| 国际大型EPC合同的“关闭”管理 |
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| 引用本文： | 张浩.国际大型EPC合同的“关闭”管理[J].科技管理研究,2014(23). |
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| 作者姓名： | 张浩 |
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| 作者单位： | 中国石油工程建设公司伊朗分公司,北京,100120 |
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| 摘 要： | 合同关闭管理是合同精细化管理的要求,该环节往往被我国的承包商所忽视,是合同管理过程中的薄弱环节。国际大型设计-采购-施工合同关闭期间主要有机械完工、临时接收和最终接收3个节点。为了避免关闭过程中的不确定性,应遵循一定的合同关闭原则;为防止出现漏项,应按照关闭检查清单逐一排除。设计-采购-施工关闭合同有10个方面的内容需要承包商高度注意,承包商应制定合同关闭管理程序。
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| 关 键 词： | 国际工程 EPC合同 管理 关闭 精细化 |
| 收稿时间： | 2014/7/2 0:00:00 |
| 修稿时间： | 2014/11/13 0:00:00 |
A Discussion Of "Close-Out" Management In The Big International EPC Contract |
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| ZHANG Hao.A Discussion Of "Close-Out" Management In The Big International EPC Contract[J].Science and Technology Management Research,2014(23). |
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| Authors: | ZHANG Hao |
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| Abstract: | Contract closed management is the requirements of fine management which the link is often ignored by the Chinese contractor, is also the weak link in the process of contract management. Closure of international EPC contract mainly includes Mechanical Completion and Provisional Acceptance as well as Final Acceptance. In order to avoid the uncertainty in the process of closing, certain principles of contract closure should be followed. To prevent leakage, items should be ruled out one by one according to closing checklist. Ten parts of the Close-out contract are needed high attention by the contractor. The contractor shall formulate contract Close -out management procedure. |
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| Keywords: | international engineering EPC contract management close-out fine |
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