1、Contract Title 合同标题Shanghai Secco Petrochemical Company Limited上海赛科石油化工有限责任公司Integrated Project Management Team一体化项目管理组Caojing, Shanghai, P R China中国 上海 漕泾Document Title 文件标题PROCUREMENT COORDINATION PROCEDURE采购协调程序PR-00-PIJ-PO-0008A00 Approved 已批准 Kong XQ 28/3/03 Andy F 28/3/03Issue Rev版本号Issue or R
2、evision Description签发或版本说明Origin by始发人Date日期Check by审核人Date日期Approve by批准人Date日期Approve by批准人Date日期This Document is Owned by 本文件持有人 Kong Xiaoqiang/ Andy Ferrier IPMT AuthorityIPMT 授权批准Procurement Coordination Procedure采购协调程序PR-00-PIJ-PO-0008+A00 Page 2 of 11 28/03/03SECCO Procurement Coordination Pr
3、ocedure 赛科采购协调程序 1.0 PURPOSE 目的This Procedure defines the procurement organization, scope and operational interfaces following SECCO IPMT re-organization in preparation for the Project entering into the Execute Phase.本程序对赛科项目进入实施阶段、在 IPMT 机构重组后的采购方面的组织机构、工作范围和执行界面管理等进行了规定。2.0 Background 背景The IPMT O
4、rganisation was based on a matrix of Functional Departments and Project Execution teams reporting to the SECCO Project Director and Deputy Project Director up to the time EPC and EP+C Contracts were awarded. The Functional Departments comprised HSE, Implementation, Technical, Construction, Project C
5、ontrols, Procurement and Administration, each headed by a Department Director and Deputy Director. 在 EPC 和 EP+C 合同签定之前，IPMT 组织由各职能部门和项目执行团队混合而成，它向赛科项目的主任和副主任报告。所称职能部门包括 HSE 部门、实施部、技术部、建设部、控制部、采购部、行政部， 每个部门由部门主任和副主任领导。The five Project Teams comprising Olefins, Styrenics, Polyolefins, Acrylonitrile an
6、d OSBL are each headed by a Project Manager, reporting directly to the Implementation Director. Each Project Team comprises representatives of the Functional Departments, who have a direct reporting relationship with their respective Project Manager for day-to-day activities, in addition to a compli
7、mentary relationship with their respective Functional Department Director to ensure compliance with SECCO policies and procedures and for consultation on matters of functional expertise.五个项目组包括烯烃，苯乙烯、聚烯烃、丙烯腈和公用工程， 一个项目经理负责领导一个项目组，向实施部主任报告。每个项目组含有各职能部门的代表，这些代表负责向各自的项目经理报告每日工作活动，从而达到项目目标。这不但使他们与各自的职能部
8、门主任可以保持密切的联系，也使他们帮助各自的项目经理遵守赛科的政策和程序，并且可以就具体问题询问职能专家At entry to the Execute Phase of the project the IPMT is changing its structure to be more effective for the detailed engineering and construction phase.随着项目步入执行阶段，IPMT 正在进行结构调整，使详细设计和施工阶段的工作更有效地进行。The IPMT will continue to be led by a Project Dire
9、ctor and Deputy Project Director who are accountable to the SECCO Board of Directors for the overall execution of the Project in accordance with the approved goals, strategies and SECCO policies. The IPMT will be organized into four primary groups Procurement Coordination Procedure采购协调程序PR-00-PIJ-PO
10、-0008+A00 Page 3 of 11 28/03/03comprising an EPC Implementation Team, Core Functional Departments; a Support Organization with services provided by AMEC; and an Assurance Team.IPMT 将继续由项目主任和副主任领导，他们根据已批准的目标,策略和赛科政策,就项目的总体执行向赛科董事会负责。IPMT 将被整合为四个主要部分，包括一个 EPC 执行组； 核心职能部门； 一个由提供服务的 AMEC 支持组；和一个保证组。The
11、EPC Implementation Team will be the primary body accountable for the execution of the detailed engineering; construction; and commissioning assistance. This team will be led by an EPC Director reporting to the PD/DPD. Reporting to the EPC Director will be the Project Managers for the five packages a
12、nd four support groups: Project Coordination; Process Technology; Construction; and Engineering Services. EPC Implementation Team will be accountable for the execution of the project in accordance with the plans, strategies and specifications developed for the Project. On significant EPC matters the
13、 two Project Directors will work directly with the EPC Director to approve Execution Strategies, Engineering and Specification matters. Also as part of the Implementation organization supporting the EPC Director but reporting directly to the PD/DPD will be the functions of Procurement, Controls, Adm
14、inistration and HSE. EPC 执行组是主体，负责详细设计的执行，施工和调试协助。 由 EPC 主任领导，并向项目主任和副主任汇报。 五个包的项目经理和四个支持小组：项目协调；工艺技术，施工和设计服务，向 EPC 主任汇报。此 EPC 执行组根据迄今为止项目已制订的方案，策略和规范负责项目的执行。对于重要的 EPC 问题，两个项目主任将与 EPC 主任共同批准设计和规范。同样，作为执行组的一部分，采购，控制，行政和 HSE 等核心职能部门不但要支持 EPC 主任而且要直接向项目主任和副主任汇报。 The “Support Organization” under contrac
15、t from AMEC will provide specific services to the IPMT, which will include:支持组将由 AMEC 担当，为 IPMT 提供各种具体的服务， 包括： Document Management 文件管理 Materials Management Control System (on non-EPC contracts of the Project)材料管理 系统( 项目的非 EPC 合同部分) Quality Management Systems and Assurance and,质量管理系统和保障与， Other serv
16、ices including the provision of a number of people to work directly in the other parts of the IPMT.其他服务，包括提供在 IPMT 其他部门工作的人员.The Assurance Team will be led by an Assurance Director, who will have six directors reporting to him and with specific responsibilities for: 保证组由保证主任领导，接受六个主任的汇报和负责以下具体工作：Pro
17、curement Coordination Procedure采购协调程序PR-00-PIJ-PO-0008+A00 Page 4 of 11 28/03/03 Engineering 设计 Procurement 采购 Construction 施工 Controls 控制 Project Management 项目管理 HSEQ Assurance 健康 ,安全与环境质量保证The role of this organization is to provide support to the IPMT and assurance that the SECCO project meets th
18、e project objectives in accordance with all Board directives. The team will report to the Board any areas where the IPMT is not in compliance with SECCO procedures, implementation strategies or with Board approved directives for the IPMT. The Assurance team will have the authority and funding to con
19、duct independent reviews / audits and if necessary to intervene or stop activities that will have the potential to cause damage to the SECCO project or the reputation of the SECCO shareholders. 此小组的职责是为 IPMT 提供功能上的支持，保证赛科项目达到项目的目标和所有董事会的指示。 在任何方面 IPMT 与赛科程序、实施策略或与董事会作出的指示不一致时，小组将向董事会进行汇报。保证组有权利和资金来进
20、行独立的审查 /审核， 如有必要，介入/暂停任何可能对赛科项目或赛科股东的声誉造成损害的行为。 3.0 PROCUREMENT ORGANIZATION 采购组织结构3.1 For Functional Procurement organization (including Procurement Core Team, i.e. Procurement Department, Integrity Assurance, Material Management team and contracts and procurement specilists embedded in Project Tea
21、ms ), See Attachment 1: Functional Procurement Organization Chart对于采购功能组结构（包括核心采购组即采购部、一体化保证、材料管理和项目组内的采购专家和合同专家） ，详见附件 1：采购功能组机构3.2 For Assurance Procurement organization (Procurement Assurance Team), See Attachment 2: Procurement Assurance Organization Chart对于采购保证组机构（采购保证部） ，见附件 2：采购保证组机构4.0 PROCU
22、REMENT OBJECTIVES 2) Providing assurance Procurement Coordination Procedure采购协调程序PR-00-PIJ-PO-0008+A00 Page 6 of 11 28/03/03that procurement activities are in compliance with approved SECCO policies, strategies, philosophies and procedures; 3) Identifying, assessing and managing or mitigating issues
23、 / risks before they impact on the Project. For details see Attachment 4.采购保证组的主要工作有：1）支持采购职能组的上述工作； 2）对采购工作符合赛科已批准的政策、策略、流程提供保证；3）在问题 /风险影响到项目之前，确定、评估、管理或减轻这些问题和风险。详见附件 4。6.0 INFORMATION MANAGEMENT / REPORTING 信息管理/报告6.1 Procurement Specialists in Core & Project Teams shall provide weekly and month
24、ly report, regular report on contract and equipment / materials status to Procurement Department and Procurement Assurance Director. Any significant HSE, Quality, Schedule and Cost issues will be reported immediately on a case by case basis.各项目包和采购部的采购人员向采购部领导和采购保证部主任提供周报和月报，以及定期提供合同和设备/材料执行状态。涉及重大
25、HSE、质量、进度和成本的每件问题都应迅速报告。6.2 采购部成员向采购部主任/副主任提供周报和月报，并抄送采购保证部主任。Members of Procurement Department will provide weekly and monthly report to Procurement Directors and copy to Procurement Assurance Director.6.3 采购保证部成员向采购保证主任提供周报和月报，并抄送采购部主任/副主任。Members of Procurement Assurance Team will provide weekly
26、and monthly report to Procurement Assurance Director and copy to Procurement Department Directors.6.4 对于涉及重大 HSE、质量、进度、成本的采购问题，采购部、采购保证部和各项目包应互相通知，达到及时的信息共享。For any significant HSE, Quality, Schedule and Cost issues, Project Teams, Procurement Department and Procurement Assurance Team shall inform e
27、ach other to assure timely information sharing.7.0 Meeting 会议制度 7.1 Procurement Directors and Procurement Assurance Director shall hold a meeting at least once a week, to discuss important procurement issues and possible risks. Project Managers may be invited if necessary. This meeting shall be orga
28、nized by Procurement Directors.采购部主任/副主任和采购保证主任每周至少开一次碰头会，共同讨论赛科采购方面的重大事项和可能存在的风险。必要时邀请项目经理参加。会议由采购部主任/副主任牵头召开。7.2 Procurement Department, Procurement Assurance Team, each Project Team shall hold at least one Procurement Coordination Meeting every two weeks. This meeting shall be organized by Procur
29、ement Assurance Team.采购部和采购保证部与各项目组每 2 周至少组织一次采购协调会。会议由采购保证部牵头组织召开。7.3 Each Procurement group shall inform the other Procurement teams Procurement Coordination Procedure采购协调程序PR-00-PIJ-PO-0008+A00 Page 7 of 11 28/03/03sufficiently well enough in advance in order that the appropriate personnel can ma
30、ke arrangements to attend, when it holds procurement related meetings. 各项目组、采购部、采购保证部召开的与采购有关的会议都应事先充分地通知其它各方，以便其它各部门能够安排合适的人员参加。8.0 Authority 授权Project Teams are authorized to handle daily procurement activity according to approved Procurement Procedures and signed contracts. However, the following
31、 documents shall be sent to Procurement Department for review / endorsement, and at the same time sent to Procurement Assurance Team for review and comment:项目包有权根据赛科已批准的采购程序和已签订的合同处理日常采购事宜。对于以下文件项目包要送采购部批准，并同时送采购保证部供审阅和建议。- Project Contract Execution Strategy / Procedure 采购和合同策略、流程 - Bidding Documen
32、ts including Bidder Lists 招标文件（含投标商名单）- Award Recommendation and Contracts 授标建议书和合同- Variation Orders / Claims 合同变更和索赔- Equipment / Materials Onshore / Offshore Split 设备和材料国内外分交- Tax related issues 涉及税务的所有问题- Contracts Close-out Reports 合同闭口报告- Other documents concerning significant HSE, Quality, Sc
33、hedule and cost 其它涉及重要 HSE、质量、进度、成本的文件Procurement Coordination Procedure采购协调程序PR-00-PIJ-PO-0008+A00 Page 8 of 11 28/03/03Attachment 3 Functional Procurement Activities附件 3 采购职能组工作Key activities of “the Functional Procurement Team” include tendering, contract negotiation / finalization, inspection su
34、rveillance of equipment / materials, materials controls, etc. The Work Scope includes but not limited to: “采购职能组 ”的主要工作包括招投标、合同谈判、设备材料的检验、材料控制等。工作包括但不限于以下范围：(1) Actively promote HSE principles and objectives in Contracts / Purchase Orders. Conduct regular site safety audits.在合同/订单中积极促进 HSE 的原则和目标，并经
35、常进行现场安全检查。(2) Establish good all round working relationship between EPC Department, Core Functional Teams, AMEC Support Team, Assurance Team and Contractors.与 EPC 部门、核心功能组、AMEC 支持组、保证组和承包商建立全面良好的工作关系。(3) Develop and implement SECCO Procurement polices, strategies, philosophies and procedures.制订并实施赛科
36、采购政策、战略、理念和程序。(4) Develop and agree with the individual packages appropriate procurement strategies which complement the execution strategies, and implement such procurement strategies through the provision of procurement services to deliver Project Goals.制定和批准作为各个项目包执行策略一部分的采购策略， 并在提供采购服务的过程中贯彻这些战略
37、以达到项目目标。(5) Develop tender package preparation, participate in tender evaluation, contract award, contract preparation and contract execution. Provide the Procurement and Contracts support in contracts negotiation. Ensure that SECCO policies, strategies and procedures are included in contracts as ap
38、propriate.编制标书文件包、参与评标、授予合同、编制合同、及执行合同。在合同谈判中提供采购和合同支持。确保赛科的所有政策、战略和程序含在相应文件中。(6) Ensure Contracts and Procurement schedule / plans are fully integrated with the Project programme and consistent with design schedule and construction schedule.确保合同和采购进度/计划完全符合项目计划、设计进度和施工进度。(7) Support Finance in esta
39、blishing and implementing SECCO Insurance Strategy.支持财务部制订并实施赛科保险策略。(8) Implement equipment / materials quality inspection.实施设备/材料质量检验。Procurement Coordination Procedure采购协调程序PR-00-PIJ-PO-0008+A00 Page 9 of 11 28/03/03(9) Agree equipment / materials onshore / offshore split with Sinopec Localization
40、 Office and apply for Import License for offshore items.与中国石化国产化办公室就设备/材料国内外分交达成一致、申请进口设备/材料的进口许可证。(10) Support Contractor Customs Clearance and Duty / VAT -exemption application支持承包商通关、申请关税和增值税的减免税。(11) Support Finance in developing Onshore VAT-recoverable Items List and in recovering the VAT.支持财务部
41、对完成国内采购增值税可退税项目清单提供支持。对增值税退税提供支持。(12) Register offshore contracts with MOFTEC and secure the approvals and certification.对需要在外经贸部登记的合同进行登记并得到批准证书。(13) Ensure that Procurement and Contracting activities are subject to appropriate level of review and agreement and that processes are in place to offer
42、an adequate level of control and transparency.确保能够对采购和合同相关工作进行相应的审批，确保按工作流程进行，公开、透明，可以控制。(14) Provide assistance/guidance on all procurement related matters, including assessment, handling of Variation Orders.协助/指导采购事宜，包括评估和办理变更定单。(15) Accountable for Contracts / Purchase Orders Close-out, reviewing
43、 all claims and settlements and orderly hand-over to Operations.负责合同/采购定单关闭、审议所有要求和结算情况、有条理地移交到运营部。In addition to the above, requirements to Procurement Specialists in Project Teams shall be:对项目包内的采购专家的额外要求：(1) Coordinate and handle daily procurement / contracts administration between the owner and
44、contractors including handling of Variation Orders.协调和处理赛科和承包商之间的日常采购/合同管理工作，包括合同变更的处理。(2) Provide regular progress reports on the status of contracts and equipment and materials to Procuremet Department and Procurement Assurance Director.对于合同和设备材料的状态，向采购部和采购保证主任定期提供报告。(3) Develop with Contractors t
45、he VAT-recoverable item lists.与承包商一起完成增值税退税清单。(4) Liaise with the Package Contractor in the preparation of Duty / VAT exemption applications.与承包商一起准备关税/增值税免税申请文件。Procurement Coordination Procedure采购协调程序PR-00-PIJ-PO-0008+A00 Page 10 of 11 28/03/03(5) Track material delivery and ensure completeness /
46、sufficiency and timeliness of supplies.跟踪材料交付，保证按时、保质、保量供应。Procurement Coordination Procedure采购协调程序PR-00-PIJ-PO-0008+A00 Page 11 of 11 28/03/03ATTACHMENT 4 Assurance Procurement Activities附件 4 采购保证组工作Assurance Procurement Activities focus on providing support and assurance that Functional Procuremen
47、t Activities are in compliance with SECCO policies, strategies, philosophies and procedures. Additional specific Assurance tasks include but not limited to:采购保证组（部）侧重于对采购职能组工作符合赛科政策、策略、流程提供支持和保证。另外的保证工作包括但不限于： Establish and implement a co-ordination / interface procedure between Project Teams, Procu
48、rement Department and Procurement Assurance Team. 建立并贯彻一个项目包、采购部和采购保证部之间的协调程序。 Analyse procurement data to identify risks / issues before they become problems and to seek potential opportunities and risks. 分析采购数据，在事情变成问题前对风险和难题进行确认，预测可能存在的机会和风险。 Support and work together with Project Teams, Core Fun
49、ctional Departments and JV Departments to avoid / mitigate problems to ensure good risk managing. 支持项目包、核心职能部门和 JV 部门，共同解决问题和难题和进行风险管理 Engage in establishing / executing a Procurement Audit Plan which offers the necessary level of assurance / compliance and transparency. 参与制订/实施采购审查计划以提供必要的保证/符合和透明度。 Establish and maintain contacts / benchmarking with Shareholders Procurement networks especially in supporting critical equipments / materials quality, delivery management by exerting pressure on manufacturers, and in information gathering and sharing. 建立和维持与股东的采购体系的合作关系，在对
