TenderingProcedure推薦文檔.doc

1、Tendering ProcedureThis document presents a systematic approach for tendering andawarding of contracts for international construction projects. It isintended to assist the employer / engineer to receive sound competitivetendersinaccordance withthe tender documents so thatthey can be quicklyand effic

2、iently assessed. At the same time, an effort has been made toprovide the opportunity and incentive to contractors to respond easilyto invitations to tender for projects which they are qualified toimplement.Itishoped thattheadoptionofthisprocedurewillminimizetendering costs and ensure that all tender

3、ers receive a fair and equalopportunityto submittheirofferson a reasonable and comparable basis.Introduction Establishment of Procurement Method and Form ofTendering.Inthecontextofthisdocument theword “ projectcoversallthe stages from the initial idea to construct a given physical asset tothe final

4、taking-over by the employer of the completed work.Project StrategyProjects may be organized and implemented inaccordance with different strategies. Which strategy is best suited forthe purpose depends on, for example, the nature and complexity of theproject, the access to finance, life cycle costs o

5、f the projects, thetechnical and administrative capability of the employer and the generalpolitical and economic environment.The project strategy defines the way in which the project will beimplemented, determines the role of each party involved and, whereappropriate,specifiesthe way theproject will

6、operate.To a large degreecontractual relationship（合同關(guān)系） between the parties and theirindividual rights, duties and risks are thereby also determined by theproject strategy.At the implementationstageofa project,tenderingservesas a methodto ensure that the work is procured at competitive terms.The cho

7、ice of strategy is a major decision which has far-reachingconsequences. Once a strategyhas been settleditisofgreatimportancethat it be followed throughout the implementation of the project. Lackof strict adherence tothe strategy maylead to flawsin the procurementprocess,resultinginclaims, disputesan

8、d extracostfor allconcerned.Anypartof a projectwhichcan be coveredby a separatecontractmayin principle be made subject to tendering.As soon as the project strategy has been decided, the employer,assistedby his engineer,should establishprocurementmethods and formsof tendering to be used in the projec

9、t.The procurement methods and forms of tendering are established by determining:（1）The parts of the project for which tenders are to be sought; The conditions of contract to be adopted;） 2（3）The award criteria; and（4）The tendering procedure.Once these basic preconditions have been determined and agr

10、eedbetween the employer and his engineer, the planning of when and how thetendering can be carried out may commence.If,forunforeseenreasons,changes in principleand form have to bemadeat a laterstage in the projectthe implicationsof such changes haveto be considered and assessed carefully.Preparation

11、 of Programmes The tendering procedure, as described inthisdocument, impliesthatcertainactivitieshave to be carriedout inconnection with each part of the project for which a separate tender isto be called.Itis importantthatthese activitiesare carriedout in a systematicand timely manner. They should

12、therefore be planned carefully andincorporated in the programme for the project.Normally, preliminary overall programme covering all majoractivitiesof the projectis prepared in the initialstage of the project.As a minimum （作為最低要求） , such programme should comprise the mainphases of the project, that

13、is:-Project definition-Tendering procedure-Design-Construction-Taking-overand should establish all milestones of significance in connection witheach phase.Callingtendersfora given partof the projectshould be carriedoutin compliance with the overall programme.Inorder to ensure thiscompliance,detailed

14、programmes should be madefor implementing the tendering procedure for each part of the project.As a minimum, these programmes should specifydurationand deadlinesforthe following activities in connection with each potential contract.-Preparation of tender documents-Preparation of prequalification doc

15、ument-Prequalification of tenderers-Obtaining tenders-Opening of tenders-Evaluation of tenders-Award of contractTime should be allowed in each programme for the employer to make necessary decisions and give required approvals.Further information about content and scope of each of theseactivities is

16、given in the following section of this document.PrequalificationGeneral: Documents Prequalification ofPreprationis recommended to ensure that tenders are sought only from contractorswhom the employer / engineer has already established as having therequisite resources and experience to perform the in

17、tended worksatisfactorily.Prequalification of TenderersThe aim of prequalification is toestablish a list ofcapable firmswhilstensuring that aproper level ofcompetitionis safeguarded.Toachieve these objectivesand to give addedencouragement for contractorsto respond to invitationsto tender,no morethan

18、 seven organizations should be prequalified unless the rules of theemployer or financing institution otherwise dictate.Prequalification Document Prequalification documents should giveinformation about the project, the tendering procedure and theprequalification procedure. They should also specify wh

19、at data isrequired from contractors wishing to prequalify.The documents are prepared by the employer / engineer and willnormally include the following:-Letter of invitation to prequalify-Information about the prequalification procedure-Project information-Prequalification applicationThe documents sh

20、ould include inter alia the following:-Name and address of the employer-Name and address of the engineer-Location of the project-Description of the project and scope of workincluded in thecontract-Anticipated programme, indicating the tender period, contract awarddate,design/construction/commissioni

21、ngperiodsand any otherkey dates-Conditions of contract to be used-Criteria for evaluation of tenders-Criteria for prequalification-Details of any work intended to be undertaken by nominated subcontractor(s)-Anticipated sources of finance (including any requirement for contractor financing)-Payment a

22、rrangements envisaged (including currencies)-Any financial guarantees to be given by contractors-Whether price escalation arrangements will be included-Language and law of the contract-Any aspect of the intended work which is unusual and would thus havea bearing on the contractors obligations-Charge

23、s for purchase of tender documents,if applicableApplicants should also be advised of:-The policy of the employer concerning domestic preference-The attitude of the employer to joint ventures. It is recommended that Joint ventures should be allowed to prequalify but that the subsequent formation of J

24、oint ventures from amongst prequalified organizations should be controlled as this reduces the breadth ofcompetition.A prequalified organizationshouldbe allowed to strengthenits capability by the subsequent incorporation, during the tenderperiod,of non-prequalified firm(s), subject to the approval o

25、f theemployer.-The number of copies of prequalification applications to besubmitted.-The name, address and latest date for receipt of submissions,including any particular instructions for labeling.-The language to be used for the submissions-The currency to be used for presenting financial informati

26、on.Invitation to PrequalifyThe employer/engineer should publisha noticeofinvitinginterestedcontractorstoapply forprequalificationdocuments, statingthat tenderdocuments willbe issuedonly to a limitednumber of companies/joint ventures selected by the employer/engineer ashaving the necessary qualificat

27、ions to perform the work satisfactorily.Thenotice should be published in appropriatenewspapers and journalsto give sufficient publicity according to the particular circumstancesof the project. The notice may also be issued to financing institutionrepresentatives,if relevant,and to government agencie

28、s responsible forforeign trade so that the international community receives timely notification of the proposed project and instructions on how to apply.The notice should be reasonably brief and where feasible contain:-Name of the employer.-Name of the engineer.-Location of the project.-Description

29、of the project and scope of work.-Source of finance.-Anticipated programme (i.e. award of contract, completion and any other key dates).-Planned dates for issue of tender documents and submission of tenders.-Instructions for applying for prequalification documents.-Date by which applications to preq

30、ualify must be submitted.-Minimum qualification requirements and any particular aspects which could be of concern to prospective tenderers.Issue and Submission of Prequalification Documents On receipt ofrequests from contractors, the employer/engineer should issue theprequalification document.The le

31、tter of invitation to prequalify should state how theapplication is to be packaged and sent.The employer/engineer should acknowledge receipt of the completedprequalification applications from the contractors.Analysis of Prequalification Applications The employer/engineershould evaluate the prequalif

32、ication applications to identify thosecompanies/jointventureswhomthey considerto be suitablyqualifiedandexperienced to undertake the project.Theevaluationsshould determine,foreach company or jointventure:-Structure and organization.-Experience in both the type of work and the country or region in wh

33、ichit is to be undertaken.-Available resources, in terms of management capability, technicalstaff,constructionand fabricationfacilities,maintenance and trainingfacilities, or other relevant factors.-Quality assurance procedures and environmental policy.-Extent to which any work would be likely to be

34、 subcontracted.-Financial stability and resources necessary to execute the project.-General suitability, taking into account any potential languagedifficulties.-Litigation or arbitration history.Selection of Tenderers If the resulting list, after those firms whowere found unsuitablehave been exclude

35、d,exceeds six potentialtenderersand there are no special regulations or conditions imposed on theemployer,the selection procedure should be continued to eliminate the lesswell-qualified in order to arrive at no more than six.Notification of Applicants When the list of the selectedtenderershas been p

36、repared,successfulapplicantsshould be notifiedandrequested to confirm their intention to submit a tender. This shouldensure, as far as possible, an adequate number of competitive tenders.If a potential tenderer wishes to drop out at this stage, the nextbest-placed should be invited and asked to conf

37、irm as above. Followingthis,allapplicantsshould be notifiedof the listof selectedtendererswithout giving explanation for the decisions.招投標(biāo)本文介紹了國際間的建筑工程的招投標(biāo)和簽訂合同的系統(tǒng)方法。它用以幫助雇主/ 工程師收到合理的、與招標(biāo)文件一致的公開投標(biāo)，從而對它們進(jìn)行快速和有效地評估。同時，努力地給予承包商機(jī)會和鼓勵， 使他們順利地接受邀請而對他們有資格履行的工程進(jìn)行投標(biāo)。 希望采用這種方法將使招投標(biāo)的費(fèi)用最小， 并確保所有的投標(biāo)者在合理和同等的基礎(chǔ)上能獲

38、得公正與公平的機(jī)會來提交他們的建議。介紹 建立獲取投標(biāo)的方法和形式。在本篇的上下文中， “項目”一詞包括了從最初建造一個特定的有形資產(chǎn)的構(gòu)思到最后雇主接收已完工程的全部階段。項目策略 項目可以根據(jù)不同的策略進(jìn)行組織和實施。 何種策略最適合于項目的目標(biāo)，依賴于如項目的性質(zhì)和復(fù)雜性、 融資渠道、項目的生命周期費(fèi)用、 雇主的技術(shù)和管理能力以及總的政治與經(jīng)濟(jì)環(huán)境。項目策略規(guī)定了項目實施的途徑， 確定了有關(guān)各方的任務(wù)， 并在適當(dāng)處指定了項目運(yùn)作的方法。 因此，在很大程度上雙方的合同關(guān)系以及各自的權(quán)利、 義務(wù)和風(fēng)險也由項目的策略來確定。在項目的執(zhí)行階段，投標(biāo)作為一種確保在競爭的條件下獲得該項工作的方法。策

39、略的選擇是具有深遠(yuǎn)意義的較重要的決定。 一旦定下策略， 它即具有非常重要的意義，應(yīng)在整個項目的執(zhí)行過程中被遵循。 沒有嚴(yán)格遵守該策略可能導(dǎo)致獲取過程中的缺陷，導(dǎo)致索賠、爭端以及所有有關(guān)的額外費(fèi)用。一份單獨(dú)合同所包含的項目中的任何一部分通常都可以根據(jù)投標(biāo)進(jìn)行。一旦確定項目策略，雇主應(yīng)該在工程師的幫助下建立用于該項目的獲取投標(biāo)的方法和形式。通過確定下列內(nèi)容來建立獲取投標(biāo)的方法和形式：（1）試圖獲得投標(biāo)的項目部分；（2）采用的合同條件；（3）授予合同的標(biāo)準(zhǔn)；（ 4）投標(biāo)過程。一旦這些基本的前提被確定并在雇主和工程師之間協(xié)商一致， 則何時和如何進(jìn)行投標(biāo)的計劃便可開始。由于無法預(yù)料的原因， 如果在項目的

40、后期不得不發(fā)生原則和形式上的變化， 則必須小心考慮并估計這些變化的含意。計劃的準(zhǔn)備 正如本文所描述的，投標(biāo)過程意味著某些活動必須連同項目的各個部分一起進(jìn)行，而該項目是進(jìn)行單獨(dú)招標(biāo)的。這些活動應(yīng)該系統(tǒng)和適時地進(jìn)行， 這點(diǎn)很重要。因此，它們應(yīng)該被仔細(xì)地計劃，且并入項目的計劃中。通常在項目的初期準(zhǔn)備好初步的、 包括項目所有主要活動的總體計劃。 作為最低要求，該計劃應(yīng)包含項目的主要階段，即：項目定義投標(biāo)過程設(shè)計施工接管并且應(yīng)該設(shè)立與各個階段有關(guān)的所有的重要的里程碑。對特定項目部分的招標(biāo)應(yīng)該按照總體計劃進(jìn)行。為了確保一致性， 應(yīng)該對履行項目各個部分的投標(biāo)過程作詳細(xì)的計劃。 作為最低要求，這些計劃應(yīng)該規(guī)定

41、下列與各個潛在合同有關(guān)的活動的持續(xù)時間和最終期限。準(zhǔn)備投標(biāo)文件準(zhǔn)備預(yù)審文件投標(biāo)人的預(yù)審獲得投標(biāo)開標(biāo)評標(biāo)簽定合同在每一項計劃中應(yīng)該留給雇主一定的時間， 以使他作出必要的決定， 并給出所需的批準(zhǔn)。關(guān)于每一項活動的內(nèi)容和范圍的進(jìn)一步信息，在本文后面的章節(jié)中給出。預(yù)審文件的準(zhǔn)備 一般：預(yù)審被建議用來確保投標(biāo)只從那些雇主 / 工程師已經(jīng)確定的、具有必要的資源和經(jīng)驗從而能圓滿地完成預(yù)期工作的承包商中去尋找。投標(biāo)人的資格預(yù)審 預(yù)審的目的是為了確定有可能的公司名單， 同時確保維護(hù)適當(dāng)?shù)母偁幩健?為了達(dá)到這些目的， 并給予承包商更多的鼓勵， 使他們響應(yīng)招標(biāo)，預(yù)審應(yīng)該不超過七個組織，除非雇主或貸款機(jī)構(gòu)的規(guī)則另有規(guī)定。預(yù)審文件 預(yù)審文件應(yīng)該提供關(guān)于項目、投標(biāo)過程和預(yù)審過程的信息。它們也應(yīng)該規(guī)定來自承包商的哪些