From November 19-25, China MCC successfully convened the review conference for the "Engineering Project Commercial Management Manual" at China MCC22. Bai Xiaohu, Member of the Standing Committee of the Party Committee and Vice President of China MCC, attended the conference and delivered a speech. The conference was chaired by Yu Rui, Director of the Project Performance Management Department at China MCC.
Bai Xiaohu emphasized that the compilation of this "Engineering Project Commercial Management Manual" represents a concrete implementation of the spirit of the 20th Party Congress and its plenary sessions, as well as the Central Economic Work Conference. It also fulfills China Minmetals' operational requirements of "profit-driven accounting operations, efficiency-enhancing refined management, and productivity-improving reform and innovation" while actively promoting the Amoeba Management Model to continuously elevate commercial management standards.
To enhance the quality of the review process, Bai Xiaohu outlined three key requirements for the current review and subsequent revisions: First, focus on the company's core competencies and competitive advantages, establish clear development trajectories, maintain core business functions, and facilitate the enterprise's transition from a high-speed expansion extensive management model to a quality-efficiency oriented refined management approach. Second, contribute to establishing the company's "corporate entity project management" framework and promote the "comprehensive commercial management" philosophy. This includes clarifying hierarchical control responsibilities, defining management boundaries between corporate and project entities, detailing work interfaces and responsibility allocations among relevant personnel to improve management efficiency. The manual content must align with the company's process subcontracting model initiatives. Third, strengthen the project objective management system and improve performance incentive mechanisms. Implement phased performance evaluations at critical milestones such as project completion settlements and payment collection, reasonably delineate responsibility costs and secondary business accounting boundaries, and focus on enhancing project cost control capabilities and profit generation capacity.
Conference participants initially reviewed the core framework and chapter development approaches of the "Commercial Manual," along with key issues requiring focused discussion. Through systematic chapter-by-chapter reading, clause-by-clause evaluation, real-time modifications, and detail refinement, they meticulously crafted the manual content to ensure management requirements align with actual engineering project management practices across subsidiary enterprises while meeting the company's sustainable long-term development needs.
Conference attendees included Ci Guoqiang, General Manager and Deputy Party Secretary of China MCC22; relevant personnel from China MCC headquarters departments including Contract Performance, Finance, Technology, Marketing, Safety & Environment, and Procurement; and representatives from subsidiary enterprises including MCC CERI, MCC CISDI, MCC WISDRI, China First Metallurgical, ChinaMCC5, China MCC17, MCC Construction Engineering, China MCC19, China MCC20, China MCC22, Shanghai Baoye Metallurgical, and MCC (Shanghai) Steel Structure Technology.
Review Conference Proceedings
