总承包商-设计方联盟下国际EPC项目设计管理
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摘要
我国国际设计-采购-施工(EPC)项目总承包商主要为施工企业,其强项在于施工,需要选择恰当的设计方作为合作联盟伙伴,以提升EPC项目设计能力。基于文献调研,构建了基于总承包商-设计方合作联盟的设计能力提升模型。通过调研问卷、专家访谈和案例分析,采用路径分析方法验证了该模型,揭示了总承包商–设计方合作联盟到最终设计能力有两条重要的路径:合作联盟→初步设计能力→最终设计能力;合作联盟→最终设计能力。初步设计能力是最终设计能力的基础,能够在很大程度上影响最终设计能力,总承包商-设计方合作联盟不仅可以通过加强初步设计能力来提高最终设计能力,而且可以直接提升最终设计能力。
The majority of Chinese international Engineering-Procurement-Construction(EPC) contractors are construction companies. Because their strengths lie in construction, there is a clear need for these contractors to choose suitable designers as their cooperative alliance to improve the design ability of international EPC project. Based on literature review, we construct a conceptual model of alliance between contractors and designers in international EPC projects. Path analysis is adopted to analyze the data collected through questionnaires, interviews, and case studies to test the above conceptual model, and two significant paths from contractor-designer alliance to final design ability are revealed: alliance → preliminary design ability → final design ability; alliance → final design ability. The results demonstrate that preliminary design ability is the basis of final design ability and can critically affect the latter. The contractor-designer alliance can not only improve its final design ability by enhancing its preliminary design ability, but also directly promote its final design ability.
The majority of Chinese international Engineering-Procurement-Construction(EPC) contractors are construction companies. Because their strengths lie in construction, there is a clear need for these contractors to choose suitable designers as their cooperative alliance to improve the design ability of international EPC project. Based on literature review, we construct a conceptual model of alliance between contractors and designers in international EPC projects. Path analysis is adopted to analyze the data collected through questionnaires, interviews, and case studies to test the above conceptual model, and two significant paths from contractor-designer alliance to final design ability are revealed: alliance → preliminary design ability → final design ability; alliance → final design ability. The results demonstrate that preliminary design ability is the basis of final design ability and can critically affect the latter. The contractor-designer alliance can not only improve its final design ability by enhancing its preliminary design ability, but also directly promote its final design ability.
引文
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[18]DEWULF G,KADEFORS A.Collaboration in public construction:Contractual incentives,partnering schemes and trust[J].Engineering Project Organization Journal,2012,2(4):240-250.
[19]TANG W,QIANG M,DUFFIELD C F,et al.Incentives in the Chinese construction industry[J].Journal of Construction Engineering and Management,2008,134(7):457-467.
[20]XU T,SMITH N J,BOWER D A.Forms of collaboration and project delivery in Chinese construction markets:Probable emergence of strategic alliances and design/build[J].Journal of Management in Engineering,2005,21(3):100-109.
[21]WANG Y,RAJAGOPALAN N.Alliance capabilities:Review and research agenda[J].Journal of Management,2015,41(1):236-260.
[22]LLOYD-WALKER B,WALKER D.Authentic leadership for 21st century project delivery[J].International Journal of Project Management,2011,29(4):383-395.
[23]SAMPSON R C.R&D alliances and firm performance:The impact of technological diversity and alliance organization on innovation[J].Academy of Management Journal,2007,50(2):364-386.
[24]LOVE P E D,MISTRY D,DAVIS P R.Price competitive alliance projects:Identification of success factors for public clients[J].Journal of Construction Engineering and Management,2010,136(9):947-956.
[25]WASSMER U.Alliance portfolios:A review and research agenda[J].Journal of Management,2010,36(1):141-171.
[26]JOHNSON T R,FENG P,SITZABEE W,et al.Federal acquisition regulation applied to alliancing contract practices[J].Journal of Construction Engineering and Management,2013,139(5):480-487.
[27]JUDGE W Q,DOOLEY R.Strategic alliance outcomes:A transaction-cost economics perspective[J].British Journal of Management,2006,17(1):23-37.
[28]ROWLINSON S,CHEUNG F Y K,SIMONS R,et al.Alliancing in Australia-no-litigation contracts:Atautology?[J].Journal of Professional Issues in Engineering Education and Practice,2006,132(1):77-81.
[29]SHEN W,TANG W,WANG S.et al.Enhancing trustbased interface management in international engineeringprocurement-construction projects[J].Journal of Construction Engineering and Management,2017,143(9):04017061.
[2]蔡绍宽.水电工程EPC总承包项目管理的理论与实践[J].天津大学学报,2008,41(9):1091-1095.CAI Shaokuan.Theory and practice of EPC project management in hydropower engineering[J].Journal of Tianjin University,2008,41(9):1091-1095.(in Chinese)
[3]NGUYEN H T,NGUYEN H T,HADIKUSUMO B,et al.Impacts of human resource development on engineering,procurement,and construction project success[J].Built Environment Project and Asset Management,2017,7(1):73-85.
[4]YEO K T,NING J H.Integrating supply chain and critical chain concepts in engineer-procure-construct(EPC)projects[J].International Journal of Project Management,2002,20(4):253-262.
[5]GALLOWAY P.Design-build/EPC contractor’s heightened risk:Changes in a changing world[J].Journal of Legal Affairs and Dispute Resolution in Engineering and Construction,2008,1(1):7-15.
[6]吕文学.国际工程项目管理[M].北京:科学出版社,2013.LV Wenxue.International engineering project management[M].Beijing:Science Press,2013.(in Chinese)
[7]DU L,TANG W,LIU C,et al.Enhancing engineerprocure-construct project performance by partnering in international markets:Perspective from Chinese construction companies[J].International Journal of Project Management,2016,34(1):30-43.
[8]PAL R,WANG P,LIANG X P.The critical factors in managing relationships in international engineering,procurement,and construction(IEPC)projects of Chinese organizations[J].International Journal of Project Management,2017,35(7):1225-1237.
[9]ZHANG Q Z,TANG W Z,LIU J,et al.Improving design performance by alliance between contractors and designers in international hydropower EPC projects from the perspective of Chinese construction companies[J].Sustainability,2018,10(4):1171.
[10]WANG T F,TANG W Z,QI D S,et al.Enhancing design management by partnering in delivery of international EPC projects:Evidence from Chinese construction companies[J].Journal of Construction Engineering and Management,2016,142(4):04015099.
[11]Federation lnternationale Des lngenieurs-Conseils,Conditions of contract for EPC/Turnkey projects[M].2nd ed.FIDIC,Lausanne,2017.
[12]张浩.国际EPC合同模式下的设计管理[J].国际经济合作,2015(7):78-84.ZHANG Hao.Design management under the international EPC contract model[J].International Economic Cooperation,2015(7):78-84.(in Chinese)
[13]Construction Industry Institute(CII).In search of Partnering excellence[M].Construction Industry Development Agency,1991.
[14]TANG W,DUFFIELD C F,YOUNG D M.Partnering mechanism in construction:An empirical study on the Chinese construction industry[J].Journal of Construction Engineering and Management,2006,132(3):217-229.
[15]POPPO L,ZENGER T.Do formal contracts and relational governance function as substitutes or complements?[J].Strategic Management Journal,2002,23(8):707-725.
[16]HAUCK A J,WALKER D H T,HAMPSON K D,et al.Project alliancing at national museum of AustraliaCollaborative process[J].Journal of Construction Engineering and Management,2004,130:143-152.
[17]ANVUUR A M,KUMARASWAMY M M.Conceptual model of partnering and alliancing[J].Journal of Construction Engineering and Management,2007,133:225-234.
[18]DEWULF G,KADEFORS A.Collaboration in public construction:Contractual incentives,partnering schemes and trust[J].Engineering Project Organization Journal,2012,2(4):240-250.
[19]TANG W,QIANG M,DUFFIELD C F,et al.Incentives in the Chinese construction industry[J].Journal of Construction Engineering and Management,2008,134(7):457-467.
[20]XU T,SMITH N J,BOWER D A.Forms of collaboration and project delivery in Chinese construction markets:Probable emergence of strategic alliances and design/build[J].Journal of Management in Engineering,2005,21(3):100-109.
[21]WANG Y,RAJAGOPALAN N.Alliance capabilities:Review and research agenda[J].Journal of Management,2015,41(1):236-260.
[22]LLOYD-WALKER B,WALKER D.Authentic leadership for 21st century project delivery[J].International Journal of Project Management,2011,29(4):383-395.
[23]SAMPSON R C.R&D alliances and firm performance:The impact of technological diversity and alliance organization on innovation[J].Academy of Management Journal,2007,50(2):364-386.
[24]LOVE P E D,MISTRY D,DAVIS P R.Price competitive alliance projects:Identification of success factors for public clients[J].Journal of Construction Engineering and Management,2010,136(9):947-956.
[25]WASSMER U.Alliance portfolios:A review and research agenda[J].Journal of Management,2010,36(1):141-171.
[26]JOHNSON T R,FENG P,SITZABEE W,et al.Federal acquisition regulation applied to alliancing contract practices[J].Journal of Construction Engineering and Management,2013,139(5):480-487.
[27]JUDGE W Q,DOOLEY R.Strategic alliance outcomes:A transaction-cost economics perspective[J].British Journal of Management,2006,17(1):23-37.
[28]ROWLINSON S,CHEUNG F Y K,SIMONS R,et al.Alliancing in Australia-no-litigation contracts:Atautology?[J].Journal of Professional Issues in Engineering Education and Practice,2006,132(1):77-81.
[29]SHEN W,TANG W,WANG S.et al.Enhancing trustbased interface management in international engineeringprocurement-construction projects[J].Journal of Construction Engineering and Management,2017,143(9):04017061.