First, the role and position of equipment and materials management in epc general contracting projects
Equipment and materials are the material basis of EPC general contracting project construction, which directly affects the construction period, quality and cost of the project. In EPC project, equipment and material management is one of the important management contents of general contractor's project management.
The equipment and material management of EPC general contracting project includes the procurement of equipment and materials, ex-factory inspection, unpacking inspection of goods, on-site storage and maintenance, construction tracking of equipment and materials, installation and inspection of equipment and materials, and recycling management of surplus materials and wastes.
In terms of cost, equipment and materials account for nearly 80% of the total contract cost; As far as engineering quality is concerned, equipment and materials are the core of a construction project. Too high quality will lead to an increase in costs, and insufficient quality will lead to the failure of construction projects; Judging from the progress, any delay in the arrival of equipment and materials will affect the progress of the construction project, which may be due to a gasket, and the construction project may not be put into production on time; The management of equipment and materials is not only accompanied by the life of construction projects, but also longer than the life of construction projects. For example, problems such as the disposal of surplus materials at the end of construction projects continue. Therefore, improving the understanding of the importance of equipment and materials management, strengthening the leadership of equipment and materials management, earnestly implementing the requirements and norms of equipment and materials management, and effectively tracking the procurement, installation and inspection of equipment and materials have a decisive role in the smooth implementation of EPC general contracting projects, and should also occupy an important position in general contracting project management.
Second, EPC general contracting project equipment and material management
In EPC general contracting project, the management of equipment and materials is a dynamic control process, which accompanies the whole life cycle of the project, from design to equipment acceptance.
The basic process of equipment and material management is as follows: picking list-selecting qualified manufacturers-signing contracts-expediting-intermediate inspection-ex-factory inspection-transportation-on-site inspection-warehousing-warehousing-return. The management of equipment and materials is also complicated because it involves the design, procurement, construction, control and other project management departments of project management, and it needs to invest energy and meticulous work to ensure the realization of management objectives.
Each company has different management methods and responsible institutions for equipment and material management. In this narrative, the responsible department of material management belongs to the purchasing department, which is beneficial to the systematic management from requisition to delivery. The purchasing department is also responsible for warehouse management, mainly after the goods arrive at the scene. Although our company's project, in view of practical problems, in order to effectively control the inventory and storage of equipment and materials in general contracting projects, strengthened the management of purchase requisition, that is, adopted standardized system management, and compiled regulations suitable for project management characteristics according to specific project resources and project scope. The specific work contents are as follows:
1. Interface relationship of various departments of the project:
After the EPC general contract is signed, the procurement will immediately coordinate with the design and construction to plan the procurement scope, determine the submission time of the purchase requisition and the earliest delivery time of the goods, clarify the interface conditions with the design and construction, and plan a measurable interface evaluation system.
In the early stage of the project, the purchasing department works closely with the project design department to purchase equipment and bulk materials in a planned way and deliver them to the site in time to ensure the smooth implementation of the project, and urge the design department to complete the application, approval and release of the purchase requisition according to the requirements of the procurement progress. In the project construction stage, the purchasing department closely cooperates with the project construction department to complete the distribution and management of goods, actively communicates with the design department to complete the replenishment in time, and strengthens the dynamic tracking management and control of inventory and procurement to ensure that the inventory is within a reasonable level. Neither can the project be delayed due to the untimely supply of equipment and bulk materials, nor can it be blindly purchased, resulting in backlog, library expansion and more funds occupation.
1. 1. The design department is responsible for preparing the list of purchased equipment and technical specifications, and on this basis, the equipment purchase requisition is prepared, and the control department submits the equipment purchase plan to the purchasing department. The design department is responsible for compiling the bulk material list (including technical requirements) of each design discipline, which is summarized by the project material control engineer, and on this basis, the project bulk material requisition is compiled and submitted to the purchasing department. The purchasing department collects these materials and corresponding business documents into a complete inquiry document and sends an inquiry to the supplier.
1.2. The design department is responsible for making comments on the technical part of the supplier's quotation, arranging the recommendation order and providing it to the purchasing department to determine the supplier. In addition, the design department sent personnel to participate in the factory coordination meeting organized by the purchasing department, responsible for the exchange and negotiation of technology and drawings.
1.3. The purchasing department summarizes the technical review and commercial review opinions, conducts comprehensive review, and determines the supplier to sign the order contract. When there is a big gap between the technical review results and the commercial review results, the purchasing manager should fully negotiate with the design manager to reach an agreement, otherwise, the project manager's ruling or risk memorandum can be submitted.
1.4. The purchasing department is responsible for expediting the preliminary drawings (ACF) and final confirmation drawings (CF) submitted by suppliers, and returning them to the suppliers in time after submitting them to the design department for review and confirmation; In case of any objection, the Purchasing Department shall require the supplier to submit the revised drawings for reconfirmation.
1.5. During the preparation of the master schedule of the factory, the purchasing department will put forward the procurement schedule plan according to the requirements of the procurement control points of all equipment and bulk materials in the project contract (including the time of putting forward the purchase requisition, which will be submitted to the project manager for approval after the design department recognizes the enforceability of the plan).
1.6. In the process of equipment manufacturing, the design department has the responsibility to send personnel to deal with related design problems or technical problems.
1.7. According to the provisions of the order contract, both the supplier and the supplier need to participate in inspection and manufacturing supervision, and the procurement department should send personnel to participate. When necessary, designers can be invited to participate in pre-factory inspection, such as product testing and trial operation.
1.8 the purchasing department organizes transportation, design, construction and related parties to complete on-site inspection, warehousing and other related work.
2. Management of goods entering the site
Because according to the requirements of construction progress, the goods arrive at the site in batches; Due to the subtle relationship between supply and demand of commodities in the world, there are some buyer's markets and some seller's markets, but there are different degrees of lax contract performance and inability to deliver on time; This has a great influence on the construction plan and project plan, which may lead to the dynamic adjustment of the construction plan with the arrival of the goods, and may also lead to the loss of control of the overall project plan. Therefore, after the goods arrive at the scene, it is particularly important to manage the goods entering the site. Specifically, the control should be carried out according to the following steps:
After the goods arrive at the site, the construction department applies, the procurement department organizes the delivery to the construction unit, and invites the owner, supervision and other relevant departments to participate in the unpacking inspection for one-time delivery.
The timeliness of goods arriving at the site will affect the progress of the project; If the goods arrive at the site too early, it will cause a series of problems, such as the stacking of goods on site, possible secondary transshipment, advance payment of project funds, warranty period of goods, etc. Therefore, the construction department should put forward the demand plan and requirements of goods according to the construction plan; The purchasing department will prepare the delivery plan according to the construction demand and the special situation of the goods, and fully consider the factors such as the resources, transportation, geographical environment, climate, performance and production of the manufacturer (supplier) to make the delivery and delivery plan.
After the goods arrive at the site, in order to do a good job in arrival inspection, warehousing, storage, material control and cargo storage, the flow chart of goods in and out of the warehouse is specially formulated for dynamic control and management.
2. 1, flow chart of goods in and out of warehouse
Qualified unqualified
No, yes.
Incoming inspection
Note: The inspection conditions are met; -Yes.
Do not have the inspection conditions; 2.2, storage preparation
After receiving the delivery notice from the supplier, the Owner's Supply Department shall promptly notify the storekeeper of the special material warehouse to make the following warehousing preparations: master the name, specification, model, number of pieces and packaging size of the goods, divide the storage area according to the types of goods, and prepare unloading equipment.
2.3, incoming inspection (verification)
Incoming inspection shall be carried out according to relevant regulations, and the warehouse keeper shall participate in the whole process of incoming inspection together with other inspectors. According to the inspection conditions, the inspected goods are divided into three States: pending inspection, temporary management and qualified. The warehouse keeper is responsible for marking and recording the various states of the goods, and the marking method complies with relevant regulations. Only the goods that pass the inspection can go through the warehousing formalities, and the goods that are in the state of pending inspection and temporary management should be managed in a controlled state, and the warehouse keeper will sign for custody according to the division of responsibilities.
2.3, unpacking inspection
It is absolutely forbidden for non-unpacking personnel to unpack at will. Unpacking shall be arranged as planned under the unified organization of the owner's supply department. Under normal circumstances, the unpacking plan should be issued one week in advance, and all relevant units should be notified to invite commodity inspection, supplier representatives and relevant personnel to participate.
Unpacking inspection, first of all, check whether the package is damaged, open, scratched and other abnormal phenomena. After unpacking, check the appearance of the equipment for bumps, jams, deformation and corrosion. Check the inspection records at the port to confirm whether there is any new damage to the vehicle during delivery and transportation, and make a written record.
For precision, expensive and particularly important equipment, engineers and technicians should participate in unpacking inspection, and unpacking should be carried out indoors.
According to the packing list and the labels of the parts in the box, check the main engine, auxiliary engine, spare parts and accessories, as well as supporting electricity, instruments, pipe fittings, valves, special tools and technical data, and check them one by one.
The geometric dimensions of bare materials and bundles should be checked (or checked) one by one. Check whether the material, specification, pipe label, pressure grade and color label are consistent and whether the nozzle is damaged.
After unpacking inspection, according to the actual acceptance records, fill out the unpacking inspection list and accept it according to the quality. Any goods that need to be claimed or replenished shall be notified in time.
In case of shortage, damage, rust, etc. If it is found that it needs to be repaired or cannot be used during the delivery and unpacking inspection, the owner's supply department shall notify the import agent to handle the claim or compensation procedures after confirming with the foreign representative and relevant personnel.
The design department provides technical support for the technical requirements and inspection items of the whole unpacking.
2.4, warehousing
Goods that pass the incoming inspection shall be put into storage in time. After the qualified products are put into storage, according to the characteristics and installation time of the goods, fill in the "Equipment/Material Receipt" and store it in the pre-divided storage area, and keep an effective handling distance between all kinds of goods to facilitate access. All kinds of goods should be marked when they are put into storage.
2.5, warehouse management
Always check whether the doors and windows of the closed warehouse are tight and well ventilated, and whether the constant temperature and humidity can be maintained in the constant temperature room.
All stored items should be neatly arranged to ensure the correct position and orientation.
Long-term storage of rotating equipment, nozzle flanges and rust-prone parts should be regularly coated with butter or antirust oil.
Check the goods in the storage area regularly. If damage, corrosion, mildew and loss are found, records should be made and the construction manager should be reported in writing in time.
Check the sign regularly, and replace it in time if it falls off or is illegible.
For overweight equipment, special attention should be paid to prevent its deformation. The storage place should be flat, the foundation should be hard, the underlying objects should be firm, and sleepers should be added at the center of gravity to prevent local subsidence from causing deformation.
The slender rotating shaft reserved for mechanical equipment should generally be hung and preserved to prevent deformation.
Mark goods/materials with different materials.
Do a good job in fire prevention, fire fighting equipment should be managed by special personnel, and fire fighting equipment should be inspected regularly to prevent it from being out of date.
Keep records of all kinds of goods entering and leaving the warehouse.
Random documents, materials and inspection records shall be classified and properly kept for inquiry and call.
Handling should be carried out according to the characteristics of the goods and packaging identification to prevent damage to the goods.
Do a good job of anti-theft, idle personnel are not allowed to enter the reservoir area.
2.6. Management of Non-conforming Products Non-conforming products refer to the goods listed in the area to be inspected and temporarily managed. Such goods should also go through the handover procedures and be marked according to the regulations after being signed by the warehouse keeper. Independent account books and records should be set up for the inspected area and temporary area, and the attached documents should also be kept separately. Non-conforming products should be protected and kept as qualified products to maintain the original state of the goods.
2.7, outbound
The construction unit shall take the "Equipment/Material Delivery List" reviewed and signed by the designer of the design unit to the warehouse to collect the required materials. The warehouse keeper should carefully review the "Equipment/Material Outbound Doc", and the document must not be altered, otherwise a new outbound Doc should be issued. The warehouse keeper issues materials according to the variety, model, specification and quantity listed in the outbound order. After the verification is correct, both parties sign the outbound order, which is the only voucher for the goods to leave the warehouse and should be properly kept.
2.8, withdrawing from the library
The general contractor shall organize the construction unit to handle the formalities of returning the remaining materials. Materials, packages and containers of facilities should be recycled, and a recycling ledger should be established.
3. Goods arrival control
Because control itself is dynamic, control is a process of measuring deviation information and taking corrective measures on the basis of constantly establishing and revising control standards, so that the work can continue to measure the actual work situation according to the newly established standards and correct the deviation between actual implementation and standards and plans.
Goods should arrive at the site in batches and in an orderly manner, but there is often a certain gap between the plan and the reality, so it is necessary to dynamically manage and control the arrival; It is not enough to inform each other, but also inform the relevant units and manufacturers (suppliers) of the needs and results. After the site enters the installation period, a special person shall be responsible for it, and dynamic control shall be carried out according to the following procedures:
Can be controlled
4, emergency plan and authorization
Due to the tight construction period of EPC project and many external interfaces, the workload of on-site emergency procurement is heavy during design and procurement. In order to make the on-site emergency procurement work smoothly, EPC project formulates the on-site procurement emergency plan and authorizes it to some extent.
The equipment and materials urgently purchased can be purchased in advance by the purchasing department, but the relevant procedures should be handled within 10 days from the date of purchasing activities. In particular, some goods with small contracts (generally less than 65,438+0,000 yuan) can be purchased directly by the purchasing department without going through the routine examination and approval procedures.
5. Procurement contract management and cost control
Completing the procurement task according to the design requirements in the general contract is only 90 ~ 95% of the total actual procurement cost and 70 ~ 80% of the procurement labor cost. Therefore, design changes, the difference between actual arrival and design, the omission of design requisition and the difference of complete supply scope will all affect the progress, especially the project cost control. The expenses caused by the goods should be specially managed.
Because the replenishment requisition proposed by the design is easy to be classified and controlled, it can generally be divided into the scope change of signing the contract with the owner-proposing the change to the owner, design error-adjusting the cost plan and internal digestion.
Due to the manufacturer's (business) reasons, the cost is often difficult to define, and it involves a wide range of units. This problem should be controlled and managed from the moment the goods arrive. The possible expenses caused by goods can be divided into the following situations and influences: 1. Due to the delay in arrival; The fine stipulated in the contract shall be borne by the manufacturer; If the impact is great or the contract is clear, it shall bear the fine imposed by the owner on the general contractor and the slowdown expenses of the construction unit. 2. Incomplete supply: This problem often occurs in the case of complete supply, and some of them are discovered during the resettlement process. Once the contract scope is found out and belongs to the manufacturer, it can be handed over to the supplier for solution, or it can be handled by the general contractor on site, but the expenses incurred shall be borne by the manufacturer. 3. Supply quality problem: this problem should be found in advance and dealt with as soon as possible, otherwise it will cause rework of the construction unit or hidden quality problems in construction, and seriously lead to project delay or major quality accidents. The equipment and materials management of the project shall be carried out in strict accordance with the specifications, and any event exceeding the specifications must be confirmed by the design manager and submitted to the project manager. Such problems must be "one by one, and only feedback can be implemented."
Third, the management of equipment and materials is the source of benefits for EPC general contracting projects.
Management is a science as well as an art, which is based on more courses. Although each engineering company has its own management system, management system and engineering regulations for equipment and materials management, there are certain problems in the management of equipment and materials. The management of engineering equipment and materials should have the same exception as project management: the management of equipment and materials is not only a process management, but also a detail management. Only in this way can the economic benefits of general contracting projects be improved.
1, control the material allowance.
Each company has its own experience and implementation methods to deal with this problem, and all advocate zero subsidy, but for a single general contracting project, no one can do it. According to the statistics of several engineering companies and dozens of general contracting projects, the managed projects reach 0.3 ~ 1% (total contract price). The main reason for the excess of equipment and materials is the lack of experience in determining the allowance in the design application documents (for example, the purchase allowance for valves ≤DN25 is 5%; & gtDN25≤DN 100, the purchase allowance is 2%; & gtDN 100 purchase allowance is 1%). The purchase error caused by design error is directly related to the quality, experience and management of purchased products, so this kind of problem is inevitable, and the remaining materials are the pure profit of the engineering company. If this problem is handled properly, it can create greater benefits.
This problem can be solved by avoiding risks, especially by reaching an agreement with suppliers at the initial stage of procurement. If the user fails to use and protect the project at the end, it can be returned to the manufacturer. However, if some products cannot be returned, relevant other projects should be notified within the company first, and if possible, they should be used by other projects first.
2. Strict procurement contract management and cost control.
Due to the supply of equipment and materials, the project may lose money or the owner and relevant units may be fined. Mainly including the delay in supply, which leads to the construction unit's slowdown and the owner's fine; Product quality causes the construction unit to repeat the work, delay the progress and re-purchase.
This kind of problem often appears in the construction site of the project, which is difficult and practical. Because the site is tense in the construction stage, once the problem is solved without leaving any trace, the end of the project depends on memory. In order to solve this problem, we should not only evaluate the late delivery and risk transfer in the procurement stage, but also re-display the contract management of the procurement contract, and there should be a special person in charge at the scene. For each event (including late delivery, product quality, incomplete scope of supply, incorrect specifications, etc.). ), the manufacturer shall be informed of the problems and impacts, and the results of the impacts and the initial estimated costs shall be entered into the contract documents for final settlement.
3. Withdrawal management
At the end of the project, the project is often tense, and the management of the remaining equipment and materials is not strict, which will lead to the theft of equipment and materials and the disposal of scrap steel. In the process of project implementation, the system of returning equipment and materials should be established according to the progress of the project.
Four. Concluding remarks
In a word, with the increasing scale of EPC general contracting project, the structure and function are becoming more and more complex, the procurement of equipment and materials is large, the types are various, the specifications are miscellaneous, the cost is increasing, the construction period is shortened, and the intersection of various stages of the project is deepening, the phenomenon of equipment and materials out of control is becoming more and more serious, and the project risk is getting bigger and bigger. Therefore, it is an important subject to deeply study the equipment and materials management of engineering projects, and adopt a systematic and dynamic method to comprehensively manage the equipment and materials of engineering projects to realize the economic benefits of EPC general contracting projects.
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