工程行业是我国经济的重要组成部分，EPC工程总承包是工程建设的一种重要模式，其中设计类企业主导的工程总承包的最大优势在于可以发挥专业优势，便于通过优化设计降低工程建设成本。还可通过设计、采购和施工的集成管理，解决传统工程建设模式相关方多，个体目标与总体目标不统一，沟通协调难度大的问题。另外，采购管理以项目为导向，可实现精准采购，降低工程物资的采购成本。C公司是一家以勘察设计业务为主导，开展工程总承包业务的央企二级公司。随着工程总承包行业的不断发展，市场竞争加剧，行业利润率下降。物资采购成本的高低直接影响项目盈亏，加强物资采购管理对企业降本增效、提高工程建设质量和效率、提升企业整体竞争力有十分显著的效果。本文以C公司为研究对象，首先，从工程总承包项目管理、供应链管理、采购管理等角度出发，阐释了国内外学者的研究和观点，并进行了分析评价。然后，从C公司工程物资采购管理的现状出发，收集公司历史采购数据，针对项目组织模式的不同，梳理现有采购管理体系和采购管理流程，使用案例分析法等研究方法，对各种采购活动进行对比分析，从而总结出C公司目前的采购管理和供应商管理中存在的问题，并探究了问题发生的原因：分散采购导致的需求不集中，规模效应差，公司采购议价能力弱，供应商资源难以整合，管采不分离导致的采购公开度不够，采购流程长导致的采购效率低。未建立供应商的分类管理，供应商管理效率低下，缺少严格的供应商准入和考评制度，未建立供应商的退出机制。随后，针对上述问题提出了改进采购管理的策略和建议：改进公司采购管理体系，对现有的采购组织机构和分工进行调整，简化采购流程，降低采购交易成本；将分散的需求变为集中，形成规模效应；“管采”实质分离，加强采购活动规范管理；改进采购评标和定标环节，控制风险；建立和完善供应商准入、评价和退出机制，优化供应商结构，进而提高供应商质量；合理分类供应商，采用差异化的供应商管理策略，通过精细化的管理，加强与重要供应商的战略合作。最后，为了促使改进方案顺利实施，对方案的具体实施过程进行了策划，提出了具体的保障措施。本文聚焦完善设计类工程总承包企业采购管理制度，强化集中采购物资，简化采购流程，完善供应商管理，为实现企业降本增效目标，提升企业竞争力，有较强的应用价值。对于相近规模的以勘察设计业务主导工程承包的企业的采购管理具有一定的指导意义和借鉴价值。

The engineering industry plays a vital role in China‘s economy. EPC, the key mode in engineering, has been widely used in recent years in large public buildings, metallurgy, chemicals, and other industries. Among its various genres, EPC led by design-based enterprises is of great importance. It can fully utilize the designer’s profession and achieve a drop in the costs of engineering and construction by optimizing the initial design. It can also solve the problems of the mixed related responsible in the traditional engineering construction mode, the lack of unity between individual objectives and overall objectives, and the difficulty in communication and coordination by integrating the management of design, procurement, and construction, and help the builder save project management manpower and reduce management costs. In addition, as procurement management is project-oriented, the integration of design and procurement will promote precise procurement and lower the procurement cost of engineering materials. To achieve the overall project objectives, meet the requesters’ expectations and increase profitability, it is necessary to follow a design-based approach, unify all aspects of design, procurement, construction, safety, delivery and cost, and balance the interests of all relevant parties such as the builders and suppliers in a well-coordinated way.Company C is a second-level central enterprise dominated by survey and design business and carries out general contracting business. With the continuous development of the engineering general contracting industry, the market competition intensifies, and the industry profitability declines. The material procurement costs affect the profit and loss of the project directly. Strengthening the material procurement management has a very significant effect on reducing cost and increasing benefits, improving the quality and efficiency of engineering construction, and improving the overall competitiveness of enterprises. In addition, since the 19th National Congress of CPC, the state has put forward a set of reform guidelines aimed at improving the competitiveness of state-owned enterprises and improving the management mechanism of state-owned assets, and the procurement management of state-owned enterprises have become more and more scientific, clean, compliant and open.This paper takes the C company as the research object. First, from the perspective of general contracting project management, supply chain management, procurement management, it explains the research and views of scholars from home and abroad, and made analysis and evaluation. Then, starting from the current situation of engineering material procurement management of C Company, this paper collected the historical company procurement data, combing through the existing procurement management system and procurement management process according to the different project organization modes, making comparative analysis of the various procurement activities by using case analysis research method. So as to summarize the current problems in procurement management and supplier management, and explore the cause of the problem: the lack of concentrated demand caused by decentralized procurement, poor scale effect, weak procurement bargaining power, supplier resources which is difficult to integrate, the lack of procurement openness due to the non-separation of management and procurement, low procurement efficiency caused by long procurement process. Supplier classification management has not been established, supplier management efficiency is low, strict supplier access and evaluation system is lacking, and supplier exit mechanism has not been established. Subsequently, this paper put forward strategies and suggestions for improving the procurement management: improving the procurement management system, adjusting the existing procurement organization and division of labor, simplifying the procurement process, reducing the procurement transaction costs; turning the decentralized demand into centralized to form scale effect, striving the maximum price support and service guarantee of suppliers, separating the management and procurement, improving the degree of procurement specialization and strengthening the standardized management of procurement activities; improving the procurement bid evaluation and evaluation to ensure that incompatible posts must be separated to control risks; establishing and improving the supplier admittance, evaluation and withdrawal mechanism, optimizing the supplier structure to improve the supplier quality to adapt to the development needs of the industry and the company; classifying suppliers reasonably, adopting differentiated supplier management strategies, strengthening strategic cooperation with important suppliers through refined management, ensuring the stable development of the company‘s operation. Finally, in order to promote the implementation of the improvement plan successfully, the specific implementation process of the plan was planned. This paper plans the specific implementation process of the scheme, and puts forward specific safeguard measures for the implementation of the scheme from four aspects: ideology, system, information system and supplier management.This paper focuses on improving the procurement management system of design EPC enterprises, strengthening centralized procurement of materials, simplifying the procurement process, and improving supplier management. This paper is of strong application value in achieving the goal of cost reduction and efficiency increase, and enhancing the competitiveness of enterprises. It has certain guiding significance and reference value for the procurement management of similar scale enterprises which lead project contracting with survey and design business.