EPC工程总承包中的风险控制  

Risk control in engineering procurement construction contracting

作　　者：闫瑞明[1] 

机构地区：[1]沈阳铁道勘察设计院有限公司,辽宁沈阳110013

出　　处：《建筑管理现代化》2009年第4期354-357,共4页Construction Management Modernization

摘　　要：文章通过对工程总承包中各环节的风险原因和规避措施分析后认为,工程总承包中对风险的有效控制包括两个方面:一是配置合理的管理人员,二是完善各阶段管理制度和运行机制,明确工程风险责任是降低风险损失的有效途径。例如,对合同与设计进行会审和动态管理;采购、施工部门在设计阶段的关键节点上要有所介入,参与方案和施工图会审;在采购阶段,要进行阳光采购;在施工阶段,完善专家负责制。在各阶段都应建立责任追究制,以便在出现事故时能够明确责任。On the analysis of risk reasons and circumvention measures in each stage of engineering procurement construction contracting （EPC）, the effective control methods for risk in contracting were proposed in two aspects, including reasonable allocation of the managers and improvement of management system and operation mechanism in each stage, making clear that the identification of engineering risk responsibility is an effective means for decreasing the risk loss, such as joint hearing system and dynamic management for contract and design, intervene in key points in design stage for procurement and construction sector, joint hearing of plans and working drawings, sunshine procurement in procurement stage, expert system in construction period, and accountability system for identifying the responsibilities in the accidents.

关 键 词：风险控制 会审制 动态管理 责任追究制 专家负责制 

分 类 号：F407.9[经济管理—产业经济]