Summary of the work of the Materials Department 1 20XX In the first half of the year, under the correct leadership of the Party Committee and the administration of the company, under the business guidance of the Materials Department of the Eighth Bureau, and through the concerted efforts of all the personnel of the Materials Department and the materials and equipment management personnel of the branch company and the project department, our department earnestly implemented the company's materials and equipment management system, closely surrounding the company's 20XX business management policy. Carry out the refined management spirit centered on cost control, strengthen the comprehensive budget management of materials and equipment, improve the management level of materials and equipment, and ensure the normal production of the company in the case of extreme shortage of funds. The specific work is as follows:
I. Completion of work indicators:
1, quality index:
(1), the main construction machinery and equipment intact rate of 97.86% (95%), the utilization rate of 90.63% (90%).
(2) Completion rate of regular inspection plan for special equipment 100% (index 100%).
(3), equipment overhaul plan completion rate 100% (index 90%). (4), equipment novelty coefficient of 0.72 (index 0.55).
(4) No serious damage and explosion accidents occurred to boilers, pressure vessels and pressure piping equipment.
Second, the main data of materials and equipment:
1, equipment asset management:
(1), by June 30th, 20XX, the factory * * * had 755 sets of fixed assets of equipment, with the original value of 1046 1.70 million yuan, and 755 sets managed by the group company (including 78 sets of special equipment and large machinery) with the original value of 6444.
(2) In the first half of the year, 96 sets of machinery and equipment were added, with a value of 3,875,000 yuan. The company's headquarters * * * purchased 80 sets of equipment by tender, with a cost of 23.9505 million yuan and a saving of175,000 yuan; Tendering for equipment relocation: 10 sets, with a cost of 2.49 million yuan, including one large-scale equipment, namely, a beam lifter in Jiangxia beam factory, two 45-ton gantry cranes, one set of automatic steel bar processing equipment and three sets of mixing stations.
(3) 98 sets of equipment are rented out, and the monthly rent is about1585,800 yuan. (4) Cumulative situation of machinery use fee: (1-June) See Schedule 2. Materials:
(1), material feeding and consumption: (1-June) (see attached table) (2), material bidding.
In the first half of 20XX, the whole company * * * held 29 material bidding meetings, involving 38,452 tons of steel 15327 tons and cement, reducing the purchase amount by1905,800 yuan.
Three, materials and equipment to complete the key work:
1, conscientiously implement the spirit of documentNo. [20XX]489 of the group company, further improve the equipment management system of the company and the project department, and effectively change the management concept, from pure technology to combination of technology and economy, and from physical equipment management to value management. 36 copies of information were distributed.
2. According to the relevant requirements of the material department of the group company on the machinery usage fee, combined with the requirements of the company's comprehensive budget management, the management of machinery usage fee is refined, and the cost analysis of machinery usage fee is carried out every quarter, so as to reduce the cost of machinery usage fee.
3. Strengthen the supervision and inspection of the equipment management of the branch and the project department. Combined with the company's special equipment, the Detailed Rules for Inspection of Special Equipment of Bridge Company was formulated, and according to the relevant requirements of the Detailed Rules for Equipment Management Assessment of China Railway Eighth Bureau Project, the branch company and the project department were urged to organize a special inspection on the safety management of boilers and special equipment of the branch company and the project department together with the company's safety department, especially after the Wenchuan earthquake, the large-scale key equipment and special equipment of the branch company and the project department were inspected one by one, eliminating equipment hidden dangers.
4. According to the annual work plan of Bridge Company, the equipment configuration of Bayuquan beam yard, the equipment allocation and relocation contract, and the pre-examination of the equipment configuration scheme of Zhongshan and Beijing-Shanghai rail yards have been completed.
5. Completed the automatic tensioning and automatic maintenance of sleepers in Concrete Products Company. 6. Conscientiously implement the spirit of the material management system document of the group company, combine the requirements of the company's comprehensive budget management, effectively change the management concept, actively explore the project material management method under the new situation, and conduct a pilot project in Shitai Project Department, providing timely and accurate data for the project process cost control, and the project material procurement fund account has achieved good results, providing reliable data for the leadership decision-making in time.
IV. Existing Problems and Measures
(1) Equipment
1, due to the rapid expansion of the company, the business ability of our individual equipment management, operation and maintenance personnel can not meet the work. Measures: A: Strengthen training, familiarize yourself with professional skills, and actively guide and correct work style. B: Improve treatment according to work ability.
2, the concept of machinery use cost, individual project department failed to fully understand, performance in the statistics of machinery use fee is not careful statistics, data distortion, misleading to cost analysis. Measures: leaders attach importance to it, cooperate with relevant departments, and change their concepts.
3. On-site equipment management problems include: in production, production tasks are emphasized, while equipment management is neglected. Measures: change the concept, equipment is the foundation. In terms of equipment management, it pays more attention to after-the-fact repair than to maintenance. Measures: Strengthen the management of operators and equipment inspection, and change the repair after the event into prevention in advance, which can greatly reduce the repair cost; In staff training, maintenance personnel are emphasized, while operators are ignored. Measures: Strengthen the training of operators, improve equipment operation and maintenance skills, and reduce equipment failures.
(2) Material aspects
1, due to the rapid expansion of the company, our individual material management and warehouse keeper's ability can't meet the work. Measures: A: Strengthen training, be familiar with professional skills, and actively guide and correct work style. B: Improve treatment according to work ability.
2. Individual project departments lack control over the total material demand of the project, and fail to predict the market changes, resulting in the lack of forward-looking material purchase quantity and price, which affects the product cost. Measures: Strengthen the forecast and make regular analysis (monthly analysis is required by the project department) to reduce the cost.
3, individual project department material procurement price, light quality. Measures: Do a good job of comparing materials and prices, and pursue cheap and good quality.
4. The material management of individual project departments pays attention to the procurement and supply of production materials, but neglects the warehouse management (storage and distribution) of materials, resulting in inaccurate quantity of materials entering the warehouse (failure to receive materials according to regulations), deterioration (failure to store them according to regulations) and loss (failure to keep them according to regulations) of inventory materials, and random distribution of inventory materials (failure to implement the system of authorized material picker, quota issuing system and trade-in system). Cause the cost to rise. Measures: Strict warehouse management.
5. The funds are tight, the amount of foreign debts is large, and the payment cannot be made in time. Especially, there are many old debts at the company headquarters, which greatly reduces the integrity of the company's payment of goods, and there are legal risks, which brings great difficulties to the supply of materials. Most of the main materials are below the minimum safe inventory, which endangers the normal production. Measures: make full use of existing funds, purchase materials in a rolling way while returning old accounts, and actively explore new suppliers.
Although there are some problems in management, the overall work is good. In the future, the Material Design Department will actively assist the branch company and the project department to strengthen the implementation of various management systems for materials and equipment, strengthen the guidance, supervision and inspection of the safety management of equipment, especially boilers, gantry cranes and other special equipment, actively learn and explore new management methods and technologies, strengthen the cost control of project materials and equipment, and strive to fully achieve the company's annual targets.
Summary of the work of the material department 2 1. Thoroughly implement the company's "1, 2, 3, 4, 5" series concepts and continuously improve the material procurement management system.
1. Promote platform construction and strengthen supplier management (one platform)
In 20XX, the Bureau and the Company issued a number of notices to further strengthen the management of centralized procurement of materials and revise the Management Measures for Bidding and Purchasing of Bulk Materials of the Second Company (20XX Revision), aiming at standardizing the management of centralized procurement of materials for various projects of the Company, improving the degree of centralized procurement of projects, reducing the procurement cost to the maximum extent and improving the efficiency of enterprises. The company combined with the Measures for Supplier Management of XX Three Public Offices and the platform supplier management process, conducted market research when selecting suppliers for the company's projects, and recommended them to the company after the initial evaluation and preliminary examination of the projects. At present, there are *** 1309 registered suppliers of the company's platform, and all the cooperative suppliers 129 are high-quality qualified suppliers.
2. Strictly grasp the project settlement and effectively control the cost (two centers)
The company's self-operated projects are all managed by materials and machinery settlement, and all of them are approved through the collaborative office system. Up to this month, the platform has approved 930 materials procurement settlements with an approval amount of1477.25 million yuan, and 477 machinery leasing settlements with an approval amount of192.2 million yuan. In the process of settlement audit, the contract unit price approved by the company shall be strictly followed, and the principle of no contract and no settlement shall be implemented, so as to urge the project to settle in time, prevent the risks caused by fund collection and effectively grasp the project cost.
3. Strengthen procurement management and implement bidding procurement (three tenders).
In 20XX, the company strictly implemented the centralized procurement of bulk materials, and urged the newly started projects (Xizhen, Weiwu, Liudun, Nanchang, Jingzhong, Jinshi and Yichun projects, etc.) to report the bulk material procurement plan in time. The leading role of centralized procurement of materials is promoted to the company level, and the material department of the company organizes the procurement. For the materials purchased through competitive negotiation, the company's material department participates in the competitive negotiation of the project. This year, the company's material department participated in the competitive negotiation of river sand procurement of Nanchang project, quicklime procurement of Jingzhong project and Weiwu gravel procurement, which increased the transparency of competitive procurement and implemented sunshine procurement of materials.
By the end of the year, 96 copies of purchase plan * * */kloc-0 were entered through XX material procurement platform, including 52 copies at company level. It is planned to have 292,400 tons of steel, 880,800 tons of cement and its products, 2. 1 10,000 tons of asphalt and its products and 476,800 tons of fuel oil. The total planned purchase amount is: 16. 1 1 100 million yuan. 75 procurement plans corresponding to the above plans have been implemented at the company level, including 28 by tender and 4 by competitive negotiation. The execution amount of centralized procurement on the procurement platform was 630 million yuan, a year-on-year increase of 37%; The newly signed contract amount is 8.9 1 100 million yuan, of which the online procurement contract amount is 837 million yuan, and the online procurement rate is 94%, exceeding the target of 90% online procurement rate issued by the bureau, effectively saving the procurement cost12,056,700 yuan.
Two, strengthen contract management, strict implementation of contract management "four musts"
In view of the part of the material management system that is not specific enough for the material management below 300,000 yuan, the company continues to strengthen the project contract management, sort out the approval process of the material purchase contract below 300,000 yuan, and stipulate that the material purchase contract above100,000 yuan but below 300,000 yuan must be reported to the company for approval. According to the project material demand plan, supervise and urge the project to report the material purchase plan as soon as possible, sign the material purchase contract in time and report it to the company for approval, and continue to implement the system of no settlement without contract.
By the end of the year, 250 new contracts were signed this year, with a contract value of 916165,700 yuan; Among them, there are 4 contracts provided by Party A, with a contract amount of 24,399,800 yuan; There are 34 incremental supplementary agreements with a contract value of 3486.3 1 10,000 yuan. All contracts are executed in strict accordance with the contract management measures.
Third, innovate the characteristic management of materials and equipment and promote the "four modernizations" of materials and equipment management.
1. Standardize the material management process of the project and create a standardized material and equipment management project.
In order to standardize the acceptance of project materials, strengthen the on-site management of materials, and promote the standardized management of materials from incoming to outgoing. For newly started projects and key projects under construction, it is required that the local balance must install a material monitoring system to strengthen the monitoring of materials entering the site. In 20XX, the company installed two sets of material monitoring systems 12 for projects under construction, and all newly started projects installed material monitoring systems.
2. Strengthen the inventory analysis of project materials and realize the refinement of material management.
In order to standardize the inventory of materials and accounting for savings, ensure the effectiveness and effectiveness of inventory, improve the accuracy of analysis data, make the reasons for savings clear, take effective improvement measures against the reasons, and ensure the controllable use of materials. The company urges the material inventory department of the project under construction to conduct monthly material inventory, submit the material inventory table and on-site inventory records; Regularly carry out the analysis of special economic activities of materials, and calculate the situation of material quantity difference and price difference. The project analyzes the reasons and takes measures to control the cost of materials. The company arranges special personnel to check and recheck the price difference of the project, rectify the existing problems and strengthen monitoring.
20XX Cumulative price difference at the end of the third quarter totaled 6,030,200 yuan (profit), of which the amount of price difference was:18184,800 yuan (profit); The price difference is-12154,600 yuan (loss); By the end of the third quarter, the post-bid budget of the project under construction of the company was 729.4046 million yuan (excluding the projects without post-bid budget), the actual material cost of variance analysis was 69.883 yuan/kloc-0.00 billion yuan, and the variance amount was 30.5734 million yuan (profit); Analysis of price difference shows that the actual cost of material supply is 724,520.7 million yuan, the price difference is-25,689,700 yuan (loss), and the total of comprehensive quantity difference and price difference is 4,883,900 yuan (profit).
3. Establish a material price information base and realize information sharing of resources.
In order to strengthen the management of material purchase price and control the material market dynamics, the company established the main material price information database. Mainly for steel, cement, asphalt, fuel oil and other floating unit price materials, timely update market price information and market dynamics, establish price trend curve, fit with previous years' price trend, predict the later trend, and give early warning in time, so as to provide data support for "peak-shifting and bottom-finding" procurement and reduce procurement costs. In addition, for regional dispersed materials, the company established a regional price reference database for dispersed materials, and analyzed the purchase prices of previous projects, mainly referring to three indicators: price range, median price and standard deviation, and set "expected value" to ensure that the unit price of regional materials was within a reasonable range.
Four, in-depth project to carry out various inspections and guide the management of project materials and equipment.
In the middle of 20XX, the company organized the implementation planning and contract inspection of materials and equipment for Xizhen, Liudun, Lanzhou Ring Road, Jingzhong Project and Jinshi Project, and organized the project performance audit of Lanzhou Ring Road Project and Nala Project together with the supervision and examination department and the operation department. During the inspection, timely give guidance on the problems existing in the management work and carry out supervision and reform. By the end of the year, the company's major inspection, the project has completed all the rectification, strengthened the management process of materials and equipment, effectively avoided the management risks of materials and equipment, and improved the management efficiency.
Five, strengthen the management of machinery and equipment, to create a modern construction quality project.
1. Check the fixed assets of construction machinery, rationally allocate and improve efficiency.
Up to now, the company * * * has fixed assets of construction machinery 1 18 sets, with an original value of 39.2693 million yuan and a net value of 6.3063 million yuan. By participating in the implementation planning of project machinery and equipment management and strengthening the management of project machinery use plan and budget approval, the company rationally allocates fixed assets in time, effectively improving the efficiency of fixed assets use.
2. Implement online procurement of self-owned equipment, and effectively invite public bidding to reduce costs.
In 20XX, the company purchased a concrete mixing station through public bidding through the group equipment procurement platform. Up to now, the expert grading work has been completed. Through online public bidding and procurement, various inspections and screening have not only improved the subjective initiative of the demander, but also effectively saved the procurement cost, which further promoted the comprehensive online centralized procurement of materials and equipment in our company.
3. Strengthen the introduction and screening of rented equipment, with complete qualifications and less risk.
In 20XX, the equipment leasing contract company approved 344 copies, and * * * leased 344 sets of machinery and equipment. The equipment leasing procedure is strictly in accordance with the company's management measures for renting equipment offline, and it is submitted to OA for examination and approval of the contract. The attachment to the report contains bidding materials, equipment certificate, inspection report, operation certificate, ownership and other materials.
4. Standardize on-site machinery safety production, and strictly grasp "from entering to walking, never let go of one"
In order to strengthen the safety management of materials and machinery and put an end to the occurrence of materials and machinery safety accidents, the project is required to strengthen the safety management of materials and construction equipment, and the Notice on Strengthening the Safety Management of Materials and Equipment is issued to urge the project to check and correct itself according to the requirements of the notice to prevent the occurrence of materials and machinery safety accidents. Ensure that the mechanical equipment on site "goes in and out, leaving no one behind"
Sixth, "finding the bottom by shifting peaks, increasing revenue and reducing expenditure", improving quality, increasing efficiency and ensuring implementation
In order to practice the spirit of the 19th National Congress, learn from the thought of deepening supply-side reform of the 19th National Congress, and further promote the high-quality development of the company's physical equipment management in combination with the activities of "Quality and Benefit Year". The company organizes projects under construction to actively carry out the activities of "finding the bottom by shifting peaks and returning particles to warehouses". Among them, the activities of Jingzhong project have achieved remarkable results, and the cost of purchasing by shifting peaks is about1548,800 yuan; Xizhen project and Nala project "open source and reduce expenditure" reduced the cost by reprocessing crushed stone with tunnel slag, which was about 26.8677 million yuan.
1. Jingzhong Project responded to the company's peak-shifting purchasing strategy, purchasing steel 1776.282 tons, with an average unit price of 4,095.56 yuan/ton. Due to the rising market price, the average unit price of steel procurement is now 4,862.13 yuan/ton, which is more economical than now120. 20,370.72 tons of sand were purchased, and the purchase unit price was 8 1.25 yuan/ton. Due to the increase of environmental protection facilities in the sand yard and the increase of fuel cost, the current purchase unit price of sand was 94.8 yuan/ton, saving 276,000 yuan compared with the present.
2. Xizhen project and Tibet Nala project "open source and reduce expenditure" reuse tunnel slag, and save about 26.867 million yuan in cost through cooperation with local gravel processing plant. Its Zhongxi Town project is reprocessed at the landed price including tax in 80 yuan/square, which is lower by 65 yuan/square than the gravel 145 yuan/square purchased in the current market. As of the third quarter of this year, * * * has been processed15,500 square meters, saving about1007,000 yuan. The Nala project in Tibet is reprocessed with 65 yuan/cubic meter of sand and gravel including tax, which is lower 135 yuan/cubic meter than 200 yuan/cubic meter of gravel purchased from the market, and sand 2 10 yuan/cubic meter is lower 145 yuan/cubic meter. By the end of the third quarter, a total of 70 cubic meters of sand116 cubic meters and crushed stone 1 16249 cubic meters were processed, saving about 25.86 million yuan.