大分包模式的弊端及解决对策--以某军民融合项目为例  

Disadvantages of the Large Subcontracting Model and the Countermeasures--Taking a Military Civil Integration Project as an Example

作　　者：曹鹏 杨干成 李权 CAO Peng;YANG Gancheng;LI Quan(Power China Hubei Engineering Co.,Ltd.,Wuhan Hubei 430040,China)

机构地区：[1]中国电建集团湖北工程有限公司,湖北武汉430040

出　　处：《工程质量》2024年第4期3-6,共4页Construction Quality

摘　　要：目前某施工企业(以下简称“公司”)所承接的基础设施类项目主要以工程总承包、施工总承包合同模式为主,其中施工板块任务通常交由一家分包单位或者分专业交由多家分包单位进行实施,为确保总承包单位的利益,分包合同价格有时以降幅为主。但是在项目实际执行过程中,项目管理团队时常会出现对分包单位管理失控的情况。论文以某军民融合项目为例,简单阐述了大分包模式下总包管理的弊端,以及对公司后续分包管理的建议。At present,the infrastructure projects undertaken by a construction enterprise(hereinafter referred to as the“company”or the“general contractor”)are mainly in the general contract mode of engineering contracting and construction contracting,in which the construction tasks are usually handed over to a subcontractor or a number of subcontractors in different specialties.In order to ensure the interests of the general contractor,the subcontract price is sometimes mainly reduced.However,in the actual implementation of the project,the project management team often appears to the subcontractor management out of control.Taking a military-civilian integration project as an example,this paper briefly expounds the disadvantages of total contract management under the large subcontracting mode,and the suggestions for the subsequent subcontracting management of the company.

关 键 词：大分包模式 劳务分包 分包模式 基础设施项目 

分 类 号：TU712[建筑科学—建筑技术科学]