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1、ABSTRACTDevelopingurbanrailtransit,ithasbeenanimportantmeanstosolvetheroadtraffic
jamformajorcitiesmanagers.Asnormal,theconstructionperiodofonesubwayis4to8
years,andittakes600-800millionyuanperkilometer.Facedwithsuchalongtimeand
hugecapitalinvestment,howtoshortenthedevelopmentperi
2、odofprojectconstruction,
andreasonabletoreducetheinvestmentcost,itisthefirstproblemofconstruction
managersneedtosolve.Vehicleisthecoreofurbanrailtransitsystem,itneedstocustomizetocarryondesign,
production,anddebugging,anditismorecomplexityanduniquenessthantraditional
products.Vehi
3、cleprocurementisaseriesofcomplexandinterrelatedactivities,hasobvious
featuresforlongperiodandhugeinvestment.Puttheideaofprojectmanagementintothe
purchaseofmetrovehicle,tomanageitskeylink,willgreatlypromotethevehicle
procurementprojectsmoothly.And,totheoverallcostandtimelimitforapr
4、ojectofthe
subwayengineeringcontrol,willplayapositiverole.Itisaneffectivemeasuretoensurethesmoothimplementationoftheproject
managementthathowtoimprovetheprojectmanagementplanandhowtouseproject
managementtoolsintheprocessofmetrovehiclesprojectmanagement.ThusVehicle
procurementproje
5、ctmanagementisprocessoftheorganiccombinationofproject
managementandprojectmanagementtools.Constantlyoptimizethesubwayvehicle
procurementprojectmanagement,canachievethepurposeforashorterperiod,lesscost
andbetterquality."PMBOK"provisionsoftheprojectmanagementincluding9partssuchasint
6、egration
management,scopemanagement,schedulemanagement,costmanagement,quality
management,humanresourcemanagement,communicationmanagement,risk
management,procurementmanagement.Thecontentsoftheintoprojectimplementation
process,namelytheprojecttotalfactormanagement.Inthispaper,themet
7、rovehicle
purchasingstagedivision,thelifecycleofTianjinmetrovehicleprocurementimprovedthe
managementofthecurrentmeasures,furtherputforwardthesafeguardmeasurestocarry
outthemethods.AndonbasisoftheTianjinmetroline5vehiclepurchase,andputs
forwardtheprojecttotalfactormanagementapplica
8、tioninthesubwayvehiclepurchase.
H
