浅谈市政工程EPC项目紧密联合体结算管理

A Brief Talk on EPC Project of Municipal Engineering Close Consortium Settlement Management

目前,国内建筑市场普遍采用的总承包项目(EPC)联合体经营模式,合同各方相互制约、相互监督,较传统松散型提高了管理效率。但是,这种联营模式还是无法做到各个环节相互交叉渗透,施工、设计两张皮,施工方习惯性把责任推给牵头方,推诿、扯皮现象较多。为此,现推行紧密联合体模式,所有人员重新定岗定级,各尽其用。其中,资金流和利润分配是核心,内部结算便是基础工作,如何做好内部结算需慎重对待。就此展开讨论,从内部结算联合体各部门职责、结算流程到资金拨付为止,均明确了具体的操作办法,最后总结了目前出现的问题和解决办法,以供参考。

At present,the general contracting project(EPC)consortium business model is widely used in the domestic construction market.The parties to the contract restrict and supervise each other,which improves the management efficiency compared with the traditional loose type.However,this joint operation mode is still unable to achieve the mutual penetration of each link,construction,design two skins,construction parties habitually put the responsibility on the lead,buck-passing,wrangle more phenomena.To this end,the close association model is now being implemented,and all personnel are re-graded to make their best use of it.Among them,capital flow and profit distribution is the core,internal settlement is the basic work,how to do a good job of internal settlement needs careful treatment.This paper starts a discussion on this point,from the responsibility of each department of the internal settlement consortium,settlement process to fund allocation until,have made clear the specific operation method,finally summed up the current problems and solutions,for reference.