A Dissertation Submitted to Guangdong University of Technology
for the Master of Business Administration）
Research on optimal management of power grid
Construction subcontractor of H Company
Candidate：You Yu Feng
Supervisor：Prof.Liu Gao Yong
Prof.Yu Yi Sheng
May 2022
School of Management
Guangdong University of Technology
Guangzhou, Guangdong, P. R. China, 510520
摘要
摘要
电网施工企业是一家专业从事电网施工、电力设备调试、其他电力服务等活动，
具备一定专业施工优势的电力服务类施工企业。伴随着电力体制改革，电网施工企业
不断开拓市场发展，其企业内部用工模式发生较大的变化，从原来主要由自身施工班
组施工建设转变为与分包商合作共同建设，在此情况下大批施工人员随分包商进入到
施工项目，逐渐成为电网建设的主力军。而分包商管理人员及其施工人员的素质相对
较低，给工程施工带来诸多安全质量事故隐患，大大提升电网施工企业的管理难度。
H公司成立于1999年，是一家具有电力施工总承包二级资质、安全电力设施许可
证承装及承试类二级、承修类一级资质的专业电力工程施工企业。公司技术力量雄厚，
机械装备精良，员工200余人，具备安装调试220千伏及以下变电站、220千伏输配电
线路的施工能力。
在电网建设中，为降低成本、提高效率，减少事故事件及违章的发生，势必对电
网施工企业分包商管理能力的要求更高。因此，加强对分包商的管理非常重要，通过
采取相应的优化措施，督促提高分包商的管理水平，通过加强安全管理，有效控制事
故事件及违章的发生。在现有人力资源状况下，电网施工企业要扩大规模，同时安全
优质地完成工程施工，必须加强与分包商的合作交流。所以优化分包商管理，是电网
施工企业急需解决的问题。
本文根据工程分包相关理论知识及国内外学者关于分包商管理的研究成果，从目
前H公司分包商管理现状出发，综合分析存在的问题及原因，参考已有的各种分包商
管理手段，提出以项目管理员挂点机制为核心的优化分包商管理措施，涵盖在分包商
准入管理、分包商日常管理、分包商施工管理、分包商生产用具管理四个方面，并阐
述具体措施及方法要求。接着结合具体的管理措施，明确适用于H公司分包商评价指
标，构建H公司分包商评价指标体系，明确评价的对象、周期和方法，举例运用TOPSIS
评价模型对分包商的评价选择提供依据。最后针对上述提出的管理措施进行实施效果
分析，同时介绍分包商管理系统各个模块功能及使用条件，为加强H公司的分包商管
理能力提供多方面指导。
关键词：电网施工企业；分包商管理；优化措施；履约评价
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广东工业大学硕士专业学位论文
ABSTRACT
Power grid construction enterprise is a professional power grid construction, power
equipment commissioning,other power servicesand other activities,with a certain
professional construction advantages of power service construction enterprises. With the
electric power system reform, power grid construction enterprise unceasingly exploit market
development, the larger changes in the internal labor model, from the original mainly by its
own construction teamconstruction into together withthe subcontractor cooperation
construction, in this case a large number of construction personnel with the subcontractor to
construction projects, and gradually become the main force of power grid construction.
However, the management personnel of subcontractors and their construction personnel are
relatively low in quality, which brings many hidden dangers of safety and quality accidents
to the project construction and greatly enhances the management difficulty of power grid
construction enterprises.
H Company, founded in 1999, is a professional electric power engineering construction
enterprise with the second-level qualification of general contracting of electric power
construction, the second-level qualification of installation and test undertaking of safe
electric power facilities license, and the first-level qualification of contractor. The company
has strong technical force, excellent mechanical equipment, more than 200 employees, with
the installation and commissioning of 220 kv and below substation, 220 KV transmission
and distribution line construction ability.
In order to reduce the cost, improve efficiency and reduce the occurrence of accidents
and violations in power grid construction, it is inevitable to require higher management
ability of subcontractors of power grid construction enterprises. Therefore, it is very
important to strengthenthe management ofsubcontractors. By taking corresponding
optimization measures, we can urge and improve the management level of subcontractors
and effectively control the occurrence of accidents and violations by strengthening safety
management. Under the current situation of human resources, power grid construction
enterprises must strengthen cooperation and communication with subcontractors in order to
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