国际工程项目的物资采购与管理.doc

国际管道工程物资采购管理小谈 摘要:工程项目采购管理的好坏，是决定承包工程项目盈亏的关键环节，一般来说，加强国际工程项目采购管理，减少现金流出、提高项目资金使用效率将是国际工程项目管理的重要内容，同时他涉及面广，而且变化因素多，风险比较大，本文将以石油管道的设备采购来讲述国际工程承包中设备采购的注意事项。 关键词:管道国际工程项目；国际EPC总承包工程；物资采购管理；采购成本；风险管理，供应链管理引言：最近几年，随着对外承包国际工程项目的增多，已经由最初的市场开发为主要目的转变为以项目最终盈利进而提升企业国际竞争力为主要目的。目前对外承包的国际工程项目多为EPC总承包项目1 ，即为完成管道建设项目所进行的设计、采办、施工、试运等工作全部由承包商来完成。在这种模式中如果没有业主供应设备材料，而全部的采购活动由承包商来完成的话，那么整个项目的采购成本（包括原材料费用及整个采办过程的管理费用）将约占到项目总投资额的50%以上，从中可以看出，采购费用的降低将会对整个项目的盈利产生直接而重大的影响。国际工程承包市场及承包商的发展趋势(1) 工程承包市场的规模越来越大，范围越来越广(2) 工程出资结构多元化，市场开放度进一步提高 (3) 承包工程模式复杂化、多样化2物资采购与管理，使整个项目管理的重要组成部分，优质、齐备、及时、经济地进行物资供应和有效管理，关系到项目目标能否顺利实施，关系到项目的经济效益，国际工程承包项目所恪守的规则是按照FIDIC土木工程施工合同条款进行工程管理。与国内工程物资相比，此次分析的中油管道项目物资供应的资源环境、供应渠道、运作方式均有相应的变化，保证物资及时供应的制约因素相对增大，因此如果没有在思想上引起足够的重视，就会给整个项目的实施留下巨大的隐患，同时会急剧加大项目成本，影响项目的总体效益。3 故其在整个项目中占有十分重要的地位 国际工程项目物资采购供应工作的特点4 （一）技术性强 在国际工程承包的招标文件中，对适用于该工程的材料和设备等都有较详细的要求。不同的类别、项目性质和咨询公司的设计概念可能各不相同，采用设备和材料的标准也有差异。 （二）程序复杂 国际工程的物资供应程序和手续复杂，大致包括：计划、初步选择货源、初步询价、比价、推荐供货商、报送业主或监理批准、谈判及签订合同、办理进口许可、开具银行支付信用证、港口接收和商检、办理免税、清关、内陆运输及仓储、现场物资的调拨及管理。 （三）货源广泛 国外的物资供应渠道十分广阔。同类产品有许多国家和多家工厂生产以及众多的代理商经销，质量和价格在不同品牌和规格下差异很大，给物资采购部门提供了竞争择优的机会。 （四）价格影响因素多 国外的产品价格不仅与其型号、规格和质量有关，还将根据订货数量、交货方式、付款条件及服务要求的内容不同而变化；同时，还受国际市场需求、币值汇率变化等影响；甚至运输方式及其费用、税率和保险等也都是不固定的。 （五）资信水平参差不齐 不同国家和不同厂商在资金、信誉、经营方式和作风等方面各不相同，有些大品牌厂商往往比较注重信誉，有些厂商或代理商则惟利是图，缺乏诚信，容易出现交货延迟、质量不满足要求等问题，部分采购项目甚至严重影响项目的顺利进行。 国际工程承包与国内的工程项目有很大的区别，首先项目施工工艺和标准不同，其次项目资金来源不同，最后个项目所在国的经济发展水平也对项目的物资供应产生影响5 加强项目采购管理、降低采购成本的建议降低采购成本，提高总承包项目的投标竞争力，也要求工程总承包单位固定自己的采购管理队伍，优势在于，不仅能与供货商形成战略联盟，得到价格优惠，而且专业话的管理科极大地提高工作效率规范操作，降低采购管理费用，从而降低采购成本。6 在国际工程物资采购中，外汇风险管理对物资采购成本控制乃至整个项目成本控制具有重要意义。当项目材料设备进口支付币种和业主支付币种不一致时，负责采购的承包商便会面临外汇风险。承包商应对物资采购面临的外汇风险进行识别，并在对汇率进行预测的基础上对其进行衡量与评价，必要时采取选择货币法与合理利用含有汇率调整因子的调价公式、利用远期外汇交易、外币期权交易、投资法或BSI法等对外汇风险进行管理。7 （一）制定合理的采购预算与估计成本 制定采购预算是在具体实施项目采购行为之前对项目采购成本的一种估计和预测，是对整个项目资金的一种理性的规划。它不单对项目采购资金进行了合理的配置和分发，还同时建立了一个资金的使用标准，以便对采购实施行为中的资金使用进行随时的检测与控制，确保项目资金的使用在一定的合理范围内浮动。 （二）加强采购部门与项目其他部门的沟通 虽然项目上每个部门都是相对独立的部门，都有各自相应的职责范围，但作为一个项目整体，各部门之间应加强协作与沟通，共同努力才能完成好整个项目的建设。建议在项目开始实施之后，设计、采办、施工、试运的工作都应在项目所在地进行，并定期开会沟通采购过程中应注意的事项，争取在采购之前尽量发现问题，尽早解决。 （三）加强对供应商的管理，实施供应商绩效管理方案 正确地选择、认证、考核、评估供应商，是项目物资采购成功的关键。应成立专门的部门建立管理制度，制定相关文件，对供应商进行管理与考核，主要包括严格供应商选择标准和程序、项目结束后对供应商进行评价、坚持索赔制度、建立不同的供应商关系类型、加强FAT检验工作等几个方面。 （四）充分利用互联网来降低采购成本 在采购过程中经常会由于过多的人为因素和信息闭塞造成了采购价格过高或者质量低下，利用互联网试试网上招标采购，采购商可以在线发布竞标邀请和竞标信息，可以对潜在的供货商进行资格审查，可以选择公开招标和邀请招标。然后在线开标，评标，最后签订合同，降低采购成本。8 （五）加强采购人员的成本意识，提高采购人员的整体素质 目前项目上的采购人员缺乏成本意识，认为只要能按时供应项目所需的设备材料，不影响项目的进度就算完成了采购任务，至于采购成本的高低没有过多考虑。要确保项目盈利目标的实现，必须加强采购人员的成本意识，提高采购人员的整体素质。 （六）合理避税，降低项目成本在某些项目合同条款中，对于设备物资的进口有免税和征税的相应条款，而且所征关税有的进入工程成本，有的因免税而可以通过业主要求返还或者根本不征收关税。因此，对于非免税项目要根据所在国关税税率采取相应的策略和措施，如低价报关，变换品种报关等方式，降低设备的成本支出。这项工作也有一定的风险性，需要管理人员熟悉国际贸易实务，熟悉项目所在国的海关法和各类产品关税税率以及所在国相同进口产品的海关记录，这项工作还需要国内业务人员和所在国从事清关工作的人员紧密协作，控制好工作中的每一个环节才能保证其顺利进行。9项目实际执行过程中出现的主要问题国际工程项目的唯一性、特殊性和复杂性决定了在采购的每个环节都要谨慎，任何时候和任何条件下都不可掉以轻心。以笔者曾参与过的利比亚西部陆上管道工程建设项目为例，这是本企业第一个真正意义上的EPC 总承包工程项目，业主与监理严格按照欧洲标准进行管理，要求十分严格。在大量物资的采购供应过程中出现了以下影响采购成本的问题。10 国际项目物资采购过程中的风险种类有货物数量，品种风险交货时间风险运输风险资金风险采购价格风险11 针对风险主要的应对与处理措施有：12 风险回避。风险回避是是指当风险发生的可能性太大，不利后果也很严重，又无其它良好策略来减轻时，主动放弃项目或改变项目目标与行动方案，从而回避风险的一种策略。 风险转移。是指将项目本身存在的风险转移给其他人或单位去承担。转移风险又叫合伙分担风险，其目的不是降低风险发生的概率和不利后果的大小，而是借用合同或协议，在风险事故一旦发生时将损失的一部分转移到项目以外的第三方身上。 接受风险。接受风险，或称风险自留，是指项目管理层有意识地选择承担风险所造成的后果，觉得自己可以承担损失时，就可以采用这种策略。 中国改革开放二十余年,经济实力不断增强,涌现大量的工程建设机会,越来越多的国外工程公司“走进来”参与到我国的经济建设。国内工程企业实力不断增强,加入WTO组织以后,越来越多的国内工程公司“走出去”参与到国外,特别是拉美、非洲、东南亚等欠发达国家的经济和基础设施建设中去。跨国间的工程合作日益频繁,这些国际工程一般采用项目管理的方式进行运作,工程项目的采购管理在整个项目的运作过程中占据重要地位,是保证工程工期和降低工程成本的关键工作之一。131. 在采购过程中存在的问题：（一）采购过程中缺乏有效的信息沟通14 1、与设计部门 项目开始之初，由于受设计文件批复时间的影响，为了不影响施工进度，很多长周期设备的采购工作会提前进行，与供货商签订定单有时采用的技术规格书和数据单是过程版文件，与业主批复的最终版文件有差异，如果没有及时对设计文件状态进行跟踪或与设计部门没有进行及时的交流和沟通，就可能造成供货商生产出来的货物到达现场之后不满足技术文件的要求，造成了货物返厂或在现场进行改造。 2、与施工部门 一般施工是在项目所在国进行，而采办工作多数时候是在国内完成，造成了施工与采办的脱节，以至于出现了项目后期很多增订材料的情况发生，增加了大量的运输等过程费用。 3、与试运部门 在试运过程中往往需要相关设备厂商派出技术服务人员进行现场调试，如果与试运部门缺乏交流与沟通，往往会造成技术服务人员提前进场或者延迟，形成了技术服务上的大量资金浪费，也容易影响试运的顺利进行。 4、与业主 与业主在理念、思维方式存在差异，交流沟通不是很顺畅，经常会受到业主的干涉与阻碍。如在进行供货商推荐时，如果业主提供了VENDOR LIST的，往往会比较被动，一般会被要求尽量选择清单中的厂家，会造成材料设备费用的增加；如果业主没有提供VENDOR LIST的，我们在推荐供货商时往往显得力度不够或资料不完整，很难被业主认可通过，造成了采购周期的加长。（2） 对供应商缺乏有效的管理与监控 由于采用我国传统国际工程项目的管理模式，是以项目作为核心，参加的各方围绕项目开展工作。参与项目的各方均是与业主建立合同关系，项目参与方之间没有建立关系，所有协调工作均需要作为项目所有人的业主完成。由于项目参与各方的临时合作关系，造成信息沟通不畅，对需求的响应缓慢。同时，工程项目采购管理地位和作用不清，工程项目采购管理体制和职责混乱，采购组织不能适应需要，质量和交货期只能事后控制，信息反馈缺乏、采购变更困难，缺乏科学的分析和评价体系，供应商开发和管理也存在一系列问题。 在分析了存在问题的基础上，结合上世纪八十年代发展起来的供应链理论，即其将从最初的原料直到最终的消费者构建成供应条链，通过对链上企业的集成，实现链内信息流、资金流和物流的无障碍流动，使整个供应链的成本降低。15国际工程项目中多数供应商为国外制造厂商或其代理商，受时间、地域以及人力资源的限制，无法进行货物生产过程中的质量监控以及交货进度的督办。在利比亚项目上有很多采购的设备材料到达现场验收之后不能满足技术文件上的要求，造成了返厂修理或者重新订货的情况，增加了大量的采购费用；有些供应商在签订合同时会什么条件都承诺，但在实际交货时又会以各种各样的理由延迟交货。另外有些采购合同是与中间代理商签订的，中间代理商与制造厂商缺乏有效的信息传递，也会造成上述情况的发生。 在供应商的选择上，我们为最大限度地提高投资回报率, 降低投资风险, 集成物流服务供应商很少直接投资购买仓库、车队, 而是在物流市场中采购其它功能型物流企业的仓储或运输服务, 这样, 集成物流服务供应商在构建物流服务供应链时就面临供应商的选择问题依据业务开展的需要, 集成物流服务供应商常采用合同承运人仓库.16（三）采购人员的综合素质有待提高 目前国际工程项目采办人力资源方面存在严重不足，受语言限制，有经验的老同志无法参与国际工程项目的采购，现在多数为新毕业或工作几年的大学生，项目管理及采购经验不足，中间断层局面严重。 结论 随着管道局市场开发力度的不断加强，对外承包的国际工程总承包项目越来越多，项目管理在不断的成熟与完善，作为项目管理中的重要部分项目采购管理将越来越受到项目高层领导的重视，项目采购部门工作业绩的高低将直接影响到项目的利润和管道局的国际市场竞争力，采购部门的有效运作是每一个项目成功的基础。每个项目采购管理者之间应积极相互借鉴成功经验，并根据项目本身的特点，在实践中摸索尝试新的管理方法，总结出适合自己的管理模式。参考资料：1 田晓华国际EPC总承包工程的采购管理2国际工程承包商经营市场分析及发展趋势刘颖琦 ，李海升3 国际承包工程项目物资管理 邹治学、陈乐常 4国际工程承包总论中国建筑工业出版社 5国际工程项目物资管理张海忠6 国际工程总承包项目的采购管理经验 彭文耀，袁爱民，郎伟峰7 国际工程物资采购外汇风险管理王秀芹 8国际管道工程项目网上物资采购管理平台 甘忠澍9国际工程设备物资管理施光辉10 浅谈加强国际管道工程物资采购管理降低采购成本的几点认识 苏志娟11 论国际项目物资采购风险及控制刘勇，赵继东12EPC 总承包项目风险分析与管理控制 吴 茵 13国际工程采购管理中供应商选择与采购风险防范研究王刚14项目管理教程 机械工业出版社 15基于供应链的国际工程项目采购管理研究王皓16物流服务供应链构建中的供应商选择研究田宇 The analysis of International pipeline materials procurement and management Abstract: The quality of the project procurement management, contract project is to determine the key to profit and loss, in general, to strengthen international project procurement management to reduce cash outflow and improve efficiency in the use of project funds will be an important international project management content, He also covers a wide range, and changes in many factors, the risk is relatively large, this will be the procurement of equipment to the oil pipeline about international project contracting equipment purchase considerations. Keywords: international pipeline projects; international EPC contracting projects; materials procurement and management; procurement costs; risk management, supply chain managementIntroduction: In recent years, with the foreign contracted international projects increased from the initial market development has been the main purpose of the ultimate profitability of the project was changed to enhance the international competitiveness of enterprises and thus the main purpose. At present the international foreign contracted projects and more projects for the EPC Contract 1, is the completion of pipeline construction project for the design, procurement, construction, commissioning, etc. done by the contractor to complete. In this mode, if the owners do not supply equipment and materials, and all procurement activities to be completed by the contractor, then the purchase cost of the entire project (including the cost of raw materials and the management of the entire acquisition process costs) will amount approximately to the total investment more than 50%, can be seen, lower procurement costs the profitability of the entire project will have a direct and significant impact.International engineering contracting market and the development trend of contractors1 Contracting the size of the market growing, increasingly wide range of2 Diversified funding structure of projects, to further improve market openness3 Contract engineering model complex and diverse 2Material procurement and management, so that the important part of project management, quality, complete, timely, economical and effective management of the supplies related to the smooth implementation of the project objectives, related to the projects economic benefits, international engineering contracting projects abide by the rules in accordance with the FIDIC civil engineering construction project management contract terms. Compared with the domestic construction materials, the analysis of the CPC pipeline supplies of resources and the environment, supply channels, are the corresponding changes in the mode of operation to ensure the timely supply of goods increases the relative constraints, so if there is no ideological cause enough attention to the implementation of the project will leave a huge risk, and dramatically increase project costs, impact on the overall effectiveness of the project. 3 Therefore, in the whole project occupies an important position International project procurement and supply of material characteristics of the work 4 (A) highly technicalIn the international engineering contracting tender documents for the project for materials and equipment have more detailed requirements. Different categories, the nature of projects and consulting firms may have different design concepts, standards of equipment and materials used are different.(B) the complexity of the procedureInternational engineering program and the procedures are complex material supply, generally including: planning, an initial choice of sources, the preliminary inquiry, parity, recommended suppliers, submitted to the owner or supervisory approval, to negotiate and conclude contracts for import licenses, payment of credit issued by banks permit, the port receiving and inspection, for tax, customs clearance, inland transportation and warehousing, on-site materials allocation and management.(C) supply a wide rangeForeign material supply channel is very broad. Similar products in many countries and a number of factory production and distribution of many agents, quality and prices of different brands and specifications, under very different to the material procurement departments to provide a competitive merit-based opportunities. (D) more than the price factorForeign price of the product not only with models, specifications and quality-related, would be based on number of orders, delivery, payment terms and service requirements of the content varies; also by the international market demand, the impact of changes in currency exchange rates; even mode of transport and its costs, taxes and insurance are also not fixed.(E) uneven level of creditDifferent countries and different vendors in the capital, credit, business methods and style so different, some big brands tend to focus on reputation, some manufacturers or agents are mercenary, dishonest, prone to delay in delivery, quality does not meet the requirements of and other issues, some even seriously affect the procurement project carried out smoothly.International and domestic engineering contracting projects are very different, the first projects of different construction techniques and standards, followed by project funding from different sources, and finally project the countrys economic development level of the projects impact on supplies 5 Strengthen the project procurement management, the proposal to reduce procurement costsReduce procurement costs and improve the projects general contractor bids competitive, but also to require general contractors to purchase fixed his management team advantage, not only the formation of strategic alliances with suppliers, get price and very professional, then the Division land to improve the efficiency and standards, reduce procurement management costs, thus reducing procurement costs. 6Procurement of construction materials in the international foreign exchange risk management of material procurement cost control and the whole project cost control is important. When the project materials and equipment imported currency and payment currency is inconsistent with the owners to pay, the contractor responsible for procurement will face foreign exchange risk. Contractors should face foreign exchange risk material procurement to identify and predict the exchange rate on the basis of its measurement and evaluation, if necessary, and reasonable method to select the currency exchange rate adjustment factor to use with the price adjustment formula, the use of forward foreign exchange transactions , foreign currency options trading, investment law or the BSI method to manage foreign exchange risk. 7(A) to develop a reasonable budget and the estimated cost of procurementProcurement budget in the development of specific actions to implement project procurement procurement cost of the project before an estimate and forecast is funding the entire project of a rational planning. It not only sourcing funds for the project a reasonable allocation and distribution, while also the use of funds to establish a standard for behavior in the procurement of funds to implement the use of detection and control at any time, to ensure that project funds are used in a certain range of reasonable within the float.(B) strengthening the purchasing department and other departments to communicate projectAlthough the project is relatively independent of each department on the department, have their own respective terms of reference, but the project as a whole, the various departments should strengthen collaboration and communication and work together to accomplish the projects. After the commencement of the project proposal, design, procurement, construction and commissioning of the work should be carried out at the project site and meet regularly to communicate with the procurement process should pay attention and try to identify problems as possible before purchasing, an early solution. (C) strengthen the management of suppliers, supplier performance management program implementationThe right to choose, certification, examination, assessment providers, is key to the success of the project material procurement. Should set up a special department to establish management systems, development of relevant documents, supplier management and evaluation, including rigorous supplier selection criteria and procedures, after the end of the project to evaluate the supplier, insist on the claim system, create a different supplier relationships type, to strengthen inspection and other aspects of FAT.(D) make full use of the Internet to reduce procurement costsIn the procurement process is often due to too many human factors and the lack of information resulted in the purchase price is too high or low quality, try using the Internet to online bidding, buyers can bid invitation and bid online release information, can potentially supply to carry out the qualification, you can choose to invite public bidding and tender. Then online bid opening, evaluation, and finally signed a contract to reduce procurement costs. 8(E) to strengthen awareness of the cost of procurement staff, to improve the overall quality of procurement staffThe current lack of procurement staff on the project cost-conscious, that as long as required for the project on time supply of equipment and materials, does not affect the progress of the project to complete the purchase even if the task is not as high and low procurement costs too much to consider. To ensure project profitability goals, we must strengthen the awareness of the cost of procurement staff, procurement staff to improve the overall quality.(Vi) a reasonable tax avoidance, reduce project costsSome items in terms of the contract, for equipment and materials imported duty free and the corresponding provisions of tax and tariffs on some of the costs into the project, some for free and can request the refund by the owners or not tariffs. Therefore, for non-exempt items, according to the countrys tariff policies and take corresponding measures, such as low-cost customs clearance, customs declaration, etc. changing varieties, reducing equipment costs. This work also has some risk, to manage personnel familiar with international trade practice, familiar with the host countrys customs laws and tariff rates and various types of products the country imports the same as the customs records, this work also need business and where domestic country in the clearance staff in close collaboration, control every aspect of the work to ensure its smooth progress. 9Actual implementation of the project the main issues arising in the course International project is unique, special and complexity of the decision in the procurement of each link must be cautious, and at any time under any conditions can not be taken lightly. The author has been involved in the onshore pipeline construction in western Libya project as an example, this is the first truly enterprise of EPC contracting projects, owners and supervisory management in strict accordance with European standards, very strict. Procurement and supply a large number of materials occurred during the following affect the procurement costs. 10International project risk material procurement process types areThe quantity of goods, variety of riskDelivery time riskTransportation riskFinancial risksPurchase price of risk 11The main response for the risk and treatment measures are: 124 Risk aversion. Risk aversion, wherein when the likelihood of the risk is too large, negative consequences are very serious, nor the other good strategy to reduce the time, take the initiative to abandon the project or change the project objectives and action plan, thus avoiding the risk of a strategy.5 Risk transfer. Is the risk inherent in the project transferred to a person or entity to take. Transfer risk also known as risk-sharing partners,