目前,随着建筑市场的不断开放,竞争日趋激烈,市场开拓越来越难,微利标、保本标及策略标越来越普遍,施工企业的生存和发展面临着严峻挑战。同时,建筑行业的特殊性决定了工程项目无法像工厂流水线上的产品,能够较稳定地封闭成本。太多的不确定因素使得实际收益远远低于理论保本。施工项目管理的最终目的是实现企业效益的最大化。在这种情况下,二次经营成为了焕发工程项目“第二春”的重要手段。经过多年的摸索,很多施工企业管理者已经充分利用“二次经营”在项目利润创收中“掘金者”的地位,并在实践中不断提升“二次经营”管理水平,尝到了“低进高出”的甜头。 At present, with the continuous opening up of the construction market, the competition is becoming fiercer and the market is getting harder and harder. The profit-sharing standard and the strategic standard are becoming more and more common. The survival and development of construction enterprises are facing severe challenges. At the same time, the particularity of the construction industry determines that a project can not function as a product on a factory line and can more effectively shut down costs. Too many uncertainties make the actual benefits far below the theoretical protection. The ultimate goal of construction project management is to maximize the efficiency of enterprises. In this case, the secondary management has become an important means of rejuvenating the project “second spring ”. After years of exploration, many construction enterprise managers have taken full advantage of “secondary management ” in the project profits in revenue “Nuggets ” position, and in practice constantly improve “secondary management ” management level , Tasted “low into high ” sweetness.