摘要
中国石油公司积极参与海外投资项目,取得了举世瞩目的成绩,但海外项目物流体制建设相对滞后的问题却日益突出。目前,我国海外项目多以分散采购为主,采购效率低下,管理漏洞较多,已产生了严重的不良影响。西方许多大跨国石油公司在海外项目中均采用集中采购模式。集中采购有利于维护生产商的技术尊严和提高我国石油公司的国际形象;有利于加快海外项目资金回收;有利于专业人才的培养;能够通过制度建设防止腐败和提高供应管理水平。因此,我国海外项目应尽早实行集中采购,选拔一批高素质的人员,集中物资装备和物流方面的优秀人才,组建集中采购团队,实施从供应商、厂商、分销商到最终用户之间物流、资金流、信息流的国际性一体化管理,建立新型的供需关系和采购经营模式。在实施上,现阶段可以考虑在分散采购的基础上,先收回项目中的大型、大宗物料的采购权,进行集中采购。集中采购必须得到高层领导的切实重视,并需要强力政策的支持。
China's oil companies are actively involved in overseas investment projects and they boast some exceptional performances, while the construction of logistics systems for overseas projects is lagging behind. This is becoming a serious issue. At present, independent procurement prevails in China's overseas projects, which causes low efficiency and many management leaks. In contrast, many major foreign oil companies adopt centralized procurement in their overseas projects. Centralized procurement is conducive to maintaining producers' technical viability and improving the international image of China's oil companies; to speeding up capital recovery in overseas projects; to fostering professional talents; to preventing corruption and increasing supply management level. Therefore, we shall adopt centralized procurement in our overseas projects as soon as possible. To this end, we need to select a group of high-caliber persons, pool excellent talents in material/equipment and logistics fields and build centralized procurement teams. We also must introduce integrated management of material, capital and information flow among suppliers, vendors, distributors and end users and build a new supply-demand relationship and procurement model. When it comes to implementation, it is now advisable to take back the right to procure heavy-duty and bulk materials to enable centralized procurement. Senior leaders should attach great importance to this and support it with strong policies for centralized procurement.
出处
《国际石油经济》
2005年第3期30-33,共4页
International Petroleum Economics
