims, Process management and post-evaluation summary management of the three stages of the results analysis. With more and more Chinese oil companies joining the ranks of international oil contracting, I hope that the research results of this paper can provide some references for our company and other related enterprises in the future project management work. Improve the company's future project efficiency and market competitiveness.
【學(xué)位授予單位】：中國(guó)科學(xué)院大學(xué)（工程管理與信息技術(shù)學(xué)院）
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F416.22

【參考文獻(xiàn)】

相關(guān)期刊論文 前6條

1 俞素平;工程總承包模式下的索賠[J];福建建設(shè)科技;2004年02期

2 喬恩言 ,李玉順;在國(guó)際石油合作中的體會(huì)與思考[J];國(guó)際經(jīng)濟(jì)合作;2004年02期

3 蘇麗萍;西方對(duì)外直接投資理論對(duì)我國(guó)的適用性分析[J];國(guó)際貿(mào)易問(wèn)題;2003年07期

4 漆多俊;沈明宇;;國(guó)際石油合作模式演變及合作領(lǐng)域擴(kuò)張[J];河北法學(xué);2007年12期

5 張崇濤;EPC總承包模式的風(fēng)險(xiǎn)管理[J];建筑管理現(xiàn)代化;2004年03期

6 張宏圖;FIDIC施工合同項(xiàng)目中工程變更與索賠分析[J];鐵路工程造價(jià)管理;1999年03期

，

本文編號(hào)：2122886