How to reduce the cost of engineering projects by non-financial means?

My topic record marked by the sharp price increase of steel and cement in 2003, the construction industry entered the era of low profit. The key to the survival and development of construction enterprises in the environment of rising building materials prices and intensified competition in the same industry is to pay close attention to internal management and reduce every cost link of the project to the most reasonable standard. The author believes that the links to reduce and control the project cost include pre-planning, in-process control and post-analysis. Managers and constructors must be cost-conscious, and only when all staff participate in cost control can the project cost be reduced. First, after the signing of the pre-planned construction contract, the project entered a tense construction preparation stage, and doing a good job in the pre-planned construction is the key to cost control. These preparations include selecting advanced construction schemes, selecting material suppliers with quality assurance and good reputation, and making project cost plans according to the project budget. 1. Formulate advanced and feasible construction scheme and technical organization measures. The construction scheme mainly includes four contents: the determination of construction method, the selection of construction tools, the arrangement of construction sequence and the organization of flow construction. Different construction schemes will lead to different construction periods and different machines and tools. Therefore, the optimal selection of construction scheme is the main way for construction enterprises to reduce project cost. The construction plan should be based on the contract period and the requirements of the higher authorities, and comprehensively consider the scale, nature, complexity and site of the project. Several construction schemes can be made at the same time, compared with each other, and the most reasonable and economical one can be selected. At the same time, prepare the economic and feasible technical organization measures plan and incorporate it into the construction organization design. In order to ensure the implementation of the technical organization measures plan and achieve the expected results, engineering and technical personnel, material personnel and site management personnel should have a clear division of labor to form a one-stop process to implement the technical organization measures, so that everyone is responsible for controlling costs and everything is managed. 2. Organize to sign reasonable subcontracting and material contracts, subcontract some contracts, select material suppliers and subcontractors through public bidding; Enterprise leaders organize management, engineering, materials, finance and other related personnel to negotiate the contract price and terms with the subcontractor in conjunction with the project engineering department. After repeated negotiations, the company manager finally signed a formal subcontract and material contract. The subcontracting bidding shall be conducted fairly and justly, and the bidding documents shall be sealed. All members of the bidding leading group should participate in the bid evaluation, and no one can have the final say. There should be layers of examination and approval procedures. At the same time, the files of subcontractors and material suppliers are established, and the most reasonable subcontractors and material suppliers are selected to achieve the purpose of controlling expenses. 3. Doing a good job in project cost planning is the preparatory activity of cost management before project implementation, the basis and premise of project management system operation, and the target | assessment | standard cost determined according to internal contracts. According to the construction organization design and the allocation of production factors, the company determines the monthly and quarterly cost plans of each project and the total cost plan of the project according to the construction progress, and calculates the break-even point and profit target as the basis for controlling the production cost in the construction process, so that the project management department personnel and construction personnel can know their target costs in advance regardless of the project progress, so as to take corresponding measures to control the costs. Second, the implementation control in the process of project construction, according to the selected technical scheme, in strict accordance with the cost plan for implementation and control, including the control of material costs, labor consumption and site management costs. 1, reduce the material cost (1), and implement three-level receiving and limited picking. In engineering construction, material cost accounts for the largest proportion of the whole engineering cost, which can generally reach about 70%, and it has great potential for saving, so when other expenses are lost, it is often made up by saving material cost. Therefore, the saving of material cost is also the key to reduce the engineering cost. The materials that constitute the project cost include main materials and auxiliary materials. The main material is the main material that constitutes the project, such as steel, wood, cement, etc. Auxiliary materials are necessary means to complete the project, such as oxygen, acetylene gas, saw, grinding wheel, etc. The main building materials are subject to quota distribution; According to the theoretical dosage plus reasonable loss and construction ZuoYeDui settlement, reward when saving; If it is exceeded, it shall be borne by the construction operation team and deducted from the settlement amount of the construction operation team, so that the construction operation team can use materials more reasonably and reduce waste losses. To issue quotas, we must first reasonably determine the number of quotas. The determination of this quantity can be based on the data measured by the national or regional quota management department, or it can be the data calculated by the construction operation and project quota staff and confirmed by both parties. In short, both parties need to confirm. Secondly, we should implement three-level material collection. Three-level acquisition is an important part of the quota issue, and it is the process for the construction team to confirm the quantity of materials purchased by the project department. The so-called three-level reception means that the doorman's receiver first counts the quantity, records and signs it, then the material department's receiver, and then the construction ZuoYeDui counts and confirms it. If the quantity is found to be insufficient or surplus, it shall be solved by ministry of materials and equipment. After the quantity to be distributed and the actual quantity to be distributed are determined, the construction zuoyedui will complete it, and then confirm the actual used quantity to realize rewards and punishments. The method of limited delivery and three-level receipt not only controls the phenomenon of "short weight and short weight" in sending and receiving materials, but also makes the materials more reasonable and effective. (2) Organize materials to enter and leave the site reasonably. There are often hundreds of materials in a project, so it is particularly important to arrange the time of materials entering and leaving reasonably. First of all, according to the quota and construction progress, the material plan should be prepared to determine the time of material entry and exit. Because you enter the market too early, you will pay the material supplier in advance, which will increase the company's loan interest and may also increase the secondary handling fee. Some materials that are susceptible to moisture are more likely to be stacked for too long and cannot be used, so they need to be re-ordered, which will increase the cost. If the materials arrive too late, it will not only affect the progress, but also cause late fines or increase the rush fee. Secondly, we should collect good materials and feed them to reduce the material loss rate. The loss of materials varies with variety, quantity and laying position. In order to reduce the loss, the project manager should organize engineers and cost engineers to determine a reasonable loss rate with subcontractors according to the actual situation on site, which will be used by them at one time, saving the share of both parties and deducting the project payment in excess, so that each subcontractor or construction worker can link the material consumption with its economic interests and reduce the material cost of the whole project. 2. Save on-site management fees. The on-site management fees of construction projects include temporary facilities fees and on-site funds, and the income is approved according to the flood of project construction tasks. However, its expenditure is not proportional to the project scale, and its expenditure is mainly controlled by the project department itself. The production cycle of construction projects is long, ranging from several months to three to five years. The expenditure on temporary facilities is not small. Generally speaking, the layout should be based on the principle of economy and applicability, and it should be a temporary building that is easy to dismantle, and it is best to recycle finished or semi-finished products. For the management of on-site funds, we should do the following work well: first, streamline personnel; The second is the management of engineering procedures and engineering quality. A project is often limited by time and conditions in concrete implementation, which requires reasonable schedule and step by step. The third is to establish QC team to promote the continuous improvement of management level and reduce management costs. Third, after-the-fact analysis summarizes that after-the-fact analysis is not an Monday morning quarterback, but the beginning of the next cycle-scientific prediction beforehand, which is the continuation of cost control work. On the basis of comprehensive analysis every month and quarter, we should take the method of looking back, check, analyze, correct and supplement in time, so as to control costs and improve efficiency. 1, according to the assessment system formulated by the project department, assess the cost management responsibility department, relevant departments and offices, responsible personnel, relevant personnel and construction ZuoYeDui. The focus of the assessment is to complete the four indicators of workload, materials, labor costs and machinery use fees, and decide rewards and punishments and appointment and dismissal according to the assessment results, reflecting the principle of rewarding the excellent and punishing the poor. 2. Settle the total cost of completion in time. After the completion of the project, the project manager department will turn to a new project, and should organize relevant personnel to clean up the materials and machinery left over from the site in time, dismiss unnecessary personnel and pay the payable expenses to prevent various expenses including management fees from continuing after the completion of the project. At the same time, due to the transfer of construction personnel, all kinds of cost information are easy to be lost. Therefore, the total cost of completion should be settled according to the cost accounting in the construction process, and the cost management of the project should be evaluated according to the results, and its gains and losses should be summarized so as to reward and punish the project manager and related personnel in time.

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