As of June this year 1 1, the operating mileage of China Railway Construction Expressway has exceeded 2,300 kilometers, which not only goes abroad, but also extends to many fields such as urban rail, ecological protection and common ditch.
Just half a year ago, Kunlun Group and Chongqing Investment Group, which originated in Chengdu and Chongqing, were integrated and reorganized, and an integrated industrial group named "Investment and Construction Camp" was born, which originated in the southwest and distributed all over the country. This is the first step of China Railway Construction's "14th Five-Year Plan" to become "the leading expressway operator in China".
"The integration of investment and construction camp is not only a trend, but also an advantage and a mission! Sun, chief economist of China Railway Construction, secretary of the Party Committee and chairman of Kunlun Group, said that the expressway mileage of the new Kunlun Group will exceed 1 1,000 kilometers, and it is imperative to start with the top-level design and build an integrated system of "investment and construction camp". For more than half a year, they set up a professional operation company, implemented the "headquarters-province-project" intensive management, and embedded the operation concept into the whole process of construction management ... The whole life cycle format of "investment and construction camp" basically took shape.
From "Exploration" to "Breaking the Circle"
In 2004, China Railway Construction, which actively seeks transformation and upgrading, turned its investment attention to Chongqing, the bridgehead of western development, and won the bid for the BOT project of Chongqing-Suiyuan Expressway, realizing the identity change from "contractor" to "investor", which is an exploration of China Railway Construction's self-breakthrough when it sprints to "Top 500 in the world".
Chongqing-Suiyuan Expressway was completed and opened to traffic one year ahead of schedule by virtue of its main business advantage, and the quality of completion acceptance was among the best among the expressways opened in Chongqing at the same time. Today, it still contributes 700 million yuan in toll revenue every year. China Railway Construction has successfully "broken the circle" in the expressway operation industry.
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"No matter what the innate conditions of the project are, the stop loss during the incubation period is a subject that every expressway has to face. Tang Yuelan, then general manager of Sui Yu Expressway Project Company, recalled that in order to control the cost to the maximum extent, the project team found another way to explore the road of intensive development.
They broke the industry standard of "one road, one company" and incorporated the road that was put into operation later into the overall management of Chongqing-Suiyuan Expressway. Explore the mode of "big station with small station" in which a large toll station manages the surrounding small toll stations; Implementing networked monitoring, connecting the remote high-speed monitoring center with the Sui Yu expressway monitoring center ... 10, the management advantage with intensification as the core has been gradually released, and Sui Yu Expressway has become the "Whampoa Military Academy" for expressway operators from a project company.
Since the beginning of this year, Kunlun Group has set up provincial operation and management headquarters in Chongqing, Yunnan and other places, responsible for all expressway operations in the region, saving management costs of 5 million yuan per 100 kilometers. This intensive management model has been accelerated and extended to the operation map of nearly 1,000 kilometers of expressways, and it has been divided into seven operation measures: flat organization, team specialization, process standardization, management integration, intelligent operation and maintenance, industrial chain and strategic branding.
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Calculation operation "addition and subtraction"
"It is necessary to integrate the construction period and operation period of the project and optimize the construction management from the operational point of view. At the symposium on project construction management, Kunlun Group emphasized the need to integrate operation and construction management business, so that the advantages of "investment and construction camp" can be continuously released in lean management.
In the second half of this year, the asset operation and construction management departments of Kunlun Group jointly carried out internal handover acceptance and quality elimination six months before the opening of Shiqian Expressway and other projects, ensuring that "opening to traffic means operating charges". However, the Sichuan and Chongqing sections of Neijiang-Dazu Expressway, which were invested by two groups before the reorganization, are currently being "internally coordinated", and the construction period of Sichuan section has been advanced by half a year, so as to alleviate the pressure of "broken head" in Chongqing section as soon as possible and strive to realize the opening of the whole line as soon as possible.
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The operation specialty participates in the construction drawing review to avoid the second investment; Participate in internal handover acceptance and quality elimination to reduce operation and maintenance costs; Intervene in the formalities in advance and strive for opening to traffic, that is, operation ... Under the "catalysis" of integration and reorganization, the integration of "investment, construction and operation" was written into the gene sequence of the enterprise.
Kunlun Group also played a different card on "Expressway+". In 2008, Yu-Sui Expressway, which was operated for the first time, broke the traditional outsourcing lease mode and established an oil joint venture company with China Petroleum. As the general manager appointed by PetroChina, Chen bluntly said that this cooperation not only eliminated the "middleman price difference" link, but also opened up the upstream and downstream space of production, supply and sales, and shifted from the end commission to the front-end operation of the market. Today, the profit rate of Kunlun Group's refined oil project has increased by 55% compared with the leasing model, and it has become the core format of operating income of affiliated assets.
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Empowering "Quality" with "Profession"
"Operation, maintenance and management" are the three main dimensions for Kunlun Group to build operational specialization. They took the lead in building a billion-chain system linking logistics early warning and railway construction in Chongqing road network, and the monitoring center can grasp the operation of road sections and equipment at the network side for the first time; The intelligent cone marker pioneered in China can automatically identify accidents and arrange them in place. Internet plus and big data platform have become important means to improve the efficiency of operation and management.
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In cultivating the maintenance specialty, Kunlun Group broke the professional barrier and implemented the maintenance general contracting mode. The professional maintenance company coordinated the inspection, design, construction and other businesses, so that different units of the maintenance chain interacted, the economic internal circulation ability was improved, and the "specialization" gradually radiated from a single operation to the whole industrial chain such as operation and maintenance.
"Chongqing-Suiyuan Expressway Service Area is at the forefront of the industry in terms of transportation integration, intelligent service and cultural brand building! Weng Meng Yong, chairman of the National Highway Association, expressed his appreciation for this. Since 15, this operation team has not only been among the first batch of "Top 100 Demonstration Service Areas" in China, but also won the title of "the most beautiful road sister in China" for five times, and has been commended by Chongqing Road Network Management for 10 year in a row, and gradually built a three-dimensional brand of "culture, commerce and service".