与民生息息相关的小型建设项目施工环节,普遍存在着违法违纪的乱象。比
如:实施主体多为当地个体施工老板,他们通过挂靠有资质的施工企业及相关执
业人员证书,以满足形式上的要求;而有资质的建筑施工企业则通过出借证书给
上述个体施工老板,收取挂靠费。
出现这些乱象的背后是合法的施工企业竞争力缺失的问题,要从根本上扭转
这一局面,就必须对施工企业在小型建设项目实施中的成本问题进行梳理,找到
施工企业败给个体户的关键成本因素。
经分析,施工企业败给个体户的主要成本原因就是,施工企业总部及项目部
管理人员(含技术人员)的幵支太大;施工企业未将自身信誉好的优势发挥出来,
没有进一步降低工、料、机的采购成本,从而在与个体户的竞争中缩小差距;施
工企业项目跟踪思路需要重塑,需要找到一条成本更低的项目跟踪方式。
要从根本上解决施工单位成本问题,就要从六方面同时发力,六条措施互相
促进、互为保障:①组织结构创新、②项目i成管理、③项目费用管理、④项目
人力资源管理、⑤项目采购管理、⑥项目风险管理等。通过以上六项相辅相成的
措施编织成了一张小型建设项目成本控制之网。
这张网提升了施工企业管理效率、降低了施工企业非直接管理成本、大大提
升了施工企业盈利能力。
总而言之,在小型建设项目施工领域,施工企业完全可以通过自我革命,缩
小在成本上与个体户之间的劣势,进而发挥他们自身的长处,在未来的竞争中处
于领先。
关键字:建设项目,施工成本,控制
COST CONTROL STUDY OF THE SMALL CONSTRUCTION
PROJECTS
ABSTRACT
Malpractices are commonplace in small construction projects which are closed
related to social well-being. For instance, many projects are implemented by
self-employed constructors which are affiliated with qualified construction enterprises
or relevant professionals with license to meet the requirement for qualification while
qualified construction enterprises charge those self-employed constructors for affiliation
as the enterprises lend the license to them.
The root cause of these malpractices is the loss of competitiveness for
officially-registered construction companies. To ultimately change such situation, it is
quite necessary to review the costs of small construction projects for different
construction companies and find out the key cost factors which lead to construction
enterprises' failure to compete with self-employed constructors.
It is found through review that the major cost factors include huge human resource
costs of the head office and managerial staff (including technical staff) of the
construction companies, inability to further reduce costs involving the procurement of
labor, materials and equipment and to narrow the gap in competition with
self-employers in spite of the companies' good reputation. Construction companies
need to re-adjust their thinking of project monitoring to find out more cost-effective
way of project monitoring.
To ultimately solve the problem of costs for construction companies, efforts should
be made in six aspects, namely, ol Innovative organizational structure,〇2 Integrated
management system 〇3 Cost controlc4 Human resource management〇5Procurement
management06 Risk management. Measures in these six aspects should be taken side
by side to promote and complement each other and in the end they would be woven into
a web of cost control,Such a web would increase management efficiency, reduce
in-direct management costs and finally great improve construction enterprises* overall
ability to make profit.
On the whole, construction enterprises are fully able to resolve their weaknesses in
cost controlthrough self-improvement and hence exert their strengths to take lead in
future competition with self-employed constructors.
KEY WORDS : construction projects,cost control
目录
1 餓 1
1.1研究的背景、目的及意义
1
1.2本文研宄思路及主要内容
...4
2成本控制相关理论
5
2.1项目成本控制理论
5
2.2国内外研宄现状
7
3小型建设项目的实施现状简介
12
3.1小型建设项目
12
3.2小型建设项目的实施现状
12
4小型建设项目施工成本分析
16
4.1成本构成详细分析
16
4.2某工业园区东环路道路工程的成本数据
22
4.3对“某工业园区东环路道路工程成本数据的分析
26
4.4对“某工业园区东环路道路工程成本数据的分析结论
29
5小型建设项目成本控制对策
31
5.1组织结构创新
31
5.2小型建设项目集成管理
36
5.3项目费用管理
38
5.4管理费的控制措施暨项目人力资源管理思路创新
39
5.5项目釆购管理
41
5.6项目风险管理
44
6本文所提创新思路应用后的成本降低情况
46
7结论与展望
48
7.1
48
7.2展望 49
参考文献
50
致 ilf.....
52
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