建设工程分包合同激励模型设计与分析

在总承包项目中总包商与其长期合作的分包商之间的协作关系值得关注,引入对各分包商相互协作的激励,利用委托代理理论,建立多分包商时团队协作激励的分包合同激励模型。模型分析表明,当分包商的工作相互独立、在时间和空间上不互相影响时,总包商可同时提供个体激励和团队激励;而当分包商之间的工作联系比较密切,在时间和空间上互相影响时,总包商可只提供团队激励来诱使分包商之间相互协作、互相帮助。     

工程项目总包商如何加强分包安全管理建设

分包商是工程项目的重要参与者,同时,分包商安全能力不足以及总包商安全管理薄弱,已成为导致工程项目事故多发的重要原因。总包商必须意识到,总包商安全管理建设是分包商安全管理的基础及前提,作为项目安全的总负责单位,总包商必须切实履行自身职责,创建良好的安全体系,强化安全建设,对分包商进行全过程的安全控制。总包商可通过招投标、分包商评审、合同控制、入场阶段控制、施工过程监控等手段强化分包监管,督导分包商安全体系的有效运转,从而提升项目分包安全管理水平。     

EPC总包商如何防范分包风险

近年来，国家鼓励发展工程总承包，国内一些大型的建筑施工企业也在努力进行尝试。一个总包商下面往往有很多分包商，总包商究竟如何对于分包商进行管理，防范由分包商带来的风险呢？笔者结合工作实践，谈一些看法。     

建设项目总承包商与分包商合作关系的单期博弈分析

文章利用博弈论的静态博弈理论,对总承包商与分包商在总分包合作生产模式下基于项目的单期博弈时,各种战略选择中各方的收益进行了详细分析,得出了总承包商不合作而分包商不合作、总承包商不合作而分包商合作两种均衡解。深入地研究了博弈结果得出结论,追逐单个项目利益最大化的短期总承包商与分包商的合作生产模式,不利于建设项目的总体目标实现;为此必须建立总承包商与分包商的长效合作机制,以及建立与健全对建设项目建设过程的外部监控机制。研究结论可为建筑业总分包合作模式的健康发展,以及建筑业企业总承包商与分包商合作关系决策提供重要依据。     

建筑项目分包商与合作伙伴关系

伙伴关系（Partnering）模式的提出对于建筑业长足、稳定的发展起到了积极的推进作用。传统意义上的伙伴关系通常针对业主与承包商间的合作关系,忽视了分包商参与伙伴关系的重要性。合作伙伴关系旨在提出分包商应融入伙伴关系模式中,充分发挥其能动作用。日本建筑业实践证明,合作伙伴关系的存在具有超越性和合理性。实现合作伙伴关系的途径包括：业主对于分包商参与合作伙伴关系的推动途径,以及使伙伴关系延伸到分包层次的技术途径。     

并行工程理论在EPC工程总承包项目中的应用

随着建筑市场的发展,EPC工程总承包模式显示出其特有的集成化管理的优势。EPC总承包商负责整个项目的进度、费用、质量、安全等管理和控制,并按约定履行总承包合同。EPC总包商必须建立协同管理机制,运用并行工程理论进行项目管理,以达到发挥EPC总包商的集成化管理的优势,将设计、采购、施工工作集成管理。从全局优化的角度出发,对集成过程进行管理和控制,不断改进与提高。论文基于并行工程理论,对EPC项目管理提出需要控制的4点关键因素,并希望EPC总包商在项目管理的过程中得到应用。     

工程项目合作伙伴多任务激励模型设计与分析

以多任务委托-代理理论为基础,分析工程项目动态联盟运行过程中总包商与分包商间的委托代理关系,设计工程项目合作伙伴管理过程中总包商对分包商的多任务激励模型。在模型优化和求解的基础上,对相对激励强度进行比较静态分析。结果表明,总包商对于重要性高的任务的激励力度高于重要性低的任务的激励力度;同时,对于不确定性较低任务的激励力度也大于不确定性较高任务的激励力度;随着两个任务可替代性的增强,这种较高的激励力度应得到进一步加强,以便合理配置资源,使工程项目联盟的效用最大化。     

国内施工分包商与国际工程总包商(EPC)合作时应注意的几个问题

随着我国建筑市场的开放,许多国内施工企业面临与国际工程总包商的合作.本文提出了分包商在投标签约、合同管理、经营管理、索培等环节应注意的几个问题,并提出了相应的应对措施.     

基于伙伴关系的国际EPC项目风险管理研究

EPC模式已成为国际工程领域广泛运用的承包方式,但承包商在项目实施过程中需要面对复杂的国际环境和项目风险,研究如何提高我国承包商EPC项目风险管理能力具有重要意义。建立了基于伙伴关系的国际EPC项目风险管理模型,并根据实地调研结果,揭示了国际承包商通过与项目利益相关者建立良好的合作伙伴关系,以加强风险管理,提升EPC项目绩效的作用机理。未来需进一步研究我国国际EPC承包商应如何建立伙伴关系网络和合作风险管理机制,有效集成设计、采购和施工各环节资源以实现项目目标,从而在国际工程承包市场中获得竞争优势。     

工序交接单——监理协调总包商与独立分包商之间的纽带

工序交接单为监理协调总包商，独立分包商之间质量，进度等方面提供了依据，起到关键性的纽带作用。     

工程施工分包商和总承包商配合与索赔的探讨

结合自身工作实践,介绍了国内工程施工管理现状,阐述了国内工程分包中存在的问题,并对总承包商与分包商之间的权利、义务及配合等进行了探讨,提出了分包商索赔时应考虑事项,以期规范分包商与总承包商之间的合作。     

多级工程供应链多边激励机制研究

基于业主、总承包商、分包商之间的多级委托代理关系,分别构建“业主—总承包商” 一级激励机制模型和“业主—总承包商—两个分包商” 二级激励机制模型,分析信息结构对多级工程供应链中多边决策行为的影响。研究发现: 无论是一级激励还是二级激励, 多边不对称信息的存在使得总承包商获得信息租金,从而扭曲总承包商工作努力和业主的收益; 业主在选择合作伙伴时, 委托代理链越长, 越要谨慎考察总承包商的能力水平;随着委托代理链的增长,业主和总承包商宁愿降低自身收益,以激励总承包商和分包商努力工作。     

Resolution of disputes arising from set-off clauses between main contractors and subcontractors

Set-off relates to the situation where a main contractor raises a counterclaim against a subcontractor's claim or where an employer raises a counterclaim against the main contractor. The alternative terms cross claim, counterclaim, contra charge, compensation and retention are explained in the context of Scots law. Set-off in the construction industry in Scotland is then discussed within the contractual frameworks upon which main contractors are entitled to exercise such rights and how these conditions of contract have been formed over recent years. A study reported shows the extent of the use of amended and unamended forms of subcontract and main contractors' own forms of subcontract which imposed more onerous set-off conditions than the standard forms, the reasons given by main contractors for exercising their rights of set-off, the level of satisfaction amongst subcontractors with the sums set-off against them, the means by which main contractors and subcontractors settled disputed set-offs, and subcontractors' reasons for accepting unsatisfactory instances of set-off. The research was undertaken using a questionnaire to a stratified sample of subcontractors throughout central Scotland in 1995. Forty-seven subcontractors responded to the questionnaire and 427 instances of set-off were recorded. The study indicated that, despite the considerable protection given to subcontractors in the standard forms of subcontract and in common law, they were prepared to settle set-offs with which they were dissatisfied without initiating contractual proceedings which would have improved their situation. It would appear from this study that subcontractors are reluctant to use their contractual entitlements either because of fears over the costs of disputing set-offs or because they fear that they will be denied opportunities to tender for work in the future. Until there is a culture shift in the industry, reliance on contractual conditions alone may be inadequate to meet the needs of subcontractors.     

Pre-tender and post-tender negotiations in Australia

One of the main features of the Australian building industry is the high level of subcontracting of building works. This paper reports on a survey of 43 subcontractors regarding various aspects of the relationship between subcontractors and general contractors. In particular it reports on the practice of ‘bid shopping’ in which the general contractor in various ways attempts to reduce the subcontractor's price below that of the tender. Generally the subcontractors were strongly against bid shopping attempts to tie with general contractors and negotiations in general. However, the strength of the responses was determined by the size of the firms. The larger firms were more open to negotiations and deals than the smaller firms. The overall benefits to the general contractors who ‘shop’ are doubtful, most subcontractors adjust their mark up by up to 20% to allow for such negotiations.     

Safety climate in conditions of construction subcontracting: a multi‐level analysis

A multi‐level safety climate model was tested in the Australian construction industry. Subcontracted workers’ perceptions of the organizational safety response (OSR) and supervisor safety response (SSR) in their own organization and that of the principal contractor were measured using a safety climate survey administered at a large hospital construction project in Melbourne. One hundred and fourteen construction workers completed the survey, representing nine subcontractors engaged at the project. Two requisite conditions for the existence of group‐level safety climates, i.e. (1) within‐group homogeneity; and (2) between‐group variation were satisfied for perceptions of subcontractors’ OSR and SSR. This supports the contention that subcontractors working in a single construction project exhibit a unique group‐level safety climate. Subcontracted workers also discriminated between group‐level safety climates (i.e. the SSR) in their own and in the principal contractor’s organizations. The results suggest some cross‐level influence. Perceptions of the SSR were positively predicted by perceptions of the OSR in both the principal and subcontractor organizations. Perceptions of the OSR of the principal contractor were also a significant predictor of the perceived OSR and SSR in the subcontractor organizations. Perceptions of the subcontractors’ SSR were a significant predictor of the rate of lost‐time and medical treatment incidents reported by the subcontractor. Although perceptions of the principal contractor’s SSR were not directly related to subcontractors’ injury rates, they were a significant predictor of subcontractors’ SSR, revealing an indirect link. The results suggest that supervisory personnel (e.g. foremen and leading hands) play an important role in shaping safety performance in subcontracted workgroups.     

基于二层链式委托代理的 EPC 激励研究

EPC 项目建设过程中存在二层链式委托代理结构。以委托代理理论为基础,分析 EPC 项目中业主、总承包商和分包商三者间的委托代理关系,建立二层链式委托代理的 EPC 激励模型。研究表明:在 EPC 模式下,业主可以通过鼓励总承包商进行更多合理分包获得更高效益,且业主的效益受到第二层委托代理关系中分包商的成本系数、风险规避度及其所面临的外界环境的不确定性负面影响;而当总承包商尽量多地选择工程分包时,其产出就越依赖分包商的努力,总承包商就需要对分包商进行更大的激励。     

Factors contributing to the success of equipment-intensive subcontractors in construction

The risk of subcontracting shall not be underestimated especially under today’s highly competitive environment. To protect the best interest of contracting firms, subcontractors should be carefully selected. Previous studies have been focusing on the factors leading to the success of subcontracting work without paying much attention to those factors contributing to the organizational success. To gain a better insight on the success factors for subcontracting organizations, a survey which focuses on equipment-intensive subcontractors has been conducted in Hong Kong with various construction stakeholders. Acknowledging that equipment-intensive subcontractors may have their peculiar needs and characteristics, this paper strives to explore the critical success factors (CSFs) for this type of subcontractors. Seventeen CSFs for equipment-intensive subcontractors have been identified, and the results indicate that majority of them are internal factors. A one-way ANOVA test has been carried out, which confirms the consistency in perceptions of different construction stakeholders surveyed. Through a factor analysis the CSFs are grouped into six major components namely: (i) market position; (ii) equipment-related factors; (iii) human resources; (iv) earnings; (v) managerial ability to adapt to changes; and (vi) project success related factors. The findings of this research should not only help subcontractors to improve their performance but also to assist main contractor to identify a successful equipment-intensive subcontracting firm.