From June 26 to 27, Bai Xiaohu, Executive Director, Member of the Standing Committee of the Party Committee and Vice President of China MCC, went to MCC Construction Engineering and MCC CISDI for special research on project cost control and business management. He gained an in-depth understanding of the subsidiaries' engineering sector revenue and profits in the past three years, the construction of business management systems, the signing and assessment fulfillment of target management responsibility letters, the whole-process cost control of projects, the management of engineering bid price limits and equipment procurement, visa management, quota design, construction drawing budget, as well as external and internal settlements. He affirmed the excellent practices adopted by the subsidiaries and the achieved management and control results, and put forward five work requirements for the next stage of development:
First, we should strengthen our confidence and proactively adapt to the changing trends of the market. We should firmly establish the concept of development, focus on our main responsibilities and major businesses, and pilot the creation of third-tier companies with an "integrated" whole industrial chain. This will enable enterprise to respond quickly to the increasingly fierce competition in the current industry, provide comprehensive and in-depth value-added services, and seize market opportunities.
Second, we should lay a solid foundation, and enhance the ability to perform projects with quality. We should deeply recognize that project performance is the "lifeline" for the survival and development of construction enterprises. We should firmly promote the implementation of the Project Management Manual, continuously strengthen project management and control, improve performance efficiency, and strive to create an "On-site Circular Market".
Third, we should tap into potential deeply and continuously improve business management capabilities. We should firmly establish the concept of operation based on accounting, and gradually build a "full-staff, whole-process, and all-factor" business management and control mechanism. We should strengthen business planning and in-process correction, properly decompose and control responsibility costs, and implement the requirements of the special attention list for business management to promote the improvement of project profitability. We should actively participate in the compilation and review of MCC's Project Business Management Manual, making it "effective, practical, and user-friendly", and work together to enhance the refinement level of project business management.
Fourth, we should conform to the trend and carry out in-depth management of process subcontracting. For construction enterprises, low-cost market competition is an inevitable trend. Process subcontracting should be regarded as an important measure to enhance the refined management and control of projects, grasp the real process costs, respond to market changes, and strengthen enterprise competitiveness. Therefore, we should attach great importance to it and actively carry out such work.
Fifth, we should accumulate momentum and empower ourselves to build a learning and innovative enterprise. We should broaden our thinking, inspire employees' confidence and passion, actively learn from benchmarks, create a sound competitive environment, and improve business capabilities. We should strengthen innovation-driven development, transform technology into productivity, and promote the formation of the enterprise's core competitiveness. We should enhance management synergy, improve the efficiency of resource utilization, and help the high-quality development of the enterprise proceed steadily and far-reaching.
Relevant persons in charge of departments and subsidiaries from China MCC headquarters, including Cheng Xianyun, Yu Rui, and Zhang Yong, participated in the research.
Bai Xiaohu conducted research at MCC Construction Engineering
Bai Xiaohu conducted research at MCC CISDI
