First, the problems existing in the supervision and management of engineering cost consulting units, due to the inertia of the long-term planned economic system, the imperfect development of the market economic system, the imperfect market competition mechanism, the unscientific and imperfect intermediary market management system, and the ineffective government supervision and management measures, there are still many drawbacks in the social operation activities of engineering cost consulting units, and there are also many shortcomings in the supervision and management of cost management departments, mainly in the following three aspects:
(A) The lack of fairness and timeliness of engineering cost consulting activities In the current cost consulting market, many cost consulting units have not really promoted the market to participate in the competition, and won the trust of customers in the fierce competition by improving the technical level and service quality of enterprises. But under the protection of the government, relying on the government functions of government departments, monopoly operation is carried out within the scope of its administrative power. The cost consulting unit lacks certain social independence and has an umbrella to rely on, which breeds some bad phenomena such as weak competition concept, relaxed work requirements, weak service awareness and low work efficiency, and also directly affects the fairness and timeliness of cost consulting. Some consulting units arbitrarily depress the project cost and extend the settlement time for their own interests; The internal management of some cost consulting units is chaotic, and some employees take advantage of their profession to seek personal gain, colluding with construction enterprises to overestimate and risk calculation, which seriously damages the economic benefits of construction units; In some consulting units, the professional quality of staff is low, and the quality of consulting results is not accurate because of miscalculation, omission and repeated calculation in project editing. These phenomena undoubtedly have a great impact on the cost consulting market.
(B) The comprehensive strength of engineering cost consulting units needs to be improved. Engineering cost consultation is a highly technical specialty. According to international practice, professionals engaged in engineering cost consultation should be compound talents with economic, legal and management knowledge. However, the knowledge of people engaged in this industry is generally narrow, the knowledge structure is difficult to meet this requirement, and the overall service quality is not high. Moreover, engineering cost consulting units generally have the following problems: First, the overall scale is small. The total number of existing engineering cost consulting units is large, but the scale is small, the financial strength, technical conditions and technological innovation ability are poor, and the quality of personnel is unsatisfactory. For example, in many engineering cost consulting units, the number of cost engineers and professionals has just reached the standard, accounting for a large proportion, and among professionals, people aged 50-60 also account for a considerable proportion, so a considerable number of cost consulting units simply have no ability to cultivate their own innovative business talents in the future, and it is difficult to resist business risks.
Second, the proportion of cost consulting units of chartered projects is small. In foreign countries, the engineering cost consulting business is a professional and chartered engineering cost consulting organization. However, most of our engineering cost consulting units are affiliated to accounting firms or supervision companies, and they have no real independence in mechanism. The heads of some firms or supervision companies are amateurs in infrastructure projects, so they can't have substantial knowledge and understanding of engineering cost consultation from a professional perspective, which leads to some unsatisfactory services and fails to really play their intermediary role. The low degree of specialization of engineering cost consulting units will bring difficulties to strengthen industry management and promote intra-industry communication.
Third, the business scope is narrow and the business volume is small. Judging from the current situation, many engineering cost consulting units mainly focus on price evaluation and tender preparation. However, from the perspective of project cost reform, these two businesses will gradually decrease. The core content of project cost management reform is to carry out the valuation mode of bill of quantities and separate quantity from price. In this mode, a lot of accounting work will be concentrated in the cost accounting department within the construction enterprise. The focus of the determination and control of the whole project cost is also changed from post-audit to post-control At present, the role of cost consulting units in prior control is dispensable, not to mention charging. In view of the above reasons, we say that the future development of our engineering cost consulting unit is not optimistic until the engineering cost consulting industry finds a new income growth point.
(3) The supervision and management of the cost management department needs to be improved.
With the promulgation of "Management Measures for Engineering Cost Consulting Units", cost consulting units have been brought into the track of legalization of management and standardization of behavior. However, some basic industry management systems formulated by the self-regulatory organizations of the engineering cost consulting industry, such as "Practice Guidelines for Engineering Cost Consulting Units" and "Operational Guidelines for Engineering Cost Consulting Business", have not been strictly implemented. Many cost consulting units have irregular internal management, unstable teams, many part-time jobs, weak basic management, lack of effective restraint and supervision mechanism for employees, outstanding professional ethics problems of employees, weak risk awareness and poor sense of responsibility. The existence of these problems shows that there are some shortcomings in our supervision and management work.
First, the supervision and management of cost management departments still need to be strengthened. Due to historical reasons, many cost consulting units were originally affiliated to the government administrative departments, but now they are decoupled, but people's minds have not changed suddenly. When they encounter problems, especially when they violate discipline, they are still used to turning to their parents' home or shirking, which makes it difficult for the cost management department to take strict measures and the corresponding punishment is relatively weak, and it is often easy to roll with the punches and minimize the problems.
Second, trade associations lack authority. At present, they are unable or unwilling to "clean up their doors" and expel units or individuals who have seriously violated the rules. Although some cost consulting units are called intermediaries, they seem to be the spokespersons of the entrusting party; It claims to be fair, just and independent, but it protects the interests of the entrusting party everywhere, forming a phenomenon that whoever entrusts benefits. These phenomena are largely due to the lack of restriction mechanism and the serious lack of self-discipline management function of trade associations.
Second, strengthen the supervision and management of engineering cost consulting units. The existence of the above problems has affected the normal operation of the cost consulting market and hindered the healthy development of the construction market.
Therefore, the new situation requires engineering cost supervisors and employees not only to strengthen business knowledge learning, constantly improve themselves and keep up with the times, but also to guide, standardize and ensure the healthy and orderly development of the cost consulting market with perfect laws, regulations and scientific methods. Here are some ideas on how to further strengthen the supervision and management of engineering cost consulting units:
(a) strongly support the franchise cost consulting units to strengthen the supervision of cost consulting units, in order to develop intermediary institutions, foster social autonomy, promote free competition, and oppose industry monopoly. However, the actual situation did not achieve the expected purpose. When undertaking business, vicious competition was very common, and even they caught each other and killed each other. In the end, both sides lost. For example, it is not surprising that the stipulated charging standard is 3‰ and the final charging is 1‰. Of course, this kind of situation will not happen in the self-financing franchise cost consulting unit, because they can't do business at a loss and can't afford to lose money. At the same time, because of their high risk, they will be highly responsible to the owners to complete the consulting business and compete for the market with credibility. And consulting units backed by "main business" can be reckless and unprofitable. This is just their "intermediate business", not their "main business". This kind of behavior will not only promote fair and free competition, but will lead to monopoly. Therefore, it is imperative to vigorously support franchised cost consulting units. Otherwise, it will be impossible for us to cultivate truly competitive and professional cost consulting units, and it will be difficult to compete with large foreign engineering consulting companies in the future.
(2) To establish the industry self-discipline system and liability compensation system, it is necessary to establish a bad record disclosure system to punish the cost consulting units with bad reputation. Cost consulting units and employees who engage in malpractices for selfish ends, abuse their powers, accept bribes or make serious mistakes in their work shall be blacklisted by the cost management department or industry association using the media such as cost information network, and shall be punished during the annual inspection until their qualification or qualification is cancelled. In addition, trade associations can also carry out credit rating according to the performance records, business records and credit information of cost consulting units and their employees, so as to promote cost consulting personnel to consciously abide by the market economic order, form good professional ethics, and complete their tasks rigorously and conscientiously.
From the perspective of industry self-discipline and reputation, it is also necessary to establish a liability compensation system to increase the unfair cost of cost consulting units and restrain their behavior. At the same time, with reference to international practice, establish a "professional liability insurance" system. Because after the implementation of the bill of quantities valuation model, the cost consulting unit will face more risks, especially some engineering cost consulting with high new technology content and complex project characteristics, which is even more risky.
(3) Correctly guide and standardize the engineering cost consulting units. At present, the engineering cost consulting units are generally weak, the company is small in scale and the technical force is not strong. The main business scope is still limited to the compilation of bill of quantities and pre-tender estimate, the audit of settlement, and the professional scope is mainly limited to civil engineering, installation and municipal administration, which can not cope with market changes and competition in time. Therefore, it is urgent to open up the engineering cost consulting market and carry out the whole process service of engineering cost. At present, the involvement of cost consulting units in the early stage of the construction process can be said to be blank, but in the early stage, especially in the decision-making stage.
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