工程管理 畢業(yè)設(shè)計-招標(biāo)文件 外文翻譯 中英文：激勵機(jī)制和獎勵辦法：競爭性招標(biāo)在采購與談判-文庫吧
2024-11-04 02:07 本頁面
【正文】 software, automobile production, and building construction. When considering the procurement of goods and services, the procurer is faced with many challenges. First, she has to choose what exactly should be procured, and how to transmit her needs to the potential suppliers. Second, a contract must be laid out that includes contractual obligations and methods of pensation. Third, the procurer needs to decide how to award the procurement contract between the potential , the award mechanism should result in the selection of a quali?ed and desirable supplier and in the implementation of a costeective ?nal product Following up on these last two points, petitive tendering is widely recognized asan attractive procurement mechanism and is monly advocated for several notably it is viewed as a procedure that stimulates and promotes its nature, open petitive tendering invites potential suppliers from many , in the face of petition from many potential suppliers each one has strong incentives not to in?ate his price. Indeed, fair market price discovery is often touted as a bene?cial result of such tendering. Open petitive mechanisms are also known for their transparency, making it easier to prevent corruption both in the public and private sectors where procurement managers may have incentives to rig the system Interestingly, there is widespread use of both petitive tendering and negotiations in the private sector. For example, from 1995 to 2020, fortyfour percent of private sector nonresidential building construction projects in Northern California were procured using negotiations, while only eighteen percent were procured using open petitive tendering. The use of negotiations with single source suppliers is also mon in high tech and software, and used for defence procurement as well. This Chapter ers a framework to pare petitive tendering with negotiations and relate these award mechanisms to the payment procedures chosen in the contract. In particular, it tries to shed light on when petitive tendering with ?xed price contracts will be preferred to negotiating cost plus contracts, and when not. To put this Chapter in perspective it is worth observing that most of the economic analysis describes the procurement problem as follows. The supplier has 寧波工程學(xué)院畢業(yè)設(shè)計（論文） — 外文翻譯 3 information about production costs that the procurer does not have. The procurer then has to consider clever ways to infer the suppliers costs, such as ering the supplier many potential projects to choose from, and having the supplier select the one that will be produced. In contrast, scholars and practitioners of engineering and construction management argue that the central problem in procurement is not that suppliers know so much more than procurers at the onset of the project, but that instead both procurers and supplie
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