中英文共计1.1万余字，word 文档。

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TABLE OF CONTENTS目录

Foreword 前言

Introduction 介绍

Recommended Procedure for obtaining tenders  推荐的招标程序

Recommended Procedure for the opening and evaluation of tenders

开标和估价的推荐程序

 

Procedure and Notes 程序和注意事项

1.0   PROJECT STRATEGY 项目策略

2.0  PREQUALIFICATION OF TENDERER  2.0招标人资格预审

2.1  Preparation of Prequalification Documents  2.1资格预审文件的准备

2.2  Invitation to Prequalify  2.2资格预审邀请

2.3  Issue and Submission of Prequalification Documents.
2.3 资格预审文件的发布和提交。

2.4  Analysis of Prequalification Applications  2.4资格预审申请分析

2.5  Selection of Tenderers  2.5投标人的选择

2.6  Notification of Applicants  2.6申请人通知

3.0   OBTAINING TENDERS   3.0获取招标

3.1  Preparation of Tender Documents   3.1招标文件的准备

3.1.1  General  3.1.1一般性规定

3.1.2 Letter of Invitation to Tender  3.1.2招标邀请函

3.1.3  Instructions to Tenderers   3.1.3投标人须知

General 一般性规定

Documents  文件资料

Alternative Tenders  替代招标

Modification to Tenders  修改招标书

Financing Arrangements  融资安排

Currencies and Payments  货币和付款

 

This document presents a systematic approach for tendering and awarding of contracts for international construction projects. It is intended to assist the employer/engineer to receive sound competitive tenders in accordance with the tender documents so that they can be quickly and efficiently assessed. At the same time, an effort has been made to provide the opportunity and incentive to contractors to respond easily to invitations tender for projects which they are qualified to implement. It is hoped that the adoption of this procedure will minimise tendering costs and ensure that all tenderers receive a fair and equal opportunity to submit their offers on a reasonable and comparable basis.

该文件为国际建设项目的招标和授标提供了一种系统的方法。它的目的是帮助雇主/工程师根据招标文件接受强有力的投标，使他们能够快速有效地评估。同时，努力为承包商提供机会和激励，使其轻松地对有资格实施的项目的邀请进行招标。希望通过这一程序将尽量减少招标成本，并确保所有投标者都有公平和平等的机会在合理和可比的基础上提交报价。

 

Experience has shown that for projects involving international tendering, prequalification is desirable since it enables the employer/engineer to establish the competence of companies subsequently invited to tender, it is also in the interest of contractors since, if prequalified, they will know that they are competing against a limited number of other firms, all of whom possess the required competence and capability.

经验表明，对于涉及国际招标的项目，资格预审是可取的，因为它使雇主/工程师能够确定随后被邀请投标的公司的能力，这也符合承包商的利益，因为如果资格预审，他们将知道正在与有限数量的其他公司竞争，所有这些公司都具有所需的能力和能力。

 

Projects may be organized and implemented in accordance with different strategies. A brief description of some of these is given in Appendix I. Which strategy is best suited for the purpose depends on, for example, the nature and complexity of the project, the access to finance, life cycle costs of the project, the technical and administrative capability of the employer and the general political and economic environment.

可以根据不同的策略来组织和实施项目。附录I中对其中一些进行了简要说明。哪种策略最适合此目的取决于，例如，项目的性质和复杂性，融资渠道，项目的生命周期成本，技术和雇主的行政能力和总体政治经济环境。

 

The project strategy defines the way in which the project will be implemented, determines the role of each party involved and, where appropriate, specifies the way the project will operate. To a large degree contractual relationships between the parties and their individual rights, duties and risks are thereby also determined by the project strategy.

项目策略定义了项目的实施方式，确定了每个参与方的角色，并在适当情况下指定了项目的运营方式。双方之间的合同关系及其个人权利，义务和风险在很大程度上也取决于项目策略。

 

At the implementation stage of a project, tendering serves as a method to ensure that the work is procured at competitive terms.

在项目的实施阶段，招标是一种确保以竞争性条件进行工作的方法。

 

The choice of strategy is a major decision which has far-reaching consequences. Once a strategy has been settled it is of great importance that it be followed throughout the implementation of the project. Lack of strict adherence to the strategy may lead to flaws in the procurement process, resulting in claims, disputes and extra costs for all concerned.

策略的选择是一个重大决策，具有深远的影响。一旦制定了战略，在整个项目实施过程中始终遵循该战略就非常重要。未能严格遵守该策略可能会导致采购过程中出现缺陷，从而导致索赔，纠纷和所有相关人员的额外费用。

 

Any part of a project which can be covered by a separate contract may in principle be made subject to tendering.

其可通过一个单独的合同覆盖的项目的任何部分都可以原则上进行须经投标。

 

As soon as the project strategy has been decided, the employer, assisted by his engineer, should establish procurement methods and forms of tendering to be used in the project.

一旦确定了项目策略，雇主应在其工程师的协助下制定用于项目的采购方法和招标形式。

 

The procurement method and forms of tendering are established by determining:

通过确定以下内容确定采购方法和招标形式：

 

i)     The parts of the project for which tenders are to he sought.

i）他要招标的项目部分。

 

It is important that the scope of a particular contract is clearly defined and that interfaces with other parts of the project are accented for.

重要的是要清楚地定义一个具体事项合同的范围，并强调与项目其他部分的接口。

 

A contract may comprise design, delivery of plant and machinery, construction or a combination of these.

合同可以包括设计，工厂和机械的交付，建筑或这些的组合。

 

ii)    The conditions of contract to be adopted.

ii）合同条件必须正式通过。

 

Only widely recognized standard conditions of contract which specifically cover the works and services to be rendered by the contractor, should be used.

只有广泛认可的合同标准条件，特别涵盖的工程和服务要由渲染承包商，应该使用。

 

iii)   The award criteria.

iii）授予标准。

 

The award criteria should cover all elements on which the employer wishes the tenderers to compete.

授予标准应涵盖雇主希望投标人竞争的所有要素。

The factors other than price to be used in the award criteria should to the extent practicable be expressed in monetary terms.

奖励标准中使用的价格以外的其他因素应在可行的范围内以货币形式表示。

 

The award criteria may include costs, quality/performance, time, ingenuity and environmental effects, and it may be necessary to apply weightings to each criterion to reach a basis which will be used when evaluating the tenders.

授予标准可能包括成本，质量/性能，时间，独创性和环境影响，并且可能有必要对每个标准应用权重以达到评估投标时所用的基础。