Identification And Prevention Of Risk Under General Contract Mode

In recent years,with the rapid development of China’s construction industry,the competition in the domestic market is increasingly fierce.In order to seize the market share,the construction enterprises will not hesitate to win the bid at a low price.This results in the situation that the general profit of construction enterprises is not high.If there are problems in subsequent construction or management,it is likely to lead to project loss or even project failure.The emergence and development of the general contracting mode provides new opportunities for the project to turn around losses and create greater value for profit,and at the same time puts forward greater challenges for the operation and management of the project.Under the special industry background of our country,in order to improve the risk management level and profit level of the general contracting project in the specific implementation process,the general contractor needs to make reasonable prevention and response to the project risk by clarifying the owner’s demand,providing reasonable quotation,timely and effective claim and improving the payment efficiency of the project price..Therefore,based on the perspective of enterprise management of general contracting enterprises,this paper analyzes and studies the risks of general contracting projects.First,research on risk factor identification in "one-time operation" stage of general contracting enterprises.In order to reasonably determine the risk cost in the whole life cycle of the EPC project,this paper intends to use grounded theory,starting with literature,case data and policy documents,and comprehensively identify the risk concerns of the general contracting project according to different project types.Then,on the basis of the preliminary risk list,semi-structured interview method is adopted.Please provide the contract management personnel and senior consulting experts of the general contracting service unit to revise and supplement the risk list constantly.Second,the research of claim management in the "second operation" stage of general contracting enterprises.First of all,combined with China’s special national conditions and cultural background,this paper analyzes and summarizes the main reasons for the difficulty or low success rate of Chinese general contractor’s claim in the emerging stage.Then,on the basis of reading and analyzing a lot of literature and cases,this paper plans to use the method of AHP to analyze the claim activities comprehensively and systematically from the aspects of implementation process,evidence collection,personnel management,reasonable avoidance,etc.,and finally get specific methods and provide suggestions for the actual work of the general contractor.Third,research on the determination of payment nodes in the "three operations" stage of general contracting enterprises.Taking the power plant project as an example,the WBS method is used to decompose the work tasks in the construction phase of the general contract project into more detailed steps according to the standard of functional realization,and based on this,the payment node is determined.Finally,the PDCA model is used to verify the rationality of the payment nodes,and finally the payment schedule of the general contracting project is obtained,which is intended to help the general contractor minimize the backlog of working capital and ensure the smooth progress of the project.To sum up,this paper constructs the enterprise management strategy set of the whole life cycle of the general contractor by means of literature review,text analysis,WBS decomposition,AHP and case comparison,which provides theoretical support and practical guidance for the general contractor enterprise to manage and deal with risks scientifically and efficiently in the engineering practice and to improve the rate of return of the construction project.