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论文编号：	13831
作者编号：	2320200748
上传时间：	2023/5/31 21:55:24
中文题目：	P公司海外Q电力项目全生命周期风险管理研究
英文题目：	Research on Full Life Cycle Risk Management of P Company’s Overseas Q Power Project
指导老师：	程莉莉
中文关键字：	海外项目;风险管理;全生命周期;风险矩阵
英文关键字：	Overseas project;Risk management;Full life cycle;Risk matrix
中文摘要：	摘要 自“一带一路”倡议提出以来，截至2022年12月，我国已经与32个国际组织、150个国家，签署了200余份共同建设“一带一路”相关合作文件。在“一带一路”倡议的号召和带动下，越来越多的中国企业站上世界的舞台，深入探索更广阔的发展平台和更大的盈利空间。但由于国内和国外在政治、文化、经济、法律法规等各方面的差异，我国企业在海外项目投资开发中往往会面临或遭遇各种风险。即使对于参与国际市场开发很长时间的企业来说，因海外风险管理不足而给企业带来不利影响，甚至造成重大损失的情况仍然较为普遍。因此，风险管理已经成为保证海外项目成功实施的重要因素。 本研究以P公司最大的海外投资项目Q电力项目为研究对象。结合风险管理相关理论，在对海外项目全生命周期风险管理的国内外文献进行查阅并综述的基础上，首先对Q电力项目风险管理问题进行分析，并通过二手资料搜集、与相关人员访谈等方式，对Q电力项目全生命周期各个阶段风险进行识别。其次，通过霍尔三维结构从时间、知识和逻辑三个维度对风险进行分析，形成风险清单。再次，组织Q电力项目风险管理小组运用风险矩阵法，对识别出的风险进行定量评估，得出最终风险评估结果。最后，根据风险评估结果制定P公司及Q电力项目全生命周期各个阶段、不同程度的风险应对措施，并提出进一步提升P公司及Q电力项目全生命周期风险管理水平的建议。 本研究主要结论包括：一是Q电力项目在决策立项、建设及运营阶段未能建立一体化的风险管理组织机构、未能制定明确的风险管理流程及风险动态评估机制、未能完善与运营管理模式相匹配的风险管理体系等问题引发了生产经营诸多风险问题。二是Q电力项目中等风险占据了主导，重要风险则主要集中在项目运营期，包括市场及经营风险、政策风险等。三是P公司及Q电力项目应从全生命周期的视角，对各项风险制定针对性的措施，以减少或规避风险对项目造成的损失，并从风险管理的流程、体系和组织方面入手制定有效措施，提升海外电力项目全生命周期风险管理的水平。 关键词：海外项目；风险管理；全生命周期；风险矩阵
英文摘要：	Abstract Since the Belt and Road Initiative was proposed, as of December 2022, China has signed more than 200 Belt and Road cooperation documents with 150 countries and 32 international organizations. Driven by the Belt and Road Initiative, more and more Chinese companies have begun to go global, seeking a broader development platform and greater profit space. But because of the differences in domestic and foreign politics, economy, culture, laws and regulations, enterprises in our country will inevitably encounter all kinds of risks in the process of overseas project development. Even for enterprises that have entered the international market for a long time, because of the lack of sufficient risk management experience, major losses caused by risk events are everywhere, and risk management has become an important factor to ensure the successful implementation of overseas projects. This study takes Q power project, the largest overseas investment project of P Company, as the research object. Combined with relevant theories of risk management, on the basis of reviewing and summarizing domestic and foreign literature on the full life cycle risk management of overseas projects, this thesis firstly analyzes the risk management of Q power project, and identifies the risks at each stage of the full life cycle of Q power project by means of secondary data collection and interviews with relevant personnel. Secondly, the risk list is formed by analyzing the risks from three dimensions of time, knowledge and logic through Hall three dimension structure. Thirdly, the risk management team of Q Power project was organized to make a quantitative assessment of the identified risks by using the risk matrix method, and the final risk assessment result was obtained. Finally, according to the results of risk assessment, risk countermeasures of different stages and degrees in the full life cycle of P Company and Q power project are formulated, and suggestions are put forward to further improve the full life cycle risk management level of P Company and Q power project. The main conclusions of this study include three aspects. First, Q Power project failed to establish an integrated risk management organization in time, to develop a clear risk management process and a risk dynamic assessment mechanism, and to establish and implement a risk management system matching the operation management mode in the stage of decision, construction and operation, which led to many problems in production and operation. Second, medium risks dominate the Q power project, while important risks are mainly concentrated in the operation period of the project, including market and business risks, policy risks, etc. Third, P Company and Q power projects should develop targeted measures for various risks from the perspective of the full life cycle, so as to reduce or avoid the losses caused by risks to the projects. Effective measures should be developed from the aspects of risk management process, system and organization, so as to improve the level of the full life cycle risk management of overseas power projects.. Key Words: Overseas project；Risk management；Full life cycle；Risk matrix
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