石化工程项目材料管理总结分析  

Summary and Analysis of Phased Material Management in Petrochemical Engineering Projects

作　　者：李洋 Li Yang(Sinochem Quanzhou Petrochemical Co.,Ltd.,Quanzhou 362000,China)

机构地区：[1]中化泉州石化有限公司,福建泉州362000

出　　处：《云南化工》2021年第12期157-160,共4页Yunnan Chemical Technology

摘　　要：石油化工工程建设所需物资采购周期长、资金大、质量要求高。采购管理在工程项目中的角色已经从单纯的项目建设中的服务,转变成新的利润增长点。东南沿海某化工工程项目采取“E+P+C”管理,业主执行“P”环节,项目部负责现场材料管理:分析矛盾,从设计、施工、材管环节开始,优化工艺管道材料管理措施;控制开始的材料采购立项,优化过程中的施工用料,减小最后的库存余量。最终满足了工程期有序材料供应,项目顺利建成投产,提升了企业竞争力。With the characteristics of long procurement cycle,large capital and high quality requirements for materials required by petrochemical engineering construction,the role of procurement management in engineering projects has changed from simple service in project construction to a new economic point of profit growth.A chemical engineering project in the southeast coast adopts“E+P+C”management,the owner implements“P”link,and the project department is responsible for on-site material management:analyze contradictions,optimize process pipeline material management measures from design,construction and material management links,controling the initial material procurement project/construction materials in the optimization process/reducing the final inventory surplus,so as to meet the orderly material supply during the project period,The project has been successfully completed and put into operation,enhancing the competitiveness of the enterprise.

关 键 词：“E+P+C” 设计 施工 材料管理 利润经济点 

分 类 号：TU74[建筑科学—建筑技术科学]