At present, the comprehensive competitive strength and management level of China construction enterprises, especially the management level of internal construction contracts, are still relatively low compared with foreign construction enterprises. Mainly manifested in the low level of contract management and the low quality of contract managers. In the construction market, if a new contract is signed carelessly, it may lead to the bankruptcy of the enterprise. Therefore, all construction enterprises must strengthen the scientific research on contract management, strengthen the research on countermeasures to control contract risks, and improve the awareness of internal contract management.
1 analysis of contract management problems of construction enterprises
1. 1 has not yet formed a systematic contract management system. The management of many construction enterprises cannot analyze and understand the significance of contract management to the survival and development of enterprises from a strategic perspective, and they lack attention to the function of contract management. Although some construction contractors have personnel in charge of contract management, some of them belong to different departments, so the audit and supervision in the process of contract execution can not form systematic management, and the formalization phenomenon is serious. Construction projects do not pay attention to the construction of contract management system, the centralized management, hierarchical management and authorization management mechanism of contracts are not perfect, anyone can sign contracts, the contract management procedures are not clear, or there are problems such as the system is not implemented, the performance procedures are not fulfilled, the necessary review and evaluation steps are lacking, and the effective supervision and control of contract management is lacking.
1.2 Lack of effective monitoring system and risk control countermeasures The depth and quality of enterprise contract management often depend on the quality level and experience of specific contract managers. Lack of effective monitoring system and risk control countermeasures will often lead to confusion in the management of contract documents on the project site. A large number of invalid and complicated contract documents not only interfere with the analysis and judgment of contract managers, but also cannot provide a strong contract basis for contract management, especially it is difficult to ensure the full implementation of key links in contract management. Omissions or work mistakes will lead to major contract mistakes and form contract risks. At the same time, the project lacks effective monitoring measures and is prone to all kinds of corruption.
1.3 The overall comprehensive quality of contract managers is low. At present, most of the personnel engaged in contract management of construction projects in many construction enterprises are non-professionals, some are engineering technicians and managers in engineering construction and project management departments, some are college students who have just left school, and even high school students. The ideological quality and professional ability of personnel are uneven, and some have certain professional knowledge, but lack knowledge and experience in economic management and law; Some have economic management and legal knowledge, but do not understand engineering technology; What's more, there is neither professional knowledge nor practical engineering experience, let alone knowledge of economic management and law. Contract management is a management work with strong professionalism, wide knowledge, high awareness of laws and regulations and rich practical experience. The contract manager must have all kinds of knowledge and abilities. At present, the lack of contract management professionals has become one of the main bottlenecks affecting the management and development of small and medium-sized construction enterprises.
1.4 the problem of low informatization of enterprise contract management is also widespread, and contract management of some construction projects is still in a decentralized management state. The filing procedures and requirements of the contract are not clearly defined, there is no strict supervision and control during the contract performance, there is no comprehensive evaluation and summary after the contract performance, and the contract management is extensive. Many companies still sign contracts manually, and the collection, storage, processing and maintenance of contract management information are backward, and the development and use of contract management application software are relatively backward. The contract management process has not been reconstructed and optimized according to the modern project management concept, and the effective development and utilization of the internal information resources of the project have not been realized, so the informatization degree of contract management of construction projects is low.
2 Measures to improve the internal contract management of enterprises
2. 1 Establish and improve the contract management system In order to adapt to the competition in the construction market, construction enterprises should optimize the organizational structure of enterprises and project management according to their own development, combined with the characteristics of construction project management and contract management, or combine assets, merge and acquire, enhance their own strength, and strive to improve the level of specialization and cooperation. At the same time, an independent contract management functional department should be set up in each corresponding management level to scientifically define and coordinate the interface setting between the contract management functional department and other functional departments, and the top leaders should hold regular or irregular coordination meetings of the contract management functional departments, so as to adjust the organizational structure in time according to the actual operation of contract management, solve the defects in the division of powers and responsibilities, sum up work experience and lessons, handle and coordinate existing disputes and frictions, and further optimize the contract management work procedures.
2.2 Strengthen the awareness of system management and risk management. Construction enterprises should combine the existing resources and actual management level of enterprise contract management, deeply study the specific characteristics, requirements, management control means and work priorities of contract management activities at different stages, establish a scientific contract management system, strengthen contract management functions and highlight contract management priorities. Such as contract document management system, contract review system, contract disclosure system and post-contract evaluation system of enterprises and projects; Establish a supervision and guarantee mechanism for enterprises, monitor and assess the performance of project contract managers, strengthen the rigid binding role of contract management system, severely crack down on and investigate all kinds of violations of law and discipline and dereliction of duty, and ensure the effective implementation of contract management system.
It is also very important to establish an internal risk assessment mechanism. Risk assessment is a process of analyzing and making decisions on various risks that enterprises will face. Enterprises should establish corresponding risk assessment teams to implement the risk management of the project to the corresponding management departments or project management teams. This "bottom-up" approach encourages managers to actively measure and control the risks of their departments, and at the same time adopts corresponding incentive mechanisms, so that managers can also get returns from reducing project operation risks.
2.3 Pay attention to the cultivation of contract management talents and introduce construction enterprises. It is necessary to strengthen the awareness of contract, strengthen the concept of legal system, strengthen the study of a series of laws and regulations such as contract law, construction law, bidding law, etc., so that all employees can be familiar with and use these laws and regulations. Only by engaging in business activities according to laws and regulations can we be protected by national laws and truly safeguard our legitimate rights and interests. Talents are the most precious wealth of enterprises and the foundation of enterprise management. Implementing the strategic planning of enterprise human resources is the fundamental way to improve the level of enterprise contract management. To improve and improve the quality structure of contract management talents in enterprises, we can adopt the methods of self-training, hiring or establishing long-term cooperative relationship with professional contract management research institutions, such as organizing middle and senior leaders and relevant functional personnel to conduct contract management rotation training, organizing regular exchange meetings on contract management experience, inviting contract management experts to give lectures, directionally cultivating contract management professionals, introducing contract management talents from college graduates and social talent markets, or cooperating with universities and consulting units to carry out project contract management research and guide practice. At the same time, through effective measures such as selecting managers with certain contract management quality to enter the leadership and setting up a special award fund for contract management, an atmosphere of attaching importance to contract management and respecting contract management talents is created within the enterprise, which provides a good environment for the cultivation of contract management talents.
2.4 Establish and improve the contract information management system. Due to the variety and quantity of construction project contracts, frequent contract changes, a lot of correspondence and information in performance, and strong systematic contract management. If the construction enterprise only relies on manual management, it is time-consuming and laborious, the information transmission is slow, and the management is not in place in time, which will definitely cause contract losses, especially claims with high timeliness requirements. If the necessary contract performance information is not provided on time, the claim will be invalid. Therefore, with the rapid development of information technology, contract management should be based on information management. Construction enterprises should vigorously promote the informationization of contract management, establish enterprise contract information management system, improve the efficiency of enterprise contract management, and improve the level of enterprise contract management and operation management.
3 Conclusion
With the continuous development of China's construction industry and the increasingly close connection and integration with international projects, the research work of construction project contract management will be paid more and more attention and promoted. It needs the joint efforts of the government and people in the industry to continuously and deeply carry out the research work of scientific management of construction project contracts. We believe that this work has a long way to go, but it has broad prospects and great development potential.
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