国际管道工程项目“965成本精细化管控模型”的创建与实施

The “965” fine cost control model of international pipeline projects

随着工程价格走低和成本走高,管道工程总承包企业参与国际竞争面临更大的压力。中国石油管道局工程有限公司系统分析国际管道工程项目成本管控中存在的突出问题以及降低成本的关键路径,总结出材料管理九大重点、项目日常管理六大规范、财税管理五大实践。这些管控措施促进了项目管理职能的转变,实现了由监督执行到主动管理,由静态管理到动态管理,由阶段管理到全过程管理,收获了可观的经济效益。

With the lower construction price and higher cost, pipeline engineering enterprises face more pressure when participating in international competition. China Petroleum Pipeline Engineering Co., Ltd. systematically analyzes the outstanding problems in the cost control of international pipeline project and the critical path of cost reduction, summarizes the nine key principles in material management, six major regulations in daily management and five practices in fiscal and tax management, which promote the transformation of project management functions, accomplish the implementation from supervision to active management, from static management to dynamic management and from stage management to whole management, and achieve great economic benefits.