对中国大型勘察设计单位创建国际型工程公司的研究
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摘要
随着我国加入WTO，我国工程勘察设计单位的现行体制模式，已不适应形势发展的要求。大型勘察设计单位如何加快体制改革的步伐，创建国际型工程公司，实施中央“走出去”的发展战略，已成为政府和企业十分关注的问题。
首先，本文对我国勘察设计单位的综合情况进行了概述，通过对有代表性的十家大型勘察设计单位的剖析，指出了我国大型勘察设计单位在人才结构、分配制度、资产形式、组织结构模式等方面存在的若干问题，并对目前勘察设计单位创建国际型工程公司开拓国际市场的情况进行了客观的评价。
其次，本文对国际型工程公司产生过程、主要特点、组织结构等进行了实证分析；对国际型工程公司所具有的EPC全功能、较强的融资能力、先进的工艺技术和工程技术、全球营销网和采购网、以设计为主体等主要特点进行了论述；对国际型工程公司设计、采购、施工、开车服务进行了评述；并侧重对国际型工程公司实行项目经理负责制、矩阵式管理、EPC全过程系统管理、运用赢得值原理进行项目管理的特点进行了剖析研究。
第三，通过对企业战略概念、企业战略与组织结构关系、企业组织结构选择和企业战略实施等方面研究，论证了我国大型勘察设计单位创建国际型工程公司的必然性。
第四，从参与国际竞争，加快与国际接轨步伐的角度，阐述了勘察设计单位创建国际型工程公司的重要性和必要性；提出了创建国际型工程公司必须遵循的三条基本原则：持续性发展原则、个性原则和整体协调原则。同时，提出了八项具体措施：一是更新观念，抓住机遇；二是明确目标，实施企业发展战略；三是加快建立国际型工程公司的生产经营模式；四是深化内部管理制度改革，强化制度创新；五是建立现代企业制度，培育合格市场主体；六是加大科技投入，提高科技创新能力；七是建立人才资源良性循环系统；八是注重优势互补，实行强强联合。
第五，对今后我国大型勘察设计单位的改革提出了一些建设性的意见，最后得出结论：我国大型勘察设计单位要实现与国际接轨，必须以最终创建成国际型工程公司为目标。
With China's entrance into the WTO, the Chinese market of surveying and designing is opening wider and wider to the outside world. The current management pattern of the Chinese surveying and designing companies can no longer suit the new situation. How to adapt to the development need of situation for large surveying and designing institutes? It has become issues attached much attention by governments and enterprises to speed up the reform, to establish international engineering companies and to carry out 'walk out' development strategy of the central government.
First, the paper summarizes the comprehensive situation of large surveying and designing institutes of China. Through anatomy of the representative 10 large surveying and designing institutes, it points out several problems of large surveying and designing institutes in personnel structure, distribution system, ownership form, structural organization mode, etc. It also objectively analyzes the situation of surveying and designing institutes to establish international engineering companies to exploit international market.
Second, the paper makes a demonstration study on the emerging process, main characteristics, organization structure and management mode of international engineering companies. Then it illustrates the EPC function, strong financing ability, advanced technics and engineering technology, global sales net and procurement net, designing as main body, and other main characteristics of international engineering companies. Comments on designing, procurement, construction and running services are also included. Characteristics of the responsibility system of site managers, triangular management, EPC whole process system management, applying BCWP principle to manage projects are analyzed and anatomised as well.
Third, through study on the concept of enterprise strategy, relationship between enterprise strategy and organizational structure, choice of enterprise organizational structure, implementation of enterprise strategy and other aspects, the paper illustrates the inevitability to establish international engineering companies of large surveying and designing institutes in our country.
Fourth, from aspects of participating international competition and speeding up the internationalization, the paper illustrates the importance and necessity for surveying and designing institutes to establish international engineering companies. Three basic
principles of establishing international engineering companies to be followed are: sustainable development principle, individuality principle and integrated coordination principle. Moreover, eight detailed measures are set forth: updating our ideas and grasping opportunities; defining objectives and carrying out enterprise development strategy; deepening reform of internal management system and paying attention to system innovation; establishing ownership system of modern enterprises and fostering qualified market main bodies; setting up a production and business mode suitable for international engineering companies; increasing technology investment and enhancing technology innovation ability; establishing a beneficent system of personnel circulation; and attaching importance to mutual supplement of advantages and strengthening associated recombination.
Fifth, constructive suggestions are brought forward for the reform of large surveying and designing institutes in China. Finally, the author arrives at the following conclusions: to reach the international standards, the large surveying and designing institutes in China must take establishing international engineering companies ultimately as their objectives.
首先，本文对我国勘察设计单位的综合情况进行了概述，通过对有代表性的十家大型勘察设计单位的剖析，指出了我国大型勘察设计单位在人才结构、分配制度、资产形式、组织结构模式等方面存在的若干问题，并对目前勘察设计单位创建国际型工程公司开拓国际市场的情况进行了客观的评价。
其次，本文对国际型工程公司产生过程、主要特点、组织结构等进行了实证分析；对国际型工程公司所具有的EPC全功能、较强的融资能力、先进的工艺技术和工程技术、全球营销网和采购网、以设计为主体等主要特点进行了论述；对国际型工程公司设计、采购、施工、开车服务进行了评述；并侧重对国际型工程公司实行项目经理负责制、矩阵式管理、EPC全过程系统管理、运用赢得值原理进行项目管理的特点进行了剖析研究。
第三，通过对企业战略概念、企业战略与组织结构关系、企业组织结构选择和企业战略实施等方面研究，论证了我国大型勘察设计单位创建国际型工程公司的必然性。
第四，从参与国际竞争，加快与国际接轨步伐的角度，阐述了勘察设计单位创建国际型工程公司的重要性和必要性；提出了创建国际型工程公司必须遵循的三条基本原则：持续性发展原则、个性原则和整体协调原则。同时，提出了八项具体措施：一是更新观念，抓住机遇；二是明确目标，实施企业发展战略；三是加快建立国际型工程公司的生产经营模式；四是深化内部管理制度改革，强化制度创新；五是建立现代企业制度，培育合格市场主体；六是加大科技投入，提高科技创新能力；七是建立人才资源良性循环系统；八是注重优势互补，实行强强联合。
第五，对今后我国大型勘察设计单位的改革提出了一些建设性的意见，最后得出结论：我国大型勘察设计单位要实现与国际接轨，必须以最终创建成国际型工程公司为目标。
With China's entrance into the WTO, the Chinese market of surveying and designing is opening wider and wider to the outside world. The current management pattern of the Chinese surveying and designing companies can no longer suit the new situation. How to adapt to the development need of situation for large surveying and designing institutes? It has become issues attached much attention by governments and enterprises to speed up the reform, to establish international engineering companies and to carry out 'walk out' development strategy of the central government.
First, the paper summarizes the comprehensive situation of large surveying and designing institutes of China. Through anatomy of the representative 10 large surveying and designing institutes, it points out several problems of large surveying and designing institutes in personnel structure, distribution system, ownership form, structural organization mode, etc. It also objectively analyzes the situation of surveying and designing institutes to establish international engineering companies to exploit international market.
Second, the paper makes a demonstration study on the emerging process, main characteristics, organization structure and management mode of international engineering companies. Then it illustrates the EPC function, strong financing ability, advanced technics and engineering technology, global sales net and procurement net, designing as main body, and other main characteristics of international engineering companies. Comments on designing, procurement, construction and running services are also included. Characteristics of the responsibility system of site managers, triangular management, EPC whole process system management, applying BCWP principle to manage projects are analyzed and anatomised as well.
Third, through study on the concept of enterprise strategy, relationship between enterprise strategy and organizational structure, choice of enterprise organizational structure, implementation of enterprise strategy and other aspects, the paper illustrates the inevitability to establish international engineering companies of large surveying and designing institutes in our country.
Fourth, from aspects of participating international competition and speeding up the internationalization, the paper illustrates the importance and necessity for surveying and designing institutes to establish international engineering companies. Three basic
principles of establishing international engineering companies to be followed are: sustainable development principle, individuality principle and integrated coordination principle. Moreover, eight detailed measures are set forth: updating our ideas and grasping opportunities; defining objectives and carrying out enterprise development strategy; deepening reform of internal management system and paying attention to system innovation; establishing ownership system of modern enterprises and fostering qualified market main bodies; setting up a production and business mode suitable for international engineering companies; increasing technology investment and enhancing technology innovation ability; establishing a beneficent system of personnel circulation; and attaching importance to mutual supplement of advantages and strengthening associated recombination.
Fifth, constructive suggestions are brought forward for the reform of large surveying and designing institutes in China. Finally, the author arrives at the following conclusions: to reach the international standards, the large surveying and designing institutes in China must take establishing international engineering companies ultimately as their objectives.
引文
[1]FIDIC. Condifions of Confract for Works of Civil Engineering Constraction. Fourth Edition (1987)
[2]FIDIC. Condifions of Confract for Design-Build and Turnkey(1999)
[3]J.Adrian. Consfruction Claims—A Quantitative Approcch. Prentice Hall,Inc. 1988
[4]Peter. Rinza. Projekt Management,VDI-Verley. Gmbh.
[5]David J.Collis,Cynthia A.Montgonmerg. Corporate strategy:A Resource-Based Approach. McGraw-Hill Companies. Inc. 1998
[6]Arthur A.Thompson, Jr.,A.J.StricklandⅢ. Strategic Management:Concepts and caseslothed. McGraw-Hill Companies. Inc. 1998
[7]Methods and Procedures in Aid Evaluation. OECD.,1986
[8]UFDE. 《Definition of Plant Completion》 Oct, 1984
[9]Handbook for Users of Consultion Services.Manila:Asian Development.
[10]Project Management Body of Knowledge U.S. 《Project Management Institute standards Committee》. 1996
[11]Holly Ulbrich .Internation .Trade and Finance New Jersey. 1993
[12]Janet K, Styllanos Aniftos. International Standards and Construction.JOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT NO.2 JUN 1997 ASCE3
[13]StevCurll and Ian Cooper(1998),The Implication of Urban Sustainability, Building Research Information(1998)26(1),pp17-28
[14]John Bale Construction Management:The Emergence and Development of A Global Academic discipline In Suppour of Environmental Development (2002.4)
[15]Dr Andrew Platten,BSc(Hons),PhD, MCIOB. A Review of CIOB Accreditation Procedures and Future Perspectives(2002.4)
[16]斯蒂芬．P．罗宾斯著《管理学》 中国人民大学出版社1997年4月
[17]圣丁著 《哈佛商学院MBA教程》 经济日报出版社1997年5月
[18](美)汤姆森 斯迪克兰德著 《战略管理》 北京大学出版社、科文香港出版社2000年1月
[19]戴永良著 《管理学》 石油工业出版社2000年1月
[20]秦永良著 《组织行为学》 石油工业出版社2000年1月
[21]蔡树堂著 《企业战略管理》 石油工业出版社2000年1月
[22]王福新著 《人力资源管理》 石油工业出版社2000年1月、归如渊、
[23]杨光等7人著 《国外工程项目管理》 中国勘察协会、中国化工勘察设计会、化工部设
计现代化管理中心站1992年
[24]王文善、归如渊等20人著 《国外工程项目管理与控制》 中国石化工程总公司1993年6月
[25]胡德银等著 《工程项目管理概论》 工程建设项目经理培训教材编委 1999年6月
[26]国办发[1999]101号 《国务院办公厅转发建设部等有关工程勘察设计单位体制改革若干意见的通知》
[27]建设部勘察设计司著 《加入WTO对我国工程勘察设计咨询业的影响》
[28]俞正声著 《深化体制改革，推进技术创新，努力开创工程勘察设计咨询工作新局面》
[29]何立山著 《创建国际型工程公司汇报提纲》 2000年8．20
[30]建设部文件(建设[1999]218号) 《关于推进大型勘察设计单位创建国际型工程公司的指导意见》
[31]胡德银等著 《国际型工程工程公司诸要素及特点》
[32]胡德银等著 《从单一功能设计院向EPC全功能工程公司转变》
[33]徐美珍著 《在改革中不断探索按公司法规范运作》
[34]建设部 《关于勘察设计咨询业‘十五’计划》
[35]陈玉桓著 《中外工程勘察设计咨询业比较》
[2]FIDIC. Condifions of Confract for Design-Build and Turnkey(1999)
[3]J.Adrian. Consfruction Claims—A Quantitative Approcch. Prentice Hall,Inc. 1988
[4]Peter. Rinza. Projekt Management,VDI-Verley. Gmbh.
[5]David J.Collis,Cynthia A.Montgonmerg. Corporate strategy:A Resource-Based Approach. McGraw-Hill Companies. Inc. 1998
[6]Arthur A.Thompson, Jr.,A.J.StricklandⅢ. Strategic Management:Concepts and caseslothed. McGraw-Hill Companies. Inc. 1998
[7]Methods and Procedures in Aid Evaluation. OECD.,1986
[8]UFDE. 《Definition of Plant Completion》 Oct, 1984
[9]Handbook for Users of Consultion Services.Manila:Asian Development.
[10]Project Management Body of Knowledge U.S. 《Project Management Institute standards Committee》. 1996
[11]Holly Ulbrich .Internation .Trade and Finance New Jersey. 1993
[12]Janet K, Styllanos Aniftos. International Standards and Construction.JOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT NO.2 JUN 1997 ASCE3
[13]StevCurll and Ian Cooper(1998),The Implication of Urban Sustainability, Building Research Information(1998)26(1),pp17-28
[14]John Bale Construction Management:The Emergence and Development of A Global Academic discipline In Suppour of Environmental Development (2002.4)
[15]Dr Andrew Platten,BSc(Hons),PhD, MCIOB. A Review of CIOB Accreditation Procedures and Future Perspectives(2002.4)
[16]斯蒂芬．P．罗宾斯著《管理学》 中国人民大学出版社1997年4月
[17]圣丁著 《哈佛商学院MBA教程》 经济日报出版社1997年5月
[18](美)汤姆森 斯迪克兰德著 《战略管理》 北京大学出版社、科文香港出版社2000年1月
[19]戴永良著 《管理学》 石油工业出版社2000年1月
[20]秦永良著 《组织行为学》 石油工业出版社2000年1月
[21]蔡树堂著 《企业战略管理》 石油工业出版社2000年1月
[22]王福新著 《人力资源管理》 石油工业出版社2000年1月、归如渊、
[23]杨光等7人著 《国外工程项目管理》 中国勘察协会、中国化工勘察设计会、化工部设
计现代化管理中心站1992年
[24]王文善、归如渊等20人著 《国外工程项目管理与控制》 中国石化工程总公司1993年6月
[25]胡德银等著 《工程项目管理概论》 工程建设项目经理培训教材编委 1999年6月
[26]国办发[1999]101号 《国务院办公厅转发建设部等有关工程勘察设计单位体制改革若干意见的通知》
[27]建设部勘察设计司著 《加入WTO对我国工程勘察设计咨询业的影响》
[28]俞正声著 《深化体制改革，推进技术创新，努力开创工程勘察设计咨询工作新局面》
[29]何立山著 《创建国际型工程公司汇报提纲》 2000年8．20
[30]建设部文件(建设[1999]218号) 《关于推进大型勘察设计单位创建国际型工程公司的指导意见》
[31]胡德银等著 《国际型工程工程公司诸要素及特点》
[32]胡德银等著 《从单一功能设计院向EPC全功能工程公司转变》
[33]徐美珍著 《在改革中不断探索按公司法规范运作》
[34]建设部 《关于勘察设计咨询业‘十五’计划》
[35]陈玉桓著 《中外工程勘察设计咨询业比较》
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