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核电站现场预制、安装开始后对大宗材料需求全面展开,然而由于设计采购量与实际安装需求量差异等原因,现场安装过程中经常需要对预制材料进行紧急增补采购,有时还会由此而影响施工进度。本文通过分析造成增补采购的原因,剖析了如何对项目采购管理过程中各个阶段进行有效控制,规避或减少增补次数,并对增补采购管理与执行,根据自身的理解提出几点建议。同时简要分析了在EPC总包模式下,依托多项目管理优势,将各个项目的材料互相调用以解决现场安装燃眉之急的可行性,以供商榷与探讨。
Nuclear power plant site prefabricated, the installation began after the full demand for bulk materials, however, due to design and procurement volume and the actual demand for installation and other reasons, on-site installation process often need pre-emergency material emergency procurement, and sometimes will affect the construction schedule. Based on the analysis of the reasons for the additional procurement, this paper analyzes how to effectively control the various stages of the project procurement management, to avoid or reduce the number of additions, and to make some suggestions on how to supplement the procurement management and implementation according to their own understanding. At the same time, a brief analysis of the EPC package mode, relying on the advantages of multi-project management, the project calls each other’s materials to address the urgent need for on-site installation feasibility for discussion and discussion.