一、前言
当前，国际EPC交钥匙工程在全球基础设施、能源化工等领域的应用日益广泛，尤其在“一带一路”倡议推动下，中国企业纷纷进军海外市场，整个行业呈现出全球化布局、项目规模化、技术集成化的发展趋势，但同时也面临着地缘政治波动、汇率起伏、供应链中断等系统性风险，也存在跨文化沟通壁垒、多国技术标准差异、跨境法律体系复杂等特殊挑战，给项目全生命周期管控带来严峻考验。设计管理作为国际EPC项目的核心起点与关键环节，串联勘察、采购、施工、调试等全流程工作，其管理成效直接决定项目的进度、成本、质量与安全，而当前行业内普遍存在设计责任划分模糊、变更管控不规范、法律风险防范不足等问题，易引发合同纠纷、质量事故等问题，严重影响项目履约效率与企业核心竞争力。在此背景下，开展国际EPC交钥匙工程项目设计管理与法律风险分析，结合《联合国国际货物销售合同公约》等国际通用规则，以及项目所在国属地法律要求，能为业主方与承包方提供兼具针对性与可操作性的实践指引，助力其明晰权责边界、优化管控流程、规避法律风险，保障项目高效合规推进。
1.Introduction
Currently, international EPC (Engineering, Procurement, Construction) turnkey projects are increasingly widely applied in global infrastructure, energy, chemical, and other fields. Particularly driven by the "Belt and Road" Initiative, Chinese enterprises have actively expanded into overseas markets. The industry presents development trends such as global layout, large-scale projects, and technological integration. However, it also faces systemic risks including geopolitical fluctuations, exchange rate volatility, and supply chain disruptions, as well as special challenges such as cross-cultural communication barriers, multi-country technical standard differences, and complex cross-border legal systems. These pose severe tests to the full-lifecycle management and control of projects. As the core starting point and key link of international EPC projects, design management links the entire process of survey, procurement, construction, commissioning, and other work. Its management effectiveness directly determines the project's schedule, cost, quality, and safety. Nevertheless, common industry issues such as ambiguous division of design responsibilities, irregular change control, and insufficient legal risk prevention are prone to triggering contract disputes, quality accidents, and other problems, which seriously affect project performance efficiency and enterprises' core competitiveness. Against this backdrop, conducting an analysis of design management and legal risks in international EPC turnkey projects—combining international general rules such as the United Nations Convention on Contracts for the International Sale of Goods (CISG) and the local legal requirements of the project-host country—can provide targeted and operable practical guidance for owners and contractors. It helps clarify the boundaries of rights and responsibilities, optimize control processes, avoid legal risks, and ensure the efficient and compliant advancement of projects.
二、国际EPC交钥匙工程设计管理的核心概念与分类
(一)核心概念
国际EPC交钥匙工程是指总承包方按照合同约定，全程承担项目设计(Engineering)、采购(Procurement)、施工(Construction)等全流程工作，最终向业主方交付具备合格使用功能、可直接运营的工程产品的一体化承包模式，其核心特征体现为责任一体化、流程闭环化、交付终端化。而设计管理作为该模式下的核心管控环节，是以项目整体目标为导向，对设计全流程进行计划、组织、协调、控制的系统性管理工作，涵盖设计需求梳理、标准适配、成果审核、变更管控、技术交底等核心内容。[1]相较于国内EPC项目，国际场景下的设计管理更具特殊性，需兼顾多语言沟通适配、国际与属地技术标准融合、跨境设计审批合规、跨文化需求对接等核心要点，是保障国际EPC项目高效履约、规避法律与技术风险的关键基础。
2. Core Concepts and Classification of Design Management in International EPC Turnkey Projects
2.1 Core Concepts
An international EPC turnkey project refers to an integrated contracting model where the general contractor, in accordance with the contract agreement, undertakes the entire process of project design, procurement, construction, and other work, and ultimately delivers a qualified, functional, and directly operable engineering product to the owner. Its core characteristics are reflected in integrated responsibility, closed-loop processes, and terminal delivery. As a core control link under this model, design management is a systematic management activity that plans, organizes, coordinates, and controls the entire design process oriented toward the overall project goals. It covers core content such as sorting out design requirements, standard adaptation, result review, change control, and technical disclosure. Compared with domestic EPC projects, design management in the international context is more special, requiring consideration of core points such as multilingual communication adaptation, integration of international and local technical standards, compliance with cross-border design approval, and cross-cultural demand alignment. It is a key foundation for ensuring the efficient performance of international EPC projects and avoiding legal and technical risks.
(二)设计管理的核心分类
1. 按设计阶段分类
在EPC工程总承包模式下，设计管理贯穿项目全生命周期，是统筹技术实现、衔接各阶段工作、保障项目目标落地的核心环节。从前期策划到竣工交付，设计管理需按阶段层层递进、精准管控，依次覆盖前期规划设计、初步设计、详细设计、施工图纸设计及竣工图设计五大核心阶段，各阶段既独立承担关键技术输出任务，又前后衔接、闭环管理，共同实现从需求到落地、从方案到实体的全过程技术支撑与合规保障。
2.2 Core Classification of Design Management
2.2.1 Classification by Design Stages
In the EPC general contracting model, design management runs through the entire project lifecycle. It is a core link that coordinates technical implementation, connects work in various stages, and ensures the achievement of project goals. From pre-planning to completion and delivery, design management needs to be advanced and precisely controlled in phases, covering five core stages: pre-planning design management, preliminary design management, detailed design management, construction drawing design management, and as-built drawing design management. Each stage not only independently undertakes key technical output tasks but also connects with each other in a closed-loop manner, jointly realizing the whole-process technical support and compliance guarantee from demand to implementation and from plan to entity.
2. 按管理主体分类
在 EPC 工程总承包项目的设计管理体系中，业主方、承包方及第三方监理咨询机构依据各自角色定位，形成权责清晰、协同联动的管理格局。三方各司其职、相互制衡，共同保障设计工作有序推进、设计成果合规落地。
2.2.2 Classification by Management Subject
In the design management system of EPC general contracting projects, owners, contractors, and third-party supervision and consulting institutions form a management structure with clear rights and responsibilities and collaborative linkage based on their respective role positioning. The three parties perform their own duties, check and balance each other, and jointly ensure the orderly advancement of design work and the compliant delivery of design results.
3. 按管理内容分类
设计管理需从技术、进度、质量、成本及知识产权等多个维度实施系统性管控，通过各维度管理职能的协同发力，保障设计工作全流程规范高效，最终实现项目技术可靠、进度可控、质量达标、成本优化及风险可控的综合目标。
2.2.3 Classification by Management Content
Design management needs to implement systematic control from multiple dimensions such as technology, schedule, quality, cost, and intellectual property rights. Through the collaborative efforts of management functions in various dimensions, it ensures the standardized and efficient operation of the entire design process, and ultimately achieves the comprehensive goals of reliable technology, controllable schedule, qualified quality, optimized cost, and manageable risks for the project.
注释：
[1]参见张水波、陈勇强：《国际工程总承包：EPC交钥匙合同与管理》，中国电力出版社2008年版，第10-15页。
[2]参见《建设项目工程总承包管理规范》(GB/T 50358-2017)，中华人民共和国住房和城乡建设部、国家质量监督检验检疫总局2017年5月4日发布，2018年1月1日实施，第5.2条。
[3]参见王伍仁：《EPC工程总承包管理》，中国建筑工业出版社2008年版，第143-162页。
[4]参见前引1，第57-69页。
[5]参见汪世宏、陈勇强：《国际工程咨询设计与总承包企业管理》，中国建筑工业出版社2010年版，第186-210 页。
[6]参见周凯：《设计院牵头EPC模式下的项目管理》，载《四川水力发电》2025 年第3期，第103-105页。
参考文献
一、中国国内法、司法解释等文件：
[1]《建设项目工程总承包管理规范》
[2]《中华人民共和国建筑法》
[3]《建设工程质量管理条例》
[4]《建设工程勘察设计管理条例》
二、国际公约：
[5] 《联合国国际货物销售合同公约》(CISG)
[6]《承认及执行外国仲裁裁决公约》(纽约公约)
三、学术著作：
[7]张水波、陈勇强：《国际工程总承包：EPC交钥匙合同与管理》，中国电力出版社2008年版
[8]王伍仁：《EPC工程总承包管理》，中国建筑工业出版社2008年版
[9]汪世宏、陈勇强：《国际工程咨询设计与总承包企业管理》，中国建筑工业出版社2010年版
四、期刊论文：
[10]周凯：《设计院牵头EPC模式下的项目管理》，载《四川水力发电》2025 年第3期
[11]王赫、张卫东：《国际EPC项目设计审批的问题与对策》，载《国际经济合作》2015年第9期
[12]夏书丹、刘秉新：《委内瑞拉EPC总承包项目设计工作本土化探析》，载《国际工程与劳务》2010年第7期