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中小企业施工项目成本控制的调查与分析 毕业论文

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'中小企业施工项目成本控制的调查与分析——以XX公司为例摘要在我国建筑市场竞争日益激烈的形势下,企业欲在激烈的竞争中立于不败之地,就必须加强施工项目成本控制,降低工程成本,扩大企业的利润空间。因此,施工项目成本控制成为企业盈利的关键。本文将从施工项目成本控制的基本理论为切入点,对尚未发展成熟的XX公司进行调研,通过访谈、亲自观察等方法,再结合大量的与施工项目成本控制相关的研究资料,描述该公司施工项目成本控制的现状,并针对施工项目成本控制中存在的严重问题,比如只重视事后核算,占工程成本70%以上的工、料、机的控制存在缺陷以及赏罚不明等,给出了一些建议。也就是从分析目前XX公司的施工项目成本控制存在的问题以及引起的原因出发,将挣值分析方法、材料采购的最佳经济批量模型以及遵守责、权、利相结合的原则而提出的措施等理论相结合的控制方法。本文所采用的研究方法以及针对XX公司施工项目成本控制而提出的控制措施对该公司以后的施工项目和本地区规模相当的企业有借鉴意义。关键词:施工项目成本控制XX公司挣值分析法28 TheinvestigationandanalysisofconstructionprojectcostcontrolinSMEs——TakingcompanyXXasanexampleAbstractOurcountry"sconstructionmarketcompetitionisfiercedaybyday,Ifenterprisesweretowininthefiercecompetition,theyshouldstrengthenconstructionprojectcostcontrolinordertoreduceprojectcostsandexpandprofitspace.Therefore,theconstructionprojectcostcontroliscrucialforenterprisestoprofit.Thebasictheoryofconstructionprojectcostcontroliscuttingpointsofthisarticle.TheauthordoesresearchincompanyXXbyinterviewing,personalobservationandalotofresearchmaterialsonconstructionprojectcostcontrol.ThearticledescribesthestatusquoofconstructionprojectcostcontrolincompanyXXandpointsouttheseriousproblemofconstructionprojectcostcontrol,suchas,valuingcalculatingafterward,thedefectsoflabor,materials,machine,anduncertainrewardandpunishment.Thenitgivessomesuggestions.Thatistosay,thearticlefirstlyintroducetheproblemofconstructionprojectcostcontrolandthereasonoftheseproblem,thenitusesearnedvaluemethod,Thebesteconomicquantitiesmodelofmaterialpurchasingandthecombinationprincipleofresponsibility,authorityandbenefitsothatitcansolvetheseproblem.TheresearchmethodofthearticleandthemethodofprojectcostcontrolforcompanyXXplayanimportantlearningsignificanceforcompanyXXandotherenterprisesinthesamearea.Keywords:ConstructionprojectcostcontrolCompanyXXEarnedvaluemethod28 目录前言5第1章导论61.1本文的研究意义及目的61.2研究回顾及国内外文献综述61.3本文的研究方法和研究内容9第2章企业施工项目成本控制的相关理论分析112.1施工项目成本控制的基本理论112.2施工项目成本控制的方法14第3章XX公司的施工项目成本控制的实证分析163.1调研说明163.2XX公司施工项目成本控制现状163.3XX公司在施工项目成本控制中存在的问题173.4XX公司施工项目成本控制存在问题的原因分析19第4章完善XX公司施工项目成本控制的对策21结论29参考文献30致谢3828 前言当今我国建筑企业经济利益下滑,面对这种情况,企业如何提升其竞争优势成为亟待解决的问题。而项目成本控制是施工企业取得成本领先、赢得竞争优势的重要保证。施工项目成本的有效控制是企业实现利润的根本,尤其是对占施工项目成本60%-70%的材料费以及人工费的控制尤为重要,材料的采购投入、人员的配置合理与否直接影响工程的工期和质量。为了能扩大企业利润空间必须从控制施工成本入手。本文将从影响XX公司施工成本的一些重要因素入手,分析其成本不能有效控制的原因所在,并针对存在的问题结合XX公司的具体情况提出合理的建议,比如应用挣值分析法进行项目成本的事中控制,让项目成本控制能够环环相扣,对材料成本的控制从采购,保管等多角度提出对策。提出的一些建议希望能够着实解决XX公司的项目成本控制不力的现状。28 第1章导论1.1本文的研究意义及目的1.1.1研究意义二十一世纪的今天,由于建筑业技术含量相对较低,进入行业门槛较低,导致建筑市场上的竞争日渐激烈。为了让企业在竞争市场上占据一席之地,施工企业相互压低报价来承揽工程,使得施工企业经济效益下滑,毕竟效益才是企业的生存之根本,因此企业为了争夺市场和生存空间,加强了施工项目成本控制,挖掘降低成本的潜力来提高企业经济效益是每个施工企业亟待解决的问题以及求生存、求发展的关键。虽然国内外很多学者对项目成本控制都有相应的研究,但大多是针对那些大型建筑公司,像针对尚未发展成熟的中小施工企业项目成本控制的研究并不是很多,所以仍有继续研究的余地。寻求并建立一套适合于XX公司的项目成本控制方法,对该公司今后在建筑市场上的持续发展有重要的现实意义。同时对该地区类似的中小施工企业具有重要的借鉴意义。1.1.2研究目的本课题研究的目的是想通过对XX公司施工项目成本控制情况的调查和分析,找出施工项目成本控制中存在的问题,应用现代的成本控制理论及方法,并结合XX公司所承揽的施工项目,寻找合适的项目成本控制的实施对策,并提出该公司施工项目成本控制的方法—挣值分析法,以改进XX公司项目成本控制水平,进而适应复杂多变的、充满竞争的建筑市场,提高企业的竞争力。1.2研究回顾及国内外文献综述项目成本控制作为企业管理的核心部分,对施工企业的生存发展有重要的意义。国内外学者对项目成本控制的研究也一直没有间断过,项目成本控制理论和控制方法在企业竞争环境发生剧烈变化的同时不断地创新和发展。1.2.1国外研究情况国外学者对建筑施工项目成本控制的研究比较早,20世纪50年代,美国已经研究出网络计划技术来协助施工项目成本的控制,而且很多国家都设有从事项目本控制的组织机构,如英国的造价师协会、美国的成本工程师协会。20世纪90年代,日本的成本控制理论界与企业界就已经开始加强建筑项目成本控制的研究,并提出了具有代表意义的“成本企画”的成本管理模式。28 英国著名项目管理大师F·L·哈里森在他的著作《高级项目管理》中写道“以挣值为基础的绩效分析为管理提供了一种有效分析项目数据的方法,每个管理团队都能快速而有效获得对他们的测量结果”。韩爱君.如何控制建筑工程项目施工成本.内蒙古科技与经济,2008(10)他倾向于以挣值绩效理论分析方法进行绩效测量,分析成本控制的好坏,这种方法比简单的将实际成本支出与计划成本直接比较更有说服力。综上所述,可以看出国外学者涉及项目成本控制比较早,重视程度比较高,但是更倾向于理论研究,再适应环境的先进理论都应与实践相结合。1.2.2国内研究情况(一)国内很多业内人士对项目成本控制也有深入研究,施工企业项目成本控制在报价、核算等方面存在很多严重问题:李赢(2008)在《四川经济学院学报》上指出:现在承揽项目的报价过低,为了保证一定的经济效益,一些施工企业在施工中选择偷工减料来达到目的,结果严重影响了工程质量。李赢.成本企画在我国建筑施工企业的应用研究.四川经济管理学院学报,2008(04):10-12朱刚(2009)在《科技信息》中指出现有很多施工企业的施工预算只是各种数据的简单汇总,这种做法只适合对项目成本进行宏观控制,对施工过程起不到有效的指导作用,施工项目成本控制无法落到实处。朱刚.论施工成本管理.科技信息,2009(02):243曹斌(2009)在《中国高新技术企业》中指出:现在有些施工企业在没有做好施工准备的情况下就急于开工,由于没有认真熟悉相关技术资料等,导致边施工边随意变更施工方案,给项目成本控制增加困难。曹斌.浅谈建筑工程造价的控制与审核.中国高新技术企业,2009(03):10-11唐仕毅(2009)在《中国商界》中指出:到工程扫尾阶段,施工企业就将主要力量调到其他项目,导致竣工扫尾的战线拉长,而且也缺少将合同价款与实际取得效益进行分析总结的机制。唐仕毅.论施工项目园林绿化工程成本控制.中国商界,2009(01):291王延琨(2009)在《山西建筑》中指出:施工企业本身工作区域广泛,人员流动频繁,导致施工班组人员对企业的认同感不同,工作积极性差,给工程项目成本控制的执行带来一定困难。(二)项目成本控制中存在的问题给出了对策:每个施工企业都应力求着手解决项目成本控制中存在的问题来保证企业的经济效益,提高企业竞争力,因此很多学者对项目成本控制中出现的问题提出有效应对措施:28 1.对工、料、机三大费用的控制比如闫金龙(2009)、王永立(2009)针对人工费、材料费、施工机械费用三大费用提出了控制措施:(1)人工费:施工力量由企业职工与临时工共同构成,因为临时工工资低,能节约成本;合理配置施工现场各类人员数量,充分利用有效工作时间,防止加班加点出现额外费用。(2)材料费:材料费用占施工成本60%~70%,属于比较难控制的。材料应统一采用招标方式购买,才用质优价廉的材料;合理确定进货批量、批次,使材料供应不脱节又不占用过多资金;严格执行限额领料制度,防止耗损超耗造成浪费。闫金龙.浅谈建筑企业施工项目成本控制与管理.山西建筑,2009(07):250-251(3)施工机械费:对于租赁设备选择成新率高的,减少故障及维修;注意对机械设备的维修保养,防止带病运行影响效率和施工质量。王永立孙建.施工成本控制是建筑施工企业发展的重中之重.科技信息,2009(02):2252.注重技术创新付广杰(2008)强调了在项目成本控制中技术创新很重要,比如如果企业有能力低成本自行研制一些设备代替高额租赁设备,就能为企业节省一大笔开支。付广杰.工程施工阶段的成本控制.辽宁经济,2008(09):783.加强经济合同管理闫金龙(2009)都强调说加强经济合同管理,也是降低成本,提高效益的有效途径。熟悉合同条款避免处于被动出现赔偿,并且可及时发现有关第三方的违约行为要求索赔。4.注重竣工及保修期涂石裕(2009)指出工程竣工和保修期成本控制仍不可忽视。竣工不能拖拖拉拉而增加不必要支出;及时结算支付工人工资,提高企业信誉;加大应收账款回收力度,回笼资金。综上所述,国内学者强调了项目成本控制中存在的问题,并提出了很多应对措施,值得一些施工企业借鉴。虽然国内外学者对项目成本控制各抒己见,但还是存在一些问题:1.现在施工企业真正有项目全面成本控制意识的很少,能真正将项目成本控制的原则及方法有效贯彻执行的更在少数,尤其是尚未发展成熟的中小型施工企业,在项目成本控制方面更有待加强。2.目前成本控制的理论及方法虽然很多,但主要针对制造企业,控制的方法能适用于建筑施工企业的还不多;3.目前的研究方法单一,缺少实证性比较强的调查问卷和访谈等方法。28 因此本文将以施工企业的相关理论为指导,根据XX公司的具体情况及其所承揽项目自身特点,对项目的整个施工过程的成本控制进行分析,并对项目成本控制中存在的问题提出应对措施。1.3本文的研究方法和研究内容1.3.1研究方法(1)采用访谈的方式,根据被询问者的答复搜集客观的、不带偏见的事实材料,得出相应的结论(2)现场观察法,到施工现场实地观察该公司施工项目成本控制执行情况,发现其中存在的问题,得出相关结论(3)运用比较分析法,将理论与实际应用进行比较1.3.2研究内容XX公司是在河北省唐山市X县工商局注册的一家建筑公司。公司创建于2009年。这些年XX公司承揽过河北省三河至抚宁公路、旧城2号中桥、金厂峪镇河北庄村桥梁建设等工程。公司目前共有40人。本论文在已经介绍了选题的研究意义及目的、相关研究回顾及国内外文献综述的基础上主要论述如下内容:(1)施工项目成本控制的基本理论及方法,为下文做铺垫;(2)通过访谈等方法了解XX公司施工项目成本控制现状及存在的问题(3)研究目前降低XX公司施工项目成本的方法,从占项目成本绝大部分的并且在项目成本控制中存在严重问题的人工费、材料费、机械费等费用入手,提出符合该公司目前实际情况的材料最佳进货批量模型以及挣值分析等项目成本控制方法,为XX公司今后项目成本控制提供参考。第2章企业施工项目成本控制的相关理论分析2.1施工项目成本控制的基本理论28 建筑企业施工项目成本控制是一项复杂的学问,要想深入了解施工项目成本控制的各方面理论,首先应明确施工项目成本控制的概念。2.1.1施工项目成本控制的含义及构成关于项目成本控制的含义主要有以下几种观点:1.施工项目成本控制工作是一项综合管理工作,在项目实施过程中尽量使项目实际发生的成本控制在项目预算范围之内的一项项目管理工作。吴俊.公路施工项目部对工程成本控制浅谈.山西建筑,2009(07)2.项目成本控制指在项目成本的形成过程中,对生产经营所消耗的人力资源、物质资源和费用开支进行指导、监督、调节和限制,及时快要发生和已经发生的偏差,把各项生产费用控制在计划成本的范围之内,保证成本目标的实现。张建海.公路施工程施工成本控制与管理.甘肃科技纵横,2009(01):129,1333.项目成本控制是指项目经理部在项目成本形成的过程中,为控制人、机、材消耗和费用支出,降低工程成本,达到预期的项目成本控制目标,所进行的成本预测、计划、实施、核算、分析、考核、整理成本材料与编制成本报告等一系列活动。李文策.浅谈工程中的成本控制策略.科技资讯,2008(18):116,118本文认为施工项目成本控制是在保证满足工程安全、质量、工期(进度)等合同要求前提下,在施工投标、施工准备、施工过程、竣工交付使用及保修期施工项目成本形成过程中,为控制人工费、材料费、机械费用和其他相关支出,降低工程成本达到预期项目成本目标而采取有效控制措施的活动。施工项目成本不但形成过程复杂,而且其构成也极为复杂。施工项目成本构成要素如下表所示:表2-1刘瑞青高启亮.试析施工成本控制的主要环节.建筑.2008(06)项目成本直接费用直接施工费人工费、材料费、施工机械使用费措施费临时设施费夜间施工费材料二次搬运费环境保护费文明施工费安全措施费脚手架费施工排水、降水费大型机械进出场及安拆费混凝土、钢筋混凝土模板及支架28 间接费用企业管理费办公费差旅费固定资产使用费工具用具使用费劳动保护费工会经费业务招待费职工教育经费财产保险费财务费用税金其他规费工程排污费工程定额测定费社会保障费(养老保险费、失业保险费、医疗保险费)住房公积金危险作业意外伤害保险费利润税金2.1.2施工项目成本控制的原则虽然每个施工企业的项目成本控制系统有所不同,然而有效的成本控制系统还是有一些共同的特征,它们作为无论是大型建筑公司还是中小型施工企业实施成本控制应该遵循的基本原则,也是收到有效控制效果的必要条件。概括来说,项目成本控制的基本原则有:1.节约原则节约即指所承揽项目节省人力、物力、财力的消耗,是提高企业经济效益的核心,亦为企业项目成本控制的一项主要的基本原则。节约绝不是盲目的限制各方面开支,而是要积极地创造条件,努力提高施工项目的科学管理水平,从优化施工方案、改进施工工艺、提高施工效率等方面入手来达到最低成本水平的要求。林东升.浅论施工项目成本控制.中国高新技术企业,2009(03):3-42.责、权、利相结合的原则要想使项目成本控制方法真正发挥及时且有效的作用,应该严格按照经济责任制的要求,认真贯彻责、权、利相结合的原则。项目经理各部门以及施工队等成员在肩负施工项目成本控制责任的同时也要享有成本控制的责任,而且项目经理要对各部门及班组在施工项目成本控制中取得的业绩进行定期检查和考评,采取节奖超惩、工资与业绩挂钩的方法。易承鹏.浅谈施工企业的项目成本控制.金融经济(理论版),2007(09):1913.全面控制原则28 施工项目成本控制全面控制原则包括两方面涵义,即全员控制原则和全过程控制原则。(1)全员控制原则施工项目的任何成本都是人的某种作业的结果,施工项目成本是一个涉及到经理各部门、施工班组、及每个职工切身利益的综合性很强的指标,王昀.中小企业成本管理的问题与对策.现代企业文化,2008(06):100-101因此仅仅依靠项目经理和专门的成本管理人员的努力是不能达到预期效果的。只有提高每个人的项目成本控制的积极性,实现全员参与成本控制才能最直接最有效的控制施工项目成本。(2)全过程控制原则对施工项目建设时发生的各种控制应有始有终,即应在施工投标开始到竣工交付使用后的保修期结束的项目的整个周期都应加强项目成本控制,使项目成本一直处于有效的控制之中。综合来看,全面控制原则就是每个人在施工过程每个阶段履行属于自己的项目成本控制责任形成全员、全过程项目成本控制网络。4.目标管理原则目标管理是管理工作的一项基本技术和手段,项目成本控制也要遵循这个原则。它将计划的方针、任务、目的以及措施等逐个加以分解,并将进一步的要求分别落实到各部门、班组甚至个人。这样就可以使责任部门及个人明确责任范围,有利于考核并及时发现实际成本与计划成本产生差异的原因而采取纠偏措施。目标管理的基本思路就是计划(Plan)、实施(Do)、检查(Check)、处理(Action)即PDCA循环。覃春华.浅谈工程项目成本管理方法.现代工程项目成本管理方法.现代企业文化,2008(06):99只有将项目成本控制置于良性循环之中,目标成本才能顺利实现。2.2施工项目成本控制的方法2.2.1一般成本控制的方法成本控制是为了实现成本管理的目标而采取的措施,目前国内外一系列成本控制的方法主要有:目标成本管理、标准成本管理、责任成本管理、战略成本管理、全面成本管理、挣值分析法等,其主要内容是:目标成本管理:企业根据客户能接受的价格来确定产品的售价及目标利润,然后再确定目标成本。涂石裕.浅谈工程项目施工项目成本与效益管理.广西城镇建设,2009(01):122-123强调以产品设计阶段为中心,用目标成本控制产品的设计方案满足技术使用、经济合理的要求,结合企业各部门管理职能,以综合降低成本为目标而实施的成本管理方法。28 标准成本管理:以科学的方法预测在正常和高效的运转情况下,生产产品消耗的成本支出。王延琨.谈现代工程项目管理的组织创新.山西建筑,2009(07):221-222企业定期将实际成本与标准成本作比较,对存在重大差异的项目采取补救措施,达到控制成本的目的。对于大多数施工企业,标准成本制度通常分三步:标准成本的制定;对差异的计算分析,对差异和产生差异的原因深入研究,最终落实到责任单位;依据分析结果采取合适的措施进行纠正。责任成本管理:在企业内部划分若干责任中心,在项目组织内部各责任中心分解项目预算内容,以确定不同层次的“责任预算”,从而明确其责任成本,再对他们分别负责的经济活动进行规划和控制的管理活动。游学勇.浅谈我国项目管理中的成本管理.科海故事博览·科教创新,2009(02):51,56战略成本管理:英国学者肯尼斯·西蒙兹最早提出的战略成本管理,战略成本管理指企业在提高竞争优势的同时进行的成本管理,它将企业战略与成本管理结合起来,把企业的成本管理提升到企业战略的层次上,在战略角度对企业的生产运作总体的成本进行了解、控制乃至改善,进而寻求并创造企业的长期竞争优势。王永立孙建.施工成本控制是建筑施工企业发展的重中之重.科技信息,2009(02):225随后出现的供应链管理和价值链成本管理等新模式,是成本管理的理论进一步发展。全面成本管理:以成本管理的科学性为依据,应用现代的企业成本运作规律,建全员参与的,贯穿企业管理全过程的全面成本管理体系,调动全员积极性,让各部门员工自主的产生不断降低成本的意识,使企业的生产管理和组织运作处于最低成本状态下。2.2.2施工项目成本控制的新方法为解决XX公司项目成本控制中存在的一些问题,本文将针对一些重点项目成本控制的问题给出应对方案,因为中小施工企业能够应用科学理论进行项目成本控制的很少,而且可能用到的项目成本控制理论是更适合于制造企业的。XX公司对事中控制并非太重视,所以本文将利用挣值分析法—典型的项目成本执行情况度量法与企业项目成本控制挂钩来解决项目的成本、进度的综合控制问题,这是弥补企业只重视事后控制的有效方法。挣值分析方法是指施工项目成本控制的基本原理是根据提前制定的控制标准,在工作过程中定期的将实际成本和进度同控制标准进行比较分析,并连同其他可能发生的改变,及时地采取必要纠偏措施,修正或者更新项目的计划,再预测施工项目完成时的项目成本是否会超出预算、进度是提前或是落后。挣值分析法是施工项目成本及进度的综合度量和监控的有效方法。本文将最佳经济进货批量模型应用于XX公司项目成本控制中,主要针对该公司材料采购时的进货批量和时间相关的成本进行有效控制以及用监督和激励机制来说明有效的激励机制不仅会降低项目成本,还能提高施工项目的质量、缩短施工项目的工期。28 总之,本文将会针对XX公司目前项目成本控制的问题,提出适合于XX公司项目成本控制的理论依据,力争使公司实现公司缩小成本,提高公司利润空间和在本地区的竞争力以及持续发展的能力。28 第3章XX公司的施工项目成本控制的实证分析3.1调研说明对于本次课题的研究,主要针对该公司经理、材料采购人员、施工人员进行了有关施工项目成本控制的访谈,并且自己在施工现场进行了观察。对公司经理(因为公司比较小,也是每次承揽工程的项目经理)进行访谈时,针对公司在施工项目成本控制的整体情况进行了了解;对材料采购人员进行访谈时,主要针对材料采购方面的成本控制进行了了解;对施工人员的访谈,主要针对人工费用相关方面进行了了解;对会计人员的访谈,主要针对平时是否注重检查计划与实际是否发生偏差等问题进行了解;自己在施工现场进行观察,主要针对施工人员的工作状态、材料及机械的使用等方面进行了大致的了解。通过访谈以及亲自观察,认识了XX公司的施工项目成本控制的现状。3.2XX公司施工项目成本控制现状XX公司没有针对每个施工项目制定专门的成本控制方法,但该公司管理人员凭借丰富的经验为公司赢取了利润。见附录一:XX公司经理—访谈第5个问题在此介绍一下该公司的与施工项目成本控制相关的管理方法。管理人员没有用科学的项目成本控制理论进行管理的意识;项目经理负责给员工下达任务,大家各自完成自己的任务即可,对于一些看似大家都有责任,责任非很清楚的问题出现过无法追究责任的情况,公司有一些简单的规章;见附录一:XX公司经理—访谈第2、3个问题该公司和施工队互相选择,曾与公司合作的施工队伍会联系该公司,也存在公司主动联系施工队情况,出于工程质量的要求,会谨慎选择;有将工程分包给其他施工队和直接对施工队员工工资按日计算,即每位员工都是死工资,价格就是这个地区的市场价格,公司没出现过拖欠工人工资的现象;见附录一:XX公司经理—访谈第7、8个问题对施工方案,相关人员会制定多套方案,择优选用;见附录一:XX公司经理—访谈第11个问题对于材料的购买由公司经理决定供货商,经过推荐,经理也曾对其进行考查,由材料员采购,材料采购入库时经理有时间会亲自核查材料的数量、质量、规格,没时间会由施工队主管核查一下,总是保证材料的充足供应,大量材料在现场堆放;见附录一:XX公司经理—访谈第12个问题所有材料都是公司采购施工队直接领用,对于平时用的小型工具下班前都会统一放置好,像钢筋这类收拾不太方便的,晚上放置在施工现场,晚上安排值班进行看管;见附录二:XX公司材料采购人员访谈第5个问题28 对于机械的管理,为了减少浪费,如果能满足施工要求能用小型机械会优先考虑小型号,能选对机械很重要,如果已经用不到的机械会及时退租,机械进场时是根据开工的具体要求陆续进场的,重视进场前机械的检查、维修,施工过程中机械出现问题了会找人进行修理;见附录一:XX公司经理—访谈第16、17个问题公司有专门的食堂,公司经理为了业务经常在外参加应酬;公司的财务人员负责简单的登记账目工作,因为由于并不了解建筑方面的知识,平时不太能配合项目经理进行一些测算,项目经理会在施工前做好预算,会估测该项目的利润,平时没有结合财务人员对项目进行核算,到工程结束会进行最终核算,所承揽过的项目都处于盈利状态,盈利额低于最初估测的利润;见附录一:XX公司经理—访谈第20个问题公司曾因为业主的要求和合同的要求有冲突,跟业主进行谈判并获得了额外的价款,相当于索赔所得,这样减少了公司的损失。强调一下笔者在施工现场所观察的,野外作业,大家忙着施工,有非施工人员出现在施工现场。3.3XX公司在施工项目成本控制中存在的问题根据对XX公司相关人员访谈结果,并结合了一些相关施工项目成本控制的理论资料,发现该公司在施工项目成本控制方面存在一下一些问题。1.项目成本管理粗放公司在承揽每个项目时只是项目经理在安排工作人员的一切任务,有的只是一些简单的规章而已,并没有针对每个项目都来编制合理的、具体的项目成本控制措施,只是在凭借经验进行管理,所采取的某些方法确实也起到了控制项目成本的作用,最终公司确实也获取了盈利,但利润还确是不可控的。或者是虽然公司小,所承揽的工程规模相对较小,可能管理上比较简单,但是没有明文规定一个项目的成本控制方法,只是下达命令,让工作人员认为项目的效益与自身无关,出现基层管理松懈的现象,造成管理者制定的项目成本目标根本无法落到实处。在企业规模小时凭借经验或许能获得的利润,但一旦想做得更大,企业具有一定规模后,没有一个科学的、有明确规章制度的项目成本控制方法是行不通的。2.责、权、利不清项目工作人员的责、权、利含糊不清,大家干多干少、干好干坏一个样都是死工资,造成的损失没有人愿意负责,表现好的也没有奖励,导致大家的工作积极性不高;有甚者认为施工项目成本控制时项目经理和财务人员的事儿,见附录二:XX公司材料采购人员访谈第8个问题职责不清,因而在项目成本控制时并没有实现全员控制。28 3.财务人员工作过于简单,施工项目成本缺少有效的过程控制成本的算与项目的干相分离、脱钩的,施工技术人员偏重于抓施工进度和质量,对项目成本关注不足,统计成本的财务人员又不掌握工程的进度情况,基本上是各干各的;而且大部分是干完后才进行核算,项目成本才反映出来,导致很难进行分析比较,不能及时的对成本信息进行反馈和应对,导致不能及时发现项目成本控制中根本问题及产生问题的原因,没能采取有效措施降低成本,使效益大量流失,起不到控制成本的作用。因为算与干相互分离,以及材料是多批次采购连续使用的,不同的结构物同时施工,加之财务人员水平有限,很难准确折算出已完工工程量,导致不能及时统计准确的数据,或者是算的出数据,应付了事,准确度不高,核算也失去意义。这样事后算账,即使发现亏损也晚了,反映出企业对于项目成本缺乏过程控制。4.忽视施工项目的工期成本控制工期成本是为实现合同工期目标而采取相关的措施而发生的一切费用。施工企业能否按合同工期目标完成工程是其取得信誉的重要条件之一,每项施工项目都有其工期要求,要保证工期通常会引起施工项目成本的变化。XX公司对工期成本的重视不足,虽然项目经理对工期有明确要求,但也尚未对其进行深入研究,出现过前松后紧的状况,导致赶工期额外增加工程成本的现象。5.材料成本控制失控,管理费用控制不积极材料采购并没有采用招标的方法,而是通过领导和关系单位来确定供应商,没有建立供应商信誉等级资料,买价占了材料成本的绝大部分,但这部分恰恰做得不足。对于领料也没有明确规定,对不易保管零星材料管理不当,材料不是源源不断地充足供应就可以,出现过材料过剩浪费现象,见附录二:XX公司采购人员访谈第11个问题增加了资金的占用。材料费用占整个工程费用的60%-70%,而且只要有一个环节做的不妥,都会造成项目成本的增加。对于业务招待费等费用的控制不力,没有节约意识。3.4XX公司施工项目成本控制存在问题的原因分析为了更好的给XX公司提出一些有价值的施工项目成本控制的方法,首先针对该公司施工项目成本控制的存在的问题进行剖析,找出引起问题的原因,才能从根本上解决问题。引起问题的原因主要有:1.项目管理人员对项目成本控的监管不力28 该公司管理者没从根本上认识到项目成本控制不只是管理者及财务人员才应该做的,见附录三:XX公司施工人员访谈第10个问题任何人都可以为企业的收益作贡献,不仅仅是让大家被动的接受任务,而是让项目中的每位成员都主动有控制项目成本达到节约的意识。项目人员岗位职责不明确,缺少有效的监督机制,现在项目内部存在一种现象,看似大家分工明确,各司其职,但实际上各行其是与管理脱钩,项目成本控制是要进行统一的控制,是要对质量、成本、工期、进度的综合考虑,不能控制了这方面成本却增加另一方面成本,最终还是达不到降低项目成本的要求。2.没形成一套完善的责、权、利相结合的施工项目成本控制机制任何形式的管理活动都应建立责、权、利相结合的管理机制才会取得预期效果,项目成本管理也不例外。该公司没有很好的将责、权、利相结合,没形成一个有效的控管理体系,见附录三:XX公司施工人员访谈第3个问题因此也发挥不了有效的过程控制,干的好的、坏的都一个样,施工人员都是死工资,带动不了工作热情,相应的项目成本目标难以实现。3.运用科学方法进行项目成本控制的意识淡薄项目成本过程控制遵守动态原则的体现,忽视过程控制是项目成本失控从而导致利润失控的主要原因。事前的种种控制是为以后做铺垫,事后进行控制已不能从根本上解决问题,因为项目亏盈已定,所以过程控制是决定企业收益的关键因素,管理人员在运用经验管理的同时,并没有考虑一些科学的理论作为管理的工具,虽然采取了经验性的项目成本控制措施但并算不上最优的,大大缩减了企业的利润空间。4.施工项目成本控制办法不完善XX公司的施工项目成本控制办法并不完善,只是简单的规章制度,至于做到那种程度并没有提及,甚至由谁什么时候做也不知道,这也是造成大家认为施工项目成本控制与自己关系不大的原因,只是一些空洞的理论,对实际的施工项目成本控制起不到多大作用。而且还有些施工项目没有成文的管理办法,在实际中只是靠多年的经验去运作,这样的项目是不能达到预期效益的。缺少有效的施工项目成本控制办法是造成其成本控制混乱的重要原因之一。每承接一项工程项目都要根据项目本身的特点,制定针对性的项目成本控制方法,并且应该是切实可行的办法,是项目成本控制有章可循、有据可查,并收到良好收益。28 第4章完善XX公司施工项目成本控制的对策企业不能坐等外部环境的改善而达到赢得更多的利润,因为社会在发展,竞争会是越发的激烈,所以企业应通过自身的努力,在加强企业施工项目成本控制,尽可能挖掘内部潜力上下功夫。针对XX公司施工项目成本控制现状中存在的问题,制定了一系列项目成本控制的改进措施,以期降低项目成本,提高公司盈利水平。(一)提高全员项目成本控制意识要想全面节约成本,只能靠提高全员的节约意识来实现。从项目管理人员到普通的施工队人员,都应灌输项目成本控制意识,现在XX公司最棘手的是项目管理者应首先认识到项目成本控制不仅仅是自己的事,全体工作人员不应该总是被动完成任务,而应该有主动控制项目成本的意识。管理人员应定期对员工进行项目成本节约的教育,提高专业人员素质,充分发挥每个人节约成本的积极性和主动性,使施工项目成本控制在项目团队内部广泛开展,做到施工项目成本控制环环相扣,这是实现项目成本目标的重要保证。(二)建立标准的责权利相结合的管理体制XX公司所有人员应以项目经理为领导核心,以管理人员和施工队全体为施工项目成本控制的主体,对成本管理体系中每个人的工作职责、范围都作明确的规定,赋予相应的权利,从而充分有效的履行自己的职责,对于为成本控制做出贡献的予以奖励,给公司带来损失的予以惩罚,彻底打破过去该公司出现的干好干坏、干多干少一个样的格局,使项目成本控制工作做到责、权、利没空白,没重叠,事事有人管,责任都有人担,一切有章可循,杜绝损失没有人负责,成本控制做得好的又没有奖励的现象,便于形成责、权、利相结合的项目成本控制体系,能够调动全体人员的主动性、积极性,让项目的全体工作人员为项目成本控制做贡献。张建海.公路施工程施工成本控制与管理.甘肃科技纵横,2009(01):129,133(三)财务人员应提高业务素质,更好的为项目经理服务针对该公司财务人员的工作范围提出的建议:财务人员也应学习施工企业生产经营的知识,同时也要了解管理会计的知识,掌握最优批量、零库存等知识应用于施工企业的成本控制,制定科学合理的成本控制目标,使项目经理作出有利于降低项目成本的决策。(四)加强材料成本控制28 选择供应商确定合理的进货时间和批量材料的验收、保管、领用材料成本控制针对XX公司材料成本控制出现的问题,主要从以下三个方面给出解决措施:1.选择供货商材料费用占工程成本的60%~70%,直接影响着施工项目的成本和效益,因此材料的成本控制对施工项目成本控制有决定性作用。对材料的采购费用主要由采购人员控制,选择供应商非常重要,采购人员要对所购材料的市场行情进行调查,对供货商进行考察,并建立合格供货商名册,对于大宗材料的采购要采用招标方式、货比三家,从建立在册的供货商中选定,在确保质量的前提下,择优选购,尽可能争取最低价;采购大宗材料尽可能从生产厂家直接进货,减少中间环节材料成本的增值,而且有质量问题还可以直接追究其责任;遵守就近原则选取供货商,再加上合理组织运输,选用最经济的运输方式,从而降低运输成本。2.确定合理的进货时间和批量该公司应注重采购时间和批量的确定,尽量避免材料剩余和短缺误工的情况。合理的材料的采购时间和批量很重要,不仅可以满足施工现场材料的供应,还可以降低储备不以存货形式存在占用大量的资金,大批量采购还能获得供货商提供的优惠政策,也能减少采购费用,又是节约成本的一种措施。在采购时间的选择上,对于工程急需的材料,要尽快采购;对于暂时不用的材料一定要根据施工过程中材料的需求状况,编制材料需求计划。一般情况下,可应用经济批量模型来确定每次采购数量。即如果已知材料的总需求量、每次进货的费用、单位材料的储存成本,可以按下面的公式计算最佳进货批量:Q=(4-1)付广杰.工程施工阶段的成本控制.辽宁经济,2008(09):78其中:Q-----最佳进货批量A-----材料总需求量B-----每次进货费用C-----单位材料的储存成本28 推导过程如下:材料相关总成本=相关进货费用+相关储存成本=进货次数*每次进货费用+平均库存*单位储存成本即:TC=TC对Q进行求导,导数为零的点,即采购批量为最佳(TC)ˊ=-=0Q=如果采购的数量达到供货商规定给予优惠的条件,此时应认真比较因享受优惠而节约的采购价款和采购费用与因此而增加的材料储存费用大小关系,再做决策。如果在享受优惠时,节约的总费用大于增加的总费用,则按照给予优惠时的批量采购。反之,则按照非优惠时的最佳批量采购。参考公式如下:节约的材料价款及采购费用:C=PKA+(4-2)增加的材料储存费用:C=(4-3)吴俊.公路施工项目部对工程成本控制浅谈.山西建筑,2009(07)其中:P------非优惠材料价格K------折扣率A------材料总需求量B------每次进货费用Q-----最佳进货批量Q------享受优惠时进货批量推导过程如下:未享受优惠条件时:材料相关总成本=进价成本+相关进货费用+相关储存成本TC=PA+享受优惠条件时:材料相关总成本=进价成本+相关进货费用+相关储存成本TC=P*(1-K)*A+TC-TC=(PKA+)-()即选哪个进货批量就是比较PKA+和的大小合理订货点则根据材料消耗率和材料的在途时间决定。再订货点=材料消耗率×材料的在途时间XX公司可参考上述建议并结合自身丰富的经验进行材料的一系列管理,尽量避免材料成本控制失控的现象。3.材料的验收、保管、领用28 严格材料的进场验收,各种材料进场时,必须要准确的计量,看是否发生耗损或短缺,如果发生,要查明原因,明确责任。现场要合理堆置材料,以免材料堆置不合理,给领用造成不便,影响进度。加强材料的保管,现场进行清点,经常检查材料的用途去向,防止材料丢失,尤其是在施工时,最好派专门的人员进行巡视监督整个施工现场,防止外来人员进入,造成材料失踪不明,加强边角料的利用,降低材料损耗。材料领用要严格执行限额领料制度,发料时要准确进行计量,避免出现多发或少发现象,严格控制材料浪费。在材料的使用过程中,对于那部分小型及零星材料(铁丝、铁钉等)采用以钱代物、包干的方法进行控制。根据计算出的材料用量,折算成现金,每月结算时发给施工队负责人,施工队需要用这些材料时,直接从公司购买,超支部分由施工队自负,节约部分也归施工队所有,这样就可以将这些相对不易保管、用料比较自由的材料费用由施工队控制,责任落实到个人,利益跟自己挂钩了,施工项目成本控制也就能够引起大家注意,并能主动进行控制。总之,XX公司管理人员应认识到材料费用控制的重要性。材料费用占整个项目成本的60%-70%,材料费用的节约会影响到整个项目的节约,并且材料费用有较大的节约潜力,是施工项目成本控制的关键。(五)机械费用及管理费用的控制公司对机械费用控制的还算可以,但还是有需要加强的地方,公司应强化设备的维修和保养,提高设备的完好率,以防经常性修理和大修理的费用开支,可以充分利用每个人的施工间歇时间以及雨天停工时间,有计划的安排设备的保养和维修,为项目成本控制做贡献。李赢.成本企画在我国建筑施工企业的应用研究.四川经济管理学院学报,2008(04):10-12另外业务招待费应明确,一般性的接待可以安排在公司食堂用餐,而且在外被招待时的一些贵重的成条的烟也没必要太浪费的忘带走,完全可以当做奖励发给施工人员,可以提高施工人员的积极性,对项目成本控制也能起到作用。(六)加强过程控制有效方法—挣值分析法针对XX公司重视事后核算而忽视过程控制,在此介绍挣值分析法,挣值分析法又称偏差分析法,是对项目的进度、费用进行综合控制的一种有效、最成熟的方法。要求项目管理人员在施工项目的控制过程中及时发现项目执行计划发生的偏差,及时予以纠正,需要对施工项目执行情况进行经常性、有效的测量。否则,即使是小的偏差,也有偏差越累计越大的可能,造成项目成本的失控。挣值分析法的运用是要了解它的三个基本要素、四个评价指标、挣值曲线。1.挣值分析法的三个基本要素朱刚.论施工成本管理.科技信息,2009(02):243(1)计划工作量的预算成本(BCWS,BudgetedCostforWork28 Scheduled),即根据进度计划和预算到某一时点时应完成工作量所投入的资金累计值,就是项目在实施中在某个阶段项目计划要求的应完成工作量的预算费用。BCWS=计划完成工作量×预算单价(4-1)(2)已完成工作量的预算成本(BCWP,BudgetedCostforWorkPerformed),即预算到某一时点时已完成工作量所投入的资金累计值,就是项目在实施中在某个阶段项目实际完成工作量的预算费用。BCWP即为挣值。BCWP=实际完成工程量×预算单价(4-2)(3)已完成工作量的实际成本(ACWP,ActualCostforWorkPerformed)指到某一时点时已完成工作量实际花费的总金额。ACWP=实际完成工程量×实际单价(4-3)2.四个评价指标韩爱君.如何控制建筑工程项目施工成本.内蒙古科技与经济,2008(10)(1)费用偏差(CV,CostVariance)指在某检查点已完成工作量的预算成本(BCWP)与已完成工作量的实际成本(ACWP)之间的差异。CV=BCWP-ACWP(4-4)当CV是负值时,表示成本处于超支状态,即实际成本超出了预算成本,说明成本亏损,项目成本控制效果不好;当CV是正值时,表示成本处于节约状态,即预算成本高于实际成本,说明成本有盈余,项目成本控制效果良好;当CV为零时,表示实际成本与计划成本相持平。(2)进度偏差(SV,ScheduleVariance)指在某检查点已完成工作量的预算成本(BCWP)与计划工作量的预算成本(BCWS)之间的差异。SV=BCWP-BCWS(4-5)当SV是负值时,表示项目项目实施处于落后状态,即已完成工作量低于计划完成工作量,说明任务的实际进度慢于比较基准进度;当SV是正值时,表示项目实施处于超前状态,即已完成工作量高于计划完成工作量,说明任务的实际进度快于比较基准进度;当SV为零时,表示实际进度与比较基准进度相吻合。(3)费用绩效指数(CPI,CostPerformedIndex)指已完成工作量的预算成本(BCWP)与已完成工作量的实际成本(ACWP)之间的比值。用其判断预算的执行情况。CPI=BCWP/ACWP(4-6)当CPI小于1时,说明成本超支,即实际成本高于预算成本;当CPI大于1时,说明成本节支,即实际成本低于实际成本。(4)进度绩效指数(SPI,SchedulePerformedIndex)指已完成工作量的预算成本(BCWP)与计划工作量的预算成本(BCWS)之间的比值。用其判断进度的执行情况。28 SPI=BCWP/BCWS(4-7)当SPI小于1时,说明进度落后,即实际完成的工作量未达到计划工作量的要求,当SPI大于1时,说明进度提前,即实际完成的工作量超过计划工作量。除CPI和SPI之外,挣值分析法的其他要素和指标均以货币为单位,费用偏差(CV)表示因费用支出造成项目成本与计划产生差异,进度偏差(SV)表示因进度的提前和落后造成项目成本与计划产生差异。3.挣值曲线如果公司有此条件的话,可以借助挣值曲线进行分析企业施工项目成本控制的情况。竣工成本差异检查点计划完成工期实际完成工期已完成工作量的实际成本ACWP竣工进度差异计划工作量的预算成本BCWS成本本进度成本偏差CV进度偏差SV已完成工作量的预算成本BCWP图4—1挣值曲线覃春华.浅谈工程项目成本管理方法.现代工程项目成本管理方法.现代企业文化,2008(06):99最理想的状态是三条曲线能够重合,在实际操作中三条曲线能够很紧凑,并且平稳上升,表示项目的实际走势跟所预期的一样,如果离散程度很大,说明项目的实施过程中存在着问题。游学勇.浅谈我国项目管理中的成本管理.科海故事博览·科教创新,2009(02):51,56如上图所示,ACWP在BCWP之上,说明成本处于超支状态,反之,项目处于节约状态;BCWS在BCWP之上,说明进度处于落后状态,反之,进度处于超前状态。XX公司的项目经理应结合以上挣值分析的要素、指标、曲线对所承揽的施工项目,根据项目的整个工期确定分次检查项目的时间间隔,时间偏长可以以月为标准,时间偏短可以以周为标准,由管理人员自行决定,只要能够有效控制施工项目成本就可以。在项目实施时,项目经理和财务人员应该定期收集施工进度的信息、项目成本信息,并将实际进度与计划进度、实际成本与预算成本进行比较,从而发现进度是提前还是落后,28 成本是超支还是节约,一旦发现不利偏差,分析原因,并采取纠偏措施,使施工项目成本限制在计划成本范围内,这是遵循动态控制原则的过程,保证项目最终按规定工期完成。希望XX公司的管理人员能够在用自身经验进行管理的同时参考以上建议,希望能对公司以后的施工项目成本控制有作用。28 结论为解决建筑施工企业利润下滑的问题,施工企业必须努力降低施工项目成本。本文依据项目成本控制理论对XX公司的施工项目成本控制现状进行了分析,指出了XX公司施工项目成本控制中存在的问题,如项目成本管理粗放,责、权、利不清,财务人员工作过于简单,施工项目成本缺少有效的过程控制,忽视施工项目的工期成本控制,材料成本控制失控,管理费用控制不积极等问题,这些问题使得XX公司的利润不可控制。造成XX公司项目成本控制失控的有几点重要的原因,如项目管理人员对项目成本控的监管不力,没形成一套完善的责、权、利相结合的施工项目成本控制机制,运用科学方法进行项目成本控制的意识淡薄,施工项目成本控制办法不完善。了解了该公司的项目成本控制的原因所在,结合项目成本控制理论,给该公司提出了解决对策,如提高全员项目成本控制意识,从项目管理人员到普通的施工队人员,充分发挥每个人节约成本的积极性和主动性,为公司节约成本拓展利润空间做出贡献;建立标准的责权利相结合的管理体制,成本管理体系中每个人的工作职责、范围都作明确的规定,赋予相应的权利,做到奖惩结合;财务人员应提高业务素质,掌握施工企业经营知识及管理会计相关知识,更好的为项目经理服务;对材料成本控制从选择供货商,确定合理的进货时间和批量,材料的验收、保管、领用方面提出措施;另外针对XX公司只重视事后核算,提出挣值分析法,引入了计划工作量的预算成本、已完成工作量的实际成本、已完成工作量的预算成本三个因素,并介绍了挣值曲线的用法。总之,解决XX公司的施工项目成本控制问题,从分析其根本原因入手,针对项目成本控制的薄弱环节提出适合XX公司的成本控制方法,从而实现有效控制施工成本,增加利润的目标。28 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致谢在论文即将完成之际,向我的导师表示衷心的感谢和真诚的敬意。从选题、写开题报告、写详细提纲、写初稿到最后的修改完善都得到了张导师的悉心指导。在自己教学任务繁重的情况下,她仍对论文的每一个步骤都要求非常严格,每次把布置的任务上交后,收到及时回复的时候总是标注着她的修改建议,并且对于我的疑问一一地及时解答,告诉我一些章节应该涉及到的写作内容。张导师对本论文的完成倾注的大量的心血,她严谨的态度让我心生敬佩,我只有以同样认真的态度对待自己的论文才能不辜负老师的付出和要求。抛开论文来说,张导师曾教过我们的中级财务会计,在授课的时候,我问过老师很多问题,她每次都是耐心的、微笑着为我解答,她的回答不仅是问题的答案,更是解决问题的方法和待人诚恳的态度。对于论文的完成,我还要由衷的感谢XX公司的领导和工作人员,他们在我搜集资料进行研究的过程中给予了大力的支持和帮助,对于我的提问他们直言不讳。在写论文过程中还参考了相关文献,在此也对文献的作者表示感谢。还要感谢我的父母,论文初稿是在家完成的,寒冬里是他们给我创造了一个温暖的环境,让我的写作环境只有暖没有寒。我还要感谢在这四年来对我的培养,感谢在生活、学习各方面都给予我帮助的两位辅导员老师,还有感谢曾经教过我的每一位老师;我要真诚的感谢我的每一位朋友,他们在不同的时间里走进了我的生命,在我无助的时候给予我帮助和鼓励,让我成长了很多,让我感受到友谊的真挚,你们是我一生的财富;最后,我要感谢我认识的所有师生,是你们让我的大学生活变得五彩缤纷,谢谢大家!内部资料,请勿外传!9JWKffwvG#tYM*Jg&6a*CZ7H$dq8KqqfHVZFedswSyXTy#&QA9wkxFyeQ^!djs#XuyUP2kNXpRWXmA&UE9aQ@Gn8xp$R#͑Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5ux^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmUE9aQ@Gn8xp$R#͑Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5ux^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z8vG#tYM*Jg&6a*CZ7H$dq8KqqfHVZFedswSyXTy#&QA9wkxFyeQ^!djs#XuyUP2kNXpRWXmA&UE9aQ@Gn8xp$R#͑Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^G89AmUE9aQ@Gn8xp$R#͑Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5ux^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z8vG#tYM*Jg&6a*CZ7H$dq8KqqfHVZFedswSyXTy#&QA9wkxFyeQ^!djs#XuyUP2kNXpRWXmA&UE9aQ@Gn8xp$R#͑Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5ux^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmUE9aQ@Gn8xp$R#͑Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5ux^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNuGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5ux^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$U*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89Amv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5ux^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$U*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz84!z89Amv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5ux^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$U*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!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