关于建设单位如何做好标后管理工作的探索  

Exploration on Construction Unit in Doing Well in Post-Tender Management Work

作　　者：文壮强 WEN Zhuangqiang(Hangzhou Qiandaohu Raw Water Co., Ltd., Hangzhou 310020, China)

机构地区：[1]杭州市千岛湖原水股份有限公司,浙江杭州310020

出　　处：《中国水能及电气化》2017年第8期16-19,共4页China Water Power & Electrification

摘　　要：近年来,随着国家公共资源交易改革的不断深化,国有建设工程招标投标市场得到了大力整治,建筑市场秩序明显好转。杭州市第二水源千岛湖配水工程(以下简称"配水工程")作为浙江省重点建设项目之一,其工程项目招投标过程受浙江省招标投标办公室监管。笔者作为建设单位标后监管的当事人,从组织机构及人员管理、安全管理、质量控制、进度控制、投资控制、合同管理等方面对配水工程标后管理工作进行了一些有益的探索,就如何加强标后监管提出了一些粗浅的建议与对策。In recent years, the bidding and tender market of state-owned construction projects has been greatly improved, and the order of the construction market has been improved significantly with constant deepening of national public resources trading reform. The second water source-Qiandaohu water distribution project （hereinafter referred to as the ＇water distribution project＇） is regarded as one of the key construction project sin Zhejiang Province. Its engineering project bidding and tendering process is supervised by Zhejiang Tendering and Bidding Office. The author, as a related party of post-tender supervision in the construction unit, implements some beneficial explorations on water distribution project post- tender management in the aspects of organization and pemonnel management, safety management, quality control, schedule control, investment control, contract management, etc. , and some superficial suggestions and countermeasures are put forward for strengthening post-tender supervision.

关 键 词：建设单位 标后管理 探索 

分 类 号：TU991.05[建筑科学—市政工程]