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1、AbstractAbstractThroughmorethantenyearsrapidlydevelopment,ourcountry'sinternationalelectricalpowerEPCgeneralcontractinghadnotonlyenteredtheSoutheastAsia,India,MiddleEast,andAfricawhichtheemergingmarkets,butalsohadobtainedsomeextentcompetingsuperiority.Intheinternationalmarket,ourcountry'
2、spowergeneralcontractingenterprisesnotonlyhadtofacethelower-pricecompetingbetweenthedomesticenterprises,butalsofacetheextrusionfromthedevelopedcountries’companyastheyturnedtothemiddle&loweroverseamarketssuchasAsiaandAfrica.Ourcountry'scontactors’engineeringmanagementleveland“china-model”
3、operationcan’tmeetwiththenewsituation.Promotingcompetenceandupgradingistheurgentissuewhichourcountry’spowergeneralcontractingenterprises.Thisthesisattainedthefollowconclusionsafteranalyzingthecorecompetenceourcountry’spowerbyusingdocumentaryanalysis,theoryanalysis.(1)Themaininfluencingfa
4、ctorsoninternationalpowergeneralcontractingenterprises’corecompetenceincludesresourceintegrationcapability,humanresources,organizationandmanagementcapacity,innovationability,brandinfluence,cohesivecorporateculture.(2)ToenhancethecompetitivenessofEPCenterprisesneedtoactivelypromotetheover
5、allqualitylevelofourcountry’sequipment,andpromoteChinaStandardstointernational,toenhancecoordinationandself-disciplinetocreateafavorableexternalenvironment.Inaddition,enterprisesshouldstrengthentheirabilitytointegrateresources,innovation,andincreasethelevelofhumanresources,projectmanagem
6、entcapabilitiesandstrengthenthefinancingcapacity,establishviablemarketingstrategy,strengthenbrandbuilding,whileactivelycarryoutstrategicalliances,mergersandacquisitionsandnon-coreoutsourcingexternally.(3)PowerConstructioncompaniesshouldgivefullplaytotheiradvantages,establishaconstruction
7、-orienteddesign,procurement,constructionsynergymanagementmechanism,establishtheorganizationalstructureforgeneralcontracting,toclarifytherelationshipbetweenheadquartersandtheprojectdepartment,soseamless&smoothflow,improvethevaluechain,tostrengthenthedesignmanagementanddesi
