At present, the modes are: parallel contracting mode, engineering general contracting mode, construction general contracting mode, construction consortium mode, construction cooperation mode, CM mode, NC mode, BOT/PF 1 mode. The general contracting mode is the future development direction, and its integration of design and construction will become the mainstream general contracting management mode after China's entry into WTO. CM mode is suitable for super-large projects with tight construction period, which are designed, invited and constructed at the same time. NC mode is a general contracting management mode that integrates design and construction after the owner completes the preliminary design. BOT mode is characterized by construction, operation and handover, and it is a general contracting management mode of investment belt.
In recent years, China's general contracting management practice is mainly to implement construction general contracting management and adopt three management modes. One is the general contracting mode of project construction: the general contracting department of the group company establishes the "general contracting department of the project" to implement the general contracting management of the project on behalf of the group company and undertake the general contracting responsibility. The General Contracting Department issues various economic and technical indicators to the "Project General Contracting Department".
Second, the management general contracting mode: for special government public construction projects or projects that the subsidiaries of the group enterprises directly participate in bidding, the general contracting department will set up a "project management department" to manage the general contracting on behalf of the group company, and undertake contractual obligations to the owner, not the project cost profit and loss index, but only the management fee paid by the owner to the general contractor.
Third, the general contracting mode of the project department: For some projects, the general contracting department set up a project management department to directly manage professional companies or labor service companies with strong social selection ability to carry out general contracting.
The general contracting management of China started late. Due to the limitation of investment system, the country has not yet formed a construction market to implement general contracting of projects. Owners still set up their own infrastructure teams to face design and construction respectively. Therefore, most enterprises implement general contracting management, and a few projects adopt general contracting management, construction consortium model and BOT model. Other modes, such as CM and NC, are rarely used in China. For example, Shanghai Construction Engineering Group successfully built Jinmao Tower, the tallest building in China, by adopting the general contracting management mode of integrating design and construction. Beijing Urban Construction Group, together with Shanghai Construction Engineering Group and Hong Kong Construction Engineering Group, has adopted the joint general contracting management mode, and the construction project of the National Grand Theatre has achieved initial results.
The gap between general contracting management level and foreign countries
Let's take a look at the characteristics of general contracting management in Japan. Dacheng, Shimizu, Kashima, Zhuzhong Gongdian, Dalin Group and Xionggu Group are the six major contractors. These companies generally do not have their own construction team, but act as general contractors. The management features are: the organizational structure of intelligence-intensive talents; Strong scientific research design and development ability; Taking the internationalization of enterprises as the development strategic goal; Attach importance to technological innovation and staff quality training. Its management advantages are: flexible and reasonable organization, capable and efficient management team; Attach importance to the core role of the director of the operation office in project management; Careful professional subcontracting and strict contract management; Whole process monitoring with emphasis on quality and safety.
Due to the advanced general contracting management mode adopted by international big contractors, its operating effect is obviously different from that adopted by domestic enterprises. 1998 Japan Dacheng Company has 65.438+0.3 million employees, with a turnover of 65.438+0.3238 million USD and a per capita turnover of 65.438+0.01.83 million USD. Berkeley Company in the United States has 25,000 employees, with a turnover of 977,654.38 billion US dollars and a per capita turnover of 390,800 US dollars. China construction enterprises have 200,000 employees, with a turnover of US$ 4.693 billion and a per capita turnover of US$ 6.5438+0.96 million. The per capita turnover of Japanese companies and American companies is 50 times and 20 times that of China companies respectively. Obviously, compared with the general contractors in the world, there is a big gap in the general contracting ability of China enterprises, and it is difficult to compete with international general contractors if they do not step up their development.
Main problems in general contracting management
First, there are misunderstandings about general contracting management. People don't know the concept of general contracting management clearly, and there are many misunderstandings, mainly because all walks of life and systems have their own infrastructure teams under the planned system. In the case of industry monopoly and division of departments, there is great resistance to the implementation of general contracting. Some people think that the implementation of general contracting management is the project cost plus management fee, which is a kind of "peeling" general contracting that increases management cost. The general contracting management company is a "leather bag company".
Second, the quality of existing personnel is not high, and there is a lack of compound talents. There are many civil engineering professionals, but there are few managerial compound talents who master new technologies, understand foreign languages and communicate directly with the international community. In the practice of engineering general contracting management, the share of civil engineering generally does not exceed 25%. For the introduction of new equipment, new materials and new technologies, there is a shortage of talents in deepening design, foreign trade agency and financing cooperation.
Third, the layout of enterprise organizational structure is unreasonable. The organizational structure and planning system of China's construction enterprises are influenced by the industrial organizational structure of the former Soviet Union, forming a triple division of labor: enterprise division, departmental division and regional development. It is difficult to form an economic scale under specialization and cooperation relations.
Take 1999 as an example: the proportion of four-level enterprises in China is: level 1 5%, level 2 15.8%, level 3 39.2% and level 4 40.0%, which forms a situation that big companies are not too strong and small companies are not too small and not too specialized. There are too many enterprises with first-class general contracting qualification, which leads to excessive competition in the general contracting management platform and low management level, while the proportion of super-large enterprises in Japan and the United States is generally below 1%.
Fourth, there are many non-market factors, so it is necessary to form a secondary subcontracting market. Generally speaking, major international contractors do not have their own construction team, and most of the projects may be subcontracted to professional subcontractors after general contracting. However, according to our country's regulations, enterprises with general contracting ability should at least complete the structural engineering independently after obtaining the general contracting task, and cannot subcontract. This regulation is a constraint for large construction enterprises in China to carry out general contracting management and occupy the international market as soon as possible. In addition, domestic large-scale construction companies, subcontracting projects are often limited to the secondary companies under the group, and internal administrative intervention and protection are also unfavorable factors restricting the general contracting market.
Fifth, the influence of the owner's behavior. Under the current system in China, there are many types of owners. Due to different construction purposes, there are different understandings of the application of the Construction Law and the Bidding Law. In order to avoid the restrictions of relevant laws and regulations, some owners divide large-scale projects into blocks and bid by stages, which is not conducive to the general contracting management of the projects.
Sixth, attach importance to the construction of project law and ignore the high-level general contracting management. The practice of project method construction has made great progress in reducing cost, improving project quality and shortening construction period. However, practice has proved that large enterprises are completely different from a single project management department when they are engaged in the general contracting management of large projects. Some large enterprises failed in the competition because of insufficient research and practice on the general contracting management mode, neglect of the general contracting management research, ignorance of the practices of international contractors, and ignorance of the responsibility and right management of general contracting and subcontracting. Then, you can only be a foreign contractor for the second or even third package.
Seventh, there is not enough research on the management mode, practices and regulations of international engineering general contracting. In the early 1990s, FIDIC clause was introduced into China, and the architect responsibility system was adopted in Europe, which made China construction enterprises understand the general practice of international contracting management, and applied it to the National Grand Theatre Project, Shanghai Jinmao Tower Project, Capital International Airport Project, Beijing Oriental Plaza Project, Guangzhou New Baiyun International Airport Project and other large-scale key projects in China, and achieved good results. However, facing the opportunities and challenges of China's entry into WTO, we know little about CM model, NC model, BOT model and PFI model, which is very unfavorable for Chinese large enterprises to face the competition from foreign contractors.