國際工程項(xiàng)目合同管理案例分析 精選文檔

1、1,國際工程項(xiàng)目合同管理案例分析,2,合同管理案例分析,一、案例相關(guān)背景,二、總承包商項(xiàng)目組織機(jī)構(gòu)及各部門之間的關(guān)系,三、總承包商的合同管理組織方式,四、項(xiàng)目總承包合同結(jié)構(gòu)分析,五、總承包合同條件分析,六、總承包商的分包合同管理,七、項(xiàng)目合同管理的基礎(chǔ)工作,八、項(xiàng)目實(shí)施過程中的合同管理要點(diǎn),九、如何看待和處理好業(yè)主與承包商之間的關(guān)系,3,一、案例相關(guān)背景,年底，由我國某公司承建的交鑰匙大型石油工程項(xiàng)目：中,東某國油田擴(kuò)建工程兩個(gè)集油站和公里的長輸管線項(xiàng)目。,這個(gè)項(xiàng)目是海灣戰(zhàn)爭后中東地區(qū)當(dāng)時(shí)投資最大的一個(gè)工程項(xiàng)目。該項(xiàng)目面,向國際進(jìn)行公開招標(biāo)。我國公司經(jīng)過了近三年的努力，在兩國政府共同促,進(jìn)和推

2、動(dòng)下，終于獲得了這項(xiàng)工程的總承包資格。,合同管理案例分析,4,合同管理案例分析,該總承包項(xiàng)目合同總價(jià)約為四億美元,(,其中,E,、,P,、,C,大致比例為,: E:1.57%,、,P:64%,、,C:34%),。項(xiàng)目預(yù)付款,15%,，履約保函為合同額的,10%,，從進(jìn)度款,扣除,%,的保留金，誤期損害賠償費(fèi)為每一部分,(,工程分為三個(gè)子項(xiàng)目,),約為,每天,7,000,美元，工期為,37,個(gè)月，工程機(jī)械完工后另有四個(gè)月的試運(yùn)期，保,修期兩年。,業(yè)主在合同中要求項(xiàng)目所需,16,種主要設(shè)備和材料（如,大罐氣壓縮機(jī)、外輸,泵、脫鹽器、分離器、段塞埔集氣等以及管線所有管材）必須從業(yè)主指定,的廠商中購買

3、（,Vendor List,）。,5,合同管理案例分析,業(yè)主聘請(qǐng)美國一家國際知名咨詢公司作為項(xiàng)目的監(jiān)理公司,(PMC),全面監(jiān)督項(xiàng),目的運(yùn)作。由于業(yè)主認(rèn)為中方缺乏國際大型項(xiàng)目管理經(jīng)驗(yàn)，中方在合同中,承諾雇傭一部分,“西方專家”,加入項(xiàng)目團(tuán)隊(duì)，最多時(shí)達(dá)到余人。,按合同規(guī)定，項(xiàng)目必須采用西方項(xiàng)目管理方式。為執(zhí)行本項(xiàng)目，需編制項(xiàng),目管理、設(shè)計(jì)、采購、質(zhì)量保證、質(zhì)量控制、安保、項(xiàng)目控制和合同、施,工等大類共種程序文件。在項(xiàng)目運(yùn)行中，必須依據(jù)這些文件進(jìn)行項(xiàng),目管理、控制和運(yùn)行。業(yè)主也依據(jù)合同和這些文件對(duì)項(xiàng)目進(jìn)行監(jiān)督和控制。,6,合同管理案例分析,該項(xiàng)目雖然是一個(gè)交鑰匙項(xiàng)目，承包商卻,在項(xiàng)目執(zhí)行過程中缺乏

4、足夠的自主權(quán)。業(yè)主對(duì)項(xiàng),目采取雙重控制，一方面在整體上控制工期、質(zhì),量、成本。另一方面又嚴(yán)格控制項(xiàng)目的運(yùn)行過程，,幾乎承包商執(zhí)行項(xiàng)目的所有行為都要業(yè)主批準(zhǔn)，,甚至一個(gè)路標(biāo)、一個(gè)胸卡，也要報(bào)業(yè)主和,PMC,批準(zhǔn)，給總承包商項(xiàng)目的執(zhí)行和管理造成了很大,困難。,7,合同管理案例分析,Project Director,Project 1,Project 2,Project 3,Project n,Engineering,Dept.,Contract,Dept.,Project,Control,Dept.,Procurement,Dept.,Quality,Control,Dept.,Construct

5、ion,Dept.,Document,Control,Dept.,Safety,&Security,Dept.,Finance,Dept.,Start Up,Dept.,Administration,Dept.,Deputy Project,Director A,Deputy Project,Director B,二、總承包商項(xiàng)目組織機(jī)構(gòu)及各部門之間的關(guān)系,8,合同管理案例分析,?,您接觸過項(xiàng)目的組織機(jī)構(gòu)是如何設(shè)立的,？,?,您認(rèn)為上述項(xiàng)目組織機(jī)構(gòu)中合同部與其他部門是什么樣的關(guān)系，與合,同部關(guān)系比較密切的部門有哪些,?,?,項(xiàng)目組織機(jī)構(gòu)中各部門之間的工作界面如何能夠既界定的相對(duì)清楚，,又使各部

6、門之間能夠協(xié)同配合,并相互制約？,?,很多人認(rèn)為合同管理僅僅是合同管理人員的事情，項(xiàng)目其他管理人員,可以不懂合同，您怎么看待這個(gè)問題,?,?,閱讀合同文件是一件比較枯燥無味的事情，作為合同管理人員如何能,讓項(xiàng)目中其他管理人員學(xué)習(xí)和了解合同？,9,合同管理案例分析,?,什么是合同管理手冊(cè)？,?,作為一個(gè)合同管理人員，您有沒有象傳教士一樣，宣傳合同？,?,您參加過的項(xiàng)目在實(shí)施過程中是否做過項(xiàng)目人員合同管理培訓(xùn)，是否,做過項(xiàng)目內(nèi)部其他方面的自我培訓(xùn)？,?,您對(duì)在項(xiàng)目實(shí)施初期就建立索賠中心有什么看法？,?,如果您是一個(gè)大型,EPC,項(xiàng)目的合同部經(jīng)理，您將如何使該部門在項(xiàng)目,實(shí)施全過程中高效的運(yùn)作？,?

7、,您認(rèn)為合同部經(jīng)理與項(xiàng)目經(jīng)理有哪些不同的素質(zhì)要求？,10,合同管理案例分析,三、總承包商的合同管理組織方式,C,o,n,t,r,a,c,t,M,a,n,a,g,e,r,M,a,i,n,C,o,n,t,r,a,c,t,A,d,m,i,n,i,s,t,r,a,t,o,r,C,l,a,i,m,A,d,m,i,n,i,s,t,r,a,t,o,r,S,u,b,-,c,o,n,t,r,a,c,t,A,d,m,i,n,i,s,t,r,a,t,o,r,(,1,),S,u,b,-,c,o,n,t,r,a,c,t,A,d,m,i,n,i,s,t,r,a,t,o,r,(,2,),S,u,b,-,c,o,n,t,r,

8、a,c,t,A,d,m,i,n,i,s,t,r,a,t,o,r,(,N,),S,e,c,r,e,t,a,r,y,D,e,p,u,t,y,M,a,n,a,g,e,r,A,D,e,p,u,t,y,M,a,n,a,g,e,r,B,11,合同管理案例分析,Prime Contract,Claim Case 1,Claim Case N,Sub-contract 1,Contract,Conditions,Claim,Measuring,Payment,Tecnique,Law,Insurance,Corresp,onding,Document,Contract Manager,Sub-contract

9、 N,12,合同管理案例分析,?,您認(rèn)為上述哪種合同管理模式更好，或它們適用于什么不同的情況,？,?,小型項(xiàng)目的合同管理與大型項(xiàng)目的合同管理有什么不同？,?,單個(gè)項(xiàng)目合同管理與多項(xiàng)目合同管理有什么不同？,?,EPC,項(xiàng)目承包商合同管理部門的主要工作職責(zé)范圍是什么,？,?,索賠事件的管理需要各職能部門的配合，如何處理好協(xié)調(diào)關(guān)系？,13,合同管理案例分析,四、項(xiàng)目總承包合同結(jié)構(gòu)分析,Contents of Contract Package,Volume I,Contract Agreement,Form of Tender and Attachments 1,2,8 and Appendix A,

10、Exhibit A,Particular Conditions of Contract,Exhibit B,Scope of Work,Part 1,GC 27,Part 2,GC 28,Part 3,Transit / Transmission Lines,Volumes IA and IB,Appendix A to Form of Tender,Pre-award Correspondence,14,合同管理案例分析,Contents of Contract Package,Volume II,Exhibit C,Technical Specifications,Part 1,Volum

11、e III,Exhibit C,Technical Specifications,Part 2,Volume IV,Exhibit C,Technical Specifications,Part 3,Volume V,Exhibit C,Technical Specifications,Part 4,Equipment, Electrical & Instrumentation,Volume VI,Companys General Specifications ,Part 5,Volume VII,Exhibit D,Payment Schedule,Exhibit E,Project Coo

12、rdination Procedures,Exhibit F,Performance Guarantee,Exhibit G,Mechanical Completion, Commissioning & Start-up,Exhibit H,Approved Manufacturer List,Exhibit I,Performance Bond,Invitation to Tender and Instructions to Tenderers,Volume VIII-XIII,Drawings,15,合同管理案例分析,五、總承包合同條件分析,EXHIBIT A,PARTICULAR CON

13、DITIONS OF CONTRACT,FOR EPC/TURNKEY PROJECTS ON LUMP SUM BASIS,該項(xiàng)目合同中沒有通用合同條件，咨詢公司按照業(yè)主的要求專門,為項(xiàng)目起草了特殊合同條件。,16,合同管理案例分析,項(xiàng)目特殊合同條件的基本結(jié)構(gòu)和內(nèi)容：,1 Definitions,2 Intent of the Contract,3 Nature of the Work,4 Sufficiency of Tender and Contract Price,5 Duties and Responsibilities of the Superintendent,6 Progres

14、s and Sequence of Work-Scheduling,7 General Provisions - Engineering,8 General Provisions - Procurement and Supply,9 General Provisions - Spare Parts Procurement,10 Transportation and Carriage Priorities,11 General Provision - Construction,12 Changes,13 Inspection and Testing at Site,14 Final Stages

15、 of Construction and Turnover,15 Training of Company Personnel,17,合同管理案例分析,16,Performance Tests and Guarantees,17,Warranties and Guarantees Other Than Performance Guarantees,18 Final Acceptance,19 Codes and Standards,20 Safety and Security,21 Ownership of Plans and Confidentiality,22 Compliance with

16、 Law - Licences,23 Liquidated Damages,24 Payment Terms,25 Taxes and Duties,26 Indemnity and Liabilities,27 Insurance,28 Patent Indemnity and Copyright,29 Contractors Personnel,30 Sub-contracting,18,合同管理案例分析,31 Assignment,32 Title to and Use of Materials Found,33 Property in Construction Tools - Spec

17、ial Tools,34 Contractors Temporary Offices and Work,35 Conditions and Co-operation at the Site,36 Force Majeure,37 Suspension,38 Optional Termination,39 Termination for Default,40 Continuance of the Work,41 Consequential Damages,42 Waiver,43 Performance Bond,44 Notices,45 Governing Law and Arbitrati

18、on,46 Export Credits - Goods and Services,19,合同管理案例分析,?,試著比較一下上述合同條件與,FIDIC,新版或合同條件的差別？,?,學(xué)習(xí),FIDIC,合同條件是為了以后熟練的使用它嗎？,?,您認(rèn)為您今后可能直接使用,FIDIC,合同條件的可能性有多大？,?,當(dāng)您拿到一份實(shí)際工程合同的時(shí)候，如何利用所學(xué)的,FIDIC,知識(shí)和思路？,20,合同管理案例分析,六、總承包商的分包合同管理,1,、分包合同管理的特點(diǎn),2,、分包合同實(shí)施計(jì)劃,3,、分包合同條件與主合同條件之間的關(guān)系,4,、分包合同管理程序,5,、分包合同案例分析,21,合同管理案例分析,?,

19、在,EPC,項(xiàng)目中如何做好分包合同管理工作？,?,分包商與業(yè)主是什么關(guān)系,？,?,什么是指定分包商,指定分包商與一般分包商有什么區(qū)別,？,?,什么是,Vendor List,？,?,您了解一個(gè)分包合同從形成到結(jié)束的全過程嗎？,?,試比較業(yè)主對(duì)多個(gè)承包商的管理與總承包商對(duì)多個(gè)分包商管理的異同？,?,分包合同條件與主合同條件的關(guān)系是什么？,?,如何起草一份分包合同的招標(biāo)文件,？,22,合同管理案例分析,分包合同案例分析：,SUBCONTRACT INQUIRY DOCUMENTS,COVERING LETTER,INSTRUCTIONS TO BIDDERS,FORM OF PROPOSAL,LE

20、TTER OF INTENT,FORM OF AGREEMENT,SUBCONTRACT TERMS,ATTACHMENT 1. TIME AND MATERIAL WORK AGREEMENT,ATTACHMENT 2. SUBCONTRACT BACKCHARGE PROCEDURE,ATTACHMENT 3. AFFIDAVIT FOR SUBCONTRACTOR,ATTACHMENT 4. LETTER OF GUARANTEE FOR PERFORMANCE,SUBCONTRACT GENERAL TERMS AND CONDITIONS,23,合同管理案例分析,SUBCONTRAC

21、T INQUIRY DOCUMENTS,EXHIBIT A, SCOPE OF WORK,EXHIBIT B, SPECIFICATIONS & DRAWINGS,EXHIBIT C, METHOD OF MEASUREMENT,EXHIBIT D, PRICING,EXHIBIT E, SAFETY & SECURITY,EXHIBIT F, PROJECT CONTROLS PROCEDURE,ATTACHMENT 1. INTERNAL VARIATION PROCEDURE,ATTACHMENT 2. FORM OF VARIATION ORDER,EXHIBIT G, QUALITY

22、 ASSURANCE & QUALITY CONTROL,EXHIBIT H, MATERIAL CONTROL PROCEDURE,ATTACHMENT 1. MATERIAL APPROVAL REQUESTS (MAR),ATTACHMENT 2. FLOW CHART OF MATERIAL APPROVAL,24,合同管理案例分析,SUBCONTRACT INQUIRY DOCUMENTS,?,COVERING LETTER,?,INSTRUCTIONS TO BIDDERS,?,FORM OF PROPOSAL,?,LETTER OF INTENT,?,FORM OF AGREEM

23、ENT,?,SUBCONTRACT TERMS,?,SUBCONTRACT GENERAL TERMS AND CONDITIONS,?,EXHIBIT A, SCOPE OF WORK,?,EXHIBIT B, SPECIFICATIONS & DRAWINGS,?,EXHIBIT C, METHOD OF MEASUREMENT,?,EXHIBIT D, PRICING,?,EXHIBIT E, SAFETY & SECURITY,?,EXHIBIT F, PROJECT CONTROLS PROCEDURE,?,EXHIBIT G, QUALITY ASSURANCE & QUALITY

24、 CONTROL,?,EXHIBIT H, MATERIAL CONTROL PROCEDURE,Engineering Dept.,Contracts Dept.,Project Control Dept.,Procurement Dept.,QA/QC Dept.,Construction Dept.,Safety/Security Dept.,Document Control Dept.,Finance Dept.,Administration Dept.,25,合同管理案例分析,?,如何實(shí)現(xiàn)分包合同的模塊化開發(fā)？,?,如何利用,FIDIC,簡明合同格式,？,?,如何利用,FIDIC,土

25、木工程施工分包合同條件,？,?,是否有必要將項(xiàng)目的分包合同按復(fù)雜程度分成兩類，簡單的用,Short Form,？,?,系統(tǒng)的合同管理理論豐富的合同管理實(shí)踐經(jīng)驗(yàn)良好的寫作功底模版,現(xiàn)在,您能馬上親手起草一個(gè)分包合同文件了嗎？,26,合同管理案例分析,七、項(xiàng)目合同管理的基礎(chǔ)工作,?,您認(rèn)為應(yīng)該如何做好項(xiàng)目，尤其是合同部門的文檔管理工作？,?,如何看待文檔資料對(duì)索賠成功的重要性？,?,您能放著經(jīng)理不做，去當(dāng)一個(gè)月的秘書嗎？,?,您有秘書嗎？如果有，您知道如何讓他發(fā)揮作用嗎？,27,合同管理案例分析,CONTRACTS FILING SYSTEM,?,AUTHORIZATION,?,PRE-AWARD

26、 CORRESPONDENCE / DOCUMENT,?,SUBCONTRACT,?,DELIVERY REPORT,?,SITE INSTRUCTION,?,WEEKLY / MONTHLY REPORT,?,VARIATION,?,INCOMING CORRESPONDENCE,?,OUTGOING CORRESPONDENCE,?,MINUTES OF MEETING,?,SCHEDULE,?,INSURANCE / BOND,?,INVOICE / PAYMENT CERTIFICATE,?,QUALITY ASSURANCE / QUALITY CONTROL,?,SAFETY AN

27、D SECURITY,?,CLAIM,?,CLOSE-OUT,28,合同管理案例分析,OTHER INTERNAL FILING,?,WEEKLY REPORT,?,MONTHLY REPORT,?,MINUTES OF MEETING,?,FROM KOC (GENERAL),?,TO KOC (GENERAL),?,KOC / CPECC ISSUE (POTENTIAL CLAIM),?,PRIME CONTRACT VARIATION ORDER,?,FROM CPECC KUWAIT (GENERAL),?,TO CPECC KUWAIT (GENERAL),?,INTERANL CPECC MEMO / LETTER (GENERAL),INCOMING,OUTGOING,?,PESONNEL,?,GENERAL ADMINISTRATIVE,29,八、項(xiàng)目實(shí)施過程中的合同管理要點(diǎn),?,完善,基礎(chǔ),工作,?,各方充分,溝通,?,風(fēng)險(xiǎn),合理分擔(dān),?,依照合同,支付,?,爭