第四章工程投標(biāo)決策和投標(biāo)策略ppt課件

1、第四章工程招標(biāo)決策和招標(biāo)戰(zhàn)略Chapter 4Decision-making in construction project tenderAnd the strategies in the tenderIntroductions of this chapter教學(xué)提示，Notes for teaching： 招標(biāo)人為到達(dá)中標(biāo)及中標(biāo)后獲得好的經(jīng)濟(jì)效益的目的，必需進(jìn)展招標(biāo)決策。It is necessary for tenders to make decision to win in the tender and to realize a good economic efficiencies.影響

2、招標(biāo)決策的要素表達(dá)在客觀和客觀兩方面。Two factors, objective and subjective ones make practically impression upon decision-made in a tender.招標(biāo)決策中運(yùn)用的方法主要有八項(xiàng)規(guī)范判別法、線形規(guī)劃方法和決策樹(shù)法等三種。The methodologies utilized in the construction project decision making have “the judication by the eight standards， the linear programming，and

3、“decision-make tree “ analysis or the diagram analysis。 招標(biāo)人在遞交招標(biāo)文件前應(yīng)制定相應(yīng)的招標(biāo)決策和報(bào)價(jià)技巧，以提高中標(biāo)的能夠性并獲得較好的經(jīng)濟(jì)效益。A tender must make up a series of relative decision and the tactics of certainty of the price before the book of tender is given out so as to heighten the probability of winning a tender and to gai

4、n a good economic efficiencies。教學(xué)要求本章要求學(xué)生了解招標(biāo)決策的概念、招標(biāo)決策的影響要素、招標(biāo)戰(zhàn)略的概念， In this chapter first the students are required to learn about the notion of “ decision-making of tender ,about the factors that press upon decision-making of tender, and the notion “strategies of tender ,掌握招標(biāo)決策的方法及常見(jiàn)的招標(biāo)戰(zhàn)略和報(bào)價(jià)技巧。 s

5、econdly we must master the methods often used in decision-made for a tender, master the common tenders strategies and tactics in making decision of certainty of price.4.1工程招標(biāo)決策4。1.1 the notion of the tender decision-making又稱為工程招標(biāo)的戰(zhàn)略決策，即根據(jù)企業(yè)戰(zhàn)略目的，對(duì)工程招標(biāo)中一系列艱苦全局性問(wèn)題，作出理性決議。The strategies decision-made in

6、 a tender，is to decide rationally serious of matter in accordance to the corporative strategy target 招標(biāo)決策的三個(gè)方面Tender decision-madeWhether to tender or notwhatKind of bidTo bid upHow to use the Strategies in thetenderAim to win aproject and toRealize a good economicalEfficiencyTo participate in or to

7、 win a projectIn technology andundertaking4.1招標(biāo)決策的含義4.1.2 招標(biāo)決策階段的劃分Two stages：前期階段the pre-stage of the tender后期階段the post stage of a tender招標(biāo)人確定的購(gòu)買招標(biāo)人資歷預(yù)審資料的時(shí)間決策根據(jù)：招標(biāo)文件；關(guān)于招標(biāo)工程、業(yè)主的情況；國(guó)際工程：所在地了解與工程了解普通應(yīng)棄標(biāo)的情況 1本企業(yè)主管或兼營(yíng)才干以外的工程2工程規(guī)模、技術(shù)要求超越本施工企業(yè)技術(shù)等級(jí)的工程。3本企業(yè)消費(fèi)義務(wù)豐滿，而招標(biāo)工程的盈利程度較低或風(fēng)險(xiǎn)較大的工程。4本企業(yè)技術(shù)等級(jí)、信譽(yù)、施工程度明顯不如競(jìng)

8、爭(zhēng)對(duì)手。招標(biāo)性質(zhì)分類風(fēng)險(xiǎn)標(biāo)和保險(xiǎn)標(biāo)；盈利標(biāo)、保本標(biāo)和虧損標(biāo)4.1.3影響招標(biāo)決策的要素 “知己知彼，百戰(zhàn)不怠?！皊truggles wont lose in the case I know myself and know the others。工程招標(biāo)決策研討就是知己知彼的研討。The study of decision-making in construction project tender is just the research that one knows himself and knows the others。這個(gè)“己就是影響招標(biāo)決策的客觀要素，“彼就是影響招標(biāo)決策的客觀要素。I

9、n other word，the “myself just implies to the objective factors， and the others do imply the subjective factors that would press impression on decision-making in a tender 。1影響招標(biāo)決策的客觀要素the objective factors that make impression upon decision-making in tender招標(biāo)或者棄標(biāo)，首先取決于招標(biāo)單位的實(shí)力，其實(shí)力表達(dá)在以下幾方面。The first of

10、 factors that make one decide whether to bid up or to give up is real energy one has himself。The following reflect ones real energy 。1技術(shù)方面的實(shí)力2)經(jīng)濟(jì)方面的實(shí)力3管理方面的實(shí)力4信譽(yù)方面的實(shí)力綜合實(shí)力the subjective real comprehensive strenght 技術(shù)實(shí)力經(jīng)濟(jì)實(shí)力管理實(shí)力信譽(yù)實(shí)力Organizational stuff，provision and practiceConstruction experienceCoope

11、rative fellowFixed assets and faculty and the required cash；Payment for delegate； payment for endorsement；Capital； Foreign exchange for international project；Cycled funds； payment for Tax and Insurance；Cost control；Time control in the tender；Labor and stuff control； Target management especially util

12、ized in target cost；Rationally make the decision of price in a construction project tender；Advanced management in useReal Strenght in credit；Abide by agreement；obey law；Abide by international common customs決議招標(biāo)或棄標(biāo)的客觀要素the objective factors decide to bid or give up in a construction project適用國(guó)際慣例The

13、decisive objective factors to bid up or not in a project決定投標(biāo)或棄標(biāo)的客觀因素The situation ofLaw and regulation法律、法規(guī)的情況競(jìng)爭(zhēng)對(duì)手和競(jìng)爭(zhēng)情勢(shì)分析The five rulersIn the use ofLaws法律適用的五原那么強(qiáng)迫適用工程所在地法的原那么意思自治國(guó)際法效能優(yōu)于國(guó)內(nèi)法原那么適用國(guó)際慣例原那么最親密聯(lián)絡(luò)The situation ofowner andengineerCompel to utilize the sited locallaw of the project業(yè)主或監(jiān)理工程師的

14、情況Autonomous ruleThe most relative rulerThe ruler utilized in the international common customsrulerThe lawful force of the international law superior toThe national lawSWOT分析-chance and terror；The super and weakM。E。Porter低本錢戰(zhàn)略；差別化戰(zhàn)略；聚焦戰(zhàn)略SuperiorityOr the weakoTSO 戰(zhàn)略WO戰(zhàn)略ST戰(zhàn)略WT戰(zhàn)略The application of the

15、 methodologyin decision-madeModels：1目的：盡能夠擴(kuò)展近期利潤(rùn)；2最低招標(biāo)報(bào)價(jià)者中標(biāo)：標(biāo)價(jià)與中標(biāo)率的合理關(guān)系；4八項(xiàng)目的判別法“to judice by eight norms1承包商即期運(yùn)營(yíng)情況和招標(biāo)目的2能否具有參與某項(xiàng)工程招標(biāo)的條件：工人的技術(shù)程度；企業(yè)的機(jī)械設(shè)備才干； 企業(yè)的設(shè)計(jì)才干工程的交工條件；企業(yè)對(duì)工程的熟習(xí)程度；企業(yè)以往對(duì)此類工程的閱歷；承包該工程對(duì)今后得到新招標(biāo)時(shí)機(jī)的影響；擬招標(biāo)工程競(jìng)爭(zhēng)的猛烈程度。評(píng)分表八項(xiàng)標(biāo)準(zhǔn)權(quán) 數(shù)判斷等級(jí)及等級(jí)得分各項(xiàng)標(biāo)準(zhǔn)得分上（10)中(5)下(0)工人的技術(shù)水平；20企業(yè)的機(jī)械設(shè)備能力； 20企業(yè)的設(shè)計(jì)能力5工程的交

16、工條件；10企業(yè)對(duì)工程的熟悉程度；15企業(yè)以往對(duì)此類項(xiàng)目的經(jīng)驗(yàn)；10承包該項(xiàng)目對(duì)今后得到新投標(biāo)機(jī)會(huì)的影響；10擬投標(biāo)項(xiàng)目競(jìng)爭(zhēng)的激烈程度。10合計(jì)100預(yù)定可投標(biāo)的最低分值7005線形規(guī)劃方法linear programminglinear programming in the use of tender decision-making：Models： linear relativeAims： linear relativeC。F：例4.2假定現(xiàn)有甲乙丙三種住宅可以招標(biāo)。該招標(biāo)單位木工和鋼筋工教短缺，估計(jì)今年能提供的木工工日為13000；鋼筋工為11000。三種住宅各需木工、鋼筋工工日數(shù)如表，承

17、包甲乙丙三種住宅每棟可獲利潤(rùn)為：4000；6000；8000元。試問(wèn)應(yīng)如何招標(biāo)可獲得最大利潤(rùn)。甲乙丙木工需用工日數(shù)400500600鋼筋工需用工日數(shù)350380400解題步驟1確定決策變量variable for decision-madeX1：X2：X32確定目的函數(shù)式；certainty of the function for the aimmaxE=4000X1+6000X2+8000X33確定必需滿足的約束條件式 the certainty of the constraint situation；400 x1+500X2+600X313000；350 x1+380X2+400X3110

18、00；4建立線形規(guī)劃模型to make up the linear programming modelmaxE=4000X1+6000X2+8000X3400 x1+500X2+600X313000；350 x1+380X2+400X311000；X1、x2、x30求解略6決策樹(shù)法1決策樹(shù)的含義決策樹(shù)是由決策點(diǎn)、方案分枝、自然形狀點(diǎn)、概率分支、損益值五要素構(gòu)成。方案分枝損益值概率分支自然形狀點(diǎn)決策點(diǎn)2決策樹(shù)分析步驟1繪制決策樹(shù)圖；2計(jì)算各自然形狀點(diǎn)期望值；3進(jìn)展剪枝決策運(yùn)用舉例1某承包商決議參與一工程工程招標(biāo)，該工程可按高價(jià)、中價(jià)、低價(jià)三種方案進(jìn)展招標(biāo)，假設(shè)中標(biāo)后經(jīng)估算三方案利潤(rùn)分別為150萬(wàn)元、100萬(wàn)元、60萬(wàn)元，根據(jù)過(guò)去參與同類工程的閱歷，三方案中標(biāo)概率分別為0.3、0.6、0.9，招標(biāo)文件編制費(fèi)為2萬(wàn)元，請(qǐng)問(wèn)該如何招標(biāo)。1先繪制決策樹(shù)圖1234150-2100-26