为实现我国“交通强国”提出的公路工程高质量建设的发展目标，探索并践行公路工程建设项目的管理改革已成为公路行业的必然选择。遵循项目建设各方法定责任改革要求，通过流程再造（Business Process Reengineering, BPR）发挥责任清单、信息化技术应用、扁平化、标准化对公路工程项目管理提质增效的作用，从组织整合、流程整合、运行效果三方面分析了公路建设各方业务流程再造的策略与方案，提出了评估流程再造效果的指标系统。以南沙至中山高速公路项目为例，流程再造改革后工程性能检测结果显示工程质量显著提升，表明流程再造对项目各方管理责任落实，工程质量、安全与工效提升，管理内业工作简化，个人价值实现等方面产生了积极影响，促进了工程项目高品质建造。

In order to achieve the development goal of high-quality highway construction required by the strategy of constructing a country with strong transportation network, exploring and practicing the management reform of highway construction projects has become an inevitable choice for the highway industry. Following the statutory responsibility reform requirements of all parties involved in the project construction, through BPR(Business Process Reengineering), the responsibility list, the application of information technology, flattening, and standardization were used to improve the efficiency and quality of highway engineering project management. This paper analyzed the strategies and plans of BPR for all parties involved in highway projects from three aspects including organization integration, process integration, and operation effect. Then an index system for evaluating the effect of process reengineering was put forward. Taking the Nansha-Zhongshan Expressway project as an example, based on the performance of the reformed project, it was verified that the project quality has been significantly improved through process reengineering. It shows that the process reengineering proposed in this paper has a positive impact on the implementation of management responsibilities of all parties in the project, the improvement of quality, safety and work efficiency, the simplification of internal work of management, and the realization of personal value, which promote the high-quality construction of engineering projects.