项目催交手册.docx

上传人:b****8 文档编号:11066066 上传时间:2023-02-24 格式:DOCX 页数:43 大小:54.79KB
下载 相关 举报
项目催交手册.docx_第1页
第1页 / 共43页
项目催交手册.docx_第2页
第2页 / 共43页
项目催交手册.docx_第3页
第3页 / 共43页
项目催交手册.docx_第4页
第4页 / 共43页
项目催交手册.docx_第5页
第5页 / 共43页
点击查看更多>>
下载资源
资源描述

项目催交手册.docx

《项目催交手册.docx》由会员分享,可在线阅读,更多相关《项目催交手册.docx(43页珍藏版)》请在冰豆网上搜索。

项目催交手册.docx

项目催交手册

2.PROJECTEXPEDITING

2.02.1PURPOSE

ThissectiondescribesthoseactivitiesthatareinherentinperformingtheExpeditingfunction,whetheronproject,atthejobsiteorinSupplierfacilities.ItalsoprovidesguidanceonhowtohandleandresolvecommonproblemsfacedbyanExpediter.

目的2.02.1

这一节将描述这些活动是内在于加快执行功能,或是项目,在工地或供应商的设施。

它也提供指导,对如何处理和解决遇到的常见问题Expediter

 

2.02.2RESPONSIBILITLES

Expeditingistheprocessofexecutingataskpromptlyandacceleratingtheactivityifpossible.ExpeditershavethetaskofensuringthatSuppliersmeetthecontractualdatesspecifiedinthePurchaseOrder(PO),ifproblemsareanticipated,ariseorSupplierhasdifficultymeetingtheschedule,thentheExpediterstaskistoinvestigatetheissue,helpfindsolutions,andinitiateactionthatwilleliminateorminimizeanyscheduledelay(s).

InadditiontotheaboveactivitywithSuppliers,projectExpeditingmonitorsandcoordinatesprogressofinternalprojectactivitiestoensureearlymilestonestowardoverallschedulemaintenancearemet.

ThesetasksareusuallyaccomplishedthroughbothprojectandareaExpeditingworkingtogetherasateam.

ProjectExpediters(PEX)arenormallylocatedwiththeProcurementteamintheprojectofficeand/ortheProjectProcurementManager(PPM).Theirprincipaldutieswhicharesometimesreferredtoas“DeskExpediting”include,butarenotlimitedto:

•AdministrationofassignedPurchaseOrders

•MonitoringofSupplierprogress

•ProvidingprojectpersonnelwithschedulestatusonassignedPurchaseOrders

•Investigatingcauseofanydelays

•Facilitatingtheresolutionofproblems

AreaExpediters(SEX)arelocatedthroughouttheworldnearmajorindustrialareas.TheyvisitSupplierandsub-Suppliershopstoexpediteworkprogress,toanticipateandassistintheidentificationandresolutionofpotentialandactualproblems,andtoprovidereportstotheProject.

2.02.2RESPONSIBILITLES

加快的过程中执行一个任务及时和促进活动,如果可能的话。

Expediters有任务的供应商合作,确保满足购货订单中指定日期(订单),如果问题预计,起来或供应商会议日程有困难,那么Expediters任务是调查这个问题,帮助寻找解决之道,那将会消除,并采取行动减少任何延迟或计划(s)。

除了上述活动与供应商,项目进展加快监视器和坐标的内部项目,以确保早日里程碑总体安排维修向被遇见。

完成这些任务通常是通过两个工程和地区加快一起工作,就像一个团队。

项目Expediters(PEX)通常位于和采购团队在项目办公室和/或项目采购经理(PPM)。

他们的主要职责,有时被称为“书桌加快“包括但不限于:

管理采购订单分配•

监控供应商的进展。

提供项目人员•安排在指定的采购订单的状况

•调查引起的任何延迟

•便利解决问题

区域(性)是Expediters遍布世界主要的工业地区附近。

他们拜访供应商和供应尚店加快工作进度,预测,并协助寻找和解决潜在的实际问题,并提供报告这个工程。

 

2.02.3EXPEDITINGACTIVITEESPRIORTOAWARDOFAPURCHASEORDER

PriortotheissueofPurchaseOrders(POs),theProjectExpediter(PEX)shouldperformthefollowingactivitiesasrequired:

•ParticipatewiththeProjectExpeditingSupervisorandProjectProcurementManagertodeveloptheMaterialAssignmentSchedule(MAS)andProjectExpeditingPlan.

•Developleadtimesformaterialandequipment,andparticipateinSupplierproposalevaluationsandtheSupplierselectionprocess.

•Reviewofprojectmaterialandequipmentlistsagainstcurrentleadtimeinformationtoverifyproperprojectplanningandschedules.

•ReviewofprojectschedulestodeterminetimelyreleaseofmaterialrequisitionsfromEngineeringtoPurchasing.DelaysinthisareashouldbebroughttotheattentionoftheProjectProcurementManager(PPM)

•AssistPurchasinginExpeditingmaterialrequisitionandinformationfromengineeringasrequested.SomeprojectproceduresmayrequirethePEXtoexpeditetheissuanceofMaterialRequisitionsfromEngineeringtoProcurementormayassigntheresponsibilityforthedrawinganddocumentationsubmittalprocessforboththeSupplierandBechteltoExpediting.

•ProvideinoutforthequalifiedbidderslistregardingSupplierperformance.Wherenecessary,advisetheprojectofproblemSuppliersbasedoninformationcontainedintheSupplierQualityandExpeditingApplicationSuite(SQEAS),BechtelProcurementSystem(BPS),BechtelGlobalSupplierInformationSystem(GSIS),SUPPLIERWarningorSupplierAdvisorybulletins,QuarterlySupplierStatusReports(QSSR),orotherSupplierinformationsystems.

•Attendproposalclarificationmeetingsand/orpre-awardmeetingswithSuppliertoensurethattheprojectExpeditingrequirementsareunderstoodandagreedtopriorto,oratthetimeof,PurchaseOrderplacement.Thisincludesareviewofthedrawinganddatarequirementstoconfirmleadtimesforsubmittals.Supplierandresponsibleprojectengineershallagreeonthesamerequirements.

•EstimateandmonitortheworkhourandmonetarybudgetforprojectandareaExpediting.TheSQEASdatabase,BechtelProcurementSystem(BPS)Supplierevaluations,andinputfromareaExpeditingpersonnelcanbevaluableresourcesregardingSupplierleadtimes,atriskSuppliers,andcommoditieswhendeterminingtheprojectExpeditingbudget.

在采购订单的需求(POs),该项目Expediter(PEX)应该执行以下活动要求:

加入项目•加快主管和项目采购经理发展资料作业时间表(MAS)及项目跟进计划。

为开发的前置时间•材料和设备,参与供应商的建议和评价供应商选择过程。

对工程材料及密封设备清单对励磁电流引线的时间信息验证正确的项目计划和时间表。

•回顾确定项目计划及时释放材料的要求,从工程的归档。

延迟应使这个地区的重视项目采购经理(PPM)

协助采购现•资料需求和信息从工程要求。

一些项目程序可能需要PEX加快发行材料的要求从工程采购或可以指派负责图纸和文件都提交文件过程中供应商和柏克德部。

为inout•提供合格投标人清单一份供应商绩效的。

必要时,建议项目供应商基于问题信息包含在供应商的质量,加快应用套件(SQEAS),柏克德采购系统(BPS),柏克德全球供应商信息系统(GSIS)、供应商警告或供应商咨询公告,每季度供应商状态报告(QSSR),或其他供应商的信息系统。

出席会议的提议•澄清和/或pre-award会议,与供应商,以确保项目加快要求明白并同意前,或在、采购订单。

这包括对图纸信息确认交货期要求的报告。

供应商负责项目的引擎

 

2.02.4EXPEDITINGACTIVITIESAFTERAWARDOFPURCHASEORDER

CorporatePolicy230andProcurementManagementInstruction1.01assignresponsibilityforpost-awardcommercialadministrationofPurchaseOrderstoProcurementimmediatelyfollowingaward,eachPurchaseOrdershouldbeassignedtospecificProcurementindividualforcommercialadministration.DependingupontheProjectProcurementteamorganization,thePurchaseOrderAdministrator(POA)mayeitherbetheResponsibleBuyer,TheResponsibleExpediter,oranotherProcurementindividualinvolvedintheproject.Inanyevent,theassignedPurchaseOrderAdministratorshouldbefullyresponsibleforadministeringandmanagingallcommercialmattersrelatingtothePurchaseOrdereventhoughthePurchaseOrderAdministratormaynotbedirectlyresponsibleforperformingalloftherequiredtasks.

CommercialadministrationincludesallthoseactivitiesrequiredforeffectiveadministrationofaPurchaseOrderincluding,butnotlimitedto,Purchasing,Expediting,SupplierQuality,traffic&logistics,andFieldProcurement.ForeffectivePurchaseOrderadministration,aDivisionofResponsibilities(DOR)mustbedevelopedearlyintheProjecttoclearlyindicatewhichfunctionalgrouporindividualisresponsibleforperformingeachofthetasksinvolvedintheadministrationprocess.

ProceduresforadministrationofPurchaseOrdersaresetforthwithmoredetailsinthePurchasingManualSection4.0andareapplicabletoanyExpediterassignedasPOAdministrator.AnyvariationsorsupplementalrequirementsforPurchaseOrderadministrationshouldbeincludedinasetofapprovedProjectProcurementProcedureswhichshouldincludeallnon-technicalactionsandresponsibilitiesassociatedwithaPurchaseOrderincluding,butnotlimitedto,thefollowing:

•EstablishclearlinesofcommunicationandcontactsforbothBechtelandtheSupplierisrequired(andonmajorprocurements,suchameetingisrecommended),thePurchaseOrderadministratorshouldschedulethemeetingandarrangetheattendanceoftheappropriaterepresentativesfromEngineering,Construction,ProjectControls,Expediting,SupplierQualityandtraffic&Logistics,etc

•EstablishandmaintainagoodworkingrelationshipbetweenBechtelandtheSupplier

•controlthetimelyresolutionofactionsassociatedwithincomingandoutgoingcommercialcorrespondence

•implementationandtimelyresolutionofchangesandadditionstoworkincludingdeterminationofcostandscheduleimpact,negotiationofequitableadjustments,obtainingallrequiredapprovalsandissuanceofPurchaseOrderRevisions

•documentanyactionsbyBechtelorotherthatmayaffecttheworkandrecordanycircumstancesthatcouldleadtoclaims

•monitorcompliancewithrequiredqualitystandardsthroughdirectcontactwiththeSupplierorthroughassignedSupplierQualitypersonnel

•monitorshipmentstothejobsiteorotherdestinationthroughdirectcontactwiththeSupplierorthoughassignedTraffic&Logisticspersonnel

•ensureBechtelperformsitscontractualobligationstotheSupplier(ie.,promptreturnofSupplierdatasubmittals,timelyresolutionofSupplierrequestsforinformation,timelypayment,etc.)

•review,developnegotiationstrategies/recommendationsandnegotiatechangesandclaimsettlements

•assistwiththeresolutionofanyBackchargesandUnsatisfactory.Over,ShortandDamaged(DOS&D)andNon-ConformanceReports(NCR)asmayberequired

•coordinatePurchaseOrdercloseoutactivities

ThemostimportantelementsofsuccessfulPurchaseOrderadministrationare:

•ThroughknowledgeofthePurchaseOrder

•Acontrolledfineofcommunication

•UtilizationofmeansormethodsthatimmediatelyidentifypotentialchangestoeliminateunintendedanduncontrolledimpactonthePurchaseOrderthatcanadverselyaffectcost,qualifyandschedule

AlthoughPurchaseOrderadministrationistheresponsibilityoftheassignedPurchaseOrderadministrator,theSuppliermayhavedirectcommunicationswithanumberofdifferentBechtelgroupssuchasProjectEngineering,QualityAssurance,Purchasing,Expediting,SupplierQuality,Traffic&Logisticsand/orFieldProcurement.ItisnotmandatorytofunnelallcommunicationsthroughtheindividualassignedresponsibilityforPurchaseOrderadministration,butitisnecessarythatanycommunicationsthatmayaffectthecontractualcost,qualityorschedulebechanneledthroughthePurchaseOrderAdministrator.OnlyadutyauthorizedProcurementindividualwithexecution/signatureauthorityinaccordan

展开阅读全文
相关资源
猜你喜欢
相关搜索

当前位置:首页 > 高等教育 > 经济学

copyright@ 2008-2022 冰豆网网站版权所有

经营许可证编号:鄂ICP备2022015515号-1