文章摘要
张浩.国际大型EPC合同的“关闭”管理[J].,2014,(23):.
国际大型EPC合同的“关闭”管理
A Discussion Of "Close-Out" Management In The Big International EPC Contract
投稿时间:2014-07-02  修订日期:2014-11-13
DOI:
中文关键词: 国际工程;EPC合同;管理;关闭;精细化
英文关键词: International engineering; EPC contract; Management; Close-out;Fine
基金项目:
作者单位邮编
张浩 中国石油工程建设公司伊朗分公司 471003
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中文摘要:
      合同关闭管理是合同精细化管理的要求,该环节往往被我国的承包商所忽视,是合同管理过程中的薄弱环节。国际EPC合同关闭期间主要有机械完工、临时接收和最终接收三个节点。为了避免关闭过程中的不确定性,应遵循一定的合同关闭原则。为防止出现漏项,应按照关闭检查清单逐一排除。EPC关闭合同有十个方面的内容需要承包商高度注意。承包商应制定合同关闭管理程序。
英文摘要:
      Contract closed management is the requirements of fine management which the link is often ignored by the Chinese contractor, is also the weak link in the process of contract management. Closure of international EPC contract mainly includes Mechanical Completion and Provisional Acceptance as well as Final Acceptance. In order to avoid the uncertainty in the process of closing, certain principles of contract closure should be followed. To prevent leakage, items should be ruled out one by one according to closing checklist. Ten parts of the Close-out contract are needed high attention by the contractor. The contractor shall formulate contract Close -out management procedure.
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