论科学把控工程项目采购合同执行中的交货风险  

Seientific Control of Delivery Risks in the Execution of Procurement Contracts for Engineering Projects

作　　者：王魁 WANG Kui(Offshore Oil Engineering Co.,Ltd.,Tianjin 300461,China)

机构地区：[1]海洋石油工程股份有限公司,天津300461

出　　处：《化工管理》2025年第2期4-7,共4页Chemical Management

摘　　要：工程建设项目在施工过程中,采购管理的核心目标在于确保项目所需的设备、材料等物资能够保质保量且按期交付至项目现场,以保障项目的安全有序进行。在采购合同签订之后,如何有效地对合同执行进行跟踪管理,是确保生产供应的首要任务。然而,对于施工企业而言,无论是在合同执行人员的数量上,还是在执行跟踪的细致程度上,都可能存在一定的局限性。因此,通过分析项目物资的不同特点,在有限的执行管理资源下,科学选择精细化和粗放式的跟踪模式显得尤为重要。合理运用主动式和被动式的工作方法,针对不同情况差异化地对合同执行进行跟踪管理,是确保项目物资能够按期交付的关键。In the construction process of engineering projects,the core objective of procurement management lies in ensuring that the equipment,materials,and other supplies required for the project are delivered to the project site with guaranteed quality,quantity,and on schedule,thereby safeguarding the safe and orderly progress of the project.After the procurement contract is signed,effectively tracking and managing the contract execution becomes the primary task to ensure production and supply.However,for construction enterprises,there may be certain limitations,both in terms of the number of contract execution personnel and the level of detail in execution tracking.Therefore,by analyzing the different characteristics of project supplies and under limited execution management resources,it is particularly important to scientif ically select ref ined and extensive tracking modes.Reasonably applying proactive and reactive working methods,and differentiated tracking management of contract execution based on different situations,are key to ensuring that project supplies are delivered on schedule.

关 键 词：项目管理 合同执行 把控风险 

分 类 号：F253.2[经济管理—国民经济]