建筑工程招投標(biāo)-畢業(yè)設(shè)計(jì)中英文翻譯

ConstructionbiddingConstructionbiddingreferstoconstructionproductsasacommodityexchangetransactionforms,whichsettargetsbythepurchaseronly,therecruitmentofasecretofferbyanumberofvendorstocompete,thebuyerchoosethewinnersandwiththetradeagreementreached,theninaccordancewithprotocolstrokes.Tenderingsystem,alsoknownasprojecttendercontractsystem,itreferstothemarketeconomyconditions,themethodusedtoachievetheprojectbiddingaprojectmanagementsystemcontract.Projectbiddingsystemistheestablishmentandimplementationoftheplannedeconomyundertheconditionsoftheuseofsimpleadministrativemeasuresassignedthetaskofbuildingamajorreformmeasureistoprotectmarketcompetition,againstthemonopolizationofthemarketanddevelopingthemarketeconomyisanimportantsign.Tenderreferstoallbiddersbasedontheirabilityandmanagementlevel,inaccordancewiththeprovisionsoftheuniformrequirementsoftenderdocumentstosubmittenderdocuments,worktowardsimplementationofthequalifications.Inordertoregulatethebiddingoftheconstructionmarketactivitiestoachievethemostoptimalallocationofsocialresources,August30,1999elevenoftheNinthNationalPeople'sCongressadoptedthe"PRCTenderingandBiddingLaw",markingthestepsoftheconstructionprojectbiddingintothelegaltrack.Thispaperfocusesonthebiddingprocessforanalysisstrategyshouldbetaken.Biddingstrategyreferstothesuccessfulconstructioncontractorinordertoachievethepurposeinthebiddingprocessusedbythemeansandmethods,constructionprojectbiddingisanimportantpartinusingtheappropriatebiddingstrategiesandtechniques,increasethesuccessfulratebid,butalsoexpectationsoflargerprofits.First,biddecisionanalysisCompaniesmayalsofacemultipleprojectstenderingopportunities,byconstructioncapacityconstraints,cannotpracticeallthetenderingopportunities,butshouldbeselectedinanumberofprojects;onaspecificproject,fromtheperspectiveofeffective,profitablesuperscript,subscriptandthelossofpreservationstandards,businessesarerequiredfeaturesoftheprojecttenderandbusinessrealitiesofdecision-making,inordertoachievethestatedbusinessobjectives,suchas:accesstoprofitability,capturethemarket,establishanewcorporateimageandsoon.First,usuallythefollowingaspectsshouldbeconsideredinthecase:(1)contracttenderingpossibilityandfeasibilityoftheproject.Theabilitytocontracttheproject,andwhetherthedeploymentofamanagementstrength,technicalstrengthtoparticipateinprojectimplementation,competitorshaveobviousadvantages.(2)thereliabilityoftenders.Forexample,urbanplanningprojectsandlandusepermitsandotherpermitapprovalhavebeencompleted,whetherthefundshavealreadybeenimplementedandsoon.(3)thetenderofthecontractconditions.(4)internalfactorsaffectthechancesofwinningcontracts,includingenterprisesinthetechnical,economic,managementandcreditstrengths;externalfactorsincludingtheownersandsupervisionoftheEngineer,competitorstrengthandcompetitivesituation,thelawandregulationsthesituation,projectriskandsoon.Secondly,iffacedwiththefollowingconditionsshouldgiveupthetender:(1)projectsize,technicalrequirementsexceedthelevelofenterprisetechnologyprojects;(2)thescopeandviabilityoftheirbusinessoutsideoftheproject;(3)Comparisonoftheenterpriseiscurrentlycontractedtasksfull,andthegreaterriskoftenderingtheproject;(4)thetechnologicallevel,management,constructionprojectswassignificantlybetterthancompetitors.Second,thebiddingstrategyofIfyoudecidetoparticipateinthebiddingcompaniesshouldtaketheappropriatestrategies,andstrivetowinthebid.1.Accesstoinformation,tograspthesituationofinformationstrategyistodevelopscientificandrationalbasis,companiesmustfocusonthetenderinformationcollection,collationandprocessingworkonacomprehensiveanalysisoftenderinformation,graspitscomprehensiveness,timelinessandaccuracy.Forexample:characteristicsoftheproject,materialsprices,laborcostslevel,thecredibilityoftheowners,theinvestmentlevelofassurance,supervisingengineer,thelikelysituationincompetitors,competitivesituationandriskissues.2.ToChangzhishort,inferiortothewinningcontractorofconstructionprojectsshouldbeanobjectiveanalysisofitsadvantages:first,thetechnicalaspects:(1)Theestimatesshouldbeproficientintheindustry,architects,engineers,accountants,engineersandmanagementexperts,theorganizationinstitutions;(2)projectdesign,constructionexpertise,tosolvethetechnicaldifficulties,andvarioustechnicalproblemsofconstructioncapacity.(3)similarprojectswiththetenderofconstructionexperience.(4)certaintechnicalstrengthofthepartnership.Second,theeconomicreality:(1)hastheabilitytoadvancefunds;(2)haveacertainfixedassetsandmachineryandequipmentandputtinginthenecessaryfunds;(3)haveacertaincashflowofmoneytopayforconstruction;(4)theabilitytopayvarioussecurity;(5)havetopayvarioustaxesandinsurancecapacity;(6)haveacertainabilitytobeartherisksofforcemajeure.Atthesametimemanagement,shouldfocusoncostcontrol.Shortentheconstructionperiod,thequotamanagement,combinedwithrewardandpunishmentapproach;reducemanagement,multi-skilltrainingofworkers;savingmaterials;theuseofadvancedconstructionmethods.Haveaquality,heavysenseofefficiency,theremustbepracticalmeasures.Finally,thecredibility,theenterprisesshouldcomplywithlawsandregulations,carefulattentiontoensuretheconstructionsafety,duration,andquality.Establishagoodreputation,whichisanimportantcriterionforsuccessfulbidding.AcleargraspoftheirownadvantagesinthepremisecantoChangzhishort.3.Resourceful,taketheinitiativeintheconstructionmarketisabuyer'smarket,competitionisintense.Biddersshouldbebasedoninternalandexternalconditions,foravarietyofprogramsandmeasures,onbalance,vision,seizetheinitiative.Third,thetenderofferTechnicalAnalysis1.Unbalanceunbalancedquotesoffermethod,isdefinedinthebasicpremiseofpriceadjustmentofeachchildwithintheofferinordertonotaffectthetotalprice,againassoonaspossibleafterwinningbiddermaywithdrawfundsinadvanceintheworksandaccesstobettereconomicefficiency.Imbalanceusuallyofferthefollowingsituations:(1)tobeabletorecovertheclosingparagraphoftheearlyprojects(suchasearthwork,foundation,etc.)mayapplyforahigherpriceunitpricetotakeadvantageofcashflow;oflateprojects(suchasdecorating,electricalinstallation,etc.)maybeappropriatetoreducetheunitprice.(2)mayincreasetheamountofestimatedfutureworksprojects,thepricecanincrease,whilethenumberofquantitieswitherrorsearlyprojects,theunitcanbereduced.However,theabovetwopointstooverallconsideration.Thenumberoferrorsforthequantitiesofearlyworks,suchasascaleimpossibletocompletethenumberofprojects,youcannotblindlyraisetheprice,andthendeterminetheneedforspecificanalysis.(3)drawingthecontentisnotclear,itisestimatedtoincreasetheamountoftherevisedproject,anditspricecanbeincreased.(4)Nounitquantitiesreportedtheprojectonly,thepriceshouldbehigh.Thiswillnotaffectthetotalbidprice,butalsomoreprofitable.(5)Forthepreliminarylistofitems,thepossibilityofitsimplementationoflargeprojects,thepricecanbehigh;estimatedthattheprojectcanbeimplementedisnotnecessarilycheap.2.Improvethesporadicemploymentofferifthecontractbidpriceruledoesnotincludethesporadicemployment,whichdidnotlistthenumberofspecificemployment,sporadicemployment(daylaborers)aregenerallyslightlyhigherthanthewagesofconstructionunitpricetableduetosporadicemploymentcontractdoesnotbelongtothescopeofavalidcontractprice,thetimeofreimbursement,butalsomoreprofitable.3.Moreandmoreprogramsofferlawprogramsoffermethodistheuseofengineeringdesigndocuments,drawingsorambiguityintermsofthecontractisnotenoughtofighttomodifytheprojectspecificationsandcontractlawforthepurposeofaquotation.Thetenderoffermethodtoreduceriskandavoidunforeseencostsduetoincreaseintheofferistoohightobeeliminated.Thespecificpracticeistoreportthetwopricesinthetenderprice,firstreportedtheoriginalengineeringspecificationsofacontractprice,thesecondistocomment,"suchasengineeringdesigndocuments,drawingsorcontracttodosomechanges",youcanreducethenumberofthecostoftheofferbecomethelowest,inordertoattracttheownerstomodifyspecificationsandcontractterms.4.Suddenpricemethodisthesuddenpricemethodusedbycompetitorstoconfuseacompetitivemethod.Usually,inpreparingbiddingprocessanticipatedagoodpricedown,andthendeliberatelyspreadingfalseinformation,suchasintentiontoabandonstandard,accordingtogenerallyofferorintendtoreporthighandsoclosetothetenderclosingdate,suddenlywenttotender,andreducetheoffertoovercompetitors.5.Someofthefirstlossafterwinningmethodofconstructionenterprisesinordertoenteranareaoraparticulararea,relyingonitsownstrength,totakeatallcosts,butonlytoofferthewinninglowbidprogram.Oncesuccessful,youcancontractinthisareaorthatareamoreengineeringtasks,toachievetheoverallpurposeofprofit.Constructionworkscontractorsbiddingtenders,inadditiontoworkonthetenderoffer,itshouldalsobecarefultotakeothertechniques.6.Tohirepeoplewhoignoresthetenderbidderslocationoftheprojectinthebiddingforhisadviceanattorneytoassistthesuccessfulbidder.7.Forlackofcombinedstrengthofthetender,acontractorcanbecombinedwithotherenterprises,especiallythelocationofthejointprojectsofadvancedtechnologyandequipmentcompanyorafamousbid.8.Promisedconcessionsbidderstolowerpricesorpaymenttermsifrequired,toimprovequality,shortentheconstructionperiod,withnewtechnologyandnewdesign,andprovideadditionalmaterialsandequipmentforfree,free,tookthetrainingofpersonnelandsoonfavorableterms,itshouldbeproposedinthetenderdocuments.Organizetoevaluation,generallytobeconsideredforpurchase,technicalsolutions,time,paymentconditionsandotherfactors.Therefore,withfavorableconditionsinthetenderdocumentsareconduciveforthesuccessfulbidder.9.Activelycarryoutpublicrelationsactivities,PRactivitiestopromoteself-advocacyandthebidder,communicationandliaisonfeelings,establishagoodimageoftheimportantactivities.Butnottotakeillegalmeanstoobtainthesuccessfulbidder.Thebasicprincipleofbiddingisopen,fair,just,wanttoplaceatransparentprocurementenvironmentactstopreventtheoccurrenceofcorruption.Therefore,inthebiddingprocessshouldbefollowedstatelawsandregulations,goodgoodpolicytoseekthetenderprocurementactivitiesinthelogisticswithease,awinner.建筑工程招投標(biāo)建筑工程招投標(biāo)是指以建筑產(chǎn)品作為商品進(jìn)行交換的一種交易形式，它由惟一的買(mǎi)主設(shè)定標(biāo)的，招請(qǐng)若干個(gè)賣(mài)主通過(guò)秘密報(bào)價(jià)進(jìn)行競(jìng)爭(zhēng)，買(mǎi)主從中選擇優(yōu)勝者并與之達(dá)成交易協(xié)議，隨后按照協(xié)議實(shí)現(xiàn)招的。工程招標(biāo)制度也稱(chēng)為工程招標(biāo)承包制，它是指在市場(chǎng)經(jīng)濟(jì)的條件下，采用招投標(biāo)方式以實(shí)現(xiàn)工程承包的一種工程管理制度。工程招投標(biāo)制的建立與實(shí)行是對(duì)計(jì)劃經(jīng)濟(jì)條件下單純運(yùn)用行政辦法分配建設(shè)任務(wù)的一項(xiàng)重大改革措施，是保護(hù)市場(chǎng)競(jìng)爭(zhēng)、反對(duì)市場(chǎng)壟斷和發(fā)展市場(chǎng)經(jīng)濟(jì)的一個(gè)重要標(biāo)志。工程投標(biāo)，是指各投標(biāo)人依據(jù)自身能力和管理水平，按照招標(biāo)文件規(guī)定的統(tǒng)一要求遞交投標(biāo)文件，爭(zhēng)取獲得實(shí)施資格。為了規(guī)范我國(guó)建筑市場(chǎng)的招投標(biāo)活動(dòng)，實(shí)現(xiàn)社會(huì)資源的最優(yōu)化配置，1999年8月30日全國(guó)人大九屆十一次會(huì)議通過(guò)了《中華人民共和國(guó)招標(biāo)投標(biāo)法》，標(biāo)志著我國(guó)建設(shè)工程招投標(biāo)步入了法制化的軌道。本文主要對(duì)投標(biāo)過(guò)程中應(yīng)采取的策略進(jìn)行分析。投標(biāo)策略指建設(shè)工程承包商為了達(dá)到中標(biāo)目的而在投標(biāo)過(guò)程中所采用的手段和方法，是建設(shè)工程投標(biāo)活動(dòng)中的重要環(huán)節(jié)，運(yùn)用適宜的投標(biāo)策略和技巧，可增加投標(biāo)的中標(biāo)率，又可以獲得較大的期望利潤(rùn)。一、投標(biāo)決策分析企業(yè)可能同時(shí)面臨多個(gè)項(xiàng)目的投標(biāo)機(jī)會(huì)，受施工能力所限，不可能實(shí)踐所有的投標(biāo)機(jī)會(huì)，而應(yīng)在多個(gè)項(xiàng)目中進(jìn)行選擇；就某一具體項(xiàng)目而言，從效益的角度看有贏利標(biāo)、保本標(biāo)和虧損標(biāo)，企業(yè)需根據(jù)項(xiàng)目特點(diǎn)和企業(yè)現(xiàn)實(shí)狀況進(jìn)行投標(biāo)決策，以實(shí)現(xiàn)企業(yè)的既定目標(biāo)，諸如：獲取贏利，占領(lǐng)市場(chǎng)，樹(shù)立企業(yè)新形象等。首先，通常應(yīng)綜合考慮以下幾方面的情況：（1）承包招標(biāo)項(xiàng)目的可能性與可行性。即是否有能力承包該項(xiàng)目，能否抽調(diào)出管理力量、技術(shù)力量參加項(xiàng)目實(shí)施，競(jìng)爭(zhēng)對(duì)手是否有明顯優(yōu)勢(shì)。（2）招標(biāo)項(xiàng)目的可靠性。例如，項(xiàng)目城市規(guī)劃許可證及土地使用許可證等審批是否已完成，資金是否已經(jīng)落實(shí)等。（3）招標(biāo)項(xiàng)目的承包條件。（4）影響中標(biāo)機(jī)會(huì)的內(nèi)部因素包括企業(yè)在技術(shù)、經(jīng)濟(jì)、管理及信譽(yù)方面的實(shí)力；外部因素包括業(yè)主和監(jiān)理工程師的情況、競(jìng)爭(zhēng)對(duì)手實(shí)力和競(jìng)爭(zhēng)形勢(shì)情況、法律法規(guī)情況、工程風(fēng)險(xiǎn)情況等。其次，若面臨以下情況應(yīng)放棄投標(biāo)：（1）工程規(guī)模、技術(shù)要求超過(guò)本企業(yè)技術(shù)等級(jí)的項(xiàng)目；（2）本企業(yè)業(yè)務(wù)范圍和經(jīng)營(yíng)能力之外的項(xiàng)目；（3）本企業(yè)目前承包任務(wù)比較飽滿，而招標(biāo)工程的風(fēng)險(xiǎn)較大的項(xiàng)目；（4）本企業(yè)技術(shù)等級(jí)、經(jīng)營(yíng)、施工水平明顯不如競(jìng)爭(zhēng)對(duì)手的項(xiàng)目。二、投標(biāo)策略分析企業(yè)若決定參與投標(biāo)，應(yīng)采取相應(yīng)策略，力爭(zhēng)中標(biāo)。1.掌握信息，把握情勢(shì)信息是制定科學(xué)合理策略的基礎(chǔ)，企業(yè)必須注重有關(guān)投標(biāo)信息的搜集、整理與處理工作，對(duì)招標(biāo)信息進(jìn)行全面分析，把握其全面性、及時(shí)性和準(zhǔn)確性。比如：有關(guān)項(xiàng)目特點(diǎn)、材料市場(chǎng)價(jià)格、人工費(fèi)水平、業(yè)主信譽(yù)、投資保證程度、監(jiān)理工程師情況、可能參與競(jìng)爭(zhēng)的對(duì)手情況、競(jìng)爭(zhēng)形勢(shì)、風(fēng)險(xiǎn)問(wèn)題等。2.以長(zhǎng)治短，以?xún)?yōu)勝劣建設(shè)工程承包單位應(yīng)客觀分析自身優(yōu)勢(shì)：首先在技術(shù)方面：（1）應(yīng)有精通本行業(yè)的估算師、建筑師、工程師、會(huì)計(jì)師、工程師和管理專(zhuān)家組成的組織機(jī)構(gòu)；（2）有工程項(xiàng)目設(shè)計(jì)、施工專(zhuān)業(yè)特長(zhǎng)，能解決技術(shù)難度大和各類(lèi)工程施工的技術(shù)難題的能力。（3）有與招標(biāo)項(xiàng)目同類(lèi)型工程的施工經(jīng)驗(yàn)。（4）有一定技術(shù)實(shí)力的合作伙伴。其次在經(jīng)濟(jì)實(shí)方面：（1）有墊付資金的能力；（2）有一定的固定資產(chǎn)和機(jī)具設(shè)備及其投入所需的資金；（3）有一定的資金周轉(zhuǎn)用來(lái)支付施工用款；（4）有支付各種擔(dān)保的能力；（5）有支付各種納稅和保險(xiǎn)的能力；（6）有一定能力承擔(dān)不可抗力帶來(lái)的風(fēng)險(xiǎn)。同時(shí)在管理方面，應(yīng)注重成本控制。如縮短工期，進(jìn)行定額管理，輔以獎(jiǎng)罰辦法；減少管理人員，培養(yǎng)工人一專(zhuān)多能；節(jié)約材料；采用先進(jìn)的施工方法等。要有重質(zhì)量、重效益的意識(shí)，要有切實(shí)可行的措施。最后在信譽(yù)方面，企業(yè)應(yīng)遵守法律法規(guī)，認(rèn)真履約，保證施工安全、工期、和質(zhì)量。建立良好的信譽(yù)，這是投標(biāo)中標(biāo)的重要標(biāo)準(zhǔn)。在對(duì)自身優(yōu)勢(shì)明確把握的前提下，才能以長(zhǎng)治短。3.隨機(jī)應(yīng)變、爭(zhēng)取主動(dòng)建筑市場(chǎng)屬于買(mǎi)方市場(chǎng)，競(jìng)爭(zhēng)激烈。投標(biāo)單位應(yīng)根據(jù)企業(yè)內(nèi)部和外部條件，準(zhǔn)備多種方案和措施，權(quán)衡利弊，高瞻遠(yuǎn)矚，掌握主動(dòng)權(quán)。三、投標(biāo)報(bào)價(jià)技巧分析1.不平衡報(bào)價(jià)法不平衡報(bào)價(jià)，是指在總價(jià)基本確定的前提下調(diào)整內(nèi)部各個(gè)子項(xiàng)的報(bào)價(jià)，以期既不影響總報(bào)價(jià)，又在中標(biāo)后投標(biāo)人可盡早收回墊支于工程中的資金和獲取較好的經(jīng)濟(jì)效益。通常采用的不平衡報(bào)價(jià)有下列幾種情況：（1）對(duì)能早期結(jié)賬收回工程款的項(xiàng)目（如土方、基礎(chǔ)等）的單價(jià)可報(bào)以較高價(jià)，以利用資金周轉(zhuǎn)；對(duì)后期項(xiàng)目（如裝飾、電氣設(shè)備安裝等）單價(jià)可適當(dāng)降低。（2）估計(jì)今后工程量可能增加的項(xiàng)目，其單價(jià)可提高，而工程量數(shù)量有錯(cuò)誤的早期項(xiàng)目，其單價(jià)可降低。但上述兩點(diǎn)要統(tǒng)籌考慮。對(duì)于工程量數(shù)量有錯(cuò)誤的早期工程，如不可能完成工程量表中的數(shù)量，則不能盲目抬高單價(jià)，需要具體分析后再確定。（3）圖紙內(nèi)容不明確，估計(jì)修改后工程量要增加的，其單價(jià)可提高。（4）沒(méi)有工程量只填報(bào)單價(jià)的項(xiàng)目，其單價(jià)宜高。這樣既不影響總的投標(biāo)報(bào)價(jià)，又可多獲利。（5）對(duì)于暫定項(xiàng)目，其實(shí)施的可能性大的項(xiàng)目，價(jià)格可定高價(jià)；估計(jì)該工程不一定實(shí)施的可定低價(jià)。2.提高零星用工報(bào)價(jià)若評(píng)標(biāo)規(guī)則中的合同價(jià)格未將零星用工包括在內(nèi)，清單里面也沒(méi)有具體的用工數(shù)量，零星用工（計(jì)日工）一般可稍高于工程單價(jià)表中的工資單價(jià)，因零星用工不屬于承包有效合同總價(jià)的范圍，發(fā)生時(shí)實(shí)報(bào)實(shí)銷(xiāo)，也可多獲利。3.多方案報(bào)價(jià)法多方案報(bào)價(jià)法是利用工程設(shè)計(jì)文件、圖紙或合同條款不夠明確之處，以爭(zhēng)取達(dá)到修改工程說(shuō)明書(shū)和合同為目的的一種報(bào)價(jià)法。這種報(bào)價(jià)法可減少投標(biāo)風(fēng)險(xiǎn)又可避免因增加不可預(yù)見(jiàn)費(fèi)使報(bào)價(jià)過(guò)高而被淘汰。其具體做法是在標(biāo)書(shū)上報(bào)兩價(jià)目單價(jià)，一是按原工程說(shuō)明書(shū)合同條款報(bào)一個(gè)價(jià)，二是加以注解“，如工程設(shè)計(jì)文件、圖紙或合同條款可做某些改變時(shí)”，則可降低多少的費(fèi)用，使報(bào)價(jià)成為最低，以吸引業(yè)主修改說(shuō)明書(shū)和合同條款。4.突然降價(jià)法突然降價(jià)法是指為迷惑競(jìng)爭(zhēng)對(duì)手而采用的一種競(jìng)爭(zhēng)方法。通常在準(zhǔn)備投標(biāo)報(bào)價(jià)的過(guò)程中預(yù)先考慮好降價(jià)的幅度，然后有意散布假情報(bào)，如打算棄標(biāo)，按一般情況報(bào)價(jià)或準(zhǔn)備報(bào)高價(jià)等，臨近投標(biāo)截止日期，突然前往投標(biāo)，并降低報(bào)價(jià)，以期戰(zhàn)勝競(jìng)爭(zhēng)對(duì)手。5.先虧后贏法有的建筑施工企業(yè)為了打入某一地區(qū)或某一領(lǐng)域，依靠自身實(shí)力，采取不惜代價(jià)、只求中標(biāo)的低報(bào)價(jià)投標(biāo)方案。一旦中標(biāo)后，可以承攬這一地區(qū)或這一領(lǐng)域更多的工程任務(wù)，達(dá)到總體贏利的目的。建設(shè)工程承包商對(duì)招標(biāo)工程進(jìn)行投標(biāo)時(shí)，除了應(yīng)在投標(biāo)報(bào)價(jià)上下工夫外，還應(yīng)注意掌握其他方面的技巧。6.聘請(qǐng)投標(biāo)搭理人投標(biāo)人在招標(biāo)工程所在地聘請(qǐng)代理人為自己出謀劃策，協(xié)助中標(biāo)。7.尋求聯(lián)合投標(biāo)一家承包商實(shí)力不足，可聯(lián)合其他企業(yè)，特別是聯(lián)合工程所在地的公司或技術(shù)裝備先進(jìn)的著名公司投標(biāo)。8.許諾優(yōu)惠條件 投標(biāo)人若有降低價(jià)格或支付條件要求、提高工程質(zhì)量、縮短工期、提出新技術(shù)和新設(shè)計(jì)方案，以及免費(fèi)提供補(bǔ)充物資和設(shè)備、免費(fèi)代為培訓(xùn)人員等方面優(yōu)惠條件的，應(yīng)當(dāng)在投標(biāo)文件中提出。招標(biāo)人組織評(píng)標(biāo)時(shí)，一般要考慮報(bào)價(jià)、技術(shù)方案、工期、支付條件等方面的因素。因此，投標(biāo)文件中附帶優(yōu)惠條件，有利于爭(zhēng)取中標(biāo)。9.積極開(kāi)展公關(guān)活動(dòng)公關(guān)活動(dòng)是投標(biāo)人宣傳和推銷(xiāo)自我、溝通和聯(lián)絡(luò)感情、樹(shù)立良好形象的重要活動(dòng)。但是不能采取非法手段騙取中標(biāo)。招標(biāo)投標(biāo)的基本原則是公開(kāi)、公平、公正，要將采購(gòu)行為置于透明的環(huán)境中，防止腐敗行為的發(fā)生。因此，在投標(biāo)過(guò)程中應(yīng)遵循國(guó)家有關(guān)法律法規(guī)，善謀良策才能在招標(biāo)采購(gòu)活動(dòng)中運(yùn)籌自如，勝券在握。《生命列車(chē)》TheTrainOfLife不久以前，我讀了一本書(shū)。書(shū)中把人生比作一次旅行。人生一世，就好比是一次搭車(chē)旅行，要經(jīng)歷無(wú)數(shù)次上車(chē)、下車(chē);時(shí)常有事故發(fā)生;有時(shí)是意外驚喜，有時(shí)卻是刻骨銘心的悲傷……降生人世，我們就坐上了生命列車(chē)。我們以為我們最先見(jiàn)到的那兩個(gè)人------我們的父母，會(huì)在人生旅途中一直陪伴著我們。很遺憾，事實(shí)并非如此。他們會(huì)在某個(gè)車(chē)站下車(chē)，留下我們，孤獨(dú)無(wú)助。他們的愛(ài)、他們的情、他們不可替代的陪伴，再也無(wú)從尋找。盡管如此，還會(huì)有其他人上車(chē)。他們當(dāng)中的一些人將對(duì)我們有著特殊的意義。他們之中有我們的兄弟姐妹,有我們的親朋好友。我們還將會(huì)體驗(yàn)千古不朽的愛(ài)情故事。坐同一班車(chē)的人當(dāng)中，有的輕松旅行。有的卻帶著深深的悲哀……還有的,在列車(chē)上四處奔忙，隨時(shí)準(zhǔn)備幫助有需要的人……

很多人下車(chē)后，其他旅客對(duì)他們的回憶歷久彌新……但是，也有一些人，當(dāng)他們離開(kāi)座位時(shí)，卻沒(méi)有人察覺(jué)。有時(shí)候，對(duì)你來(lái)說(shuō)情深義重的旅伴卻坐到了另一節(jié)車(chē)廂。你只得遠(yuǎn)離他，繼續(xù)你的旅程。當(dāng)然，在旅途中，你也可以搖搖晃晃地穿過(guò)自己的車(chē)廂，去別的車(chē)廂找他……可惜，你再也無(wú)法坐在他身旁，因?yàn)檫@個(gè)位置已經(jīng)讓別人給占了…...沒(méi)關(guān)系。旅途充滿挑戰(zhàn)、夢(mèng)想、希望、離別……就是不能回頭。因此，盡量使旅途愉快吧！善待旅途上遇見(jiàn)的所有旅客，找出人們身上的閃光點(diǎn)。永遠(yuǎn)記住，在某一段旅程中，有人會(huì)猶豫彷徨，因?yàn)槲覀冏约阂矔?huì)猶豫彷徨。我們要理解他人，因?yàn)槲覀冃枰说睦斫?。生命之謎就是：我們?cè)谑裁吹胤较萝?chē)？坐在身旁的伴侶在什么地方下車(chē)？我們的朋友在什么地方下車(chē)？我們無(wú)從知曉……我時(shí)常這樣想：到我該下車(chē)的時(shí)候，我會(huì)留戀嗎？我想我還是會(huì)的。和我的朋友分離，我會(huì)痛苦。讓我的孩子孤獨(dú)地前行，我會(huì)悲傷。我執(zhí)著地希望在我們大家都要到達(dá)的那個(gè)終點(diǎn)站，我們還會(huì)相聚……我的孩子們上車(chē)時(shí)沒(méi)有什么行李，如果我能在他們的行囊中留下美好的回憶，我會(huì)感到幸福。我下車(chē)后，和我同行的旅客都還能記得我，想念我，我將感到快慰。獻(xiàn)給你,我生命列車(chē)上的同行者,祝您旅途愉快!Notlongago,Ireadabook,inwhichaman’slifewascomparedtoajourney.Thelifeofamanisjustlikeahitchhiking，duringwhichmanytimeswegoupanddown.Nowandthenthingswillhappenaccidently,someofwhicharetobeunexpectedexcitement，whilesomeheart-breakingsorrows.Whenfirstembracedtheworld，wearealreadyonthetrainoflife.Wetakeitforgrantedthatthefirsttwopersons,ourparents,whomweareencounteredwith,willaccompanyusalltheway.Sadly，thingsdonotgoonaswethought.Ourparentswillgetoffthetrainatacertainstation，leavingus,bereftandhelpless.Theirloveandemotiontousandtheirirreplaceablecompanycanbefoundinnowhere.However，therewillbesomebodyelsewhowillgetonthetrain.Someofthemwillhavespecialmeaningtous.Someofthemmaybeoursiblings,relativesandfriends,andwewillalsoexpereincetheimperishablelove.