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论文编号：	9836
作者编号：	2120152631
上传时间：	2017/12/13 21:45:39
中文题目：	中小企业国际工程项目风险管理研究 ——以XH公司项目为例
英文题目：	Research on risk management of small and medium-sized enterprises international engineering projects ——Take the XH projects as examples
指导老师：	卿志琼
中文关键字：	国际工程项目；风险；风险管理；中小企业
英文关键字：	International Project；Risk；Risk Management；Small and Medium-sized Enterprise.
中文摘要：	改革开放、全球化背景下，逐步掌握了核心技术，积累了一定资金的精英企业不甘心于中国这一单一市场，凭借着价格优势和较为先进的技术，以较高的性价比纷纷寻找机会参与国际工程。但国际项目面临的风险与国内项目不可相提并论，失败的案例时有报道。这些案例基本都是关于大型企业的，大型企业大都配置专业的风险管理部门或安全管理部门，有专业的从业人员。但小型企业、甚至较小的中型企业都不一定专门设置部门、配置人员，面临的风险问题更严峻。 本文从国际工程项目的特殊性和中小企业的风险管理现状入手，指出了中小企业国际工程项目的特殊性：规范繁杂、标准差异性大，项目难度大；受国际政策、经济环境影响大，风险多；语言隔阂，沟通难度大，协作难度大。这要求企业必须具备较高的项目管理水平，而中小企业的现实恰好相反：普遍缺乏风险意识、风险管理机构和高层次的管理人才。接着总结了风险的类型：宏观环境风险和主体行为风险两大类，细分为政治风险、经济风险、工期风险、成本风险等。风险的特点决定了在项目的整个生命周期中其无时不有，无处不在。首先需要用科学的方法把这些风险逐一辨识出来，分析和度量其发生的可能性大小和潜在损失大小，然后根据评价结果分出风险的等级，再根据风险等级选取其相应的应对方法。第五章结合两个案例，深入分析了国际工程项目，作为中小企业如何用前面介绍的方法去辨识风险、评价风险、应对风险；本文选用的辨识方法、评价方法和应对方法都是适合于中小企业的，简单实用，可操作性强。最后提出了以XH为代表的中小企业如何改进风险管理。 论文把项目风险管理理论应用到中小企业国际工程项目的风险管理实践中，具有一定的理论应用创新价值。论文研究对XH公司实施国际工程项目的风险管理具有一定的指导作用。同时，论文以小型企业XH公司为研究对象，其整体管理水平在广大的中小企业中属于中等偏上，在国际项目中存在的风险问题有一定的代表性。因此，基于XH公司的研究方法和成果对于广大中小企业提升国际工程项目风险管理水平有一定的借鉴意义。
英文摘要：	In the context of reform and opening up and globalization, some elites have mastered the core technology and have accumulated a certain amount of capital. They do not content to be China's single market, and then look for opportunities to participate in international projects by virtue of their price advantage and more advanced technology. But the risks to international projects are not comparable to domestic ones, and failed projects have been reported many times. The vast majority of these cases are about large enterprises, which are mostly equipped with professional risk management departments, or security management departments and professional staff. But small, even smaller, mid-sized companies do not fully specialized departments or full-time staff, and the risks are more serious. Starting from the particularity of international project and the present situation of risk management of small and medium-sized enterprises, it points out the particularity of small and medium-sized international engineering projects: There are many specifications and different standards, and the project management is difficult; Influenced by international policy and economic environment, there are many risks; Language barrier, communication and cooperation is difficult. This requires companies to have high level of project management, while small and medium-sized enterprises have the opposite reality: general lack of risk awareness, risk management, and high-level managerial talent. And then the two types of risk are summarized: macro environment risk and subject behavior risk. The characteristics of risk determine that it is ubiquitous in the entire life cycle of the project. First, we need to identify these risks in a scientific way, estimate the potential size and potential loss, calculate the risk level, and select the appropriate response methods. Based on two cases, this paper analyzes how small and medium-sized enterprises can identify risks, assess risks and respond to risks. The identification methods, evaluation methods and coping methods used in this paper are suitable for small and medium-sized enterprises, which are simple and practical. Finally, the paper proposes how to improve risk management of small and medium-sized enterprises represented by XH. In this paper, the project risk management theory is applied to the risk management practice of small and medium-sized enterprises. The research of this paper has some guiding effect on the implementation of risk management of XH Company’s international project. At the same time, the paper to XH company as the research object, the overall management level in the small and medium-sized enterprises belong to the average, the problems of risk in international project has certain representativeness.Thus the research methods and achievements based on XH are of great significance to the improvement of risk management level of international project projects for small and medium-sized enterprises.
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