工程总承包项目里程碑支付节点研究
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摘要
伴随工程总承包模式的推行,里程碑支付模式的运用越来越广泛。但是,在工程总承包招标时项目采用里程碑支付模式,仍存在着因前期信息不明确和发承包双方不完全信任而诱发的支付不及时等问题。为解决该问题,厘清工程项目里程碑支付节点,实现里程碑支付模式在工程总承包项目中更有效的运用,基于层次分析法对里程碑节点数量进行设置,首先,通过大量文献总结及参考规范对里程碑数量及设置的影响因素进行识别,通过层次分析法判断出各影响因素的权重,依据各因素权重进行各因素分值的分配;其次,通过专家打分法对各因素进行打分汇总,确定发包人的管控程度;最后,基于发包人对项目支付实施监管强弱程度来设置项目里程碑数量,从而实现对承包商支付过程的适度监管及对项目的高效管理,为国内积极应用工程总承包里程碑模式支付模式的发包方提供坚实基础和实践指导。
With the implementation of EPC mode, milestone payment mode is more and more widely used. However, when EPC project tendering adopts milestone payment mode, there are still problems such as unclear information in the early stage and late payment caused by incomplete trust between the contracting parties. To help solve the problem, clarify the project milestone pay node, achieve milestone payment mode in EPC project the use of more effective, based on the analytic hierarchy process(AHP) to set milestones node number, first through a lot of literature summary and reference standard for milestone and set the number of factors, which can identify by AHP to determine the weight of each influence factor and weight distribution to score of various factors on the basis of the factors; Then, all factors are scored and summarized through the expert scoring method to determine the owner's degree of control; Finally, the number of project milestones is set based on the degree of supervision of the project payment by the employer, so as to realize the appropriate supervision of the contractor payment process and efficient management of the project, and provide a solid foundation and practical guidance for the employer who actively applies the EPC milestone payment mode in China.
With the implementation of EPC mode, milestone payment mode is more and more widely used. However, when EPC project tendering adopts milestone payment mode, there are still problems such as unclear information in the early stage and late payment caused by incomplete trust between the contracting parties. To help solve the problem, clarify the project milestone pay node, achieve milestone payment mode in EPC project the use of more effective, based on the analytic hierarchy process(AHP) to set milestones node number, first through a lot of literature summary and reference standard for milestone and set the number of factors, which can identify by AHP to determine the weight of each influence factor and weight distribution to score of various factors on the basis of the factors; Then, all factors are scored and summarized through the expert scoring method to determine the owner's degree of control; Finally, the number of project milestones is set based on the degree of supervision of the project payment by the employer, so as to realize the appropriate supervision of the contractor payment process and efficient management of the project, and provide a solid foundation and practical guidance for the employer who actively applies the EPC milestone payment mode in China.
引文
[1]吕俊娜,刘伟,邹庆,甘琳.考虑公平关切的工程总承包合作利益分配模型[J].系统工程,2014,32(12):62-66.
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[8]李兰英,何正文,刘人境.基于不同奖惩机制项目支付进度优化:双重视角[J].运筹与管理,2017,26(07):10-20.
[9]杜亚灵,李会玲,柯洪.工程项目中发包方初始信任对合作的影响研究:承包商公平感知的中介作用[J].管理学报,2014,11(10):1542-1551.
[10]张水波,何伯森.工程建设“设计一建造”总承包模式的国际动态研究[J].土木工程学报,2003,36(3):30-36.
[11]孟宪海,赵启.EPC项目选择总承包商的原则与标准[J].国际经济合作,2005(07):55-57.
[12]胡韫频,高崇博,田靖民.项目投资控制机制构建与评价[J].统计与决策,2015(17):78-80.
[13]Plambeck E L,Taylor T A.Implications of Renegotiation for Optimal Contract Flexibility and Investment[J].Management Science,2007,53(12):1872-1886.
[2]Dennis Locke.Project Management[J].Management Science,2005:457-464.
[3]Alan Randolph,Barry Posner.Executive Highlights:10 Key Points for Project Winning[J].Journal of Management in Engineering,2004:39-57.
[4]Rodney Turner.Project Management Handbook:Improving the Process and Achieve Strategic Goals[J].Management in Engineering,2002:105-112.
[5]严玲,王智秀.DBB与EPC模式下工程价款结算与支付的对比研究[J].建筑经济,2017,38(12):30-33.
[6]Ulusoy G.Four Payment Models for the Multi-Mode Resource Constrained Project Scheduling Problem With Discounted Cash Flows[J].Annals of Operations Research,2001,102(1-4):237-261.
[7]Chan A P C,Chan D W M,Ho K S K.Partnering in Construction:Critical Study of Problems for Implementation[J].Journal of Management in Engineering,2003,19(3):126-135.
[8]李兰英,何正文,刘人境.基于不同奖惩机制项目支付进度优化:双重视角[J].运筹与管理,2017,26(07):10-20.
[9]杜亚灵,李会玲,柯洪.工程项目中发包方初始信任对合作的影响研究:承包商公平感知的中介作用[J].管理学报,2014,11(10):1542-1551.
[10]张水波,何伯森.工程建设“设计一建造”总承包模式的国际动态研究[J].土木工程学报,2003,36(3):30-36.
[11]孟宪海,赵启.EPC项目选择总承包商的原则与标准[J].国际经济合作,2005(07):55-57.
[12]胡韫频,高崇博,田靖民.项目投资控制机制构建与评价[J].统计与决策,2015(17):78-80.
[13]Plambeck E L,Taylor T A.Implications of Renegotiation for Optimal Contract Flexibility and Investment[J].Management Science,2007,53(12):1872-1886.