采購招標流程外文翻譯

1、<p><b>　　*********</b></p><p>　　本科畢業(yè)論文（設計）外文翻譯</p><p><b>　　采購：招標流程</b></p><p>　　院（系、部）名 稱 ： 商務管理系 </p><p>　　專 業(yè) 名 稱：

2、 財務會計教育 </p><p>　　學 生 姓 名： **** </p><p>　　學 生 學 號： 9115080125 </p><p>　　指 導 教 師： ****** </p><p>　　2012年01月06日</p&g

3、t;<p>　　河北科技師范學院教務處制</p><p>　　Procurement: Tendering Procedures</p><p><b>　　OVERVIEW </b></p><p>　　1. Purpose </p><p>　　These Procedures are a suppl

4、ement to the University’s Procurement Policy and apply to tendering for the acquisition of goods and services from suppliers external to the University, valued at $200,000 and above. The acquisition of goods includes pur

5、chasing and leasing of goods. The acquisition of services includes contractor and consultant services, but excludes services provided by staff employed through the University payroll, and any services provided to Investm

6、ent and Capital Management in co</p><p>　　2. Coverage </p><p>　　These Procedures apply to all University activities including activities undertaken by Foundations, Centers, Controlled Entities

7、and any other entity which has entered into an agreement with the University, and such agreement includes a term which requires it to comply with the University’s purchasing policy and associated procedures. </p>

8、<p>　　KEY ASPECTS OF THE TENDERING PROCESS </p><p>　　3. Open tendering </p><p>　　University tenders should be open to the public so that the market is assessed for the goods or services re

9、quired. There are two ways this may be done, either by fully Open Tender or a multi-stage tender which initially involves the calling of an Expression of Interest, followed by a Selective Tender. The Procurement Services

10、 Department must approve all Open Tender proposals and the Chief Procurement Officer must approve all EOI proposals. </p><p>　　4. Invited tendering </p><p>　　Invited Tendering may be used inste

11、ad of Open Tendering in certain circumstances. Invited Tendering occurs when specific suppliers are invited to tender for goods or services rather than the tender being open to any suppliers. The Chief Procurement Office

12、r must approve all Invited Tender proposals, with the exception of using approved pre-qualified supplier panels. </p><p>　　5. Documentation </p><p>　　Accountability requires comprehensive docum

13、entation for all tenders. Detailed justification of all key decisions made, especially the selection of the tenderer, must be recorded on an official Records Management file from the time that a decision is made to tend

14、er until the finalisation of the contract. Documentation must be available to show that the tendering process is not only fair but also that it is seen to be fair. All communications with tenderers must be documented. &l

15、t;/p><p>　　6. Confidentiality </p><p>　　All tenderer information and tender documents received are to be treated as confidential. The confidentiality and anonymity of tenderers must be maintained

16、throughout the tender process. </p><p>　　PROCEDURES </p><p>　　7. Strategic planning </p><p>　　It is important that a proper strategy be planned. Staff involved must ensure that the

17、 objectives of the project being tendered are clarified and that clear specifications are developed and funding identified. </p><p>　　8. Types of Tenders </p><p>　　There are three types of ten

18、dering for the acquisition of goods or services:</p><p>　　? Open Tender </p><p>　　? Multi-Stage Tender </p><p>　　? Invited Tendering </p><p>　　8.1 Open Tender <

19、/p><p>　　Open Tendering tests the market in a transparent manner. Tenders are advertised publicly and no restriction is placed on the number of tenderers. All prospective bidders are given the same tender docum

20、entation. The Procurement Services Department must be consulted on all Open Tender proposals. </p><p>　　8.2 Multi-Stage Tender </p><p>　　Multi-stage tendering may be used to cull a large numbe

21、r of respondents and identify the best service providers in a particular well-supplied market that are interested in providing the relevant goods or services. It also limits the number of tenderers to those able to demo

22、nstrate the requisite capability in the first stage. Multi-stage tenders may be used: </p><p>　　? to establish a panel of suitable suppliers for a specific category of goods or services; </p><p&

23、gt;　　? to identify suppliers with suitable proposals for complex procurements. </p><p>　　The first stage in multi-stage tendering is an Expression of Interest or Request for Proposal to invite interested su

24、ppliers to register their interest against the requirements listed in the EOI document. The second stage in multi-stage tendering is a Selective Request for Tender to invite suppliers shortlisted in the first stage to a

25、submit proposals in response to specific criteria outlined in the Request for Tender document. </p><p>　　8.2.1 Expression of Interest </p><p>　　The EOI document must state what further process

26、es are expected beyond the first stage of the tender process. </p><p>　　The University would then short-list interested suppliers with the ability to undertake the particular product supply or services requ

27、ired. These prequalified tenderers would be asked to indicate their availability to tender in the second stage, a Selective Request for Tender. </p><p>　　The Chief Procurement Officer must be consulted on al

28、l EOI proposals. </p><p>　　8.2.2 Selective Tender </p><p>　　In this case tenders are called for a specific contract in a second stage from short listed service providers identified in the EOI

29、stage. </p><p>　　Tenderers are required to submit tenders to respond to specifications identified in the Request for Tender document, such as price, capacity, expertise and experience. </p><p>

30、　　The Chief Procurement Officer must approve all selective tender proposals, with the exception of using approved pre-qualified supplier panels. </p><p>　　8.3 Invited Tendering </p><p>　　Invit

31、ed Tendering may be used: in emergency situations; for specialist work; in special circumstances where only one or a limited number of suppliers are known to be able to carry out the work;for low value, low risk activiti

32、es. </p><p>　　Invited Tendering involves issuing RFT documents to known available suppliers assessed as the most capable of delivering the goods or services required. The Chief Procurement Officer must appro

33、ve all proposals for invited tendering. </p><p>　　9. Tender Waivers </p><p>　　The need to run a tender may be waived in exceptional circumstances. Refer to section 8 in the Procurement Policy.

34、 </p><p>　　10. Tenders requiring a Non-Disclosure Agreement </p><p>　　In certain circumstances, the Procurement Services Department may require an interested tenderer to accept and sign a Non-D

35、isclosure Agreement before receiving the tender documentation. </p><p>　　11. Tender Evaluation Team </p><p>　　All tenders must have a Tender Evaluation Team to ensure the probity of the tender

36、process. The Tender Evaluation Team must consist of at least three members, including a representative from the Procurement Services Department as well as other people who have the relevant technical knowledge of the goo

37、ds or services required. For Campus Infrastructure and Services managed tenders, the Procurement Services Department representative may be replaced with a CIS representative who has been trained an</p><p>　　

38、? One member of the evaluation team is to be external to the area requesting the tender and may come from outside the University. </p><p>　　? The representative from the Procurement Services Department (o

39、r CIS for CIS managed tenders) will be the Team Leader who will be the tender contact and the only member of the Team permitted to communicate with tenderers. </p><p>　　? Tenders relating to information an

40、d communications technology must also have a representative from Information Communication Technology. </p><p>　　? Evaluation Teams for approved Capital Works programs or approved Repairs and Maintenance Pr

41、ograms must have a representative from Campus Infrastructure and Services.</p><p>　　Tender Evaluation Team members must not have a vested or perceived interest in the outcome. A Conflict of Interest declara

42、tion will be distributed to the Evaluation Team members prior to the commencement of evaluations by the Team Leader and anyone with a conflict of interest must declare this conflict and disqualify themselves from the ten

43、der. Refer to the University’s Code of Conduct and Corruption Prevention Strategy for details. </p><p>　　Tender Evaluation Team members can seek external assistance and advice on specific aspects of he tende

44、r. This assistance must be co-ordinated through the Tender Evaluation Team Leader. </p><p>　　12. Advertising Tenders </p><p>　　The call for Open Tenders and Expressions of Interest will be adve

45、rtised in the Sydney Morning Herald every fortnight. Other, additional methods of advertisement may also be utilized from time to time. The Procurement Services Department must approve all tender advertisements, with the

46、 exception of CIS managed tenders. </p><p>　　Public advertisements must include: </p><p>　　? an adequate description of the tender to allow prospective tenderers to decide whether they wish to

47、 prepare a tender, or a link to the location where this information is available; </p><p>　　? the location where the tender documents may be obtained, including the name, telephone number and email of

48、the contact officer; </p><p>　　? a tender reference number; </p><p>　　? where tenders are to be lodged and the closing date and time;</p><p>　　? any other important dates and dea

49、dlines. </p><p>　　The University will endeavor to ensure that the time given between the release and the closing date of the tender is sufficient to allow a tenderer to study the tender specification and p

50、repare a bid; however the final duration will be determined by the Procurement Services Department. </p><p>　　Receipt and Registration of Tenders </p><p>　　All tenders are to be lodged in the

51、 University’s eTenderBox at the tender web lodgment address. The eTenderbox will be opened after the tender closing date and time. Details of the tenders received are registered by the eTinderbox on a schedule/register w

52、hich includes: tender details; tender reference number and tender name; tender closing date and time; date and time the tender box was opened; supplier name, time submitted and a unique identifier for each file. </p&

53、gt;<p>　　All tenders received must be kept in a secure location. </p><p>　　Tenders will only be accepted in the University’s eTenderBox. Tenders submitted by facsimile, email, hand delivery, post or a

54、ny method other than via the eTenderBox will not be accepted, except in exceptional circumstances with express approval from the Procurement Services Department. Tenders that are not uploaded to the eTenderbox prior t

55、o closing time will be deemed to be a late tender. </p><p>　　14. Late Tenders </p><p>　　Late tenders must not be considered, except when the University is satisfied and can demonstrate that the

56、 integrity and competitiveness of the tendering process would not be compromised. </p><p>　　Late tenders may be considered when verifiable circumstances are confirmed by the University, such as:</p>&

57、lt;p>　　? exceptional circumstances, such as the tender being the only tender or a natural disaster affecting all tenders equally, that ensure the integrity and competitiveness of the tendering process would not be co

58、mpromised by considering the late tender; </p><p>　　? the tender left the control of the tenderer prior to close of tenders and confidentiality of the tender was maintained before it was opened; </p>

59、<p>　　? control of the confidentiality of tenders before the scheduling of tenders guarantees no enhancement to the late tender occurred using knowledge of the other tenders.</p><p>　　? the RFT docum

60、ents stipulate that lateness is not a bar to consideration. Acceptance of a late tender will be at the discretion of the Tender Evaluation Team Leader. </p><p>　　15. Evaluating and Assessing Tenders </p&

61、gt;<p>　　The Tender Evaluation Team Leader obtains the schedule/register of tenders received and the tender documents for evaluation. The methodology, format and detailed criteria for the evaluation are to be docu

62、mented and agreed to by the Tender Evaluation Team prior to the commencement of the evaluation. Assessments must be undertaken in a timely manner. Each member of the Tender Evaluation Team is to evaluate the tenders inde

63、pendently and then the Team together will consider and agree on the results.</p><p>　　16. Clarification of Tenders </p><p>　　If important information received in a tender is not clear then clar

64、ification can be requested from the tenderer. The clarification sought from the tenderer must not give the tenderer an unfair advantage over the other tenderers or allow the tenderer to revise or enhance its original ten

65、der. The Tender Evaluation Team cannot trade-off one tenderers prices against other tenderers’ prices in order to obtain lower prices. </p><p>　　17. Modifications and Re-tendering </p><p>　　Dur

66、ing the tender evaluation process, if the Tender Evaluation Team decides to make substantial modifications to the original tender, then it will be necessary to recommence the tendering process. An opportunity must be giv

67、en to each original tenderer to submit a new tender. Comprehensive documentation must be retained that shows why the substantial modifications are necessary and demonstrates that the modifications are consistent with the

68、 original requirements of the user department. The Chief </p><p>　　18. Post Tender Negotiations </p><p>　　Where there are no acceptable tenders, negotiations may be conducted with the tenderer

69、submitting the least unacceptable tender, or the tender which conforms most closely to the requirements and provides best value for money .Where tenders are ranked by a systematic method, for example, by scoring tender p

70、rices and other evaluation criteria, the tender with the best ranking would normally be regarded as the best tender. </p><p>　　There are also instances when the University may negotiate with an acceptable pr

71、eferred tenderer to improve outcomes. Any negotiation process should be transparent, recorded and conducted in a manner that does not disadvantage other tenderers. If none of the tenders are acceptable following negotiat

72、ion it will be necessary to close the tender and re-tender. The Chief Procurement Officer is to approve the re-tendering proposal. </p><p>　　19. Acceptance of Tender </p><p>　　The Tender Board

73、is to approve all tenders valued at $200,000 and above. Following formal Tender Board approval, a “l(fā)etter of acceptance” is to be issued to the successful tenderer. The letter of acceptance must state that the acceptance

74、 of the tender is conditional upon execution of a contract satisfactory to the University. </p><p>　　All other tenderers are to be notified in writing that they were not successful. Unsuccessful tenderers c

75、an request a debriefing with the Tender Evaluation Team Leader. Debriefings should explain how their tender performed against the evaluation criteria, rather than against the successful tender. The letter of acceptance a

76、nd letters to unsuccessful tenderers are to be prepared by the Tender Evaluation Team Leader and signed by the Chief Procurement Officer or the Director of Campus Infrastructu</p><p>　　20. Dealing with Quer

77、ies from Unsuccessful Tenderers </p><p>　　Tender information is commercially sensitive and therefore must be handled and protected appropriately. The disclosure of information could prejudice the commercial

78、interests of the companies submitting the bid and the bargaining power of the University in the future. Unsuccessful tenderers can be advised of the name of the successful tenderer, the contract price and, in the case of

79、 a higher price having been accepted, the reasons why their offer was not successful. The University may wish to i</p><p>　　Some tips to remember are:</p><p>　　? Ensure all tenderers are aware

80、 of the sole contact person. </p><p>　　? Ensure relevant people in your department/unit are aware of the sole contact person, </p><p>　　? Ensure all communications are documented so that ther

81、e can be no argument about what was said. </p><p>　　21. Agreements Arising </p><p>　　All tenders will require a written agreement between the University and the successful tenderer. The draft A

82、greement provided with the tender documentation will form the basis. In most cases, Agreement negotiations between the University and preferred tenderer will be finalized prior to the Tender Board approval for the accept

83、ance of a tender. Agreements are to be signed by the Chief Procurement Officer or the Director of Campus Infrastructure and Services for CIS managed tenders. </p><p><b>　　采購：招標過程</b></p>

84、<p><b>　　作者：悉尼大學</b></p><p>　　譯者：********</p><p><b>　　一 概述</b></p><p><b>　?。ㄒ唬?目的</b></p><p>　　以下流程主要是對高校采購政策的進一步補充。主要適用于購置高校外部

85、供應商所提供的商品以及服務的招標活動，并且價值在20萬美金以上。收購商品包括購買和租賃商品，收購服務包括承建商和顧問公司的服務，這其中并不包含高校雇用工作人員提供的服務以及利用投資與資金管理相結合的服務業(yè)務。</p><p><b>　　（二） 涵蓋范圍</b></p><p>　　此次采購程序適用于所有大學，包括跟高校有關聯的各類基金會、中心院、受控機構以及與高校簽

86、有相關協議的實體。要求遵守大學采購政策及相關程序，是協議中的一個重要條款。</p><p>　　二 招標過程的關鍵重點</p><p><b>　　（一） 公開招標</b></p><p>　　高校招標應面向公眾以便市場能夠對貨物和服務做出及時評價。其中有兩種主要方式，一種是完全公開招標或是在最初通過調用意向書的多階段招標。另一種是選擇性招標。

87、采購事務署和首席采購官必須批準所有公開招標的建議以及意向書的建議。</p><p><b>　?。ǘ?邀請招標</b></p><p>　　在某些特殊情況下，邀請招標只是為某些特殊供應商所提供的商品和服務進行的招標，而不是針對所有供應商的招標。采購主管必須批準所有被邀請的投標建議書，除了使用已批準事先資格鑒定的供應商。</p><p><

88、;b>　?。ㄈ?相關文件</b></p><p>　　問責制需要實施到所有相關文件中。詳細的理由、重要的決定，特別是投標者的選擇，必須從開始到最后簽訂合同都記錄在官方的文件中。此文件必須能表明，該招標過程從表象到實質都是公平的，并且在此過程中，任何與投標人有關系的信息和通訊都記錄證明。</p><p><b>　?。ㄋ模?保密原則</b></

89、p><p>　　所有投標人的信息合計收到的投標文件將被視為機密，并且這種保密性與信息保護將貫穿于整個招標過程。</p><p><b>　　三 招標過程</b></p><p><b>　?。ㄒ唬?戰(zhàn)略規(guī)劃</b></p><p>　　一個合適的戰(zhàn)略規(guī)劃是非常重要的，相關工作人員必須確保招標項目的清晰性

90、，規(guī)范資金的使用</p><p><b>　　（二） 招標類型</b></p><p>　　這里主要提供三種購置商品和服務的招標類型：公開招標、多階段招標、邀請招標。</p><p><b>　　1 公開招標</b></p><p>　　公開招標在市場上是完全透明的，招標書是公開的切對各階段投標人也

91、隱藏信息，所有投標人基于相同的招標文件。采購咨詢服務部門必須對公開招標提供咨詢與建議。</p><p><b>　　2 多階段招標</b></p><p>　　多階段招標可以篩選出大量的投標者，并在一個具有良好供應市場的條件下提供更多的服務和商品，但他在能夠顯示必要能力的第一階段限值投標者更多。</p><p>　　多階段招標可能適用于：為某一

92、特定類型的商品或服務建立一組合適的供應商。為復雜供應商確定合適的計劃。</p><p>　　第一階段，招標人可就技術規(guī)范等問題與投標商進行談判，廣泛征求意見，以最終確定采購事項的規(guī)范和規(guī)格。但只要技術規(guī)范等問題一經確定就決不允許談判了。第二階段，采購機構依據第一階段所確定的技術規(guī)范進行正常的公開招標程序，邀請合格的投標商就包括合同價款在內的所有條件進行投標。</p><p><b&g

93、t;　　（1）意向書</b></p><p>　　意向書中必須說明超出第一階段預算需進一步才去的措施。高校能夠選擇出一部分具有此能力者進行特定產品的供應和所需的服務，在多階段招標的第二階段，會顯示這些可用性，采購主管的所有行為需符合意向書的規(guī)范。</p><p><b>　?。?）選擇性招標</b></p><p>　　在這種情況下

94、，邀請供應商提供資格文件，只有通過資格審查的供應商才能參加后續(xù)招標。投標者需提交符合申請的招標文件，包括價格、能力、專業(yè)知識和經驗。采購主管需批準所有上交的選擇性標書，出具有資格預審的供應商標書外。</p><p><b>　　（3）邀請招標</b></p><p>　　邀請招標主要適用于：特殊緊急情況、具有高度專業(yè)性、提供產品的潛在供應商較少、低價值、低風險的活動。

95、</p><p>　　邀請招標，也稱為有限競爭性招標，是指招標方選擇若干供應商或承包商，向其邀請招標發(fā)出投標邀請，由被邀請的供應商、承包商投標競爭，從中選定中標者的招標方式。</p><p><b>　?。ㄈ?招標豁免</b></p><p>　　在特殊情況下，某些招標活動可以豁免，參閱第八條的采購政策。</p><p&g

96、t;　　（四） 招標要求保密協議</p><p>　　在某些情況下，采購服務機構可以要求投標者接受和簽署一份保密協議以便接受招標文件。</p><p>　?。ㄎ澹?標書評估小組</p><p>　　所有標書必須有一個評標小組，以確保招標過程的廉潔。評標小組必須由至少三名成員組成，包括采購事務署的代表以及其他所需的商品或服務有關的技術知識的人。園區(qū)基礎設施和服務管理招

97、標，采購服務部的代表可能會被替換與獨聯體國家的代表已培訓和采購事務署批準。</p><p>　　?評估小組的一名成員需來自高校外部。</p><p>　　?采購事務署的代表將成為評估小組的主要領導者，并且只能與本招標小組的成員進行聯絡。</p><p>　　?考慮到招標的有關信息和通信技術，還必須有一個信息通信技術的代表。</p><p>　

98、　?批準通過的評估團隊工作程序或資本修理和維護程序必須有一個代表工作于校園設施和服務。</p><p>　　標書評估團隊成員不得有一種既定的興趣或感知的結果。利益沖突的聲明，將事先分發(fā)的評價小組成員由組長，任何人都評價開始與利益沖突必須申報這一沖突和招標資格。請參考大學的行為和腐敗行為的預防戰(zhàn)略的守則。評標小組成員，他招標的具體方面可以尋求外部援助和咨詢。這種援助必須通過招標評價組組長統(tǒng)籌。</p>

99、<p><b>　?。?廣告招標</b></p><p>　　按照公開招標和意向書的要求，廣告招標徐每隔兩周在《悉尼晨報》上面進行刊登，其他的附加方法也可以利用廣告，獨聯體管理招標的除外。</p><p>　　公共廣告必須包括：充分的信息對投標者的行為進行說明；招標文件應包含聯系工作人員的姓名、電話和電子郵件；招標編號；投標書必須遞交的截止日期和時間；

100、其他的重要時期和時間</p><p>　　高校將會盡力在投標日期截止之前讓投標者研究考察以作出招標意向準備出價，然而，最后的價格將有采購服務部門決定。</p><p>　?。ㄆ撸?投標書的回執(zhí)與注冊</p><p>　　所有特投標書必須通過向高校發(fā)送郵件，說明其招標網站遞交的地址。投標書中需含有投標截止日期和時間，表述上含有細節(jié)的制定/注冊。包括：招標細節(jié)、招標編號

101、與投標名稱、招標截止日期、招標箱公開日期、供應商名稱、提交時間、文件唯一驗證碼。</p><p>　　所有收到的標書必須保存在一個安全的地方。投標者將能通過高校的投標箱被接受。傳真，電子郵件，專人遞送，郵寄或通過投標箱其他任何方法提交的投標書不被接受，除非在特殊的情況下有采購事務署的特殊批準。在投標箱截止時間之后的投標將被視為是一個逾期的投標。</p><p><b>　　（八）

102、 逾期投標</b></p><p>　　投標文件逾期送達的，將不予考慮。除非在公正與公平的條件下，高校感到滿意。</p><p>　　高?？梢钥紤]的逾期投標特殊情況包括：特殊情況下，某些自然原因導致所有的投標人的標書都逾期送達；招標離開控制招標人在關閉標書前，保密和招標維持之前就公開了；使用其他投標知識發(fā)生之前標書的調度，保證無強化后期招標標書的保密控制；招標文件規(guī)定，逾期招標

103、都不予考慮。接受了逾期的投標，將有招標小組組長發(fā)揮自由裁量權。</p><p>　?。ň牛?投標評估和評價</p><p>　　招標評估團隊領導取得標書招標文件進行評估。方法、格式及詳細的評價標準將會在評估開始前由評估小組進行商定，投標評估須及時。評標小組的每個成員獨立評審標書，則團隊將審議并對結果作出決定。支持文件必須是全面的，包括對評估的結果和建議招標的原因，最低的投標書將不被接受。評