第四章工程投標決策和投標策略ppt課件

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

2、招標決策的要素表達在客觀和客觀兩方面。Two factors, objective and subjective ones make practically impression upon decision-made in a tender.招標決策中運用的方法主要有八項規(guī)范判別法、線形規(guī)劃方法和決策樹法等三種。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。 招標人在遞交招標文件前應制定相應的招標決策和報價技巧，以提高中標的能夠性并獲得較好的經(jīng)濟效益。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。教學要求本章要求學生了解招標決策的概念、招標決策的影響要素、招標戰(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 ,掌握招標決策的方法及常見的招標戰(zhàn)略和報價技巧。 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工程招標決策4。1.1 the notion of the tender decision-making又稱為工程招標的戰(zhàn)略決策，即根據(jù)企業(yè)戰(zhàn)略目的，對工程招標中一系列艱苦全局性問題，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 招標決策的三個方面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招標決策的含義4.1.2 招標決策階段的劃分Two stages：前期階段the pre-stage of the tender后期階段the post stage of a tender招標人確定的購買招標人資歷預審資料的時間決策根據(jù)：招標文件；關于招標工程、業(yè)主的情況；國際工程：所在地了解與工程了解普通應棄標的情況 1本企業(yè)主管或兼營才干以外的工程2工程規(guī)模、技術要求超越本施工企業(yè)技術等級的工程。3本企業(yè)消費義務豐滿，而招標工程的盈利程度較低或風險較大的工程。4本企業(yè)技術等級、信譽、施工程度明顯不如競

8、爭對手。招標性質(zhì)分類風險標和保險標；盈利標、保本標和虧損標4.1.3影響招標決策的要素 “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“己就是影響招標決策的客觀要素，“彼就是影響招標決策的客觀要素。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影響招標決策的客觀要素the objective factors that make impression upon decision-making in tender招標或者棄標，首先取決于招標單位的實力，其實力表達在以下幾方面。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技術方面的實力2)經(jīng)濟方面的實力3管理方面的實力4信譽方面的實力綜合實力the subjective real comprehensive strenght 技術實力經(jīng)濟實力管理實力信譽實力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決議招標或棄標的客觀要素the objective factors decide to bid or give up in a construction project適用國際慣例The

13、decisive objective factors to bid up or not in a project決定投標或棄標的客觀因素The situation ofLaw and regulation法律、法規(guī)的情況競爭對手和競爭情勢分析The five rulersIn the use ofLaws法律適用的五原那么強迫適用工程所在地法的原那么意思自治國際法效能優(yōu)于國內(nèi)法原那么適用國際慣例原那么最親密聯(lián)絡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：盡能夠擴展近期利潤；2最低招標報價者中標：標價與中標率的合理關系；4八項目的判別法“to judice by eight norms1承包商即期運營情況和招標目的2能否具有參與某項工程招標的條件：工人的技術程度；企業(yè)的機械設備才干； 企業(yè)的設計才干工程的交工條件；企業(yè)對工程的熟習程度；企業(yè)以往對此類工程的閱歷；承包該工程對今后得到新招標時機的影響；擬招標工程競爭的猛烈程度。評分表八項標準權 數(shù)判斷等級及等級得分各項標準得分上（10)中(5)下(0)工人的技術水平；20企業(yè)的機械設備能力； 20企業(yè)的設計能力5工程的交

16、工條件；10企業(yè)對工程的熟悉程度；15企業(yè)以往對此類項目的經(jīng)驗；10承包該項目對今后得到新投標機會的影響；10擬投標項目競爭的激烈程度。10合計100預定可投標的最低分值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。該招標單位木工和鋼筋工教短缺，估計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為：4000；6000；8000元。試問應如何招標可獲得最大利潤。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決策樹法1決策樹的含義決策樹是由決策點、方案分枝、自然形狀點、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決策點2決策樹分析步驟1繪制決策樹圖；2計算各自然形狀點期望值；3進展剪枝決策運用舉例1某承包商決議參與一工程工程招標，該工程可按高價、中價、低價三種方案進展招標，假設中標后經(jīng)估算三方案利潤分別為150萬元、100萬元、60萬元，根據(jù)過去參與同類工程的閱歷，三方案中標概率分別為0.3、0.6、0.9，招標文件編制費為2萬元，請問該如何招標。1先繪制決策樹圖1234150-2100-26