摘要
近年来,随着我国石油石化行业工程建设总承包(EPC)业务的兴起,项目成本控制和过程控制能力得到了很大程度的加强,然而很多项目目前仍面临着库存数量过大、结构不合理、管理不科学、甚至不被重视等问题。如何更精细化地控制库存成为了很多行业内EPC项目的一个不小的挑战。文章以材料管理系统和组织管理为出发点,结合作者在越南化肥项目的工作经历,分析了总承包商库存控制的几个关键因素,并给出相应的合理化建议,目的是降低供应链环节成本,减少资金占用,提高工作效率,从而增强企业竞争力。
In recent years,with the rise of EPC business in China petroleum and petrochemical industries,the capabilities of project cost control and process control have been strengthened to a large degree,however,many projects are still faced with the issues like excessive inventory,irrational structure,unscientific management,or even neglect,etc.Thus,it is a big challenge for many EPC projects within the industry to find proper ways to take more accurate and detailed inventory control.This paper discusses the key factors of inventory control for EPC contractors,shares authors’ working experiences in Vietnam Ninh Binh Fine Coal Based Urea Project(NFEP) and proposes reasonable advisement from the point of material management system and project management,with the aim of cost reduction in supply chains,liquidity enhancement,as well as enterprise’s efficiency and competitiveness improvement.
出处
《石油工程建设》
2013年第4期76-80,27,共5页
Petroleum Engineering Construction
关键词
库存控制
材料管理系统
组织管理
inventory control
material management system
organization and management
