中国自1993年成为石油净进口国开始，随着国民经济的不断发展壮大，对于石油能源的需求量一路走高、不断攀升，截至2019年，中国原油净进口量已经突破5亿吨大关，原油对外依存度超过了70%，大大超出了国际认同的原油对外依存度50%的红线，因此中国的能源环境已经从“比较安全”转移至“比较不安全”，世界石油供应市场是否稳定、国际石油价格如何波动、海外石油运输路线是否安全畅通、地缘政治冲突是否频繁等任何一个因素的变化，都会造成中国原油供应的风险。时至今日，国际政治形势峰峦叠起，变幻莫测，中美贸易战、英国脱欧、叙利亚战争、沙特也门地缘冲突、卡塔尔断交事件、美伊冲突等等层出不穷，在复杂多变的国际环境下，保障国家能源安全、提升中国在世界石油市场的话语权、开拓国际石油市场已经成为中国石油企业所肩负的新的使命，各类石油企业的国际化已成大势所趋。中国石油企业自20世纪90年代初期就开启了迈出国门走向世界的新篇章，各类石油企业因地制宜、各显神通，取得了很好的业绩。然而，与处于石油产业链上游的勘探开发类石油企业或处于石油产业链下游的加工销售类石油企业不同，石油工程类企业处于石油产业链的中端，起到承上启下的作用，但由于其成本体量大、工程难度高、国际竞争激烈、国际项目管理经验不足等问题的存在，石油工程类企业在国际化转变的过程中定会面临更高的国际标准、更多的困难和更大的挑战。本文从我国石油工程企业某海外石油工程项目的成本管理入手，结合项目成本管理的相关理论，运用关键路径法（CPM）、WBS分解法、赢得值法等成本管理方法，运用数学模型进行估算，通过对石油工程项目成本管理的分析以及海外某石油工程项目的实际案例进行研究，来寻找和探究海外石油工程项目成本管理过程中普遍存在的问题的根源，同时提出要选择正确的成本估算方法、结合企业市场战略进行定价、建立预算审核制度、对项目预算进行全方位动态管理、对影响项目成本的因素进行风险管理等建议，以求力争减少危及项目成本的风险因素、优化项目资源配置，寻求对海外石油工程项目实施更科学、更有效的成本管理手段，从而实现项目成本优化、项目执行高效的目标，为中国石油企业在纷繁复杂的国际形势下如何进行海外石油工程建设的成本管理建言献策。
Since China became a net oil importer in 1993, its demand for oil and energy has been rising along with the continuous development of the national economy, as of 2019, China’s net import of crude oil has exceeded 500 million tons markedly, and its crude oil external dependency exceeded 70%, which was well above the crude oil external dependency threshold of 50% according to the international recognition, thus China's energy and environment is now shifting from the "safe" to the "less safe", whether the world's oil supply market is stable or not, how the international oil price fluctuates, whether the overseas oil transportation routes are safe and smooth, whether the geopolitical conflicts are frequent, if any of these factors change, can cause the risk of China's crude oil supply. Today, the international political situation is changing rapidly, such as the trade war between China and the US, the Brexit, the war in Syria, the geopolitical conflict between Saudi Arabia and Yemen, the break off of diplomatic relations against Qatar, the US-Iran conflict and so on, emerged endlessly. In such a complex and unstable international environment, to ensure national energy security, to increase China's voice in the world oil market, to explore the international oil market have become a new mission for Chinese oil companies, the internationalization of various petroleum enterprises has become an irresistible trend.Since the early 1990s, Chinese oil companies have started a new chapter of going abroad, all kinds of oil enterprises have made great achievements by taking measures in accordance with local conditions and developing their own advantages. Nevertheless, different from exploration and development oil enterprises in the upstream of the oil industry chain or processing and sales oil enterprises in the downstream of the oil industry chain, petroleum engineering and construction enterprises are in the middle of the oil industry chain, playing a role of connecting the preceding and the following, however, due to their large cost volume, high construction difficulty, fierce international competition, lack of experience in international project management and other problems, petroleum engineering and construction enterprises are sure to face higher international standards, more difficulties and greater challenges.This thesis starts with the cost management of an overseas petroleum engineering project of Chinese petroleum engineering and construction enterprises, combines with relevant project cost management theories, applies Critical Path Method (CPM), WBS method, Earned Value method and other cost management methods, uses mathematical models to make the estimation, analyzes the cost management of the petroleum project and studies an actual case of an overseas petroleum project, in order to find out and explore the root cause of common problems in cost management of overseas petroleum projects, meanwhile suggests choosing the correct cost estimation method, making pricing according to the enterprise's market strategy, establishing the budget audit system, conducting all-round dynamic management on the project budget, and carrying out risk management on the factors which affect the project cost, etc., endeavors to reduce risk factors that have negative impacts on project costs and optimize project resource allocation, seeks for a more scientific and effective means of cost management for overseas petroleum projects, so as to achieve the goals of project cost optimization and efficient project execution, and finally makes advices on how to carry out overseas petroleum project cost management for Chinese petroleum enterprises in the complex international situation.
