非洲输电线路EPC工程索赔实例分析  

Case Analysis of EPC Project Claim for Transmission Line in Africa

作　　者：郭峰[1] 李予林 GUO Feng;LI Yulin(North China Power Engineering Co.,Ltd of China Power Engineering Consulting Group,Beijing 100120,China)

机构地区：[1]北京国电华北电力工程有限公司,北京100120

出　　处：《电力勘测设计》2023年第6期9-11,66,共4页Electric Power Survey & Design

摘　　要：索赔管理成为EPC项目管理的重要组成部分,是保护承包商经济利益的重要手段。索赔和反索赔工作的原则是“全过程管理,全员参与,工作职责明确,持续有效跟进”。投标文件作为合同文件的重要组成部分,合同谈判及签订过程很难再对其进行修改,因此索赔的策划工作应在投标阶段开始。项目执行过程中应建立索赔与反索赔机构,以及相应的奖惩制度。针对业主负责征地赔偿的特点,进度管理中应尽可能的提前暴露业主不能按时解决征地问题的责任。通过以上索赔与反索赔管理,笔者所在输电工程项目取得了可观的索赔成果。Claim management has become an important part of EPC project management and an important means to protect the economic interests of contractors.The principle of claim and counterclaim work is "full process management,full participation,clear job responsibilities,and continuous and effective follow-up".As an important part of the contract documents,it is difficult to modify the bidding documents during the contract negotiation and signing process,so the planning of claims should start at the bidding stage.During the implementation of the project,a claim and counterclaim organization and corresponding reward and punishment system shall be established.According to the characteristics that the owner is responsible for land acquisition compensation,the owner's responsibility for failing to solve the land acquisition problem on time should be exposed as early as possible in the progress management.Through the above claim and counterclaim management,the author's transmission project has achieved considerable claim results.

关 键 词：非洲 总承包 索赔 反索赔 通行权 

分 类 号：F425[经济管理—产业经济]