1 Successful cases of foreign supply chain management and its enlightenment
1. 1 The design institute undertakes the engineering design of the project alone, and the owner chooses the construction unit and equipment manufacturing unit. The characteristics of this model are: (1) independently choose a design institute with leading domestic technology level to undertake the design. According to the design institute's experience in using domestic and foreign equipment for project construction, and considering the relationship between foreign materials and China's design, the preliminary design and construction drawing design are reasonably arranged, especially the detailed arrangement of construction drawings in stages and batches, so as to meet the needs of construction network progress in each stage and ensure that the design progress meets the requirements of the total project progress. ⑵ The owner can choose the equipment manufacturer and construction enterprise independently. Owners can reduce equipment costs and construction costs by choosing equipment manufacturers and construction enterprises independently, and ensure that they choose according to the actual situation of enterprises. Especially for equipment procurement, the selection and selection of new equipment should be classified with the original equipment of the enterprise as much as possible, which is convenient for the unified management of spare parts in the future and reduces the production and operation costs. This management mode is beneficial to the owner's supervision of engineering construction and cost saving. The disadvantage is that the owner is required to have a high management level and a lot of project management experience. Owners need to coordinate and manage a large number of design, equipment procurement and project management, and need to invest a large number of experienced engineering and technical personnel and management personnel. Once the owner's management is not in place or his business level is insufficient, it may cause project schedule delay, project quality decline, project cost overrun, and even safety accidents, leading to project shutdown.
1.2 design institute (engineering company) undertakes the general contracting of the project. The owner signs a general contract with the design institute, and the owner and the design institute invite tenders to determine foreign suppliers. The design institute is responsible for equipment procurement, factory design and construction management at home and abroad. The characteristic of this model is that the design-oriented general contracting transfers the pressure of engineering design and construction management to the design institute. Beijing Iron and Steel Design and Research Institute, Chongqing Iron and Steel Design and Research Institute and other well-known domestic design institutes have all obtained Grade A general contracting certificates from the Ministry of Construction, and have successively undertaken turnkey projects of Nangang, Pangang, Baosteel, Chongqing Iron and Steel Co., Ltd. and WISCO. After years of development, the design institute has established a functional organization that adapts to the general contracting of projects and formed a system that conforms to the development of general contracting of projects. Ability to unite first-class cooperative units. At present, domestic construction units mainly engaged in large-scale metallurgical construction have long-term friendly and cooperative relations with these design institutes (engineering companies), and the construction process is tacit and easy to coordinate. In the design and general contracting of metallurgical plants, the design institute has also established good and effective cooperative relations with well-known equipment suppliers at home and abroad. The design institute has good financing ability. These design institutes have good business performance and market reputation, and they all have the support of banks in the general contracting of projects. The improvement of financing ability of design institutes can provide certain financial guarantee for general contracting projects. The management mode of project general contracting undertaken by design institute is not conducive to cost saving, and the owner is easy to lose control of project progress and quality. The general contracting project of design institute must be for profit. In the process of factory design, equipment procurement and construction organization, there is a strong sense of cost saving, which cannot be consistent with the requirements of technology, equipment and quality of the main business. In the event of unfavorable situations in engineering construction, such as construction safety problems, progress problems, cost overruns and other contradictions, the contradictions will be passed on to the owners.
1.3 general contracting of cooperation projects between design institutes and complete sets of equipment companies Generally speaking, two thirds of the cost of engineering construction projects is composed of equipment costs, and whether the engineering equipment can be managed well is the key to the success of the project. At present, domestic well-known complete sets of equipment companies are: China Metallurgical Equipment Corporation, China Machinery Corporation, etc. The characteristics of the equipment company's participation in the general contract of the project are: (1) The equipment company focuses on controlling the quality and progress of the equipment in the whole process of the contract, and ensuring the overall equipment level and the requirements of the total construction period together with the owner, design, construction and production. ⑵ Generally speaking, the complete equipment company has cooperated with foreign manufacturers such as Austrian Iron and Steel Union, Dagnelie, Siemens and ABB for many years and established friendly relations. ⑶ In equipment management, the coordination and cooperation between complete equipment company and design institute is very important, which is also an important means of quality control. (4) Metallurgical construction unit undertakes the installation and debugging of civil works, workshops and equipment until the cold test is completed, which is the key link of the whole project quality. Only good equipment may not form good engineering quality, and only comprehensive cooperation with the construction unit in construction, installation and debugging can ensure the overall embodiment of equipment quality. This project management mode is conducive to strengthening the management of engineering equipment. The unfavorable factor is that the owner's coordination workload increases and he needs to pay the management service fee of the equipment company. Moreover, once the design institute and the equipment company disagree, it will adversely affect the project construction. At the same time, this model has not overcome the inconsistency between the general contractor and the owner in engineering construction requirements.
1.4 the design institute cooperates with foreign suppliers to undertake the general contracting of the project, and the design institute and foreign suppliers undertake the general contracting of the project as a consortium. There are three ways for design institutes to cooperate with foreign suppliers in general contracting. The first way is for the owner to sign contracts with design institutes and foreign suppliers respectively. The second is that the owner signs a general contract with the design institute, and the design institute signs a subcontract with foreign suppliers. The third is that the owner signs a general contract with a foreign supplier, and the foreign supplier signs a subcontract with the design institute. The characteristics of this model are: (1) The design institute has a long-term and good cooperative relationship with foreign suppliers. Ensure the first-class technical equipment level of the project. The key technologies and equipment provided by foreign suppliers can guarantee advanced technology and first-class equipment. The design institute has experience in technical control of imported projects, reducing import costs, and connecting imported equipment and technology with domestic manufacturing equipment and supporting technologies. Give full play to the general contracting experience of design institute to ensure the progress and quality of the project. The design institute cooperates with foreign suppliers to undertake the general contract of the project. While adopting the advanced technology and equipment from foreign suppliers, the owner can make use of the practical experience of general contracting of design institutes, reasonably arrange the crossover operation of design, procurement, construction and other links, shorten the intermediate links, and ensure short construction period, good engineering quality and high product quality. The design institute cooperates with foreign suppliers, undertakes projects with high engineering equipment and technical level, and introduces many foreign technologies and equipment. This model can ensure first-class technical equipment, high quality, high level, system and complete production line. The unfavorable factors are that the project construction cost of this model is high, foreign contractors need to pay management fees, the owners need to have strong foreign affairs management ability and coordination ability, and the coordination workload of the owners is also very large and complicated. Once the design institute has differences with foreign suppliers, it will have a great adverse impact on the project construction. At the same time, this model has not overcome the inconsistency between the general contractor and the owner in engineering construction requirements, and may increase the proportion of domestic supply in equipment introduction.
2. Measures for steel enterprises to strengthen project construction management
2. 1 scientific and rigorous feasibility study feasibility study is a comprehensive system analysis method, which investigates and compares the main contents and supporting conditions of the project from the aspects of technology, economy and engineering, predicts the possible financial, economic benefits and social and environmental impacts after the completion of the project, and thus puts forward suggestions on whether the project is worth investing and how to carry out construction, providing a basis for project decision-making. Scientific pre-project work is a sufficient condition for the success of the project. Without scientific and rigorous feasibility study, there is no guarantee for the success of the project. In the feasibility study, first of all, we should conduct investigation and study in an objective and fair position, and do a good job in collecting basic data. According to objective data and scientific analysis, we can draw a conclusion whether the project is feasible or not. Second, the content and depth of the feasibility study report must meet the national standards, and the basic content should be complete. It should occupy as much data as possible to avoid shoddy and formalism. In practice, we should master the following five points: ① first demonstrate, then make a decision; (2) Deal with the relationship among the three stages of project proposal, feasibility study and evaluation, and stop the research if any stage is not feasible; (3) investigation and research should be carried out from beginning to end. We must master reliable data to ensure the comprehensiveness, importance, objectivity and continuity of data selection; (4) Comparison and optimization of multiple schemes. The content and depth of feasibility study should also be in line with international standards as far as possible; ⑤ In order to ensure the quality of the feasibility study, the consulting and design units should have enough working cycles to prevent irresponsible and hasty actions due to various reasons.
2.2 Building a new and suitable project construction management mode According to the analysis of the above-mentioned project construction management mode, the project construction mode should be reasonably selected according to the actual situation of each enterprise and the different project types and scales, or the above four basic modes should be mixed and eliminated. To build a new and applicable engineering construction management mode, we must absorb the advantages of the above four modes and overcome their shortcomings. Generally speaking, the new model should meet the following requirements:
2.2. 1 the establishment of an efficient and streamlined project operation organization and the reasonable staffing of the owner's project department, especially the quality of personnel in key positions, are important conditions to ensure the successful implementation and operation of the project. The owner shall set up a professional, complete, capable and efficient project department according to the characteristics and work contents of this contract. The establishment of the organization mainly depends on the scale, type, development strategy and the needs and conditions during the project construction, and the following factors are considered: the organization should aim at the best coordination and control of all project inputs to ensure the smooth progress of the project; The establishment of the organization constitutes a part of the project investment, and the related expenses should be clarified; The organization should be dynamic and constantly adjusted according to the development of the project. Generally speaking, organizations can be divided into three levels: the top management is responsible for project planning, budgeting, coordination and control; The middle operation layer is responsible for the specific operation and implementation of the project; Supervise the management and be responsible for supervising all kinds of daily activities, such as financial management, budget and final accounts management, etc.
2.2.2 Give full play to the main work functions of the Project Department. The project department is responsible for organizing, managing and coordinating the work based on the project contract to fully realize the contract objectives. ⑴ Organizational function: During the execution of the contract, organize the relevant comprehensive departments of design, supervision, construction, safety supervision, manufacturers and enterprises to study various problems involving the boundary conditions and basic conditions of the contract in the whole process. The principle of organizing work is to realize the organization mode of "1+1+1"... = 1 "to achieve the objectives of all contract projects in a timely and effective manner, and to take responsibility for the unity of Qi Li. ⑵ Management function: relying on the supervision company to realize the management of contract progress, quality and cost, assisting the engineering department to manage design drawings and design changes, and cooperating with the supervision management department in the business and management of the project supervision company. In the process of project contract execution, the principle that the supervision engineer is the sole spokesman for contract execution is adhered to, and the opinions of the owner, design unit and other units are implemented in writing through the supervision engineer. The owner's project department cannot interfere with or affect the independent exercise of rights by the supervision unit. The management contents of the same contract by the project department and the supervision engineer are basically the same, but the management focus is different. The owner's project department focuses on ensuring the boundary conditions for the normal execution of the contract, ensuring that the supervision engineer strictly executes the contract and handles all affairs in the contract under clear boundary conditions. The owner's project department has the right to review the contract settlement, new projects, engineering changes and change costs, as well as the progress, construction plan and construction arrangement between related contracts. ⑶ Coordination: During the execution of the contract, there will be many changes and adjustments due to design changes, general layout of construction, adjustment of engineering scheme, etc. It is one of the main work contents of the project department to coordinate the relationship between all parties in time. The owner's project department must enhance the overall situation, foresight, dynamics and timeliness in its work.
2.2.3 Highlighting the key points of project management Generally speaking, the key points of project management are: (1) According to the characteristics of the project, the establishment of a project department and the implementation of project management are important measures to achieve the overall objectives of the project and the objectives of each contract project. The owner should formulate relevant regulations on project management, clarify the economic responsibility system of the project department, and better promote the realization of the overall objectives of the contract. (2) All departments effectively support and ensure the implementation of all work of the Project Department. In the technical support system, it is necessary to strengthen the intensity and intensity of design review, strictly manage design changes, and reduce the inconsistency with the overall design objectives caused by design changes. (3) The construction of the owner's project department must focus on the overall goal of the project and improve professional cooperation and coordination. At the same time, set up a full-time information engineer in the project department. (4) Strengthen the management of supervision units. 5] Strengthen claim management and establish claim and change files. Establish a scientific project acceptance procedure: do a good job in the acceptance of projects in various units, unify the inspection scales and standards, clarify the evaluation requirements, and clarify the requirements for completion data. Regularly check and evaluate the quality of the unit project, and regularly check the acceptance data of each unit project of the division project. Establish a special report system, and the construction unit and supervision unit shall submit a comprehensive special report on the problems and final treatment results in the construction process in time.
2.3 Factory design based on the frontier of industry development is an important link in engineering construction. Fully predicting market demand through design, correctly selecting product structure and objectively analyzing investment benefits will largely determine the fate of the project after it is put into production. Design is the basis of project final accounts and the foundation of project implementation, which regulates the track of scientific operation of the whole project construction. Because large-scale engineering construction generally requires several design institutes to work together, in order to strengthen design management, make the design have a basis, standardize the format and standards, we should organize the formulation of "Unified Technical Regulations for Factory Design". In order to realize the scientific and standardized engineering design, it is very important to determine the basic design principles. Determine the overall process level and equipment level of the project to ensure the advanced product quality and cost indicators. Efforts should be made to improve the localization rate of equipment, adopt domestic equipment or cooperative manufacturing equipment as far as possible, and unify the same type of equipment as much as possible, which is conducive to the standardization of spare parts. Under the condition of ensuring the level of process equipment is not reduced, the quota design is realized. In environmental protection, fire protection, labor protection, industrial hygiene, treatment and utilization of three wastes, we adopt advanced technologies at home and abroad to meet national and local standards and strive to meet the standards of green factories.
2.4 The computer management information system of large-scale engineering construction project based on information construction management is a new discipline developed in recent years to adapt to the situation that the engineering project is expanding day by day, the technology is becoming more and more complex, and the engineering quality, construction period and cost control are becoming more and more strict. Its research object can be the macro management in the decision-making stage of the project, and it can also be the micro management in the implementation stage of the project. Large-scale steel engineering construction projects have the characteristics of large investment, long cycle, great technical difficulty, many interfaces and complex management and coordination. The application of information system is of great significance for improving the management of engineering construction projects, improving work efficiency and quality, reducing costs, accumulating information wealth and improving market competitiveness. First of all, it is necessary to analyze the information demand and data flow according to the actual situation of the project. This is the most basic work divided by function, including sorting out and defining the format and content of exchange data, and quantitatively analyzing internal and external, up and down data streams. Standardized description of information requirements for decision-making, management and business can lay a good foundation for the development of information resource planning. Secondly, the basic standards of information resource management should be established, including data element standard, information classification and coding standard, user view standard and database table standard. The establishment of these standards will run through the whole process of information demand analysis, data modeling and subsequent application development. Finally, the function model and data model are established on the basis of the first two steps. According to the thinking method of system engineering, the information system framework is conceived and grasped by department leaders, managers and system analysts as a whole.
2.5 Strengthen equipment management to ensure the normal supply of equipment. Two thirds of the project cost consists of equipment cost. Whether the project equipment can be managed well is the key to the success of the project. Strengthening equipment management and ensuring equipment quality and manufacturing progress are very important for project construction. (1) Do a good job in the preliminary stage of equipment procurement to lay a good foundation for the smooth implementation of the project. In the negotiation of import contract, it is very important to determine the content of cooperative manufacturing. Generally, modern production lines are mainly designed by foreign countries and are responsible for the systematic supply of key equipment and accessories, while domestic companies participate in the supply work in the mode of cooperative manufacturing. In order to ensure the quality and progress of contract equipment, we must first do a good job in the negotiation of cooperative manufacturing equipment in import contracts. Do a good job of domestic equipment handover, and the design institute undertaking factory design shall provide the equipment purchase list and equipment list according to the contract requirements. According to the overall progress of the project, prepare the equipment procurement plan and the network diagram of equipment delivery progress. (2) Equipment quality management is the key point, which runs through the whole process of project construction. In the stage of contract negotiation, it is necessary to clarify the factors affecting the quality of co-manufactured products, including product quality inspection standards, selection and substitution of materials, selection of accessories and many other aspects, which should be thoroughly discussed and determined in the form of contract annexes. (3) Schedule control is the key, and powerful measures must be taken to ensure timely delivery. When negotiating the contract, we should determine various factors that affect the production schedule. The progress of equipment manufacturing needs to coordinate all parties to ensure that all links complete the tasks as scheduled. The owner, design institute, foreign investors, construction unit and equipment factory jointly control the progress, cooperate with each other, coordinate with each other and serve each other to ensure the requirements of the total construction period.
2.6 Give full play to the role of supervision and carry out scientific construction management. In order to meet the requirements of investment control, quality control, schedule control, safety control, contract management and information management, the owner can choose a supervision unit to supervise the project construction after comparison. The supervision unit should focus on the following tasks: assisting the owner to choose a good construction contractor. Carry out the examination and approval of engineering construction organization design and technical scheme. Organize and coordinate all parties in the project construction. Check the materials, components and construction quality used in the project. Inspection and supervision of project construction progress. Within the scope of the project price agreed in the project contract, the audit and visa of the project payment, as well as the audit, confirmation and negation of the settlement project payment and engineering quantity outside the contract agreement. Improve construction site management. Supervise the contractor's self-safety education; Check and control the hidden dangers of safety accidents that the owner is responsible for; Conduct 24-hour continuous on-site supervision of key processes and make on-site records; Organize the acceptance of working procedures and sub-projects; Do a good job in standardized management of civilized construction on the construction site. Organize the preliminary inspection of completion and evaluate the quality grade. Strengthen information management. Keep construction logs, weekly reports and monthly reports during construction.
2.7 handle several contradictions in engineering construction, reasonably grasp the relationship between efficiency and benefit (1), and solve the contradictions among safety, cost, quality and time limit for a project. Implement project construction safety management, do a good job in labor protection, achieve the "zero" goal of casualty accidents, and promote the safe, orderly and efficient construction of the project. In order to effectively control the project quality and manage the Jian 'an project, a qualified supervision company is introduced, which can not only manage the project well, but also save the cost and ensure the quality. Choose domestic first-class construction enterprises to realize separate construction according to working face and working procedure. Make a strict construction network plan and dynamically adjust the construction plan. On the premise of ensuring construction safety, the construction progress shall be arranged reasonably with a scientific attitude, and the construction cost shall not be greatly increased by blindly pursuing high speed and high quality, nor shall the construction period be delayed or the quality be reduced by excessively pursuing low cost. In short, we should find an optimal balance between safety, economy, high quality and high efficiency. (2) Introduce environmental awareness, introduce and learn advanced management concepts, strengthen management to increase production and efficiency, and ensure the realization of economic benefits. Advanced technology and equipment must have advanced management. The simultaneous application of MES and ERP with engineering construction is of great benefit to the management after the project is completed. Strengthen the training of technical and operational skills, and let managers and operators get involved in advance. From the beginning of equipment installation, operators will follow up at the scene to understand the equipment performance and get familiar with the equipment knowledge, so as to increase perceptual knowledge for future work. At the same time, send skilled and responsible personnel to similar steel mills at home and abroad for systematic training.
3 Conclusion
After the completion of the project construction, it is the ultimate goal of the project construction to achieve the output and benefit smoothly. The project manager responsibility system can be implemented in the project, which effectively restricts the separation of design, construction, production and benefit, and restricts the completion of the project but fails to achieve production and increase efficiency smoothly. Determine a clear target responsibility system, implement it to everyone involved in the project construction layer by layer, and enhance the sense of responsibility. Implement target management, strengthen production preparation, solve weak links and difficult problems in advance when putting into production, ensure the smooth operation of equipment, ensure that all posts and links meet the process requirements on time, and strive to increase production and efficiency.
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