承包商的物料管理方案样本.docx

1、承包商的物料管理方案样本Chuandongbei Gas ProjectContractors Materials Management Plan for Site Preparation and Road Construction for Project Facilities in Sichuan Province ProjectDOCUMENT NO. CDB-0000-PRC-PLN-SS2-000-00001-00K0127-Feb-2010Issued for reviewYuan XiaojunPu GuangquanWang XiREVDATEDESCRIPTIONORIGCHK

2、APPRAPPROVED BY: N/ADATE:COMPANY APPROVAL: DATE:Document Control No.ProjectAreaDisciplineTypeOriginatorPackageSequence-ShtRevisionCDB0000PRCPLNSS200000001-00K01Change LogREVSECTIONCHANGE DESCRIPTIONK01All First ReleaseHolds NoneContractors Material Management Plan承包商的物料管理方案目 录1 Management over mater

3、ial procurement and supply 物料采购与供应管理 32 Material management in process of construction 施工过程物料管理 43 The construction general layout and calculation 施工总平面布置及计算 71 Management over material procurement and supply 物料采购与供应管理1.1 Establishment of bidding system for staple material procurement 建立大宗物料采购竞标制度 1

4、.1.1 Material Procurement Department is the principal department responsible for bidding invitation of procurement, organization and implementation of detailed bidding work as well as compilation of standard documents for Bidding Invitation Plan of Material Procurement, Invitation to Bid, Request fo

5、r Proposal, Tender and Material Purchase Contract. Project Management Department is in charge of supervising procurement bidding. 材料采购部为物料采购招标工作的主管部门，负责物料采购招标具体工作的组织和实施，而且材料采购部负责编制物资采购招标计划书、投标邀请函、招标书、投标书、物料采购合同的标准文本；项目部负责对材料采购招标工作进行监督。1.1.2 It shall establish Bid Invitation Team consisting of Projec

6、t Management Department, Material Procurement Department , General Affairs Office and other related departments, with responsibility for evaluation of bidders. 组建由项目经理部、材料采购部、综合办公室等相关各部门参加的招标工作小组，负责供应商投标的评定工作。1.1.3 Bidding process of material procurement is as follows:采购竞标业务流程如下： 1.2 Evaluation syst

7、em of suppliers shall be established for material procurement, in order to reasonably and scientifically select qualified supplier, build up Supplier Admission System, control procurement process, guarantee quality of procured materials, reduce purchase cost, actively improve the strategic cooperati

8、on relationship with qualified suppliers and develop core-competence and risk resistance capacity of Project Management Department. 建立物料采购供应商评审制度。为了科学合理地选择合格供应商，建立供应商准入制度，进行采购控制，保障采购物料的质量，降低采购成本，积极发展同合格供应商的战略合作伙伴关系，提高项目部的核心竞争力和抗风险能力，应建立物料供应商评审制度。1.2.1 Project Management Department organizes Qualifie

9、d Supplier Appraising Team for Material Procurement to review bidders collectively, presenting seriousness and transparency of appraising work.由项目部组织成立“物料采购合格供应商评审小组”进行集体评审，体现评审工作的严肃性及透明度。1.2.2 Suppliers shall be evaluated justly, publicly and impartially with no any black-case practice, so as to es

10、tablish a platform for equal completion of suppliers. Suppliers shall be assessed in respects of product quality, price, service, capital bearing capacity and other aggregative indicators, and the best one will be chosen. Suppliers are required to be of qualifications of legal production or operatio

11、n (business license). 对供应商评审应公正、公开、公平，杜绝暗箱操作，为供应商搭建公平的竞争平台。对供应商的评审比质量、比价格、比服务、比资金承载能力等综合指标，择优评定选择。供应商应具有合法的生产或经营资质(营业执照)。1.3 Establishment of management system for surplus materials 建立剩余闲置物料管理制度1.3.1 Material Procurement Department is responsible for regulating surplus materials and planning materia

12、l demand and surplus resource as a whole. The department shall assess surplus materials and discuss the relative issues with other departments associated for feasible regulation plans. 材料采购部负责组织闲置物料的调剂工作，统筹项目部物料需求及闲置资源情况，对调剂物料进行评估及会同相关项目部商讨相关事宜，制定出调剂可行性方案；1.3.2 Directors of all functional offices ar

13、e organized to participate in Joint Work Meeting to analyze and demonstrate the Material Procurement Department provided use transferring plan of surplus material. Then the agreement will be settled and executed. 组织召开项目部各职能办公室负责人参加的联合办公会，对材料采购部提供的闲置物料使用转让方案进行分析论证，最后确定执行协议。1.3.3 All units related to

14、regulation of surplus materials shall strictly implement the transferring agreement of company and actively cooperate to deliver surplus materials and to deal with accounting issues.参与闲置物料调剂的相关单位，应严格执行公司形成的转让协议，积极配合办理闲置物料交割和帐务处理。1.3.4 Material Procurement Department is responsible for execution of s

15、urplus material transferring agreement and settlement of unaccomplished issues.材料采购部负责监督闲置物料转让协议的执行和解决相关未尽事宜。2 Material management in process of construction 施工过程物料管理2.1 It shall establish site management organization as well as corresponding organs and work procedures and specifically define respon

16、sibilities of their own to make sure all works can be carried out successfully. The organization is as follows:建立现场组织机构。建立相应的组织机构和工作流程，明确各自的责权利，得以使各项工作顺利展开。组织机构如图： .2.2 Improve system of rewards and punishments 完善奖惩分配体系2.2.1 Project Manager shall develop the corresponding management system on the ba

17、sis of improvement of organization chart of site material management. Material Procurement Department of Project Management Department shall sign management agreement with all construction subcontractors prior to construction on material utilization in compliance with system of material management r

18、egulations established by Shuyus material management division, so as to clearly define responsibilities and rights of both parties. It is necessary to draw up detailed assessment method and corresponding reward and punishment measures according to construction materials of different types. 项目经理部在完善了

19、现场物料管理组织机构图建设的基础上，还应完善相应的管理体系，项目经理部的材料采购部应依据蜀渝公司物资管理部制定的物料管理规章制度，在施工前同各施工分包单位签订物料使用管理协议，明确双方的责权利，根据不同的建筑物料，制定详细的考核办法和相应的奖励及处罚措施。2.2.2 Project Manager shall gradually accumulate the statistics on reduction of management cost, which can be referenced for historic data when evaluating the performance o

20、f Material Procurement Department, and progressively develop the rewards and punishments mechanism of material management efficiency, which shows synthetically as Material Procurement Department performed purchase, transportation, warehouse management, use supervision, etc. 项目经理部应逐步积累物料管理降低成本方面的统计数据

21、，以此作为制定考核材料采购部绩效的历史数据的参考依据，逐步完成对物资部的采购、运输、库房管理、使用过程监管等综合体现为物料管理效益的激励和处罚机制。2.3 Sort out material management procedures for construction site 理顺施工现场物料管理业务流程2.3.1Prior to construction 施工前Project Manager and Engineering Department jointly draw up construction layout plan of work program, during which ov

22、erall programming shall be performed in accordance with area of work site and for aspects as location of construction warehouse, oil depot and storage area, installation of fire-prevention pipe and construction electricity line and arrangement of fuel charging spot, so that the layout plan can be wo

23、rked out scientifically and reasonably to the fullest extent possible, mainly in the following respects: a. material laydown area shall be near intended use spot as close as possible to prevent relocating; b. material laydown area and warehouse can not be located in the positions affecting normal en

24、gineering work, so as to prevent relocation of warehouse and material laydown area; c. material laydown area shall be capable of laying materials to the maximum quantity for using in supply intervals, so as to satisfy construction demands; d. material laydown area shall be flatten without waterloggi

25、ng, and the area laying components shall be compacted; e. enough safety distance shall be prepared between fuel charging spot and encampment as well as between charging spot and flammability and explosives and corresponding measures of temperature controlling are required; f. transportation access a

26、t work site must be solid, even, smooth and sufficiently wide, and drainage facilities shall be prepared on two sides of road; g. Temporary warehouse at work site shall be located at a topographically high position with convenient traffic, loading and unloading as well as sound structure, satisfacto

27、ry to requirements of damp proof, rain proof, water proof and management. Fire prevention facilities are required. . 由项目经理会同工程部在制定施工方案中的施工平面布置图时，必须根据项目工程场地的大小，对施工仓库、油库、及施工储存区域的布置，消防水管和施工用电线路的铺设安排，加油码头等进行统筹规划，制定出尽可能科学合理的平面布置图。主要体现以下一些方面：堆料场所应尽可能靠近使用地点，避免二次搬运；堆料场所及仓库不能选在影响正式工程施工作业的位置，避免仓库、料场的重新安置；堆料场所

28、应能存放供应间隔期内材料的最大实际需用量，以满足施工需要；堆料场地要平整，不积水，堆放构件的场地应夯实；加油码头必须与驻地及易燃易爆物品留足安全距离并采取相应的温度控制措施；现场施工运输道路要坚实、平坦、畅通、有回旋余地，道路两侧应有排水措施；现场临时仓库的设置应尽可能的交通便利、装卸方便、地势高、结构牢固，符合防潮、防雨、防水和管理要求，要有防火设施。2.3.2 During construction 施工过程中In accordance with organization chart of material management for work site, levels responsi

29、bility system will be adopted, which means each construction team answers for foreman, safety officer and equipment controller of Project Management Department, foreman, safety officer and equipment controller respectively answer for directors of Engineering Department, and Engineering Department an

30、swers for Project Manager. As primary responsible person, all professional construction teams of each subcontractor shall be seriously responsible for the entire process, including material arrival test, keeping of materials in use or used during construction and finally material being accomplished

31、or demobilized. In process of construction, site shall be cleaned up once the work is finished and civilized construction is necessary. Foreman, safety officer and other personnel of Project Management Department shall well manage construction and meanwhile fully exert their own rights while bearing

32、 obligations. In addition, the personnel shall strengthen the management over the material use of their own construction crew since the personnel themselves and the crews are community of common interest. 按照施工现场物料管理组织机构图，实行逐级负责制，各施工队分别对项目经理部的工长、安全员、设备管理员负责，工长、安全员、设备管理员分别对工程部主任负责，工程部对项目经理负责。作为第一责任人的各分包单位专业施工队，应从物料的进场验收，到施工过程中的使用或使用后的保管，最后物料成为产成品或退场的整个过程，施工队都应该认真负责，施工过程中应做到活完场