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在机电设备安装工程总承包项目中,设备、材料费往往占总承包合同额的70%甚至80%以上,理所当然应该成为成本控制的核心,质量控制的重点。由于设备、材料费往往不是由一家供应商来供应,因此总承包合同下面必然包含许多小合同。一个好的合同,必然有一个彼此信任的合作伙伴,过硬的合同标的质量,共赢的合同价格,良好的售后服务;一个不完善或者有漏洞的合同,可能会产生质量问题,可能会为赔偿纠缠不休,也可能会延期供应、影响工期却乏制约手段,甚至为工程的整体进展、质量乃至企业的信誉带来危机。如何把握机会、规避风险?本文略作探讨,以期抛砖引玉。
In the mechanical and electrical equipment installation project general contracting projects, equipment, materials costs often account for 70% of the total contract amount or even more than 80%, of course, should be the core of cost control, quality control focus. Since equipment and material costs are often not supplied by one supplier, there are necessarily many contracts under the general contract. A good contract, there must be a trust of each other’s partners, excellent contract quality standards, win-win contract prices, good after-sales service; an imperfect or loopholes in the contract, may have quality problems may be compensable Entanglement endlessly, may also delay the supply, lack of control over the duration of the means of control, and even the overall progress of the project, the quality and even the credibility of the business crisis. How to seize the opportunity to avoid risks? This article is a brief discussion, with a view to initiate.