华清公司地源热泵系统项目投标管理研究
摘要
随着我国社会经济的发展和城市化进程的不断深入，新建工程项目的数量以及节能减排的压力同时在不断增加。通过近几年的发展，地源热泵系统以其节能环保的优势，逐渐得到市场的认可，各级政府相继出台措施大力推广。但是，热泵系统施工的准入门槛以及技术、施工规范程度仍较低，市场竞争较为激烈，行业整体亟待规范和整合。所以，对于目前尚处于成长阶段的热泵行业来讲，完善成熟的招投标管理在提升公司整体竞争力的同时会推动了整个热泵行业的规范和发展，也会大大的促进政府的节能减排工作任务。
本文的研究内容是以作者所在热泵施工企业为背景，通过列举一些实际投标项目案例，对其投标过程中存在的问题进行了总结，然后运用项目管理的理论方法对产生该问题的原因进行了详细的分析，并提出了四点解决方案和三点保障措施。
作者所在的华清公司自2006年成立以来一直致力于新能源的开发、利用和推广，业务范围涉及到地源热泵工程项目的市场开发、系统设计和工程施工等方面。凭借着水文地质、暖通空调以及自动控制等的专业知识和丰富的工程经验，华清公司共完成了近百项地热温泉和地源热泵系统工程的勘察设计及施工工作，在行业内占有一定的市场份额并具有一定的代表性。对于华清公司来说，参与项目的竞争性投标是争取工程项目的重要手段，而中标的成功率往往决定于自身的投标管理水平，伴随着公司每年参与竞标的工程项目数量的不断增加，华清公司在投标管理工作中的问题也就暴露的越发明显，通过作者多年的工作经验总结，华清公司在投标过程中的主要问题包括：对招标文件内容的分析不够全面，研究深度较浅；对投标项目缺少必要的风险识别和分析；投标文件编制的时间不足；由于员工经验和精力欠缺导致丢标；公司缺少明确的投标报价策略；投标部门与施工管理部门缺乏必要的沟通；投标工作进度管理欠缺；审核制度和执行力欠缺；针对询标的准备不充分；文件归档管理工作欠缺等。
上述问题的存在，在很大程度上损失了企业和员工的利益，损害了企业的对外形象，拖慢了企业的发展速度。所以，对投标管理工作进行梳理并针对性的提出整改方案是非常有必要的。通过对华清公司投标工作中存在问题的总结，针对每一个问题进行了原因分析，得出以下四点原因：（1）项目管理组织不适应公司的发展；（2）公司缺少系统的项目管理程序；（3）公司缺少与竞争战略相匹配的项目管理政策和能力；（4）公司员工缺少项目管理基础理论和知识。
根据对以上原因进行的详细分析，作者提出了相应的四项解决方案，具体为：（1）将项目管理组织形式由职能式调整为矩阵式，由专门的项目负责人承担监督、协调的工作，加强互相沟通；（2）建立健全系统的投标管理程序，管理程序包括启动、计划、控制和结束这四个阶段；（3）明确提出适合公司发展的项目管理策略和投标报价策略，包括投标前的可行性分析以及投标过程中运用的不平衡报价法、多方案报价法和突然降价法等；（4）对项目管理人员进行培训和制定激励制度。以上四项解决方案从表面上来看是各自独立的，但其内在又是相辅相成的，每一项的改善都会给企业带来积极的元素，同时，每一项的缺失也会在一定程度上影响其他方面，所以，应该从整体来考虑，对华清公司的投标管理工作进行全面的完善和推进。
在论文的最后，作者提出了三点保障措施，具体为：项目管理观念的培养；团队精神的培养；完善项目信息管理。这三点保障措施是保证项目投标管理工作得以改善的有效措施，其中项目管理观念主要是指项目管理者要学会放权，充分发挥员工的主观能动性，挖掘员工的潜力；而团队精神的培养是每一个团队都必须要做的一件事，通过团队精神的培养来提升团队的凝聚力和战斗力，从而为团队和团队成员争取更多的利益；项目信息包括市场开发信息和已承施的工程信息，完善的管理是做好投标工作的前提，同时，还应该搜集行业内的信息并进行有效的管理，做到知己知彼，从而有针对性的指导本企业的投标工作。
Along with the development of our country social economy and the urbanizationprogress is continuously thorough. The number of new projects and pressure onenergy conservation at the same time increasing. In recent years, the development ofheat pump system is rapid. Its advantages of energy saving and environmentalprotection gradually recognized by the market. All levels of government unveiledmeasures to promote it. But, Heat pump system construction of the access thresholdas well as technology, construction and extent of regulation is still low, Marketcompetition is more intense, the industry as a whole should be standardized andintegrated, So, In terms of the heat pump industry is still in growth stage. Advancedbid management can enhance the overall competitiveness of the company’s, will alsopromote the specification and development of the heat pump industry and will greatlypromote the Government’s energy saving and emission reduction tasks.
This study content is Background of heat pump construction enterprises, Bylisting some of the actual tender on case, A summary of the problems in the biddingprocess, And then use the theory of project management carried out a detailedanalysis of the reasons for the problem, And made a four-point solutions and pointsafeguards.
Since its establishment in2006of where Hua Qing，Has been committed to thenew energy development, utilization and promotion. Involving the scope of businessto the market of ground source heat pump project development, system design andconstruction aspects. By virtue of the hydrogeology, HVAC, air conditioning andautomatic control, such as professional knowledge and rich experience in engineering.The Hua Qing company completed a total of almost a hundred geothermal hot springs and ground source heat pump systems engineering survey and design andconstruction work. Occupy a certain market share in the industry and has somerepresentation. For Hua Qing, to participate in competitive bidding of the project is animportant means to fight for projects. Winning success rate is often determined bytheir own bid management level. Along with the increasing number of annual bidprojects, The Hua Qing tender management problems will be exposed to the moreobvious, Of years of work experience summary, The main problems in the biddingprocess including: Analysis of the contents of the tender documents are notcomprehensive enough, shallower depth of research; Lack of risk identification andanalysis on the tender; Tender documents prepared by the lack of time; Lead to thelabel is lost due to staff experience and energy to the lack of; The company Lack ofclear tender offer strategy; Tendering department and construction managementdepartments lack the necessary communication; Bidding schedule management lacks;Lack of audit system and execution; Is not sufficient to prepare for the inquiry thesubject; Lack of file archive management, etc.
The existence of the above problems, in large part to the loss of the interests ofenterprises and employees, damage the company's external image, and slow down thepace of development of the enterprise. Therefore, tender management, comb andspecific rectification program is necessary. A summary of problems in the bidding,Cause analysis for each question, Draw the following four reasons:（1）Projectmanagement organization suited to the development of the company;（2）Thecompany Lack of systematic project management procedures;（3）The company lackthe policies and capabilities of project management and competitive strategy match;（4）Employees lack the basic theory and knowledge of project management.
According to a detailed analysis of the above reasons, the proposed foursolutions:（1）Project management organization from a functional adjustment in theform of a matrix. By a dedicated project manager to assume supervision andcoordination of the work to strengthen mutual communication;（2）To establishbidding procedures. Management procedures, including initiating, planning, control, and the end of these four stages;（3）Clearly suitable for the project management ofthe company's development strategy and tender bidding strategy. Including feasibilityanalysis of the pre-bid and bidding process, the use of unbalanced quotation method,multi-program offer method and sudden price reduction method;（4） Projectmanagement training and development of incentive system. More than four solutionsfrom the surface, are independent, but is complementary, the improvement of eachone will bring a positive element to the enterprise, at the same time, each of the lackof will to some extent affected other areas, from the whole to consider Hua Qingtender the management of a comprehensive improve and promote.
At the end of the paper, put forward three safeguards, Including: The training ofproject management concepts; Teamwork; Information management. These threesafeguards to ensure that the project bid management can be improved and effectivemeasures to which the concept of project management mainly refers to the projectmanagers must learn to delegate its power to give full play to their initiative, and tapthe potential of employees; cultivation of team spirit every a team must do one thing,through the cultivation of team spirit to enhance team cohesion and combateffectiveness, in order to fight for more benefits for teams and team members; projectinformation including the market development of information and the Order offacilities engineering information. Improve the management to do the bidding, andshould also be collected within the industry and the effective management, knowourselves, to guide the enterprises targeted the bidding process.
本文的研究内容是以作者所在热泵施工企业为背景，通过列举一些实际投标项目案例，对其投标过程中存在的问题进行了总结，然后运用项目管理的理论方法对产生该问题的原因进行了详细的分析，并提出了四点解决方案和三点保障措施。
作者所在的华清公司自2006年成立以来一直致力于新能源的开发、利用和推广，业务范围涉及到地源热泵工程项目的市场开发、系统设计和工程施工等方面。凭借着水文地质、暖通空调以及自动控制等的专业知识和丰富的工程经验，华清公司共完成了近百项地热温泉和地源热泵系统工程的勘察设计及施工工作，在行业内占有一定的市场份额并具有一定的代表性。对于华清公司来说，参与项目的竞争性投标是争取工程项目的重要手段，而中标的成功率往往决定于自身的投标管理水平，伴随着公司每年参与竞标的工程项目数量的不断增加，华清公司在投标管理工作中的问题也就暴露的越发明显，通过作者多年的工作经验总结，华清公司在投标过程中的主要问题包括：对招标文件内容的分析不够全面，研究深度较浅；对投标项目缺少必要的风险识别和分析；投标文件编制的时间不足；由于员工经验和精力欠缺导致丢标；公司缺少明确的投标报价策略；投标部门与施工管理部门缺乏必要的沟通；投标工作进度管理欠缺；审核制度和执行力欠缺；针对询标的准备不充分；文件归档管理工作欠缺等。
上述问题的存在，在很大程度上损失了企业和员工的利益，损害了企业的对外形象，拖慢了企业的发展速度。所以，对投标管理工作进行梳理并针对性的提出整改方案是非常有必要的。通过对华清公司投标工作中存在问题的总结，针对每一个问题进行了原因分析，得出以下四点原因：（1）项目管理组织不适应公司的发展；（2）公司缺少系统的项目管理程序；（3）公司缺少与竞争战略相匹配的项目管理政策和能力；（4）公司员工缺少项目管理基础理论和知识。
根据对以上原因进行的详细分析，作者提出了相应的四项解决方案，具体为：（1）将项目管理组织形式由职能式调整为矩阵式，由专门的项目负责人承担监督、协调的工作，加强互相沟通；（2）建立健全系统的投标管理程序，管理程序包括启动、计划、控制和结束这四个阶段；（3）明确提出适合公司发展的项目管理策略和投标报价策略，包括投标前的可行性分析以及投标过程中运用的不平衡报价法、多方案报价法和突然降价法等；（4）对项目管理人员进行培训和制定激励制度。以上四项解决方案从表面上来看是各自独立的，但其内在又是相辅相成的，每一项的改善都会给企业带来积极的元素，同时，每一项的缺失也会在一定程度上影响其他方面，所以，应该从整体来考虑，对华清公司的投标管理工作进行全面的完善和推进。
在论文的最后，作者提出了三点保障措施，具体为：项目管理观念的培养；团队精神的培养；完善项目信息管理。这三点保障措施是保证项目投标管理工作得以改善的有效措施，其中项目管理观念主要是指项目管理者要学会放权，充分发挥员工的主观能动性，挖掘员工的潜力；而团队精神的培养是每一个团队都必须要做的一件事，通过团队精神的培养来提升团队的凝聚力和战斗力，从而为团队和团队成员争取更多的利益；项目信息包括市场开发信息和已承施的工程信息，完善的管理是做好投标工作的前提，同时，还应该搜集行业内的信息并进行有效的管理，做到知己知彼，从而有针对性的指导本企业的投标工作。
Along with the development of our country social economy and the urbanizationprogress is continuously thorough. The number of new projects and pressure onenergy conservation at the same time increasing. In recent years, the development ofheat pump system is rapid. Its advantages of energy saving and environmentalprotection gradually recognized by the market. All levels of government unveiledmeasures to promote it. But, Heat pump system construction of the access thresholdas well as technology, construction and extent of regulation is still low, Marketcompetition is more intense, the industry as a whole should be standardized andintegrated, So, In terms of the heat pump industry is still in growth stage. Advancedbid management can enhance the overall competitiveness of the company’s, will alsopromote the specification and development of the heat pump industry and will greatlypromote the Government’s energy saving and emission reduction tasks.
This study content is Background of heat pump construction enterprises, Bylisting some of the actual tender on case, A summary of the problems in the biddingprocess, And then use the theory of project management carried out a detailedanalysis of the reasons for the problem, And made a four-point solutions and pointsafeguards.
Since its establishment in2006of where Hua Qing，Has been committed to thenew energy development, utilization and promotion. Involving the scope of businessto the market of ground source heat pump project development, system design andconstruction aspects. By virtue of the hydrogeology, HVAC, air conditioning andautomatic control, such as professional knowledge and rich experience in engineering.The Hua Qing company completed a total of almost a hundred geothermal hot springs and ground source heat pump systems engineering survey and design andconstruction work. Occupy a certain market share in the industry and has somerepresentation. For Hua Qing, to participate in competitive bidding of the project is animportant means to fight for projects. Winning success rate is often determined bytheir own bid management level. Along with the increasing number of annual bidprojects, The Hua Qing tender management problems will be exposed to the moreobvious, Of years of work experience summary, The main problems in the biddingprocess including: Analysis of the contents of the tender documents are notcomprehensive enough, shallower depth of research; Lack of risk identification andanalysis on the tender; Tender documents prepared by the lack of time; Lead to thelabel is lost due to staff experience and energy to the lack of; The company Lack ofclear tender offer strategy; Tendering department and construction managementdepartments lack the necessary communication; Bidding schedule management lacks;Lack of audit system and execution; Is not sufficient to prepare for the inquiry thesubject; Lack of file archive management, etc.
The existence of the above problems, in large part to the loss of the interests ofenterprises and employees, damage the company's external image, and slow down thepace of development of the enterprise. Therefore, tender management, comb andspecific rectification program is necessary. A summary of problems in the bidding,Cause analysis for each question, Draw the following four reasons:（1）Projectmanagement organization suited to the development of the company;（2）Thecompany Lack of systematic project management procedures;（3）The company lackthe policies and capabilities of project management and competitive strategy match;（4）Employees lack the basic theory and knowledge of project management.
According to a detailed analysis of the above reasons, the proposed foursolutions:（1）Project management organization from a functional adjustment in theform of a matrix. By a dedicated project manager to assume supervision andcoordination of the work to strengthen mutual communication;（2）To establishbidding procedures. Management procedures, including initiating, planning, control, and the end of these four stages;（3）Clearly suitable for the project management ofthe company's development strategy and tender bidding strategy. Including feasibilityanalysis of the pre-bid and bidding process, the use of unbalanced quotation method,multi-program offer method and sudden price reduction method;（4） Projectmanagement training and development of incentive system. More than four solutionsfrom the surface, are independent, but is complementary, the improvement of eachone will bring a positive element to the enterprise, at the same time, each of the lackof will to some extent affected other areas, from the whole to consider Hua Qingtender the management of a comprehensive improve and promote.
At the end of the paper, put forward three safeguards, Including: The training ofproject management concepts; Teamwork; Information management. These threesafeguards to ensure that the project bid management can be improved and effectivemeasures to which the concept of project management mainly refers to the projectmanagers must learn to delegate its power to give full play to their initiative, and tapthe potential of employees; cultivation of team spirit every a team must do one thing,through the cultivation of team spirit to enhance team cohesion and combateffectiveness, in order to fight for more benefits for teams and team members; projectinformation including the market development of information and the Order offacilities engineering information. Improve the management to do the bidding, andshould also be collected within the industry and the effective management, knowourselves, to guide the enterprises targeted the bidding process.
引文
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