【摘要】：近年來,城鎮(zhèn)基礎(chǔ)設(shè)施建設(shè)得到國家大力支持,采用BOT融資模式進(jìn)行污水處理廠的投資建設(shè)逐漸成為地方政府和各投資企業(yè)等各方關(guān)注的熱點(diǎn)之一。在擴(kuò)大市場份額的同時(shí),如何對(duì)采用BOT模式投資建設(shè)的污水處理廠項(xiàng)目進(jìn)行有效的全壽命期管理,已成為全國各大中型水務(wù)企業(yè)在可持續(xù)發(fā)展上面臨的重要課題。本文以粵東西北地區(qū)污水處理項(xiàng)目為藍(lán)本,分析項(xiàng)目投資決策階段、項(xiàng)目建設(shè)實(shí)施階段、項(xiàng)目日常運(yùn)營管理階段、項(xiàng)目后評(píng)估階段的管理流程。發(fā)現(xiàn)在項(xiàng)目決策階段,存在的問題表現(xiàn)在日處理能力小于3萬t的污水處理廠盈利能力較弱,管網(wǎng)過長將增加項(xiàng)目的建設(shè)成本,建設(shè)規(guī)模偏大或管網(wǎng)設(shè)計(jì)不完善以及廠網(wǎng)匹配不合理將增加項(xiàng)目的運(yùn)營成本,決策階段工作交底不充分造成項(xiàng)目建設(shè)階段工作銜接不到位進(jìn)而影響項(xiàng)目工期及總投資等,進(jìn)而提出明確項(xiàng)目拓展原則、增強(qiáng)投資決策交底工作的解決措施;在項(xiàng)目建設(shè)實(shí)施階段,存在項(xiàng)目合規(guī)性手續(xù)不完善、項(xiàng)目投資超預(yù)算、過程管理不規(guī)范的問題,提出在制度上、投資管理、預(yù)算管理、工程管理以及對(duì)施工合作單位管理上進(jìn)一步加強(qiáng)的措施;在項(xiàng)目日常運(yùn)營管理階段,存在生產(chǎn)管理相關(guān)制度不規(guī)范、運(yùn)營期物資采購管理不規(guī)范、運(yùn)營期資金使用管理不夠完善的情況,提出在生產(chǎn)管理相關(guān)制度、運(yùn)營期物資采購管理、運(yùn)營期資金使用管理方面建立管理體系的改進(jìn)措施。其次,以茂名市某生活污水處理廠為例,從進(jìn)度、質(zhì)量、成本等三個(gè)子目標(biāo)進(jìn)行分析,闡述采用全壽命期流程管理后取得的成果,主要成果是2012年前投資建設(shè)項(xiàng)目廠區(qū)工程單位建設(shè)成本為2627元/t,2012年后采用全壽命期流程管理的項(xiàng)目單位建設(shè)成本為1980元/t,單位成本節(jié)約了24.63%。通過實(shí)證分析研究發(fā)現(xiàn),案例工程項(xiàng)目在建造、運(yùn)營、移交等環(huán)節(jié)存在的風(fēng)險(xiǎn)有:財(cái)務(wù)風(fēng)險(xiǎn)(項(xiàng)目資本金風(fēng)險(xiǎn)和貸款主體風(fēng)險(xiǎn))、戰(zhàn)略風(fēng)險(xiǎn)(行政風(fēng)險(xiǎn)、投資機(jī)遇錯(cuò)失的風(fēng)險(xiǎn))、法律風(fēng)險(xiǎn)(廉政風(fēng)險(xiǎn)、項(xiàng)目合規(guī)性風(fēng)險(xiǎn))、工程管理風(fēng)險(xiǎn)(如期建成的風(fēng)險(xiǎn)、成本控制風(fēng)險(xiǎn)、效益風(fēng)險(xiǎn)、工程結(jié)算的風(fēng)險(xiǎn));產(chǎn)生遺留問題的風(fēng)險(xiǎn)、營運(yùn)期現(xiàn)金流控制風(fēng)險(xiǎn)、營運(yùn)期應(yīng)收賬款風(fēng)險(xiǎn);殘值風(fēng)險(xiǎn)。提出各環(huán)節(jié)風(fēng)險(xiǎn)管理對(duì)策:強(qiáng)化財(cái)務(wù)管理力求化解風(fēng)險(xiǎn)、積極尋求項(xiàng)目所在地政府的支持、采取有效手段(效能監(jiān)察、規(guī)范項(xiàng)目合規(guī)性手續(xù))規(guī)避法律風(fēng)險(xiǎn)、采取有效措施規(guī)避工程管理風(fēng)險(xiǎn);積極與項(xiàng)目所在地周邊居民建立良好的溝通、積極與地方政府相關(guān)部門溝通及尋求幫助、提升內(nèi)部運(yùn)營管理水平,通過規(guī)范管理,單位處理成本節(jié)約4.3%,按全年預(yù)測處理污水4.2億t計(jì)算,間接產(chǎn)生經(jīng)濟(jì)效益約840萬元;完善特許經(jīng)營協(xié)議中的維護(hù)義務(wù)及明確移交標(biāo)準(zhǔn)。最后,對(duì)本文結(jié)論進(jìn)行總結(jié),對(duì)城市污水處理BOT項(xiàng)目全壽命期管理的未來發(fā)展進(jìn)行展望與建議。
[Abstract]:In recent years, the construction of urban infrastructure has been greatly supported by the state. The investment and construction of sewage treatment plants using BOT financing mode has gradually become one of the hot spots of local governments and investment enterprises. While expanding the market share, how to effectively manage the whole life of the sewage treatment plant project invested by BOT mode has become an important subject for the sustainable development of the large and medium-sized water enterprises in China. Based on the wastewater treatment project in the northwest part of Guangdong Province, this paper analyzes the management process of the project investment decision-making stage, project construction implementation stage, project daily operation management stage and project post-evaluation stage. It is found that in the decision-making stage of the project, the existing problems are that the profitability of the sewage treatment plant with daily treatment capacity less than 30,000 tons is weak, and the construction cost of the project will be increased if the pipe network is too long. The large scale of construction or imperfect pipe network design and unreasonable matching of plant and network will increase the operating cost of the project, and the insufficient completion of the work in the decision-making stage will lead to the lack of cohesion in the construction phase of the project, which will affect the project construction period and total investment, etc. Furthermore, the paper puts forward some measures to solve the problem of making clear the principle of project expansion and strengthening the work of investment decision making, and at the implementation stage of project construction, there are some problems such as imperfect formalities of project compliance, over-budget of project investment, and non-standard process management. The paper puts forward some measures to strengthen the system, such as investment management, budget management, project management and the management of construction cooperative units. The material purchase management in operation period is not standardized and the fund use management in operation period is not perfect. The improvement measures of establishing management system in production management system, material purchase management during operation period and fund use management in operation period are put forward. Secondly, taking a domestic sewage treatment plant in Maoming as an example, the paper analyzes the progress, quality and cost of a sewage treatment plant, and expounds the results obtained after adopting the whole life cycle process management. The main achievement is that the cost of project unit construction is 2627 yuan / t before 2012, and the cost of project unit construction using whole life cycle process management after 2012 is 1980 yuan / t, which saves 24.63 yuan per unit cost. Through empirical analysis, it is found that the risks in construction, operation and transfer of case engineering project are financial risk (project capital risk and loan principal risk), strategic risk (administrative risk). Investment opportunity missed risk), legal risk (clean government risk, project compliance risk), project management risk (scheduled completion risk, cost control risk, benefit risk, project settlement risk); Operating cash flow control risk, operating period accounts receivable risk; residual risk. The countermeasures of risk management in various links are put forward: strengthening financial management to resolve risks, actively seeking the support of the local government of the project, adopting effective means (effectiveness supervision, standardizing the formalities of project compliance) to avoid legal risks, Take effective measures to avoid the risk of project management, actively establish good communication with the residents around the project site, actively communicate with the relevant departments of local government and seek help, improve the level of internal operation management, and improve the level of internal operation management through standardized management. The unit treatment cost is 4. 3% and calculated according to the forecast 420 million tons of sewage treatment in the whole year, and the indirect economic benefit is about 8.4 million yuan, and the maintenance obligation and the clear transfer standard in the franchise agreement are improved. Finally, the conclusion of this paper is summarized, and the future development of BOT project lifetime management is prospected and suggested.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：X799.3

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