建设工程指定分包的系统化管理研究
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摘要
随着经济社会的飞速发展和顾客需求的不断提高,现代建筑的功能日趋完善,加之新技术、新材料、新工艺、新设备更新的不断加快,项目的建造过程也日趋复杂。多变的市场和激烈的竞争要求建筑业企业必须更加专注于自身的核心竞争力,导致建筑市场的专业化程度也随之提高,由一个施工单位完成项目的全部建造任务已经变得越来越不可能,专业分包不可避免。
常见的专业施工分包方式有两类,一种是一般分包,另一种是指定分包。作为国际通行的一种模式,指定分包在国内工程中也屡见不鲜,且有愈演愈烈的趋势。但是,从我国现有的法律法规和相关规范来看,指定分包在我国尚属违法行为。由于缺少相应的指导,现有的指定分包很不规范,既对项目建设造成一定影响,也扰乱了建筑市场的正常秩序。
本文以我国工程建设中的指定分包现象为研究对象,首先通过现状调查,分析了存在的问题,提出规范我国指定分包行为的必要性;其次,对我国指定分包的关系网进行研究和分析,结合指定分包参与工程的各个阶段,探讨构建了指定分包的管理体系;第三,探索性地提出指定分包的范围限制、任务委托方式及其选择原则等须由政府进行监管的内容,并分析了指定分包的招标投标内容和程序;第四,分析了项目建设全过程中各主要相关方对指定分包的管理程序及管理措施;最后,提出了指定分包的合同设计建议,分析了指定分包合同的协议书条款,并对通用条款和专用条款提出了建议。
通过本文的研究,力争为我国工程建设中指定分包的系统化管理提供参考,并为规范指定分包行为、提高工程项目的建设与管理质量、使工程项目的建设获得更大增值做出贡献。
With the full speed development of economic society and the constant improvement of customer’s demand, the function of the modern architecture is becoming more complete, in addition the constant quickening of new technology, new material, new craft, new renewal of the equipment, and the construction course of the project is complicated day by day too. Changeable market and keen competition require construction enterprise must be absorbed in one's own key competitive power, the specialization of construction market is thereupon improved too, finish all of construction task by one unit become more and more impossible, and specialization subcontract is unavoidable.
There are two kinds of hackneyed ways of specialization subcontract, one is general subcontract, another is nominated subcontract. As a kind of current international modes, the nominated subcontract is common in the domestic project too, and there is trend of growing in intensity. However, according to our country's existing laws and regulations and relevant norms, it still belongs to the illegal activities in our country to nominated subcontract. Because of lacking corresponding guidance, the existing nominated subcontract is very nonstandard; it causes a certain influence to project construction, and has upset the normal order of the construction market, too.
This text, as the research object with the nominated subcontract phenomenon in the engineering construction of our country, through investigating the current situation at first, analyze the existing problem, put forward the necessity of standardize the behavior of nominated subcontract in our country; Secondly, carry on research and analysis to the network of nominated subcontract in our country, combine each stage of the project which nominated subcontract participate in, probe into and construct the management system of nominated subcontract; thirdly, put forward the range limitation of nominated subcontract exploringly, and has analyzed the content and program of nominated subcontract bid; fourthly, analyze the each main relevant side’s hypervisor and control measures to nominated subcontract in the whole course of project construction; Finally, put forward the suggestion to the design of nominated subcontractor contract.
Pass the research herein; strive to offer reference for the systematization management of nominated subcontractor in our country, and make contribution for standardizing the behavior of nominated subcontract, raising the construction and management quality of project, making the construction of the project get greater appreciation.
常见的专业施工分包方式有两类,一种是一般分包,另一种是指定分包。作为国际通行的一种模式,指定分包在国内工程中也屡见不鲜,且有愈演愈烈的趋势。但是,从我国现有的法律法规和相关规范来看,指定分包在我国尚属违法行为。由于缺少相应的指导,现有的指定分包很不规范,既对项目建设造成一定影响,也扰乱了建筑市场的正常秩序。
本文以我国工程建设中的指定分包现象为研究对象,首先通过现状调查,分析了存在的问题,提出规范我国指定分包行为的必要性;其次,对我国指定分包的关系网进行研究和分析,结合指定分包参与工程的各个阶段,探讨构建了指定分包的管理体系;第三,探索性地提出指定分包的范围限制、任务委托方式及其选择原则等须由政府进行监管的内容,并分析了指定分包的招标投标内容和程序;第四,分析了项目建设全过程中各主要相关方对指定分包的管理程序及管理措施;最后,提出了指定分包的合同设计建议,分析了指定分包合同的协议书条款,并对通用条款和专用条款提出了建议。
通过本文的研究,力争为我国工程建设中指定分包的系统化管理提供参考,并为规范指定分包行为、提高工程项目的建设与管理质量、使工程项目的建设获得更大增值做出贡献。
With the full speed development of economic society and the constant improvement of customer’s demand, the function of the modern architecture is becoming more complete, in addition the constant quickening of new technology, new material, new craft, new renewal of the equipment, and the construction course of the project is complicated day by day too. Changeable market and keen competition require construction enterprise must be absorbed in one's own key competitive power, the specialization of construction market is thereupon improved too, finish all of construction task by one unit become more and more impossible, and specialization subcontract is unavoidable.
There are two kinds of hackneyed ways of specialization subcontract, one is general subcontract, another is nominated subcontract. As a kind of current international modes, the nominated subcontract is common in the domestic project too, and there is trend of growing in intensity. However, according to our country's existing laws and regulations and relevant norms, it still belongs to the illegal activities in our country to nominated subcontract. Because of lacking corresponding guidance, the existing nominated subcontract is very nonstandard; it causes a certain influence to project construction, and has upset the normal order of the construction market, too.
This text, as the research object with the nominated subcontract phenomenon in the engineering construction of our country, through investigating the current situation at first, analyze the existing problem, put forward the necessity of standardize the behavior of nominated subcontract in our country; Secondly, carry on research and analysis to the network of nominated subcontract in our country, combine each stage of the project which nominated subcontract participate in, probe into and construct the management system of nominated subcontract; thirdly, put forward the range limitation of nominated subcontract exploringly, and has analyzed the content and program of nominated subcontract bid; fourthly, analyze the each main relevant side’s hypervisor and control measures to nominated subcontract in the whole course of project construction; Finally, put forward the suggestion to the design of nominated subcontractor contract.
Pass the research herein; strive to offer reference for the systematization management of nominated subcontractor in our country, and make contribution for standardizing the behavior of nominated subcontract, raising the construction and management quality of project, making the construction of the project get greater appreciation.
引文
[1] 陈 贝 力 . 在 建 设 工 程 招 标 中 以 “ 推 荐 分 包 ” 取 代 “ 指 定 分 包 ” [OL]. http://chenbeili.bidblog.cn/archives/2007/3143.html.2007. 5
[2] 杨泽学,周显峰,叶万和. 我国工程总分包管理制度若干缺陷及完善建议[J]. 建筑经济,2007,7(27):101-104
[3] 周立斌. 正确认识和处理工程承发包过程中的有关问题[J]. 施工企业管理,2001,6(15):18-19
[4] 付庆向,王万喜. 加强建筑工程施工合同管理的做法与体会[J]. 山东水利职业学院院刊,2006,2(18):24-25
[5] 王亦澍. 施工总承包管理界面剖析[J]. 施工企业管理,2007,8(21):18-20
[6] 冯志祥,唐兰.指定分包和指定供应在招标投标实践中的应用[J].建筑经济,2003,9(23):78-80
[7] 杨阳春,邹辉霞. 建设工程招投标及合同管理[M]. 武汉:武汉大学出版社,2004
[8] 刘勇,王超.专业分包合同招标文件范本的必要性.上海房地,2000,1(22):41-42
[9] FIDIC,Conditions of Contract for Construction for Building and Engineering Works Designed by the Employer,First Edition 1999
[10] FIDIC,Conditions of Contract for Works of Civil Engineering Construction,Fourth Edition 1987
[11] 袁越华. 浅析业主指定分包管理[J]. 工程质量,2007,10(23):26-27
[12] 杨明阳. 国际工程中的分包与指定分包[J]. 建设监理,2001,3(11):47-48
[13] 邹 菁 . 从 FIDIC 合 同 条 件 看 我 国 对 指 定 分 包 商 法 律 机 制 的 设 计 [OL]. http://www.diligence.com.cn/down1/从 FIDIC 合同条件看指定分包制度的创新设计.pdf
[14] 周舟. 指定分包的中国特色[OL]. http://www.law-lib.com/lw/lw_view.asp?no=7263
[15] 丁士昭主编. 建设工程项目管理[M]. 北京:中国建筑工业出版社,2004
[16] 付应斌.建立完善的质量控制系统,提高工程项目质量[J].有色冶金设计与研究,2004,6(25):90-93
[17] 刘刚.项目分包质量管理的策略与方法[J].价值工程,2006,12(24):66-69
[18] 全国注册咨询工程师(投资)资格考试参考教材编写委员会. 工程项目组织与管理[M]. 北京:中国计划出版社,2007
[19] 方海亮.建设项目跨组织信息交流研究:[学位论文],陕西:西安科技大学,2007
[20] 陈翠敏,靳宝辉,刘彤.浅谈建筑招标过程中业主注意的几个问题[J].科技咨询导报,2007,22(3):91
[21] 逯建林.完善我国招标投标监督管理体制刍议:[学位论文],甘肃:兰州大学,2006,11
[22] 刘维庆,雷书华. 土木工程施工招标与投标[M]. 北京:人民交通出版社,2002
[23] 陈忠达.公路分包工程的管理研究:[学位论文],陕西:长安大学,2004,11
[24] 贾和平.总承包公司如何做好对分包工程的现场管理[J].矿业工程,2007,6(5):75-76
[25] 胡增群.建设单位在工程竣工验收阶段如何履行职责[J].福建建筑,2005,5(95):160-161
[26] 李之富.关于建设工程竣工验收工作问题的探讨[J].有色矿业,2003,4(19):62-64
[2] 杨泽学,周显峰,叶万和. 我国工程总分包管理制度若干缺陷及完善建议[J]. 建筑经济,2007,7(27):101-104
[3] 周立斌. 正确认识和处理工程承发包过程中的有关问题[J]. 施工企业管理,2001,6(15):18-19
[4] 付庆向,王万喜. 加强建筑工程施工合同管理的做法与体会[J]. 山东水利职业学院院刊,2006,2(18):24-25
[5] 王亦澍. 施工总承包管理界面剖析[J]. 施工企业管理,2007,8(21):18-20
[6] 冯志祥,唐兰.指定分包和指定供应在招标投标实践中的应用[J].建筑经济,2003,9(23):78-80
[7] 杨阳春,邹辉霞. 建设工程招投标及合同管理[M]. 武汉:武汉大学出版社,2004
[8] 刘勇,王超.专业分包合同招标文件范本的必要性.上海房地,2000,1(22):41-42
[9] FIDIC,Conditions of Contract for Construction for Building and Engineering Works Designed by the Employer,First Edition 1999
[10] FIDIC,Conditions of Contract for Works of Civil Engineering Construction,Fourth Edition 1987
[11] 袁越华. 浅析业主指定分包管理[J]. 工程质量,2007,10(23):26-27
[12] 杨明阳. 国际工程中的分包与指定分包[J]. 建设监理,2001,3(11):47-48
[13] 邹 菁 . 从 FIDIC 合 同 条 件 看 我 国 对 指 定 分 包 商 法 律 机 制 的 设 计 [OL]. http://www.diligence.com.cn/down1/从 FIDIC 合同条件看指定分包制度的创新设计.pdf
[14] 周舟. 指定分包的中国特色[OL]. http://www.law-lib.com/lw/lw_view.asp?no=7263
[15] 丁士昭主编. 建设工程项目管理[M]. 北京:中国建筑工业出版社,2004
[16] 付应斌.建立完善的质量控制系统,提高工程项目质量[J].有色冶金设计与研究,2004,6(25):90-93
[17] 刘刚.项目分包质量管理的策略与方法[J].价值工程,2006,12(24):66-69
[18] 全国注册咨询工程师(投资)资格考试参考教材编写委员会. 工程项目组织与管理[M]. 北京:中国计划出版社,2007
[19] 方海亮.建设项目跨组织信息交流研究:[学位论文],陕西:西安科技大学,2007
[20] 陈翠敏,靳宝辉,刘彤.浅谈建筑招标过程中业主注意的几个问题[J].科技咨询导报,2007,22(3):91
[21] 逯建林.完善我国招标投标监督管理体制刍议:[学位论文],甘肃:兰州大学,2006,11
[22] 刘维庆,雷书华. 土木工程施工招标与投标[M]. 北京:人民交通出版社,2002
[23] 陈忠达.公路分包工程的管理研究:[学位论文],陕西:长安大学,2004,11
[24] 贾和平.总承包公司如何做好对分包工程的现场管理[J].矿业工程,2007,6(5):75-76
[25] 胡增群.建设单位在工程竣工验收阶段如何履行职责[J].福建建筑,2005,5(95):160-161
[26] 李之富.关于建设工程竣工验收工作问题的探讨[J].有色矿业,2003,4(19):62-64