企业国际epc建设工程风险管理总结 -9游会

序言
the first thing is which legal system the country belongs to.
首要的是,国际建设工程位于属于那个法系。
iran, a country under theocratic islamic law;but both parties may agree to accept the laws of a third country, like the laws of england etc. as applicable laws of the contract .
伊朗,伊斯兰法系;但合同双方可以约定适用第三方国家的法律,比如适用英国法律。
the second thing is the amount of the project .
其次,建设工程总价。

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正文
firstly, key points of cost calculation before bidding
第一,投标前成本测算的关键点
1.government efficiency:: it may take a long time to be approved by local authorities;
政府工作效率:当地政府批准可能需要较长时间;
2. contractor's autonomy;
合同主导权;
3. risk of access of construction site: it is necessary to take the security cost into the epc proposal;
工程现场通道风险:epc成本应当考虑安全成本;
4.risk of local residents obstructing construction:easy access to the site is a precondition;
当地居民阻碍施工风险:便捷的入场施工是epc的提前;
5.risk of obtaining land and permit of construction(accessibility,feasibility );
土地和施工许可证的取得风险;
6 matching degree of the skill of project core personnel: it is better to mobilize the skilled chinese workers to the site;
工程核心人员素质的匹配度:最好配备中国熟练技术技工到现场;
7.project duration calculation which has to consider natural factors such as wind,rainy season,and high temperature;which may affect the duration of the project;
工期要充分考虑自然因素,如大风、高温、雨季等因素;

secondly, key points of the contract of international project of epc
第二,国际建设工程合同的关键点
1. the risk of exchange rate fluctuations by entrusting professional bank;
委托专业银行规避汇率波动风险;
2. export credit projects are paid in us dollar,in gb pound or in euro, which not only generates foreign exchange but also avoids exchange rate risks;
贷款工程项目选择用美元、英镑,还是欧元,技能创汇,又能规避汇率风险;
3. risk aversion insurance: 6% unforeseeable premium (contingency) is added into the bidding cost, and the insurance company underwrites all risks of the project;
6%不可预见保险金成本,由保险公司成本所有不可预见风险;
4.equipment input: excavator, bulldozer, dump machine, loader, vibration grinding, drilling machine, fully considering the transportation cost(esp. extra-large size equipment);
设备投入:挖掘机、推土机、自卸机、装载机、振动研磨机、钻孔机等,充分考虑运输成本(特别是超大尺寸的设备);
5. schedule management: personnel, property and instrument;
进度管理:人、财、物;
6.cost management: personnel, property, and instrument;
成本管理:人、财、物;
7. subcontractor management: expert counseling, special funds, migrant workers ledger, supervision of project quantity;
分包人管理:专家,专用资金、农民工台账、工程质量监管;
8. safety production management:supervisor, site representative of party a, safety production committe;
安全生产管理:管理人,甲方代表,安全生产委员会;
9. project quantity management:concealed works acceptance, regular quantities acceptance and visa;
工程量管理:隐蔽工程验收、定期数量验收和签证;
10. project quality management: warehouse entry and exit of building materials, regular inventory quality control;
工程质量管理:建筑材料入库出库,库存定期盘点;
11. communication management: the headquarters, overseas departments, design units and subcontractors form the project leading group;
沟通管理:总部,海外办事处,设计单位和分包商组成领导小组;
other: to execute the project, department like administrative, financial, legal (contract), cost management are also necessary.
其他:为了执行项目,行政、财务、法律(合同)、成本管理等部门也必不可少。

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