摘要
工程总承包是指建设类企业按照合同约定对工程项目的勘察、设计、采购、
施工、试运行（竣工验收）等实行全过程或若干阶段的承包，是国际通行的工程
项目组织实施方式，在项目中能明确责任主体，保证工程质量和投资效益。在国
际工程建设市场上，采用工程总承包模式招标的项目占有相当的比例，但我国真
正具有较强工程总承包能力的建设类企业还不多，在国际工程的高端市场工程总
承包领域的竞争力还不强，如何引导和推行工程总承包，深化我国工程建设项目
组织实施方式改革，加快与国际工程承包和管理方式接轨，培育一部分在工程总
承包市场具有较强竞争力的建设类企业是一个具有较大实际意义的问题。

本文首先通过引入价值链理论来建立工程建设行业价值链模型，分析了我国
工程建设市场上采用较多的传统工程项目管理模式（DBB）的运作流程和管理结
构，描绘出了 DBB 模式中主要参与方的企业内部价值链，将 DBB 管理模式与价
值链分拆的概念联系起来，指出了对建设方价值链分拆容易产生的问题。为克服
这些问题的不利影响，本文引入了工程总承包的概念，提出工程总承包是对工程
建设行业价值链的优化整合，是减小或消除 DBB 管理模式不利影响的更先进的工
程项目管理方法。但推行工程总承包需要市场上存在足够数量的工程总承包企
业，而我国建设类企业以咨询、勘察设计、施工、专业分包和劳务分包为主，应
该鼓励具有一定规模和实力的建设类企业发展和提高工程总承包能力。

在评价企业工程总承包能力方面，本文尝试建立了评价函数，希望能从更细
节的层面指导建设类企业提高工程总承包能力，在进一步对评价函数的分析中指
出目前各建设类企业发展工程总承包的关键是提高价值链整合能力，并应用集成
管理的相关方法指出了提高价值链整合能力的具体措施。最后，本文分析了某勘
察设计院发展工程总承包的具体案例，并对该勘察设计院进一步发展工程总承包
业务提出了一些建议。

关键词：工程总承包，价值链，整合，集成管理
Abstract
Turnkey project means that the construction enterprises contract with the whole
process or several stages of the investigaiton, design, purchase, construction,
commissioning, checking and acceptance of the project specified in the contract. As
an international accepted means to organize the projects, it helps to regulate the
responsibility subjective and ensure the quality and investment benefits. The projects,
which are bidden by using turnkey project mode, make up a significant portion of the
international construction markets. However, there are not enough enterprises with
strong ability of turnkey project in our country. They are in a poorly competitive
position in the international top markets of this field. So it is of great significance to
deepen the reform and make a big step towards international standard to cultivate a
series of highly competitive enterprises.
By introducing value chain theory to build value chain mode in the construction
industry, this article first analyzes the operational process and management structure
of DBB--the traditional project management mode, which are widely used in the
project construction market of our country. Describing the enterprises’ inner value
chain of the main participation party in DBB mode, it related DBB management mode
to the concept of value chain partition and pointed out some problems of construction
party’s value chain partition. To overcome the adverse impacts of these problems, this
article introduces the concept of turnkey project, and point out that it is not only
optimization and integration of the construction industry value chain, but the more
advanced project management method to reduce or eliminate the adverse impacts of
DBB. However, it needs enough enterprises existing in the market to put turnkey
project into effect. The construction enterprises in our country are mainly about
consultation, survey and design, construction, subcontract and labor contract. So
construction enterprises of a certain scale and strength should be encouraged to
develop and improve the ability of turnkey project
In terms of evaluating the ability of turnkey project, this paper attempts to
establish evaluation function in order to instruct construction enterprises to improve
their ability of turnkey project in details. It pointed out that at present the key to
developing turnkey project for all construction enterprises is to improve value chain
integrative ability in the further analysis of evaluation function. Then, some specific
measures to enhance the integrative ability of value chain are brought forward, using
the correlation method of integrated management. Finally, this article analyzes the
specific case of a certain survey and Design Institute and puts forward some
suggestions for this institute to further develop turnkey project.
Key words: turnkey project, value chain, integration, integrated management