海外大型国际工程具有“超大”、“超难”的特点。工程不仅投资金额大,建设周期长,风险点多,更是面临着劳务组织难、海运周期长且物资进场难、合作单位多且关系协调难、进度要求高且按时履约难等众多约束性因素,这些因素对管理的计划性、协调性、和可控性提出了更高的要求。各个业务环节和各个难点重点都存在信息的流动,信息化正是通过对各个管理环节中信息的规范、组织、统计和利用,为管理模式创新和管理意图的实现提供了手段。对于大型国际工程的承包企业而言,必须使用信 Overseas large-scale international projects with “large ”, “super hard ” features. The project not only has a large amount of investment, long construction period and many risk points, but also faces many constraints such as labor organization difficulty, long sea transportation period, difficult access to materials, large number of cooperative units, difficulties in coordination and coordination, high requirements on schedule, Factors, these factors on the management plan, coordination, and controllability put forward higher requirements. Information flow exists in all business links and in all the difficulties and points. Informationization precisely provides information for management innovation and management intentions through the standardization, organization, statistics and utilization of information in various management processes. For large international contracting companies, you must use the letter