At present, the combination of project management and information technology in China is 20 years behind the world. In terms of engineering technology, especially detailed design technology and construction technology, China is not worse than or even more than foreign countries, but we lack the combination of patent technology development and monopoly, management technology and IT technology. The lack of IT technology in China is a common problem.
First, the typical problems faced by foreign contracted engineering enterprises in China
1, procurement problem
In developing countries, after using domestic advanced technology to solve the owner's project problems, the typical problem is procurement management.
Question 1: The equipment, materials and components required by the owner's project are purchased by the contractor, and the contractor's procurement and procurement process management are very wasteful. Sometimes, after considering other possible changing factors, enterprises often increase the purchase quantity of some subjects, which brings certain variables to the cooperation of personnel and property of enterprises and has a certain impact on cost control. For example, cement should be 1 ton, and insurance should be 1. 1 ton;
Problem 2: Inspection, inspection, measurement and experiment management in the process of material procurement have caused great loss of interests. This shall be reported to the contractor and the owner for testing at any time during processing, manufacturing, delivery and packaging;
Question 3: For some special professional projects, equipment procurement is very difficult, especially for some enterprises going abroad for the first time, they often don't know where to order, and there is no information channel to establish a short list of procurement, including suppliers' processing technology, equipment capacity, manufacturing capacity, inspection qualification and past performance.
2. Transport issues
Statistics show that the transportation cost of equipment, materials and spare parts has accounted for more than 10% of the procurement cost, and domestic general contractors urgently need to improve their management level.
Question 1: In order to get the receivable payment for the equipment, materials and components of the employer's project on time, it is necessary to establish a letter of guarantee cooperation relationship with the shipping company and obtain clean shipping documents. It is a common problem for domestic companies not to get accounts receivable on time and in full.
Question 2: In terms of transportation mode and transportation leasing mode, chartering mode is widely used in the industry, and the cost is relatively high. The contractor should try to use liner transportation with lower cost through optimized management;
Question 3: If the transportation scheme of large items (super-long, super-wide, overweight and super-high) is not good, you must claim for losses. It is possible that the equipment is 654.38+0 million, and these transportation costs are 654.38+0 million. Poor planning, as well as port detention fees and ballast fees, as well as corresponding transportation measures for river transportation and expenses incurred by public institutions, such as losses caused by lake drought.
Therefore, the correct choice of safe, fast and economical transportation mode is related to many problems such as project cost, project progress and material quality.
3. Project management issues
Epc project lacks the management of project scope and project system, because the analysis of process design flow and project management is not enough, which leads to too large or too small sub-project scope and capacity, reduced profits and increased risks.
At present, IT technology, international project management software and project management process are not integrated into an information system, and the benefits of network, feedback and management knowledge are not formed, resulting in low efficiency and extremely slow speed. Headquarters wants to know about the project, mainly by traveling, listening to reports and judging by people's thinking. This not only can't control China's subcontractors (design, construction, machinery and other subcontractors are under control), but also lacks internal control, which leads to unpredictable risks and a big gap between expected income and actual income.
4. Organizational and process issues
Companies in the field of foreign contracting in China generally have the following problems in organization and business process.
Problem 1: The management is not systematic and unsystematic, and although the division of labor is very fine, data, condITions, materials, documents and other information can not be enjoyed and used in a short time, and it is not combined with IT technology, so the reduction of staff has not increased efficiency, and even more staff will be added. After problems occur, shirk responsibility and reduce efficiency;
Problem 2: The matrix management foundation depends on the management system, and the IT network is fast and accessible, so as to greatly improve the economic benefits. For example, the number of foreign contracted projects in China often comes to 1 ~ dozens, so China's price advantage in some aspects is gradually lost;
Problem 3: The preliminary work of the contracting business process is not detailed, and the plans, schemes, links and measures are not detailed enough compared with those of foreign companies, so the future risks cannot be clearly analyzed;
Problem 4: It is not conducive to the control of domestic and foreign subcontractors, such as the control of subcontractors such as survey, design, supply and manufacturing, construction, mechanical debugging and trial operation.
5. Decision support.
Because China's foreign contracted engineering enterprises are not in fierce international competition.
The combination of project management process and IT technology greatly affects the speed and competitiveness of bidding, as well as the quality control, cost control and engineering control of project management, and affects the quality of decision-making. If used, it can make effective remote control and decision-making, such as "S" curve, which can greatly reduce the management cost of headquarters to overseas project departments and improve management efficiency.
Second, the management mode and information technology solutions of world leading enterprises
1, procurement and material management
The project procurement management includes many aspects, and the contractor should pay special attention to the key requirements of the employer, such as the requirements of processing drawings, processing base materials, processing technology and final inspection experiments before leaving the factory. Therefore, the contractor must strictly manage the above procurement activities and appoint a producer, otherwise the employer will refuse or refuse to pay.
Some companies' software and network solutions start with project management and collaborative applications that represent the key needs of employers. They also provide procurement contents, including bidding and quotation application, in order to simplify the procurement process without trying to change people's working methods, including:
(1) Introduce the bill of materials in the quotation application;
(2) To undertake the sample drawings of professional products, and track the latest version of the sample drawings and the latest progress of the package tender offer;
(3) Conduct detailed bidding analysis and use coordinate grid to facilitate the comparison of "apples to apples";
(4) automatically issue a purchase order to the winning bidder.
Materia Link Company of the United States uses the quotation application procedure to facilitate the seller to upload the design details and specifications of the products provided. When reviewing the offer, the seller can also evaluate the offer and decide whether the lower price is worth the rest of the product.
The overseas project resources of international engineering contracting enterprises have complex sources and frequent changes, involving many countries and regions, which makes how to manage these resources well and maximize their benefits become the top priority of project management. By using information technology, we can make things easier, allocate resources to tasks quickly, and accurately track and control the use of resources. Computerized management of resources by information technology can track the use of all resources in the process of project implementation. The application of information technology in material management mainly includes:
(1) Supplier and material classification setting management.
(2) Make procurement plan, procurement budget and procurement cycle, and carefully plan material procurement.
(3) strictly control the quality and quantity of materials for purchase orders, receipt orders and return orders.
(4) Purchase tracking analyzes the purchase summary and details from the perspective of suppliers and materials.
(5) Material classification, warehouse maintenance, picking type and warehouse-in and warehouse-out settings are the basis of comprehensive material management of the project.
(6) Warehousing, warehousing, picking and returning materials, and recording the warehousing situation of each material.
(7) Make the installation plan of large equipment, and record the installation process in the equipment installation list.
(8) Material general ledger, journal and inventory account, providing standard financial information.
2. Transportation management
Generally speaking, the choice of transportation mode should be considered from the following four aspects:
(1) According to the transportation conditions;
(2) according to the transportation route selection;
(3) according to the transportation time;
(4) Consider customs declaration requirements.
The transportation management of large international companies generally uses information technology to optimize material transportation, weigh transportation conditions, routes, time and customs declaration requirements, and track goods in transit.
3. Project management
It is very important for the general contractor to manage the contract, project plan, project schedule and quality in time and control the project cost.
(1) Planning and schedule management
Most international engineering projects have the characteristics of large scale, long construction period and complex structure. With the wide application of computer tools, project schedule management has entered a new stage, and information technology is particularly prominent in these aspects. It provides a simple and convenient management method to optimize the schedule, which enables the project manager to deal with these changes efficiently, greatly reducing the repetitive work of the plan reviewers and shortening the update cycle of the schedule. The contents include:
* Infinite multilevel division of subprojects and tasks;
* automatically calculate the work progress and identify the critical path;
* Network diagram, Gantt chart and PERT, showing the logical relationship of projects/tasks from multiple angles;
* Support completion; Start, start; Start, start-; End, end; Complete the logical relationship of these four operations;
* Balance and optimization of resources between projects and within projects;
* Time unit can be day, week and month, and work calendar can be set freely;
* Materials, equipment, expenses, labor planning and feedback.
(2) Quality management
Including:
* technical index management, quality management planning, to ensure the engineering quality, achieve the expected goal;
* Establish technical evaluation index system and quality evaluation index system to provide basis for quality management;
* delivered to
Technical report, delivery quality report, task technical report and task quality report comprehensively reflect and control the technology and quality of the project;
* project review and acceptance report, and finally check the quality of the project.
(3) Contract documents
Including:
* Any classification of contracts and documents;
* Save the original contract and key data, and quickly retrieve and summarize them;
* fund payment plan and physical delivery plan;
* Contract changes and claims.
(4) Cost and fund management
With the widespread use of computers, the use of computers for project cost management is gradually recognized by the industry. Information technology has made a useful exploration in this respect, which well embodies the basic methods of cost management.
Check the planned cost and current cost, baseline cost, actual cost and remaining cost of the project through the project summary report, view and project cost statistics table, so as to know whether the project will exceed the total budget.
* Check the cost and variance of the project according to tasks, resources and allocation, so as to know when and where the cost will exceed or fall below the budget;
* By applying the "cost over budget" filter of information technology, we can quickly find out the single item or resource allocation with cost over budget;
* Use the income analysis table to analyze the cost. After saving the cost as a budget, you can compare the actual progress of a task with the expected progress, and track the cash flow with reference to the task progress, so as to know whether the funds will be used up before the project is completed;
* Investment plans, investment lists and capital gains lists, tracking and recording investment data in detail;
* Capital expenditure list tracks related contracts, and records expenditure amount, type and payment method;
* Capital flow, revenue and expenditure plan and monthly (annual, quarterly) capital report.
(5) Evaluation and analysis
* Using the principle of operational research, quantitatively analyze the percentage of project completion according to the schedule and budget cost;
* Optimistic value, pessimistic value, maximum possible value, hope value and other expert experience to provide analysis basis;
* Histogram and graph directly show the project time and cost risk;
* Use the international standard EVMS theory to analyze the cost, schedule and differences from the plan;
* Planned budget cost, actual budget cost, actual completion cost, cost deviation, schedule deviation and comprehensive indicators;
* Various mathematical models to analyze and predict the project completion data;
4, organization and process
The international common practice is to establish a management process centered on the owner's project completion and contract. This means that after the project owner, general contractor and subcontractor sign the contract, all the rights and obligations are in line with the provisions of the contract, and the design progress, procurement progress, construction progress and project quality are also guaranteed by the contract.
5, auxiliary decision support
* From macro to micro, from static to dynamic, tailor-made decision charts for project leaders at different levels;
* a variety of graphics split combination, from time, money, resources, materials and other angles to reflect the comprehensive progress of the project;
* Early warning of major issues such as cost overruns, lagging progress and fund arrears;
* Project commencement, milestones, task completion and other major work forecasts;
* Gantt chart and progress chart make the progress clear at a glance;
* tracking query investment, planned time limit for a project, man-hour progress, engineering quantity, output value and completion amount;
* resource use plan, quantity and cost tracking query;
* Query and analyze the procurement, income, expenditure and inventory of current/accumulated materials;
* Analysis chart of fund income, expenditure and balance.
To sum up, the gap between domestic enterprises and foreign enterprises lies in that international contracting enterprises in developed countries make full use of the advantages of network, feedback, rapid risk decision-making management, international procurement and service provision. In short, they adopted the way of combining modern project management with modern IT technology. In particular, foreign contracted enterprises not only have the above capabilities, but also have financing capabilities. They have a wide range of financing channels and a wide range of contact channels with financing units to establish IT financing. Therefore, they can get financing loan projects, bot projects, BOO projects, BOOT projects and so on. This has greatly improved their international competitiveness, improved their ability to serve customers, reduced project costs and improved efficiency, especially the efficiency of international competition. Therefore, they have capital accumulation, which can be used to develop and explore their patent technology cooperation channels and expand their project market competition share.
In the increasingly fierce market competition, it is undoubtedly the best way to help domestic enterprises improve their competitiveness if they can learn from foreign excellent experience, combine modern enterprise management concepts with IT technology, and make full use of network benefits, feedback benefits and risk quick decision-making management benefits.
For more information about project/service/procurement bidding, and to improve the winning rate, please click on the bottom of official website Customer Service for free consultation:/#/? source=bdzd