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作 者:李明亮 尹贻林[2] 胡标峰 肖婉怡 Li Mingliang;Yin Yilin;Hu Biaofeng;Xiao Wanyi(Guangzhou metro group Co.,Ltd.,Guangzhou 510330,China;School of Management,Tianjin University of Technology,Tianjin 300384,China)
机构地区:[1]广州地铁集团有限公司,广东广州510330 [2]天津理工大学管理学院,天津300384
出 处:《工程造价管理》2019年第3期28-36,共9页Engineering Cost Management
基 金:天津市教委重大项目(NO.2017JWZD15);广州地铁集团有限公司技术开发服务项目(HT180963、HT180964)
摘 要:伴随工程总承包模式的推行,里程碑支付模式的运用越来越广泛。但是,在工程总承包招标时项目采用里程碑支付模式,仍存在着因前期信息不明确和发承包双方不完全信任而诱发的支付不及时等问题。为解决该问题,厘清工程项目里程碑支付节点,实现里程碑支付模式在工程总承包项目中更有效的运用,基于层次分析法对里程碑节点数量进行设置,首先,通过大量文献总结及参考规范对里程碑数量及设置的影响因素进行识别,通过层次分析法判断出各影响因素的权重,依据各因素权重进行各因素分值的分配;其次,通过专家打分法对各因素进行打分汇总,确定发包人的管控程度;最后,基于发包人对项目支付实施监管强弱程度来设置项目里程碑数量,从而实现对承包商支付过程的适度监管及对项目的高效管理,为国内积极应用工程总承包里程碑模式支付模式的发包方提供坚实基础和实践指导。With the implementation of EPC mode, milestone payment mode is more and more widely used. However, when EPC project tendering adopts milestone payment mode, there are still problems such as unclear information in the early stage and late payment caused by incomplete trust between the contracting parties. To help solve the problem, clarify the project milestone pay node, achieve milestone payment mode in EPC project the use of more effective, based on the analytic hierarchy process (AHP) to set milestones node number, first through a lot of literature summary and reference standard for milestone and set the number of factors, which can identify by AHP to determine the weight of each influence factor and weight distribution to score of various factors on the basis of the factors;Then, all factors are scored and summarized through the expert scoring method to determine the owner's degree of control;Finally, the number of project milestones is set based on the degree of supervision of the project payment by the employer, so as to realize the appropriate supervision of the contractor payment process and efficient management of the project, and provide a solid foundation and practical guidance for the employer who actively applies the EPC milestone payment mode in China.
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