国际管道工程物资管理和成本控制的探究  

Research on Materials Management and Costs Control of International Pipeline Engineering

作　　者：宋飞 佟建平 陈李 武力强 黄运祥 

机构地区：[1]中国石油管道局工程有限公司,河北 廊坊

出　　处：《石油天然气学报》2021年第3期181-186,共6页Journal of Oil and Gas Technology

摘　　要：在工程建设中多数国际管道工程物资按照采购权限分为业主供(甲供)物资(形成工程主体的材料)、承包商供(乙供)物资(工程消耗性辅材)和自购施工手段用料等。对于甲/乙供物资往往都是通过项目自建的物资中转站完成各项管理工作,而对自购施工手段用料而言,经常会受到项目对成本的忽略,虽说占据项目成本比例不大,但是国际管道工程物资采购各项成本昂贵,要想减少国际管道工程自购物资成本投入、提高项目的整体效益,做好工程自购物资的管理和成本控制的工作特别关键。基于此,文章概述了国际管道工程物资管理和成本控制的必要性,然后分析了国际管道工程自购物资管理和成本控制的现状,并针对施工现场自购施工手段用料,提出了物资管理和成本控制的优化措施,以便可以更好地控制成本和增加施工单位在国际管道工程建设的利润。In the process of engineering construction, most international pipeline engineering materials are divided into employer supplied (Party A supplied) materials (materials forming the main structure of the project), contractor supplied (Party B supplied) materials (engineering consumable auxiliary materials), and construction tools and instruments purchased by the engineering company. For the materials provided by employer supplied materials and contractor supplied materials, the management of materials will be completed through the self-established material transfer station of the project. The cost of construction tools and instruments purchased by engineering units accounts for a small part, and the management of them is often ignored. Considering the higher price in international construction project, material management and cost control are significant for cost reduction and efficiency increasing. This article summarizes the necessity of material and cost management in international pipeline project, and analyzes status of construction tools and instruments management and cost management to propose optimization measures to have a better way to control material costs and gain the profits.

关 键 词：国际管道工程 物资管理 成本控制 

分 类 号：F42[经济管理—产业经济]