改革开放以来，我国各行各业得到了迅速的发展，其中物流行业较为突出， 随着物流以及供应链技术的不断发展，工程项目物资管理逐渐获得了重要的应 用。在这种情况和背景之下，做好工程项目物流管理显得尤为重要。 工程建设项目物流理论涉及到的领域和范围较广，主要包括项目管理、工程 管理以及物流管理等领域，并且还涉及到多种交叉学科。从目前国内对于工程建 设以及物流行业的发展情况来看，仍然需要建立一套完整的管理制度。并且，在 制度建立的过程当中需要充分的融入项目物流方案设计，这样可以有效解决现实 中存在的问题。 本文从基本的概念和理论层面入手，结合当前的工程实际项目，重点以物流 管理项目的基本内涵作为要求，在这种情况之下，对该工程项目物流管理的现状 进行分析，总结目前项目中物流管理存在的缺陷，上述缺陷主要表现在：当前物 流管理意识思路不清晰以及材料机械设备采购不严谨，除此之外还包括各种材料 设备的严重浪费等。本文结合上述实际问题进行详细分析，重点在物流管理的基 本方法和管理效率层面，为了充分提升物流管理的档次和服务水平，着重结合采 购物流供应商当中的各种问题展开描述，论文以长白文心广场综合馆工程项目为 案例进行研究，建立相应的管理制度，通过实践证明本文的制度是有效的。物流 行业以及建筑工程行业具有一定的特殊性，在未建立健全管理制度前，长白文心 广场综合馆工程因物资采购管理缺陷引发项目物流管理问题，论文从各个方面进 行深入的分析和讨论，并且重点阐述了长白文心广场综合馆工程目前发展的现状 以及存在的问题，结合上述存在的问题提出有效的应对策略，最终从优化管理的 角度来降低工程的管理费用和损失。通过本文的研究，为项目物流管理相关领域 的研究提供一定的借鉴范本。 关键词：工程项目；物流管理；优化II Abstract Since the reform and opening up, all walks of life in China have developed rapidly, especially the logistics industry. With the continuous development of logistics and supply chain technology, engineering project material management has been gradually applied. In this situation and background, it is particularly important to do a good job in project logistics management. Engineering construction project logistics theory involves a wide range of fields, including project management, engineering management, logistics management and other fields, and also involves a variety of interdisciplinary. From the current domestic engineering construction and logistics industry development, still need to establish a complete set of management system. Moreover, in the process of establishing the system, it is necessary to fully integrate the project logistics program design, so as to effectively solve the existing problems in reality. This article obtains from the basic concept and theory level, combining with the current engineering project, the key to the basic connotation of logistics management program as required, in this case, to analyze the current situation of logistics management in the project, summarizes the defects existing in current logistics management in the project, mainly displays in: the defects of the current logistics management ideas consciousness not clear and material mechanical equipment procurement is not rigorous, serious waste in addition also includes various kinds of materials, equipment, etc. In details in this paper, combined with the practical problems, focus on the basic ways of logistics management and the efficiency of management level, in order to fully promote the class of the logistics management and service level, the various problems on the purchase of logistics providers, with long white paper wenxin square comprehensive gymnasium project as a case study, establish the corresponding management system, through the practice proved that this system is effective. Logistics industry and construction industry has a certain particularity, before did not set up a sound management system, developing grey comprehensive wenxin square pavilion for the procurement management defects lead to project logistics management problems, the paper in-depth analysis and discussion from all aspects, and expounds the changbai wenxin square comprehensive project for the development, present situation and existing problems, combining with the existing problems put forward effective coping strategies, finally from the perspective of optimizing management to reduce the management cost and loss. Through theIII research of this paper, it provides a certain reference model for the research in the field of project logistics management. Key words：engineering project；logistics management；optimizationIV 目 录 摘要............................................................. I Abstract.......................................................... II 第 1 章 绪 论...................................................... 1 1.1 研究背景与研究意义..........................................1 1.1.1 研究背景 ..............................................1 1.1.2 研究意义 ..............................................2 1.2 国内外研究现状..............................................3 1.2.1 国外研究现状..........................................3 1.2.2 国内研究现状..........................................3 1.3 研究内容及方法..............................................5 1.3.1 研究内容..............................................5 1.3.2 研究方法..............................................6 1.4 创新点......................................................6 第 2 章 工程项目物流理论概述........................................ 7 2.1 物流起源与基本概念..........................................7 2.1.1 物流起源..............................................7 2.1.2 物流的基本概念........................................7 2.2 工程项目物流相关概念........................................8 2.2.1 工程项目的概念........................................8 2.2.2 项目物流的概念........................................8 2.2.3 工程项目物流的特点....................................8 第 3 章 长白文心广场综合馆工程项目物流管理现状与问题及成因 ......... 10 3.1 长白文心广场综合馆工程项目概况.............................10 3.1.1 项目简介 .............................................10 3.1.2 工程项目组织 .........................................10 3.1.3 工程项目材料使用情况 .................................11 3.2 长白文心广场综合馆工程项目物流管理中存在问题...............13 3.2.1 采购成本高 ...........................................13 3.2.2 采购效率低下 .........................................13 3.2.3 项目资金利用率低.....................................13V 3.2.4 未建立有效供应链 .....................................14 3.2.5 物资的质量难以控制...................................14 3.2.6 与供应商合作期限短 ...................................14 3.3 长白文心广场综合馆工程项目物流管理问题成因.................14 3.3.1 采购管理体制落后.....................................14 3.3.2 项目物流成本管理意识薄弱 .............................15 3.3.3 项目物流资金管理混乱 .................................15 3.3.4 缺乏统一供应链平台 ...................................15 3.3.5 未建立物资管理平台...................................16 3.3.6 缺乏有效的供应商激励机制.............................16 第 4 章 长白文心广场综合馆工程项目物流管理优化策略 ................ 17 4.1 建立现代化物流体系.........................................17 4.2 提高项目物流管理水平 .......................................18 4.3 构建绿色供应链.............................................18 4.4 实施全过程的物流管理.......................................19 4.5 建设物资管理平台...........................................20 4.6 建立长期供应商双赢激励机制.................................20 第 5 章 结论与展望................................................ 21 5.1 结论.......................................................21 5.2 展望.......................................................21