项目的力量|海外EPC项目合同管理
合同管理是对与客户，供应商，合作伙伴或员工签订的合同进行管理。合同管理包含协商合同中的条款和条件，确保遵守条款和条件，以及记录和同意在实施或执行过程中可能呈现的任何变动或修改。 它可以概括为系统和有效地管理合同建立，执行和分析的过程。
Contract management is the management of contracts made with customers, vendors, partners, or employees. Contract management includes negotiating the terms and conditions in contracts and ensuring compliance with the terms and conditions, as well as documenting and agreeing on any changes or amendments that may arise during its implementation or execution. It can be summarized as the process of systematically and efficiently managing contract creation, execution, and analysis.
项目的核心是其合同。合同规定了各方的义务和权利。 简而言之，项目合同管理是为了确保合同获得尊重，并通过一系列活动来识别和措置偏差，使项目财务和运营绩效最大化并最大限度地降低项目风险。
The core of the Project is its Contract which defines the obligations and rights of the parties. Simply, the Project Contract Management is to ensure the Contract is respected and deviations are recognised and dealt with by a series activities，for the purpose of maximizing financial and operational performance and minimizing risk of the Project.
以下将从总承包商的角度简要介绍海外EPC项目合同管理的目的，原则，主要任务和活动，让巨匠对海外工程项目的合同管理有总体了解。
The following is to brief the purpose, principles, tasks and activities of the Contract Management for overseas EPC projects as EPC contractor.
Project Contract Management项目合同管理
1. 目的 Purpose
1.1 根据项目目标主动进行项目控制和执行。 Proactive project control and execution in line with project targets.
1.2 确保商务和合同风险及机遇能够分析到位，记录在案，适当管理和按期述说。Ensure Commercial and Contractual risks and opportunities are analysed, documented, appropriately managed and reported on a regular basis.
1.3 呵护合同赋予公司的权利。 Preservation of COMPANY’s rights and entitlements as provided in the contracts.
1.4 确保公司履行其合同义务。Ensure COMPANY fulfils its contractual obligations.
1.5 尽早识别有关第三方义务的偏差，并及时通知第三方。 Early identification of deviations regarding third party obligations, timely notifiction thereto.
1.6 尽早识别有关公司合同义务的偏差。 及时启动纠正办法。 Early identification of devations regarding COMPANY’s contractual obligations. Initiation of timely corrective actions.
1.7适当管理客户变动请求/变动单。Appropriate management of customer Variation Requests/ Change Orders.
1.8 避免被索赔。Claim avoidance.
2.项目合同管理原则Project Contract Management Principles
在项目执行期间，项目总监，项目合同经理和项目经理以及项目团队成员和现场经理以及现场合同经理应确保以下原则，这些原则是成功的合同管理的前提条件，在项目组织结构的各个层面都应获得遵守。
During project execution, the Project Director, the Project Contract Manager and the Project Managers, together with the members of the Project Team, and at site the Site Manager, together with the Site Contract Manager shall ensure that the following principles, which are prerequisite for successful Contract Management, are adhered to at all levels of the project organisation structure:
2.1 项目经理/总监与项目合同经理一起负责确保公司向客户，外部合作伙伴或供应商发出的所有通知均依照合同/分包合同的要求进行。The Project Manager/Director together with the Project Contract Manager are responsible for ensuring that all notices from COMPANY to the customer, external partners or suppliers, are made in accordance with the requirements of the contract/subcontract.
2.2 项目团队的每个成员都有责任公开述说任何实际或潜在的合同变动或索赔情况。Each member of the project team is responsible to openly report any actual or potential contract change or claim situation.
2.3通信 - 特别是与索赔，异议和变动有关 - 应立即予以确认收到，并根据合同要求进行回复确保公司的利益。Correspondence – particularly in connection with claims, objections and changes – shall be acknowledged promptly and answered according to contract requirements in the interest of COMPANY.
2.4 必须根据每项潜在的索赔和/或变动确定，保存和存档适当的同期记录（信件，会议记录，传真，电子邮件等）It is essential that proper and contemporary records ( letters, minutes of meeting, faxes, e-mails etc.) are identified, retained and filed in respect of each and every potential claim and/or variation.
2.5 应按期分析，记录，妥善管理，更新和述说商务和合同风险及机会。Commercial and contractual risks and opportunities shall be analysed, documented, appropriately managed, updated and reported on a regular basis.
2.6在执行合同期间，项目主管/经理与项目合同经理应及时识别和述说可能存在的问题，延误和其他变动，并相应更新项目商业计划和行动计划。 During execution of the contract, the Project Director/ Manager together with the Project Contract Manager shall promptly identify and report possible problems, delays and other changes and update the Project Commercial Plan and Action Plan accordingly.
2.7 与外部各方告竣的所有口头协议应在该协议签订之日起一个工作日之后进行书面确认。 只要有可能，应订立正式的协议/变动单。All oral agreements with external parties shall be followed by a written confirmation no later than one working day from the date of such agreement. Whenever possible formal agreements/changes orders shall be established.
3. Main Tasks and Activities
3.1确保识别，述说公司合同偏差并及时依照合同要求发出通知。Ensure Company contractual deviations are identified, reported and Notified In good time and in line with contractual requirements.
3.2确保识别并适时述说第三方合同偏差。 并向第三方发出通知，允许其采纳充分的解救办法。Ensure third party contractual deviations are identified and reportedindue time. Issue notifications thereto to allow adequate remedial action.
3.3 监控和管理项目合同风险和机会。Monitor and manage project contractual risks and opportunities.
3.4措置商务行动计划中列出的合同/商务问题。Handle contractual / commercial issues as assigned in Commercial Action Plan.
3.5 确保商务行动计划依照约定进行措置，并按期进行更新/改编。Ensure Commercial Action Plan is being worked off as agreed, regular update/ adaptation.
3.6 澄清合同/法律问题; 如果需要，可以与法务联系。Clarification of contractual / legal questions; if required by referring to Legal.
3.7 澄清、商议、解决商务/合同歧义。Clarify, negotiate, settle commercial / contractual ambiguities.
3.8 确保为了公司的利益及时根据合同要求回复信函。 Ensure correspondence is answered promptly in the interest of COMPANY and in line with contract requirements.
3.9确保口头协议随后书面确认。 根据要求订立变动单/正式协议。Ensure oral agreements are followed by written confirmation. Establish Change Orders/formal agreements as required.
3.10 根据需要签发项目的商务程序，例如项目的索赔程序，项目的变动程序等。Issue project specific Commercial Procedures as required, such as Project Claim Procedure, Project Change Order Procedure and etc.
3.11 合理管理变动单。（详见以下第4项）Properly manage Change / Variation Orders (refer to the following Item 4).
4.Management of Change/Variation Orders变动单管理
项目特定的变动单程序应根据合同条款确定，并考虑以下原则：
A project specific Change Order Procedureshall be established based upon the contractual provisions and taking into account the following principles:
4.1 所有客户变动订单均应由项目总监/经理和项目合同经理审核同意，并根据需要考虑适当的法律意见。 All custmers Change / Variation Orders shall be reviewed for acceptance by Project Director / Manager and Project Contract Manager with appropriate legal input as required.
4.2特别是对合同完成日期，本钱和其他重要的公司合同义务的任何变动都应仔细评估和审查，并应获得相应的批准。In particular any changes to the contract completion date, cost and other material COMPANY contractual obligations shall be carefully assessed and reviewed and appropriate approvals shall be obtained.
4.3 所有客户变动单的挂号簿应按期维护和更新。A register of all Customer Change / Variation Orders shall be maintained and updated on a regular basis.
4.4所有商定的变动单应以书面形式确定，并考虑合同条款和法律意见。All agreed Change/ Variation Orders shall be fixed in writing considering the Contractual provisions and legal input.
作者 罗琼俊（简介）
FIDIC中英文培训专家;
30年的海外项目与电力行业合同管理与索赔经验;
曾任阿尔斯通（北京）高级合同经理;
现任武汉凯迪电力环保工程有限公司高级商务/合同经理;
近三十年的职业经历中，在海外项目和外企工作多年，历任翻译主管、总经理助理、国际合同经理及商务经理，曾多次介入及负责高级国际工程EPC项目的投标、合同起草、合同谈判，合同分析评审、项目风险及索赔管理，负责项目合同及商务相关文件及管理规定的起草，并承担法务及合同管理类中英文培训工作。
精通国际合同及商务谈判，并具有丰富的商务英语及合同管理培训经验。
主讲课程：
FIDIC系列培训
商务英语培训：书信函件及一般商务文件、
法律及合同英语培训：各类协议合同及法律文书
海外EPC项目合同管理与工期索赔;
LegalAwarenessforOverseasEPCProject国际项目的国际惯例与法律法规;
Legal&ContractualRisks－FIDICContractCaseStudyFIDIC合同实战案例分析;
擅长领域
熟悉国际电力承包工程建设全过程，熟悉FIDIC合同条款在国际电力承包工程中的应用。
擅长国际工程项目EPC合同管理模块的建立（合同管理、风险及索赔管理程序，各类文件及合同协议模板等）
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