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论文编号：	15143
作者编号：	2320223874
上传时间：	2024/12/10 21:10:20
中文题目：	W生物制药公司海外S基地项目成本管理策略优化研究
英文题目：	Study of W Biologics Company Oversea S Site Project Cost Management Strategy Optimization
指导老师：	马连福
中文关键字：	生物制药基地海外项目；项目成本管理；项目成本估算；项目分阶段预 算管理；项目成本控制
英文关键字：	Bio-pharmaceutical overseas project; project cost management; project cost estimation; project phasing budget management; project cost control
中文摘要：	随着生物制药产业蓬勃发展，生物制药研发管道拓展，市场竞争日趋激烈。 在遵守法规监管流程的基础上，企业如何快速推进药品的前期研究、开发和上市 生产是生物制药企业提升核心竞争力的关键。在这种情况下，CRDMO（Contract Research, Development and Manufacturing Organization 合同研究、开发和制造组织）企业应运而生。众多传统生物制药企业纷纷转向 CRDMO 领域，导致了行 业竞争的激烈化。W 公司为全球生物制药 CRDMO 头部企业，海外订单占比较 高，由于地缘政治等各种因素，公司制定全球双厂战略，实施全球布局，在美国、 德国和爱尔兰等地建立基地。W 公司在海外已交付了多个项目，但项目总体成本 超过预算，对项目的投资收益和业务论证造成影响，进而影响企业的利润。 W公司于2022年宣布在亚洲某国投资建设一体化 CRDMO 服务中心(简称 S基地项目），投资约14亿美金。在确保项目符合业务要求和时间表，不降低 项目质量和交付标准的前提下，如何有效管理项目成本，支持公司业务发展和成 本竞争力提升，避免与已交付海外基地项目类似的成本管理问题，是此项目的最 大挑战之一。本文以W公司已建成海外项目成本管理问题为案例，研究其海外 项目如何有效的进行成本管理，提出对W公司海外S基地项目科学有效的成本 管理策略和实施保障，同时对W公司其它海外项目成本管理流程持续提高提供 参考和借鉴。 本论文针对W公司海外生物制药基地项目管理中存在的问题，提出了生物 制药基地工程项目成本估计与项目不同设计阶段之间的内在关联和相互影响， 避免项目投资收益、预算与计划、设计、采购策略等之间的脱节，给项目成本管 理和项目收益带来较大风险，并提出避免此问题的具体策略。同时，针对S基地 的特点，创新的提出了分区域、分阶段交付的成本管理、治理策略，通过不同设 计阶段的成本估算更新和“关卡审核”，既有效的支持科学合理的局部预算审批， 同时对项目的总体估算进行评估，避免整个项目在未达到一定的设计深度的情 况下，审批整体预算，也避免项目多次申请局部预算，对预算失去整体控制。
英文摘要：	With rapid and vigorous development of the bio-pharmaceutical industry, the bio?pharmaceutical R&D pipeline continues to expand, and market competition is becoming intensely competitive. On the basis of complying with the regulations, how to rapidly advance product research, development and production of drugs is the key to enhance the core competitiveness of bio-pharmaceutical companies. Under such circumstances, CRDMO (Contract Research, Development and Manufacturing Organization) enterprises have emerged. Many traditional bio-pharmaceutical companies have being transitioned to the CRDMO business which is leading to fierce competition in this field. W company is a global bio-pharmaceutical CRDMO leading enterprise, with a high proportion of overseas orders. Due to various factors such as geopolitics, the company has formulated a global dual-plant strategy and implemented a global layout, established sites in the U.S., Germany and Ireland, etc.. W company has delivered some oversea projects, in the execution of these projects, overall construction costs exceeded the originally planned budgets, which had an impact on the return on investment and business case for the projects. Higher construction costs also affect the cash flow of the business, as well as the profitability of the business due to higher depreciation, which leads to higher operating costs after handover to operation. W company announced in 2022 that it is investing approximately $1.4 billion in an integrated CRDMO service center (S site Project) in an Asian country, and the project has been initiated and is currently in the design, piling and structure construction. Under the premise of ensuring that the project meets the business requirements and schedule, and not to lower the project quality and delivery standards, how to effectively manage the project cost to support the company's business development and cost competitiveness improvement, and to avoid cost management problems similar to those of delivered overseas projects is one of the biggest challenges for this project. This paper takes the cost management problems of W company's delivered oversea project as case study, to study how to effectively manage cost for overseas projects, proposes scientific and effective cost management strategies and execution tactics for W company's overseas S site project, and at the same time, provides references and lessons for the continuous improvement of the cost management process for W company's other overseas projects. Based on the problems existed in the project management of W company's overseas bio-pharmaceutical sites, this thesis puts forward the intrinsic correlation and mutual influence between the cost estimation of the bio-pharmaceutical site project and the different design phases of the project, to avoid the disconnection between the project's return of investment, budget and plan, design, procurement strategy, etc., which will bring high risk to the project's cost management and the project's return of investment, and puts forward the specific strategy to avoid this problem. Regarding actual situation of S site project, the innovative cost management and governance strategy of delivery by area and phase is proposed. Through the updating of cost estimation at different design phases and the "gate review", not only effectively support the approval of scientific and reasonable phasing budgets, but also evaluate the overall cost estimate of the project, it is to avoid the approval of the whole project before necessary design delivered, and avoid the approval of the entire project budget at project early stage. At same time, it evaluates the overall estimate of the project and prevents the whole project from approving the overall budget without necessary design support, and also prevents the project from applying for partial budgets for several times and losing the overall control of the budget
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