The following Zhongda Consulting brings you an analysis of the informatization application of Chinese and foreign contracting engineering companies for your reference.
At present, my country's project management and IT integration is 20 years behind the international level. From the perspective of engineering technology, especially detailed design technology and construction technology, China is no worse than foreign countries, or even surpasses them. But we There is a lack of development and monopoly of patented technology and the combination of management technology and IT technology. The poverty of IT technology in China is a common problem.
1. Typical problems faced by Chinese foreign contracting enterprises
1. Procurement issues
In developing countries, use domestic advanced technology to solve the problems of owners After project problems, typical problems are procurement management problems.
Problem 1: The equipment, materials, and components required for the owner's project are purchased by the contractor. There is a lot of waste in the contractor's procurement and procurement process management. Sometimes companies often increase the purchase quantity of some subjects after taking into account other possible change factors. This brings certain variables to the company's human, financial and material coordination, and also has a certain impact on cost control. For example, cement should be 1 ton , purchased 1.1 tons for insurance;
Problem 2: Inspection, inspection, measurement and experimental management during the material procurement process caused a large loss of benefits. This should be reported to the contractor and owner for inspection at any time during processing, manufacturing, leaving the factory, and packaging;
Question 3: For some special professional projects, equipment procurement is very difficult, especially for some Enterprises that go to foreign countries for construction for the first time often do not know where to order, and do not have information channels to establish a procurement short list, including the processing technology, equipment capabilities, manufacturing capabilities, inspection qualifications and past performance of the purchasing supplier manufacturers.
2. Transportation issues
Statistics show that the transportation costs of equipment, materials and components account for more than 10% of the purchase cost. Domestic general contractors urgently need to improve their management level.
Question 1: In order to obtain the payment receivable for the equipment, materials and components of the employer's project that arrived at the site on time, it is necessary to establish a letter of guarantee cooperation relationship with the shipping company and obtain clean shipping documents. The inability to receive receivables on time and in full is a common problem for domestic companies;
Problem 2: In terms of transportation methods and transportation means leasing, the industry generally adopts the rental method of transportation. The cost is relatively high, and the contractor should try to use lower-cost liner transportation through optimized management;
Problem 3: Losses caused by poor transportation planning of large items (over-length, over-width, over-weight, over-height) If you want to claim compensation, it is possible that the equipment is 1 million and the transportation costs are 10 million. If the plan is not good, it will incur demurrage fees, ballast fees, as well as the corresponding transportation measures for river transport and the costs incurred by the impact of public institutions, etc. Such as losses due to lake drought, including the cost of soft work such as customs.
Therefore, the correct choice of safe, fast, and economical transportation methods is related to many aspects such as project cost, project progress, and material quality.
3. Project management issues
The EPC project lacks project scope and project system management. The reason is that the analysis of the process design process and project management is insufficient, resulting in sub-projects. If the scope and capabilities are too large or too small, profits will decrease and risks will increase.
At present, IT technology, international project management software and project management processes have not been integrated into an organically integrated information system, and network benefits, feedback benefits and management knowledge sharing benefits have not been formed, resulting in low efficiency. , The speed is extremely slow. If the headquarters wants to understand the project status, it mainly relies on business trips, listening to reports, and human judgment. This not only lacks control over Chinese subcontractors (insufficient control over subcontractors such as design, construction, machinery, etc.), but also lacks internal control, resulting in large unforeseen risks and a large gap between expected benefits and actual benefits. big.
4. Organizational and process issues
Companies in my country’s foreign contracting field generally have the following problems in organization and business processes.
Problem 1: Management is not systematic and IT is not systematic. Although the division of labor is very detailed, data, conditions, materials, files and other information cannot be shared and used within a short period of time. There is no and IT technology is combined, so reducing staff does not increase efficiency, and even increases staff.
After problems occur, they blame each other, evade responsibility, and reduce efficiency;
Problem 2: The matrix management foundation relies on the management system and the IT network to quickly and fully share the means, so as to greatly improve the efficiency. To improve economic efficiency, for example, foreign contracting projects in China often require only one to dozens of people, so China’s price advantage in some aspects has gradually been lost;
Question 3: Preliminary work of the contracting business process Not careful, the plans, plans, links, and measures are not described in detail enough compared to foreign companies, and the future risks cannot be analyzed clearly;
Problem 4: Unfavorable control of domestic and foreign subcontractors, For example, the control of subcontractors such as survey, design, supply manufacturing, construction, mechanical commissioning and material commissioning is unfavorable.
5. Auxiliary decision-making support issues
Because my country’s foreign contracting engineering companies are unable to integrate project management processes and IT technology in the fierce international competition
The combination greatly affects the speed and competitiveness of bidding, as well as the quality control, cost control, and engineering control of engineering project management, and affects the quality of decision-making. If IT is used, effective remote control and decision-making can be carried out, such as the "S" curve, which can greatly reduce the headquarters' management costs for overseas project departments and improve management efficiency.
2. Management models and information technology solutions of leading international companies
1. Procurement and material management
Project procurement management includes many aspects, including contractors Special attention should be paid to the key requirements of the employer, such as requirements for processing drawings, requirements for processing base materials, requirements for processing processes, requirements for inspection and experiments before final shipment, etc. Therefore, the contractor must strictly manage the above procurement activities and delegate Supervise the production, otherwise the employer will refuse to accept or pay.
Some companies' software and network solutions begin with project management and a partnership application that represents the employer's key requirements. They also provide procurement content including invitations to bid and requests for quotations to facilitate procurement. process without trying to change the way people work, including:
(1) Introducing a bill of materials in the quotation request;
(2) Bringing sample drawings of specialized products, while Track the latest version of the sample drawings and the latest progress of the package bid quotation;
(3) Conduct detailed bid analysis, using coordinate grids to facilitate "apples-to-apples" comparisons;
(4) Automatically issue a purchase order to the winning bidder.
American company Materia Link uses a quotation application process to facilitate sellers to upload design details and specifications of the products they offer. When revisiting the quote, the seller can simultaneously evaluate the bid and decide whether the lower price is a good value for the remaining product.
The overseas project resources of international engineering contracting companies come from complex sources, change frequently, and involve many countries and regions, making how to manage these resources well and make the most efficient use of them become the focus of project management. heavy. The use of information technology can make difficulties easy, quickly allocate resources to tasks, and accurately track and control resource usage. Using information technology for computerized management of resources, the usage of all resources can be tracked during project execution. The main applications of information technology in material management include:
(1) Supplier and material classification setting management.
(2) Procurement plan, procurement budget, procurement cycle, and careful planning of material procurement.
(3) Strictly control the quality and quantity of materials through purchase orders, receipt orders, and return orders.
(4) Procurement tracking analyzes procurement summary and details from multiple perspectives of suppliers and materials.
(5) Material classification, warehouse maintenance, picking types, and warehouse entry and exit settings are the basis for comprehensive management of project materials.
(6) Record the ins and outs of each item of materials, including warehousing, taking out materials, picking up materials, and returning materials.
(7) Make an installation plan for large equipment, and record the installation process in the equipment installation sheet.
(8) Material general ledger, journal, and inventory account provide standard financial information.
2. Transportation management
Generally speaking, the choice of transportation mode should be considered from the following four aspects:
(1) Select according to transportation conditions;< /p>
(2) Selection based on transportation route;
(3) Selection based on transportation time;
(4) Consideration of 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 the status of goods in transit.
3. Project management
It is crucial for the general contractor to do a good job in contract management, project planning, project progress and quality management in a timely manner, and to control the project cost.
(1) Planning and progress management
Most international engineering projects have the characteristics of large scale, long construction period, complex structure, etc. With the widespread application of computer tools, the progress of the project has been greatly improved. Program management has entered a new stage, and information technology has performed exceptionally well in these areas. It provides a simple and convenient management method for optimizing the schedule, allowing project managers to handle these changes efficiently, greatly reducing the repetitive work of plan preparation and review personnel, and shortening the update cycle of the schedule. Content includes:
* Unlimited multi-level division of sub-projects and tasks;
* Automatic calculation of job progress and identification of critical paths;
* Network diagram, Gantry Special pictures, PERT, express the logical relationship of projects/task from multiple angles;
* Support completion; start, start; start, start-;finish, finish; complete the logical relationship of these four tasks;
* Resource balancing and optimization between projects and within projects;
* The time unit can be days, weeks, and months, and the work calendar can be set freely;
* Materials , equipment, costs, labor planning and feedback.
(2) Quality management
Includes:
* Technical indicator management and quality management planning to ensure project quality and achieve expected goals;
< p>* Establish a technical evaluation index system and a quality evaluation index system to provide the basis for quality management;* Delivery results
Result technical report, deliverable quality report, task technical report, task The quality report comprehensively reflects and controls project technology and quality;
* The project review and acceptance report is the final check on project quality.
(3) Contract documents
Include:
* Any classification of contracts and documents;
* Save the original contract and key data, Quick retrieval and summary;
* Fund payment plan, physical delivery plan;
* Contract changes, claims.
(4) Cost and fund management
With the widespread use of computers, the use of computers for project cost management is gradually being recognized by the industry. Information technology has made useful explorations in this aspect and well embodies the basic methods of cost management.
View the planned and current costs, baseline costs, actual costs and remaining costs of the project through project summary reports, views, project cost statistics tables, etc. to understand whether the project will exceed the total budget.
* Verify project costs and variances by tasks, resources, and assignments to understand when and where costs are over or under budget;
* By applying information technology The "Cost Over Budget" filter can quickly identify individual items or resource allocations whose costs exceed budget;
* Use the "Earnings Analysis" table to analyze costs. After saving costs as a budget, you can compare the current actual progress of a task with the expected progress, and track cash flow against the progress of the task to understand whether the funds will be used up before the project is completed;
* Investment plan, investment list, fund income slip, detailed tracking and recording of investment data;
* Capital expenditure slip tracks relevant contracts, records expenditure amount, type and payment method;
* Fund flow, income and expenditure plan, and monthly (annual, quarterly) fund reports.
(5) Evaluation analysis
* Use operations research principles to quantitatively analyze the percentage of projects completed according to schedule and budgeted cost;
* Optimistic value, pessimistic value Expert experience such as value, most likely value, and expected value provides the basis for analysis;
* Histograms and curve charts visually display project time and cost risks;
* Use the international standard EVMS theory , analyze cost, schedule and differences from the plan;
* Planned budget cost, actual budget cost, actual completion cost, cost deviation, schedule deviation and comprehensive index;
* Various Mathematical models analyze and predict project completion data;
4. Organization and process
The internationally accepted practice is to establish a management process centered on the completion and contracting of the employer's project. This means that after the project owner, general contractor, and subcontractor sign the contract, all rights and obligations will be in accordance with the provisions of the contract, and the design progress, procurement progress, construction progress, and project quality will also be guaranteed by the contract.
5. Assisted decision-making support
* From macro to micro, from static to dynamic, decision-making charts tailored for project leaders at different levels;
* A variety of graphics can be split and combined to reflect the comprehensive progress of the project from various perspectives of time, funds, resources, and materials;
* Early warning of major issues such as cost overruns, schedule lags, and fund arrears;
* Project start, milestone events, task completion and other major work forecasts;
* Gantt charts and progress charts make the progress clear at a glance;
* Investment amount, planned construction period, Tracking and querying of working hours progress, project volume, output value, and completed amount;
* Tracking and querying of resource usage plan, quantity, and cost;
* Purchase, income, and expenditure of materials for the current period/accumulation , Inventory query analysis;
* Fund income, expenditure, and balance analysis charts.
To sum up, the gap between domestic enterprises and foreign enterprises is that international contracting enterprises in developed countries have fully utilized the benefits of the network, feedback benefits, rapid risk decision-making management benefits, international procurement benefits and provided services Benefits, etc. In short, they use a combination of modern project management and modern IT technology. In particular, foreign contracting companies not only have the above capabilities, but also have financing capabilities. They have a wide range of financing channels and have extensive contact channels for IT financing with financing units. Therefore, they can obtain financing loan projects, bot projects, BOO projects, BOOT projects, etc., which have greatly improved international competitiveness, improved the ability to serve customers, reduced project costs, and improved efficiency, especially the efficiency of international competition. Therefore, they have capital accumulation and use capital to develop and expand their patent technology cooperation channels and expand their project market competition share.
In the increasingly fierce market competition, if domestic enterprises can learn from excellent foreign experience, combine modern enterprise management concepts with IT technology, and make full use of network benefits, feedback benefits, and rapid risk decision-making and management benefits, Wait, eliminating troubles and solving problems is undoubtedly the best way to help companies improve their competitiveness.
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