本文關(guān)鍵詞： 核電 設(shè)備采購(gòu) 合同管理 流程優(yōu)化　出處：《深圳大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：經(jīng)過(guò)多年發(fā)展,歐美等國(guó)已形成多個(gè)專業(yè)化AE公司從事核電工程建設(shè),國(guó)外AE公司完全掌握按部件/整島的設(shè)備采購(gòu)管理模式,建立基于項(xiàng)目管理的設(shè)備采購(gòu)和合同管理流程。隨著我國(guó)核電發(fā)展中長(zhǎng)期規(guī)劃的實(shí)施,中國(guó)核電AE公司應(yīng)運(yùn)而生,但受國(guó)內(nèi)環(huán)境、管理經(jīng)驗(yàn)和人才等限制,國(guó)內(nèi)核電AE公司設(shè)備采購(gòu)和合同管理存在運(yùn)作效率低、管理成本高、風(fēng)險(xiǎn)控制弱等問(wèn)題。本文以業(yè)主或總承包公司的視角,主要研究了國(guó)內(nèi)某核電工程總包公司的設(shè)備采購(gòu)和合同管理流程。本文按流程體系規(guī)劃、流程現(xiàn)狀描述、流程問(wèn)題診斷、流程優(yōu)化與再造、流程配套設(shè)計(jì)的路線對(duì)H公司采購(gòu)流程展開(kāi)調(diào)查、分析與研究,最終提出流程優(yōu)化的建議和解決方案。通過(guò)對(duì)H公司企業(yè)價(jià)值鏈和頂層流程框架分析,采用流程分解等方法對(duì)采購(gòu)流程現(xiàn)狀進(jìn)行描述,總結(jié)了采購(gòu)流程存在的問(wèn)題。通過(guò)建立成熟度模型,分析流程成熟度;采用問(wèn)卷調(diào)查、標(biāo)桿對(duì)比等方法,分析、診斷了采購(gòu)和合同執(zhí)行流程存在的問(wèn)題;采用頭腦風(fēng)暴訪談總結(jié)出流程頂層框架設(shè)計(jì)不清晰、流程管理體系不完善、缺乏流程績(jī)效管理、流程刻度過(guò)細(xì)等是造成流程運(yùn)行效率低、管理成本高的主要原因。圍繞著控制風(fēng)險(xiǎn)、提高效率和降低成本為目標(biāo),筆者運(yùn)用項(xiàng)目管理方法對(duì)H公司采購(gòu)流程進(jìn)行優(yōu)化,包括簡(jiǎn)化流程、建立流程績(jī)效管理體系、增加風(fēng)險(xiǎn)管理流程等工作,同時(shí)為避免"管理體系孤島",引入精益流程管理辦法,保證流程優(yōu)化可持續(xù)。
[Abstract]:After years of development, many specialized AE companies have been formed in Europe and America to engage in the construction of nuclear power projects. Foreign AE companies have fully mastered the equipment procurement management model based on components / whole islands. Establishment of equipment procurement and contract management processes based on project management. With the implementation of the medium- and long-term plan for the development of nuclear power in China, China Nuclear Power AE Company emerged as the times require, but limited by domestic environment, management experience and talent, etc. The equipment procurement and contract management of AE Company in China have some problems such as low operation efficiency, high management cost and weak risk control. This paper mainly studies the equipment purchase and contract management process of a nuclear power project general contracting company. This paper is based on process system planning, process status description, process problem diagnosis, process optimization and reengineering. The route of process matching design carries out investigation, analysis and research on the purchasing process of H Company, and finally puts forward some suggestions and solutions for process optimization. Through the analysis of the value chain and top-level process framework of H Company, The current situation of purchasing process is described by using process decomposition method, and the problems existing in procurement process are summarized. Through establishing maturity model, analyzing process maturity, using questionnaire survey, benchmarking and other methods, the paper analyzes, The problems of procurement and contract execution are diagnosed, and the top-level framework design is not clear, the process management system is not perfect, and the process performance management is lacking. The process calibration is the main reason for the low efficiency and high management cost of the process. Aiming at controlling risk, improving efficiency and reducing cost, the author uses project management method to optimize the purchasing process of H Company. It includes simplifying process, establishing process performance management system, increasing risk management process and so on. In order to avoid "isolated island of management system", lean process management method is introduced to ensure process optimization is sustainable.
【學(xué)位授予單位】：深圳大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.23;F426.61;F274

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