Beijing Construction Engineering Group is a large, comprehensive construction enterprise group with six major pillar industries: construction engineering, real estate development, construction design, landscaping, property management, and construction capital. The group covers the entire industrial chain, from early investment planning to post-service operations, with seamless integration across the upstream and downstream sectors.
It is ranked among the Top 500 Enterprises in China and is listed as one of the ENR250 Global and International Engineering Contractors. The group has received numerous prestigious awards, including:
"Most Influential Enterprise in China"
"Top 10 Most Influential Enterprises in Beijing"
"National Outstanding Construction Enterprise"
"Advanced Unit for Ideological and Political Work in the National Construction System"
"Advanced Enterprise in Corporate Culture Construction in the National Construction System"
Beijing Construction Engineering Group currently holds total assets of 125.8 billion RMB and employs 24,500 people. In 2016, the group achieved a marketing turnover of 130.6 billion RMB, with a revenue of 60.2 billion RMB, a construction area of over 43.3 million square meters, and more than 5 million square meters of self-developed real estate. The group’s key economic and technical indicators rank first among Beijing’s state-owned construction enterprises.
The group operates over 120 legal entities and 42 branch companies, including one A-share listed company in China and one H-share listed company overseas, as well as 29 wholly owned or controlling subsidiaries. All companies in the group, along with 40 affiliates, have obtained ISO9000, ISO14001, and OHS18000 certifications.
Global Supply Chain Development: One of the key strategies for the international division's 13th Five-Year Plan is the creation of a global supply chain to support business growth.
Building Core and Resource Platforms: Focus on creating a robust platform to centralize the group’s core resources and operations to drive further development.
The project aims to enhance the group’s global competitiveness and streamline its operations, positioning it for long-term international growth and success.
Solution Overview
Supply Chain Operating Model Design: Addressed the overall operation model of the supply chain.
End-to-End Project Operation System Design: Solved issues in segment-to-segment management throughout the project lifecycle.
End-to-End Procurement System Design: Addressed the transition from a passive procurement platform to an active service-oriented approach.
Core Benefits:
Assisted Beijing Construction Engineering in restructuring (establishing) the international department's supply chain management system.
Fully developed the supply chain business structure, process architecture, performance system, and IT architecture for the international division.
Reshaped the supply system management framework, organization, and operational systems for the international department.
Established an industry-leading, efficient, high-quality, and low-cost supply chain and project management collaboration system.
Specific Benefits:
Established clear delivery and operation processes, as well as interfaces with other systems.
Developed clear end-to-end project management processes, from contract handover to project closure.
Created a complete end-to-end procurement management business process, covering procurement needs to procurement data analysis.
Shifted employees' mindset from passive support to active service.
Enhanced employees' understanding of the value of processes and process awareness, encouraging adherence to processes.
Improved project management personnel's awareness of risk and cost management.
Facilitated the accumulation and inheritance of project management experience and highlighted lessons from previous projects.
Procurement efficiency increased by 30%, with cost reductions improving from 3% to 10%.
The existing supplier resource pool met tender requirements, increasing from 50% to 75%.
Project target cost deviation decreased from 5% to 2%.
Urgent procurement demand for engineering projects dropped from 40% to 10%.
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