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四川电力设计咨询有限责任公司(以下简称公司)作为国内较早积极致力于融入市场竞争的电力设计企业,一直也高度重视海外业务的拓展,且在多次海外项目中对于其管理运作的高风险性产生了深切体会。尤其是早期经历的多次项目摩擦更让公司意识到传统的设计、采购、施工、试运行相对脱节的项目管理方式在海外项目风险控制上有着较为突出的缺陷,管理线条的脱节轻则频繁导致项目摩擦,进而影响项目进度,重则直接影响到项目目标的实现,使企业面临风险。,由此,公司已开始寻求拓展海外业务的机会。作为分包方,公司在多次因管理线条脱节造成的项目摩
As a domestic power design enterprise actively engaged in integrating into the market competition, Sichuan Electric Power Design and Consulting Co., Ltd. (hereinafter referred to as “the Company”) has always attached great importance to the expansion of its overseas business and has been exposed to the high risk of its management and operation in many overseas projects Sex has come to realize deeply. In particular, the friction of many projects experienced in the earlier period made the company realize that the traditional project management methods of design, procurement, construction and trial operation are relatively out of step in the risk control of overseas projects, and the frequent disconnection of management lines has led to the frequent Project friction, thereby affecting the progress of the project, while directly affecting the realization of the project objectives, so that enterprises are at risk. As a result, the company has started looking for opportunities to expand its overseas operations. As a subcontractor, the company repeatedly inadvertently caused by the management of the project line friction