Research On Risk Control Of Overseas K Construction Projects Of D Company

With the in-depth development of “the Belt and Road”,a wider range of overseas markets are opening up to Chinese companies,and Chinese companies engaged in overseas projects will gain broader space for development.However,there is also a crisis in the development.Due to the increasing number of contractors in various countries,the reduction of infrastructure investment caused by economic difficulties,and the protection of the domestic enterprise market,the competition in the overseas project contract market is becoming increasingly fierce,and the profits are gradually declining,and the industry risks are rapidly accumulating.However,the concept of risk control of many overseas project contractors does not evolve with the change of the situation,and there are generally some problems in project risk control.Therefore,in the current extremely competitive environment,how to better control the various risks in the implementation process of overseas projects,effectively reduce construction costs,improve the ability of risk management and control is very important for overseas contracting enterprises.D Company is a large central enterprise subsidiary specializing in power engineering contracting.Due to the late start of overseas business and the lack of qualifications,D Company is inexperienced in risk management and control of large-scale overseas projects and lacks a set of systematic,scientific and effective risk identification,assessment and control system.The research focuses on analyzing the risk characteristics and causes of K project in Pakistan.Firstly,the project risk was preliminarily identified and screened by questionnaire survey and WBS-RBS method,and the project risk index list was obtained,so as to construct the risk analysis index system of K project.Secondly,scoring the importance of each risk factor by organized experts,and determining the weight of each risk factor with the AHP.Thirdly,constructing the evaluation matrix of each risk factor,fitting the evaluation matrix and weight with the fuzzy comprehensive analysis method,and obtaining the risk evaluation vector of the whole project.Fourthly,calculating the risk assessment results of K project with the maximum membership principle method and weighted average method,and evaluating and analyzing each single risk factor.Finally,it summarizes the countermeasures and detailed measures of the main risk factors in the implementation of K project.It is found that the K construction project in Pakistan is a medium-high risk project.The project management risk,operation risk and economic risk are in the top three among the first-level risk factors.Human resource management,contract management,price fluctuation of production factors,health,safety and environmental protection risks,and project settlement are the major risk factors among the secondary risk factors.It can be seen that most of the risk factors with a high degree of influence come from the internal management of the project from each levels of risk factors.Therefore,D company should especially strengthen project management,improve its own operation level and contract performance ability in the process of implementing K project.The research conclusions can also provide reference for D Company and other related enterprises in the construction process of overseas large-scale projects,so as to effectively deal with the potential risks of overseas large-scale power construction projects and improve the ability of risk management and control.