國際工程承包(International Engineering Contract)是一項充滿風險的事業。 大型工程公司隨著全球化經濟和工程技術的快速發展,國際工程項目數量增多,規模增大,綜合性、複雜性和技術層次不斷提高,加之專案與所在地的政治經濟形勢、政策法規、地理氣候條件、規範技術要求,以及與當地政府部門的關係等諸多問題相關,在專案執行中的各個階段,對承包商(Contractor)來說,難免會發生不少的主、客觀風險。由客觀風險因素造成的損失,有些可以通過索賠得到補償,但如果承包商迴避,或者不能客觀認識自身條件之局限,其所遭受的損失將是難以彌補。專案的不同階段會有不同的風險,且專案的各種風險將隨著專案的進展而變化。 本文對承包商在進行國際工程招投標,國際工程專案實施過程及履約結束後,由於自身條件而造成的各種風險因素進行分析,通過對自身因素所引起風險的正確辨識和評估,提出相應的具體風險應對措施,以減少損失,增加收益。 本研究以大型工程公司承包商為風險處置決策主體,透過個案公司之風險管理架構,瞭解實務界對於工程專案中潛在風險之態度與處置作法,藉此釐清風險處置決策過程中承包商之主要考量與決策影響因素;再以國際專案管理知識體系PMBOK為依據,探討實務現況與理論之差異,促進風險處置能力之改善,以求風險管理成效之落實。
International Engineering Contract is a risky career. With the economic globalization and the rapid development of science and technology, international projects increase in the number of larger, comprehensive, complex and technical content continues to increase, coupled with the political and economic situation of the project location, policies and regulations, geographical and climatic conditions, the specification technical requirements, as well as the relationship of the local government and many other issues related to all stages of project implementation, the contractor , it is inevitable will happen one way or another subjective and objective risks. Some of the losses caused by the objective risk factors can be compensated by the claim, but if the contractor avoid, or can’t be an objective understanding of the limitations of their own conditions, the losses suffered irreparable. The different stages of the project have different risks, and the various risks of the project will change as the project progresses. In this paper, the contractors carrying out international project bidding, international project implementation process and the end of the performance, due to their own condition caused by a variety of risk factors were analyzed, through their own factors caused the correct identification and assessment of risks, proposed specific risk response measures to reduce losses and increase revenue. In this study, the risk of international engineering company contractors for the disposal of the decision-making body, the case company's risk management framework, for practitioners to clarify the potential risk attitudes and disposal practices in the engineering project, the main consideration of the contractor's risk disposal decision-making process influencing factors and decision-making. International project management Body of Knowledge PMBOK to explore the differences in the status of the practice and theory, promote improved risk the ability to deal with, in order to the implementation of the risk management effectiveness.
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