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作 者:李志刚[1] LI Zhigang(SINOPEC International Petroleum Exploration and Production Corporation)
出 处:《国际石油经济》2024年第11期72-77,共6页International Petroleum Economics
摘 要:回购合同是中东某国独有的一种油田勘探开发服务合同,有其独有的商务特点和管理模式。历史上国际石油公司执行的回购合同模式大型项目几乎均存在不同程度的超工期现象,直接影响项目内部收益率,工期延误后的索赔成为保障承包商权益的重要措施。业主和承包商对工期延误分析方法的选用存在分歧,对合同的解读存在分歧,合同条款存在不严谨或瑕疵内容,索赔金额难以达成书面意见,这些因素都是工期延误索赔的挑战。以M项目为例,总结了工期延误索赔的策略及实践中的经验教训:1)针对复杂的工期影响因素,综合应用工期延误分析方法必要且有效;2)从合同谈判和签署伊始,应针对性地细化和完善相关条款,确保合同条款的严谨和清晰;3)在项目执行过程中应牢记最终效益理念,注重做好扎实的基础材料工作。The buy-back contract is a kind of oilfield exploration and development service contract of a country in the Middle East and it is unique for its business characteristics and management mode.Historically,almost all large-scale projects executed by international oil companies in the mode of buy-back contracts have different degrees of overrun,directly affecting the internal rate of return of the project,and the claim after delay has become an important measure to protect the rights and interests of the contractors.Such factors as differences between owners and contractors in the selection of delay analysis methods,differences in the interpretation of the contract,the existence of lax or defective contract terms,and the difficulty of reaching a written opinion on the amount of the claim are the challenges of delay claims.Taking project M as an example,the paper summarizes such strategies for schedule delay claims and the lessons learned in practice as comprehensively applying the schedule delay analysis method is necessary and effective in view of the complex schedule infiuencing factors,the relevant terms and conditions should be targeted to be refined and perfected to ensure the rigorous and clear contractual terms from the beginning of the contract negotiation and signing,and it should be in mind of the concept of the ultimate benefit,focusing on doing a good job in the basic work in the process of the project execution.
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