水泥工程总承包企业的合同管理

水泥工程总承包企业全部的生产经营活动，都必须根据工程总承包合同来进行和开展，水泥工程总承包企业的工程项目合同管理的过程实际上就是履行合同的过程。

水泥工程总承包企业既要履行与业主签订的项目总承包合同，还要履行因总承包项目的执行需要而签订的设备、材料采购合同、土建施工合同、物流运输合同、租赁合同、保险合同、服务合同等等。

总承包合同一经签订，水泥工程总承包企业所有的生产计划和各项经济技术指标都会随之纳入合同的规范之中。

因此，合同管理在水泥工程总承包企业的工程项目管理中具有十分重要的地位，已成为与安全、质量、进度、成本管理并列的一大管理职能。

当今的水泥工程总承包企业，特别是老的国有企业，不少企业领导和管理人员的思维和管理方式都带有计划经济的色彩。

在计划经济年代，企业的生产任务是上级下达的，一切都在上级计划控制中。

发包方通过“委托书”发任务，根本不与承包方谈合同，只要有“委托书”就行，有的甚至委托书也没有。

因此，在计划经济年代里，企业基本上没有合同这回事，因此也就不存在合同管理了。

这样的历史根源导致很多企业缺乏对合同管理的深刻认识和重视，忽略了对合同管理的监督和落实。

然而，随着市场经济机制的发展和完善，计划命令逐渐退出市场舞台，水泥工程总承包企业必须按照市场规律和要求，改变和完善其内部的管理制度，其中合同管理制度是必不可少的。

在水泥项目总承包合同执行过程中，有的合同管理人员的业务素养不足，对合同内容不熟悉，甚至有的项目管理人员，到工程结束都没有去认真翻阅过合同文件，对合同条款的约束力嗤之以鼻，针对合同执行中或现场施工管理中出现的问题不是去翻合同找解决问题的依据，而是去找关系或者一拖再拖。

导致应当行使的权力没有行使，应变更合同的没有变更，当追偿的权利过了时效，应当重视的证据资料没有得到足够的重视，基础资料管理不扎实，各种工程记录、会议纪要等不规范，或者只知埋头苦干，不知依据合同主张索赔权利；抑或想要索赔，却不知该如何着手索赔。

例如我们在非洲的一个水泥厂项目，需要第三国供货商的技术人员到现场提供技术服务，而第三国供货商的技术人员的专业水平也参差不齐，但他们有一个共同点就是都按服务时间收取高额的技术服务费。

有位技术人员在我们的项目现场拖拖拉拉地服务了超过半年，我们虽然对其提供的服务不满，但却没有形成任何书面的正式的文件发给其公司，当服务结束后我们收到其公司飞来的高额的服务费发票时，才想起与之协调服务费用已经为时晚矣，我们不但无法要求其赔偿对我们总包项目造成的不利影响，还得乖乖掏腰包就其不合格的服务支付服务费。

也就是说如果总承包方逾期主张索赔权利，那么总承包方也就失去了索赔权利，从而失去了索赔谈判的主动权，即使被索赔方出于其他原因给予总承包商补偿，也仅仅是道义的“施
舍”，其索赔效果可想而知。

所以索赔时效要求承包商一定要在变更或索赔事件发生后，按照合同约定的时效内提交索赔意向通知书和索赔报告。

解决水泥总承包项目合同管理中存在的上述种种问题有哪些对策呢？
首先，我们应当建立和健全总承包企业的合同管理体系。

主要是建立和健全总承包企业合同管理的组织和制度。

总承包企业要由上而下地建立合同的管理机构，包括专职机构和兼职机构，使总承包企业合同管理覆盖总承包企业的每个层次，延伸到各个角落。

一般地说，大中型的水泥工程总承包企业，总部应当设合同管理专职部门，分公司设合同管理专职部门，项目经理部应设合同管理岗，有专职或兼职的合同管理工作人员。

如果设有法律工作部门的，那么法务部门应当配合合同管理部门，起到法律咨询、合同评审、履约监督和组织仲裁、诉讼的作用。

制度上，建立和健全具体的可操作的制度，使合同管理有章可循。

这些环节包括：合同的洽谈、草拟、评审、签订、交底、责任分解、履约、执行、变更、中止、解除、重启、终止等。

而水泥工程总承包企业的合同管理体的运作，必须通过定期的检查来保证。

要检查合同管理组织和制度是否适应合同管理的需要和市场需要。

对不适应部分进行必要的调整。

总而言之，对合同管理体系也应进行动态控制，及时调整，不断完善。

其次，应当提高项目合同管理人员的从业素质。

组织合同管理人员的继续教育和法律实务培训。

鼓励员工参加注册造价师、注册建造师、经济师、招标师以及司法考试，提高合同管理人员拥有执业（职业）资格的比例。

在市场竞争越来越激励的今天，合同利润被不断压缩，而合同风险却被不断加大，合同条件日趋苛刻。

水泥工程总承包企业的合同管理成果一定程度上决定着项目管理的成败，决定着企业经济效益的好坏，因此，随着市场开放型程度的提高，建立完善专业的合同管理制度，提升企业自身的合同管理水平势在必行。

Cement engineering general contracting enterprise all production and business activities, must according to the engineering general contract to carry on, cement engineering general contracting enterprise engineering project contract management process is, in fact, the performance of the contract process.
Cement engineering general contracting enterprises not only to perform the contract signed with the owners of the project general contract, but also to perform due to the needs of the implementation of general contract project and the signing of the equipment, materials procurement contracts, construction contract, logistics transportation contract, lease contract, insurance contract, service contract. Once the contract is signed, all the production plans and various economic and technical indicators of the general contracting enterprises will be incorporated into the contract. Therefore, contract management is very important in the project management of the general contracting enterprise of cement engineering, and has become one of the main management functions with the safety, quality, progress and cost management.
Today's cement engineering general contracting enterprises, especially the old state-owned enterprises, a number of business leaders and managers of the thinking and management style with a planned economy of color. In the era of planned economy, the production task of the enterprise is issued by the superior, all in the superior plan control. Through the "power of attorney" issued by the client side, it is not in the contract with the contractor, as long as there is a "power of attorney" on the line, and some even the power of attorney is not. Therefore, in the era of planned economy, the enterprise is basically no contract, so there is no contract management. This historical root causes many enterprises to lack the profound understanding and the attention to the contract management, has neglected the supervision and the implementation of the contract management. However, with the development and perfection of market economy mechanism, plans to order gradually withdraw from the market stage, cement engineering general contracting enterprise must according to market rules and requirements, change and improve the internal management system, the contract management system is essential.
In cement project general contract during the execution of the contract, some contract management business quality problem, not familiar with the contents of the contract, even some project management personnel, to the project end do not have to carefully read the contract documents, sniffed the binding force on the terms of the contract, for the execution of the contract or the construction site management in question is not to turn contract for to solve the problem on the basis of the, but rather to find relations or delayed. Cause shall exercise the power has not been exercised, the contract should change no change, when the right of recovery after a time, we should pay attention to the evidence material doesn't get enough attention and basic data management is not solid, all project records, meeting minutes and
other irregularities, or only know your nose to the grindstone, not according to the contract claim rights; or to claim, but I do not know the how to proceed with the claim. For example, we in Africa a cement plant project and need to third country suppliers technical personnel to the site to provide technical services, and third country suppliers of technical personnel's professional level is uneven, but they have one thing in common is according to the time of service charge high technical service fee. Technical staff in our project site is dragging its feet on service for more than half a year, we although the dissatisfied with the service, but not the formation of the any written formal documents issued to the company, when after the end of the service we received the company flying high service fee invoice, remembered and coordination of services already too late to take a tumble, we not only can't ask the compensation for our turnkey projects caused by adverse effects, had obediently pocket on the unqualified service pay service charge.
That is to say, if the general contractor overdue claim rights, then the contractor also lost a claim, thus losing the initiative of the claim negotiation, even by the claimant for other reasons are given for the compensation of general contractor, it is only moral "handout", claim the effect can be imagined. Therefore, the time of claims for the contractor must be changed or in the event of a claim, in accordance with the prescription of the contract within the time limit for the notice of claims and claims.
To solve the problems in the contract management of the cement general contracting project, what are the countermeasures?
First of all, we should establish and perfect the contract management system of the general contracting enterprises. It is mainly to establish and perfect the organization and system of the contract management of the general contracting enterprises.
The general contracting enterprises shall establish the management organization of the contract from the top down, including full-time and part-time organizations, so that the contract management of the general contracting enterprise covers every level of the general contracting enterprise and extends to every corner. In general, large and medium-sized cement engineering general contracting enterprises, the headquarters should be design contract management full-time departments, branch design contract management full-time departments, project manager department should set up contract management posts, full-time or part-time contract management staff. If there is a legal department, then the legal department should cooperate with the contract management department, the legal advisory, contract review, performance supervision and organization of arbitration, the role of litigation.
The system, establish and improve the operational system of the concrete, the contract management rules. These links include: contract negotiation, drafting, review, signed, disclosure, responsibility decomposition, performance, implementation, modification, suspension, termination and resumption and termination.
And the operation of the contract management of the general contracting enterprise of the cement project must be guaranteed by regular inspection. To examine whether the contract management organization and the system to meet the needs of contract management and market needs. Make necessary adjustments to the non adaptive parts.。