英文版-pmbok-guide5th zh親本文純屬中英版按段粘合稍排版故咱不享啥權(quán)利也不擔(dān)責(zé)任但可

第12章 項(xiàng)目采購(gòu)管理ProjectProcurement項(xiàng)目采購(gòu)管理包括從項(xiàng)目團(tuán)隊(duì)外部采購(gòu)或獲得所需產(chǎn)品、服務(wù)或成果的各個(gè)過程。項(xiàng)目組織既可以是項(xiàng)目產(chǎn)品、服務(wù)或成果的買方，也可以是賣方。ProjectProcurementManagementincludestheprocessesnecessarytopurchaseoracquireproducts,services,orresultsneededfromoutsidetheprojectteam.Theorganizationcanbeeitherthebuyerorselleroftheproducts,services,orresultsofaproject.項(xiàng)目采購(gòu)管理包括合同管理和變更控制過程。通過這些過程，編制合同或訂購(gòu)單，并由具備相應(yīng)權(quán)限的項(xiàng)目團(tuán)隊(duì)成員簽發(fā)，然后再對(duì)合同或訂購(gòu)單進(jìn)行管理。ProjectProcurementManagementincludesthecontractmanagementandchangecontrolprocessesrequiredtodevelopandadministercontractsorpurchaseordersissuedbyauthorizedprojectteammembers.項(xiàng)目采購(gòu)管理還包括控制外部組織（買方）為從執(zhí)行組織（賣方）獲取項(xiàng)目可交付成果而簽發(fā)的任何合同，以及管理該合同所規(guī)定的項(xiàng)目團(tuán)隊(duì)?wèi)?yīng)承擔(dān)的合同義務(wù)。ProjectProcurementManagementalsoincludescontrollinganycontractissuedbyanoutsideorganization(thebuyer)thatisacquiringdeliverablesfromtheprojectfromtheperformingorganization(theseller),andadministeringcontractualobligationsplacedontheprojectteambythecontract.圖12-1概括了項(xiàng)目采購(gòu)管理的各個(gè)過程，包括PlanProcurementManagement—Theprocessofingprojectprocurementdecisions,specifyingtheapproach,andidentifyingpotentialsellers.實(shí)施采 Procurements—Theprocessofmanagingprocurementrelationships,monitoringcontractperformance,andmakingchangesandcorrectionsasappropriate.結(jié)束采closeProcurements—TheprocessofcompletingeachprojectTheseprocessesinteractwitheachotherandwithprocessesinotherKnowledgeAreasasdescribedindetailinSection3andAnnex項(xiàng)目采購(gòu)管理過程圍繞包括合同在內(nèi)的協(xié)議來進(jìn)行。協(xié)議是之間的法律文件合同是對(duì)雙方都有約束力的協(xié)議，規(guī)定賣方有義務(wù)提供有價(jià)值的東西，如規(guī)定的產(chǎn)品、服務(wù)或成果，買方有義務(wù)支付貨幣或其他有價(jià)值的補(bǔ)償。協(xié)議可簡(jiǎn)可繁，應(yīng)該與可交付成果和所需工作的簡(jiǎn)繁程度相適應(yīng)。TheProjectProcurementManagementprocessesinvolveagreements,includingcontracts,whicharelegalsbetweenabuyerandaseller.Acontractrepresentsamutuallybindingagreementthatobligatesthesellertoprovidesomethingofvalue(e.g.,specifiedproducts,services,orresults)andobligatesthebuyertoprovidemonetaryorothervaluablecompensation.Anagreementcanbesimpleorcomplex,andmayreflectthesimplicityorcomplexityofthedeliverablesorrequired采購(gòu)合同中包括條款和條件，也可包括其他條目，如買方就賣方應(yīng)實(shí)施的工作或應(yīng)交的產(chǎn)品所做的規(guī)定。在遵守組織的采購(gòu)政策的同時(shí)，項(xiàng)目管理團(tuán)隊(duì)必須確保所有采購(gòu)都能滿足項(xiàng)目的具體需要。因應(yīng)用領(lǐng)域不同，合同也可稱做協(xié)議、諒解、分包合同或訂購(gòu)單。大多數(shù)組織都有相關(guān)的政策和程序，來專門定義采購(gòu)規(guī)則，并規(guī)定誰代表組織簽署和管理協(xié)議。specifiesastowhattheselleristoperformorprovide.Itistheprojectmanagementteam’sresponsibilitytomakecertainthatallprocurementsmeetthespecificneedsoftheprojectwhileadheringtoorganizationalprocurementpolicies.Dependingupontheapplicationarea,acontractcanalsobecalledanagreement,anunderstanding,asubcontract,orapurchaseorder.Mostorganizationspoliciesandproceduresspecificallydefiningtheprocurementrulesandspecifyingwhohasauthoritytosignandadministersuchagreementsonbehalfoftheorganization.雖然所有項(xiàng)目文件可能都要經(jīng)過某種形式的，但是，鑒于其法律約束力，合同或議通常需要經(jīng)過的程序。在任何情況下，程序的主要目標(biāo)是確保以清晰的合同語言來描述產(chǎn)品、服務(wù)或成果，以滿足既定的項(xiàng)目需要。Althoughall smaybesubjecttosomeformofreviewandapproval,thelegallybindingofacontractoragreementusuallymeansitwillbesubjectedtoamoreextensiveapprovalprocess.Inallcases,theprimaryfocusofthereviewandapprovalprocessistoensurethatthecontractlanguagedescribestheproducts,services,orresultsthatwillsatisfytheidentifiedprojectneed.項(xiàng)目管理團(tuán)隊(duì)可盡早尋求合同、采購(gòu)、法律和技術(shù)專家的支持。組織政策可能強(qiáng)行要求這些專家參與。Theprojectmanagementteammayseeksupportinearlyphasesfromspecialistsincontracting,purchasing,law,andtechnicaldisciplines.Suchinvolvementcanbemandatedbyanorganization’spolicies.項(xiàng)目采購(gòu)管理過程所涉及的各種活動(dòng)構(gòu)成了協(xié)議生命周期。通過對(duì)協(xié)議生命周期進(jìn)行極管理，并仔細(xì)斟酌采購(gòu)條款和條件的措辭，某些可識(shí)別的項(xiàng)目風(fēng)險(xiǎn)就可由雙方分擔(dān)或轉(zhuǎn)移給賣方。簽訂產(chǎn)品或服務(wù)協(xié)議，是分配風(fēng)險(xiǎn)管理責(zé)任或分擔(dān)潛在風(fēng)險(xiǎn)的法。ThevariousactivitiesinvolvedintheProjectProcurementManagementprocessesformthelifecycleofanagreement.Byactivelymanagingtheagreementlifecycleandcarefullywordingthetermsandconditionsofaprocurement,someidentifiableprojectrisksmaybesharedortransferredtoaseller.Enteringintoanagreementforproductsorservicesisonemethodofallocatingtheresponsibilityformanagingorsharingpotentialrisks.在復(fù)雜項(xiàng)目中，可能需要同時(shí)或先后管理多個(gè)合同或分包合同。這種情況下，單項(xiàng)合的生命周期可在項(xiàng)目生命周期中的任何階段結(jié)束。項(xiàng)目采購(gòu)管理是從方關(guān)系的角度進(jìn)行討論的。方關(guān)系是采購(gòu)組織與外部組織之間的關(guān)系，可存在于項(xiàng)目的許多層次上。Insuchcases,eachcontractlifecyclemayendduringanyphaseoftheprojectlifecycle.ProjectProcurementManagementisdiscussedwithintheofthebuyer-sellerrelationship.Thebuyer-sellerrelationshipmayexistatmanylevelsonanyoneproject,andbetweenorganizationsinternaltoandexternaltotheacquiring因應(yīng)用領(lǐng)域不同，賣方可以是承包商、分包商、供貨商、服務(wù)提供商或供應(yīng)商。根據(jù)方在項(xiàng)目采購(gòu)鏈中的不同位置，買方也可稱為顧主、客戶、總承包商、承包商、采購(gòu)組織、服務(wù)需求者或采購(gòu)方。在合同生命周期中，賣方首先是投標(biāo)人，然后是中標(biāo)人，之后是簽約供應(yīng)商或供貨商。Dependingontheapplicationarea,thesellermaybeidentifiedasacontractor,subcontractor,vendor,serviceprovider,orr.Dependingonthebuyer’spositionintheprojectacquisitioncycle,thebuyermaybecalledaclient,customer,primecontractor,contractor,acquiringorganization,servicerequestor,orpurchaser.Thesellercanbeviewedduringthecontractlifecyclefirstasabidder,thenastheselectedsource,andthenasthecontractedrorvendor.如果涉及的不只是現(xiàn)貨物資、商品或普通產(chǎn)品，則賣方通常應(yīng)把相關(guān)工作當(dāng)做一個(gè)項(xiàng)目來管理。在這種情況下：Thesellerwilltypicallymanagetheworkasaprojectiftheacquisitionisnotjustforshelfmaterial,goods,orcommonproducts.Insuchcases:買方成了客戶，因而是賣方的一個(gè)關(guān)鍵項(xiàng)目干系人The esthecustomer,andisthusakeyprojectstakeholderfortheTheseller’sprojectmanagementteamisconcernedwithalltheprocessesofprojectmanagementnotonlywiththoseofthisKnowledgeArea.合同條款和條件成為賣方許多管理過程的關(guān)鍵輸入。合同可以實(shí)際包含各種輸入（如主要可交付成果、關(guān)鍵里程碑、成本目標(biāo)，或者可以限制項(xiàng)目團(tuán)隊(duì)的選擇余地（如在設(shè)計(jì)項(xiàng)目中，關(guān)于人員配備的決定往往要征得買方的批準(zhǔn)Termsandconditionsofthecontract ekeyinputstomanyoftheseller’smanagementprocesses.Thecontractcanactuallycontaintheinputs(e.g.,majordeliverables,key tones,costobjectives),oritcanlimittheprojectteam’soptions(e.g.,buyerapprovalofstaffingdecisionsisoftenrequiredondesignprojects).本章假設(shè)買方由項(xiàng)目團(tuán)隊(duì)充當(dāng)，而賣方則來自項(xiàng)目團(tuán)隊(duì)的外部。本章還假設(shè)方之有正式的合同關(guān)系。但是，本章的大多數(shù)內(nèi)容同樣適用于項(xiàng)目團(tuán)隊(duì)內(nèi)部之間達(dá)成的、非合同形式的協(xié)議。Inthissection,itisassumedthatthebuyerofanitemfortheprojectisassignedtotheprojectteamandthatthesellerisorganizationallyexternaltotheprojectteam.Itisalsoassumedthataformalcontractualrelationshipbedevelopedandexistsbetweenthebuyerandtheseller.However,mostofthediscussioninthissectionisequallyapplicabletonon-contractualworkenteredintowithotherunitsoftheprojectteam’sorganization.規(guī)劃采購(gòu)管理PlanProcurement規(guī)劃采購(gòu)管理是記錄項(xiàng)目采購(gòu)決策、明確采購(gòu)方法、識(shí)別潛在賣方的過程。本過程的要作用是，確定是否需要外部支持，如果需要，則還要決定采購(gòu)什么、如何采購(gòu)、采購(gòu)多少，以及何時(shí)采購(gòu)。圖122、工具與技術(shù)和輸出，圖123是本過程的數(shù)據(jù)流向圖。PlanProcurementManagementistheprocessofingprojectprocurementdecisions,specifyingtheapproach,andidentifyingpotentialsellers.Thekeybenefitofthisprocessisthatitdetermineswhethertoacquireoutsidesupport,andifso,whattoacquire,howtoacquireit,howmuchisneeded,andwhentoacquireit.Theinputs,toolsandtechniques,andoutputsofthisprocessaredepictedinFigure12-2.Figure12-3depictsthedataflowdiagramoftheprocess.規(guī)劃采購(gòu)規(guī)劃采購(gòu)規(guī)劃采購(gòu)管理識(shí)別哪些項(xiàng)目需求最好或應(yīng)該通過從項(xiàng)目組織外部采購(gòu)產(chǎn)品、服務(wù)或成來實(shí)現(xiàn)，哪些項(xiàng)目需求可由項(xiàng)目團(tuán)隊(duì)自行完成。如果項(xiàng)目需要從執(zhí)行組織外部取得所需的產(chǎn)品、服務(wù)和成果，則每次采購(gòu)都要經(jīng)歷從規(guī)劃采購(gòu)管理到結(jié)束采購(gòu)的各個(gè)過程。PlanProcurementManagementidentifiesthoseprojectneedsthatcanbestbemetorshouldbemetbyacquiringproducts,services,orresultsoutsideoftheprojectorganization,versusthoseprojectneedswhichcan plishedbytheprojectteam.Whentheprojectobtainsproducts,services,andresultsrequiredforprojectperformancefromoutsideoftheperformingorganization,theprocessesfromPlanProcurementManagementthroughCloseProcurementsareperformedforeachitemtobeacquired.規(guī)劃采購(gòu)管理還包括評(píng)估潛在賣方，特別是如果買方希望對(duì)采購(gòu)決策施加一定影響或制。還應(yīng)考慮誰將負(fù)責(zé)獲得或持有相關(guān)證或?qū)I(yè)執(zhí)照。這些證和執(zhí)照可能是法律、ThePlanProcurementManagementprocessalsoincludesevaluatingpotentialsellers,particularlyifthebuyerwishestoexercisesomedegreeofinfluenceorcontroloveracquisitiondecisions.Thoughtshouldalsobegiventowhoisresponsibleforobtainingorholdinganyrelevantpermitsandprofessionallicensesthatmayberequiredbylegislation,regulation,ororganizationalpolicyinexecutingtheproject.項(xiàng)目進(jìn)度計(jì)劃對(duì)規(guī)劃采購(gòu)管理過程中的采購(gòu)策略制定有重要影響。制定采購(gòu)管理計(jì)劃TherequirementsoftheprojectschedulecansignificantlyinfluencethestrategyduringthePlanProcurementManagementprocess.DecisionsmadeindevelotheprocurementmanagementplancanalsoinfluencetheprojectscheduleandareintegratedwithDevelopSchedule,EstimateActivityResources,andmake-or-buy 規(guī)劃采購(gòu)管理過程包括評(píng)估與每項(xiàng)或外購(gòu)決策有關(guān)的風(fēng)險(xiǎn)，還包括擬使用的合同類型，以便規(guī)避或減輕風(fēng)險(xiǎn)，或者向賣方轉(zhuǎn)移風(fēng)險(xiǎn)。ThePlanProcurementManagementprocessincludesevaluatingtherisksinvolvedwitheachmake-or-buyysis.Italsoincludesreviewingthetypeofcontractplannedtobeusedwithrespecttoavoidingormitigatingrisks,sometimestransferringriskstothe規(guī)劃采購(gòu)管理：輸入PlanProcurementManagement:項(xiàng)目管理計(jì)劃ProjectManagementDescribedinSection.Theprojectmanagementplandescribestheneed,justification,requirements,andcurrentboundariesfortheproject.Itincludes,butisnotlimitedto,thescopebaselinecontents:項(xiàng)目范圍說明書。項(xiàng)目范圍說明書包括產(chǎn)品范圍描述、服務(wù)描述和成果描述、可交付成果和驗(yàn)收標(biāo)準(zhǔn)，以及有關(guān)技術(shù)問題的重要信息或可能影響成本估算的事項(xiàng)。它Projectscopestatement.Theprojectscopestatementcontainstheproductscopedescription,servicedescriptionandresultdescription,thelistofdeliverables,andacceptancecriteria,aswellasimportantinformationregardingtechnicalissuesorconcernsthatcouldimpactcostestimating.Identifiedconstraintsmayincluderequireddeliverydates,availableskilledresources,andorganizationalpolicies.WBS。工作分解結(jié)構(gòu)（WBS）包含可從外部獲取的工作組件WBS.Theworkbreakdownstructure(WBS)containsthecomponentsofworkthatmayberesourced為產(chǎn)生每個(gè)可交付成果而需要進(jìn)行的WBS組件的工作內(nèi)容。 ofthedeliverablesandadescriptionoftheworkineachWBScomponentrequiredtoproduceeach需求文件requirements見節(jié)。需求文件中可能包括 與采購(gòu)規(guī)劃有關(guān)的、關(guān)于項(xiàng)目需求的重要信息帶有合同和法律含義的需求，如健康、安全、安保、績(jī)效、環(huán)境、保險(xiǎn)、知識(shí)、同等就業(yè)機(jī)會(huì)、執(zhí)照和證。在規(guī)劃采購(gòu)時(shí)，需要考慮全部這些因素。Requirementswithcontractualandlegalimplicationsthatmayincludehealth,safety,security,performance,environmental,insurance,inlectualpropertyrights,equalemploymentopportunity,licenses,andpermits—allofwhichareconsideredwhenplanningforprocurements.風(fēng)險(xiǎn)登記冊(cè) 險(xiǎn)登記冊(cè)更新包含在規(guī)劃風(fēng)險(xiǎn)應(yīng)對(duì)過程所得到的項(xiàng)目文件更新中（見節(jié)。DescribedinSection.Theriskregisterprovidesthelistofrisks,alongwiththeresultsofrisk andriskresponseplanning.Updatestotheriskregisterareincludedwithproject updatesdescribedinSection,fromthePlanRiskResponsesprocess.活動(dòng)資源需求 resource見節(jié)?；顒?dòng)資源需求中包括諸如所需人員、所需設(shè)備或所處位置的信息。DescribedinSectionActivityresourcerequirementscontaininformationonspecificneedssuchaspeople,equipment,orlocation.項(xiàng)目進(jìn)度計(jì)劃Project見節(jié)。項(xiàng)目進(jìn)度計(jì)劃中包括有關(guān)時(shí)間表或強(qiáng)制交付日期的信息DescribedinSection.Projectschedulecontainsinformationonrequiredtimelinesormandateddeliverabledates.活動(dòng)成本估算 cost節(jié)。使用為采購(gòu)活動(dòng)編制的成本估算，來評(píng)價(jià)潛在賣方提交的投標(biāo)書或DescribedinSection.Costestimatesdevelopedbytheprocuringactivityareusedtoevaluatethereasonablenessofthebidsorproposalsreceivedfrompotentialsellers.見節(jié)。干系人登記冊(cè)提供了項(xiàng)目參與者及其在項(xiàng)目中的利益的詳細(xì)信息。DescribedinSectionThestakeholderregisterprovidesdetailsontheprojectparticipantsandtheirinterestsintheproject.見2.1.5節(jié)。能夠影響規(guī)劃采購(gòu)管理過程的事業(yè)環(huán)境因素包括（但不限于DescribedinSection2.1.5.TheenterpriseenvironmentalfactorsthatcaninfluencethePlanProcurementManagementprocessinclude,butarenotlimitedto:市場(chǎng)條件可從市場(chǎng)獲得的產(chǎn)品、服務(wù)和成果Products,services,andresultsthatareavailableinthe供應(yīng)商情況，包括其以往績(jī)效或聲譽(yù)適用于產(chǎn)品、服務(wù)和成果的典型條款和條件，或適用于特定行業(yè)的典型條款和條件當(dāng)?shù)氐莫?dú)特要求Uniquelocal組織過程資產(chǎn)organizationalProcess：DescribedinSection2.1.4.ThevarioustypesofcontractualagreementsusedbytheorganizationalsoinfluencedecisionsforthePlanProcurementManagementprocess.TheorganizationalprocessassetsthatinfluencethePlanProcurementManagementprocessinclude,butarenotlimitedto:正式的采購(gòu)政策、程序和指南。大多數(shù)組織都有正式的采購(gòu)政策和采購(gòu)機(jī)構(gòu)。如果沒有，項(xiàng)目團(tuán)隊(duì)自身就應(yīng)該擁有相關(guān)的資源和專業(yè)技能，來實(shí)施采購(gòu)活動(dòng)。Formalprocurementpolicies,procedures,andguidelines.Mostorganizationshaveformalprocurementpoliciesandbuyingorganizations.Whensuchprocurementsupportisnotavailable,theprojectteamshouldsupplyboththeresourcesandtheexpertisetoperformsuchprocurementactivities.與制定采購(gòu)管理計(jì)劃和選擇合同類型有關(guān)的管理系統(tǒng)Managementsystemsthatareconsideredindevelotheprocurementmanagementplanandselectingthecontractualrelationshipstobeused.基于以往經(jīng)驗(yàn)的、現(xiàn)有的多層次供應(yīng)商系統(tǒng)（由已通過資格預(yù)審的賣方組成Anestablishedmulti-tierrsystemofprequalifiedsellersbasedonprior通?？砂押贤殖蓛纱箢?，即總價(jià)類和成本補(bǔ)償類合同。還有第三種常用的混合類，工料合同。下面把這些常用合同類型分開來討論，但在實(shí)踐中，合并使用兩種甚至合同類型進(jìn)行單次采購(gòu)的情況也并不罕見。Alllegalcontractualrelationshipsgenerallyfallintooneoftwobroadfamilies:eitherfixed-priceorcostreimbursable.Also,thereisathirdhybridtypecommonlyinusecalledthetimeandmaterialscontract.Themorepopularcontracttypesinusearediscussedbelowasdiscretetypes,butinpracticeitisnotunusualtocombineoneormoretypesintoasingleprocurement.總價(jià)合同。此類合同為既定產(chǎn)品、服務(wù)或成果的采購(gòu)設(shè)定一個(gè)總價(jià)。總價(jià)合同也可以為達(dá)到或超過項(xiàng)目目標(biāo)（如進(jìn)度交付日期、成本和技術(shù)績(jī)效，或其他可量化、可測(cè)量的目標(biāo)）而規(guī)定財(cái)務(wù)條款。賣方必須依法履行總價(jià)合同，否則就可能要承擔(dān)相應(yīng)的財(cái)務(wù)賠償責(zé)任。采用總價(jià)合同，買方需要準(zhǔn)確定義擬采購(gòu)的產(chǎn)品或服務(wù)。雖然可能允許范圍變更，但范圍變更通常會(huì)導(dǎo)致合同價(jià)格提高。 Thiscategoryofcontractsinvolvessettingafixedtotalpriceforadefinedproduct,service,orresulttobeprovided.Fixed-pricecontractsmayalsoincorporatefinancialincentivesforachievingorexceedingselectedprojectobjectives,suchasscheduledeliverydates,costandtechnicalperformance,oranythingthatcanbefiedandsubsequentlymeasured.Sellersunderfixed-pricecontractsarelegallyobligatedtocompletesuchcontracts,withpossiblefinancialdamagesiftheydonot.Underthefixed-pricearrangement,buyersneedtopreciselyspecifytheproductorservicesbeingprocured.Changesinscopemay modated,butgenerallywithanincreaseincontract賣方有義務(wù)完成工作，并且承擔(dān)因不良績(jī)效導(dǎo)致的任何成本增加。在FFP合同下，買方應(yīng)該準(zhǔn)確定義擬采購(gòu)的產(chǎn)品和服務(wù)，對(duì)采購(gòu)規(guī)范的任何變更都會(huì)增加買方的成本。FirmFixedPriceContracts(FFP).ThemostcommonlyusedcontracttypeistheFFP.Itisfavoredbymostbuyingorganizationsbecausethepriceforgoodsissetattheoutsetandnotsubjecttochangeunlessthescopeofworkchanges.Anycostincreaseduetoadverseperformanceistheresponsibilityoftheseller,whoisobligatedtocompletetheeffort.UndertheFFPcontract,thebuyershouldpreciselyspecifytheproductorservicestobeprocured,andanychangestotheprocurementspecificationcanincreasethecoststothebuyer.（FPIF允許一定的績(jī)效偏離，并對(duì)實(shí)現(xiàn)既定目標(biāo)給予財(cái)務(wù)。財(cái)務(wù)通常與賣方FixedPriceIncentiveFeeContracts(FPIF).Thisfixed-pricearrangementgivesthebuyerandsellersomeflexibilityinthatitallowsfordeviationfromperformance,withfinancialincentivestiedtoachievingagreeduponmetrics.Typicallysuchfinancialincentivesarerelatedtocost,schedule,ortechnicalperformanceoftheseller.Performancetargetsareestablishedattheoutset,andthefinalcontractpriceisdeterminedaftercompletionofallworkbasedontheseller’sperformance.UnderFPIFcontracts,apriceceilingisset,andallcostsabovethepriceceilingaretheresponsibilityoftheseller,whoisobligatedtocompletethework.總價(jià)加經(jīng)濟(jì)價(jià)格調(diào)整合同（FP—EPA。如果賣方的履約期將相當(dāng)長(zhǎng)的時(shí)（數(shù)年，就應(yīng)該使用本合同類型。它有利于方之間維持多種長(zhǎng)期關(guān)系。它是一種特殊的總價(jià)合同，允許根據(jù)條件變化（如通貨膨脹、某些特殊商品的成本增降，以事先確定的方式對(duì)合同價(jià)格進(jìn)行最終調(diào)整。EA條款必須規(guī)定用于準(zhǔn)確調(diào)整最終價(jià)格的、可靠的財(cái)務(wù)指數(shù)。FP—EA合同試圖保護(hù)買方和賣方免受外界不可控情況的影響。FixedPricewithEconomicPriceAdjustmentContracts(FP-EPA).Thiscontracttypeisusedwhenevertheseller’sperformanceperiodspansaconsiderableperiodofyears,asisdesiredwithmanylong-termrelationships.Itisafixed-pricecontract,butwithaspecialprovisionallowingforpredefinedfinaladjustmentstothecontractpriceduetochangedconditions,suchasinflationchanges,orcostincreases(ordecreases)forspecificcommodities.TheEPAclauseneedstorelatetosomereliablefinancialindex,whichisusedtopreciselyadjustthefinal成本補(bǔ)償合同。此類合同向賣方支付為完成工作而發(fā)生的全部合法實(shí)際成本（可報(bào)銷成本，外加一筆費(fèi)用作為賣方的利潤(rùn)。成本補(bǔ)償合同也可為賣方超過或低于預(yù)定目標(biāo)（如成本、進(jìn)度或技術(shù)績(jī)效目標(biāo)）而規(guī)定財(cái)務(wù)條款最常見的三種本補(bǔ)償合同是：成本加固定費(fèi)用合同（CPFF、成本加激勵(lì)費(fèi)用合同（PIF）和成本加費(fèi)用合同（PAF。如果工作范圍在開始時(shí)無法準(zhǔn)確定義，而需要在以后調(diào)整，或者，如果項(xiàng)目存在較高的風(fēng)險(xiǎn)，就可以采用成本補(bǔ)償合同，使項(xiàng)目具有較大的靈活性，以便重新安排賣方的工作。thesellerforalllegitimateactualcostsincurredforcompletedwork,plusafeerepresentingsellerprofit.Cost-reimbursablecontractsmayalsoincludefinancialincentiveclauseswheneverthesellerexceeds,orfallsbelow,definedobjectivessuchascosts,schedule,ortechnicalperformancetargets.Threeofthemorecommontypesofcost-reimbursablecontractsinuseareCostPlusFixedFee(CPFF),CostPlusIncentiveFee(CPIF),andCostPlusAwardFee(CPAF).workcannotbepreciselydefinedatthestartandneedstobealtered,orwhenhighrisksmayexistinthe成本加固定費(fèi)用合同（CPFF。為賣方報(bào)銷履行合同工作所發(fā)生的一切可列支成本，并向賣方支付一筆固定費(fèi)用，該費(fèi)用以項(xiàng)目初始成本估算的某一百分比計(jì)算。費(fèi)用只能針對(duì)已完成的工作來支付，并且不因賣方的績(jī)效而變化。除非項(xiàng)目范圍發(fā)生變更，否則費(fèi)用金額維持不變。CostPlusFixedFeeContracts(CPFF). Thesellerisreimbursedforallallowablecostsforperformingthecontractwork,andreceivesafixed-feepaymentcalculatedasapercentageoftheinitialestimatedprojectcosts.Afeeispaidonlyforcompletedworkanddoesnotchangeduetosellerperformance.Feeamountsdonotchangeunlesstheprojectscopechanges.（CPIF在CPIF合同中，如果最終成本低于或高于原始估算成本，則買方和賣方需要CostPlusIncentiveFeeContracts(CPIF).Thesellerisreimbursedforallallowablecostsforperformingthecontractworkandreceivesapredeterminedincentivefeebaseduponachievingcertainperformanceobjectivesassetforthinthecontract.InCPIFcontracts,ifthefinalcostsarelessorgreaterthantheoriginalestimatedcosts,thenboththebuyerandsellersharecostsfromthedeparturesbaseduponaprenegotiatedcost-sharingformula,forexample,an80/20splitover/undertargetcostsbasedontheactualperformanceoftheseller.成本加費(fèi)用合同（CPAF。為賣方報(bào)銷一切合法成本，但只有在賣方滿足合同規(guī)定的、某些籠統(tǒng)的績(jī)效標(biāo)準(zhǔn)的情況下，才向賣方支付大部分費(fèi)用。完全由買方根據(jù)自己對(duì)賣方績(jī)效的判斷來決定費(fèi)用，并且通常不允許申訴CostPlusAwardFeeContracts(CPAF).Thesellerisreimbursedforalllegitimatecosts,butthemajorityofthefeeisearnedonlybasedonthesatisfactionofcertainbroadsubjectiveperformancecriteriadefinedandincorporatedintothecontract.Thedeterminationoffeeisbasedsolelyonthesubjectivedeterminationofsellerperformancebythebuyer,andisgenerallynotsubjecttoappeals.工料合同（T&M。工料合同是兼具成本補(bǔ)償合同和總價(jià)合同的某些特點(diǎn)的混合型合同。在不能很快編寫出準(zhǔn)確工作說明書的情況下，經(jīng)常使用工料合同來增加人員、聘請(qǐng)專家和尋求其他外部支持。這類合同與成本補(bǔ)償合同的相似之處在于，它們都是開口合同，合同價(jià)因成本增加而變化。在授予合同時(shí)，買方可能并未確定合同的總價(jià)值和采購(gòu)的準(zhǔn)確數(shù)量。因此，如同成本補(bǔ)償合同，工料合同的合同價(jià)值可以增加。很多組織要求在工料合同中規(guī)定最高價(jià)值和時(shí)間限制，以防止成本無限增加。另外，由于合同中確定了一些參數(shù)，工料合同又與固定單價(jià)合同相似。當(dāng)就特定資源的價(jià)格（如高級(jí)工程師的小時(shí)費(fèi)率或某種材料的單位費(fèi)率）達(dá)成一致意見時(shí)，買方和賣方也就預(yù)先設(shè)定了單位人力或材料費(fèi)率（包含賣方利潤(rùn)。TimeandMaterial contracts(t&M). Timeandmaterialcontractsareahybridtypeofcontractualarrangementthatcontainaspectsofbothcost-reimbursableandfixed-pricecontracts.Theyareoftenusedforstaffaugmentation,acquisitionofexperts,andanyoutsidesupportwhenaprecisestatementofworkcannotbequicklyprescribed.Thesetypesofcontractsresemblecost-reimbursablecontractsinthattheycanbeleftopenendedandmaybesubjecttoacostincreaseforthebuyer.Thefullvalueoftheagreementandtheexacttyofitemstobedeliveredmaynotbedefinedbythebuyeratthetimeofthecontractaward.Thus,T&Mcontractscanincreaseincontractvalueasiftheywerecost-reimbursablecontracts.Manyorganizationsrequirenot-to-exceedvaluesandtimelimitsplacedinallT&Mcontractstopreventunlimitedcostgrowth.Conversely,T&Mcontractscanalsoresemblefixedunitpricearrangementswhencertainparametersarespecifiedinthecontract.Unitlaborormaterialratescanbepresetbythebuyerandseller,includingsellerprofit,whenbothpartiesagreeonthevaluesforspecificresourcecategories,suchasseniorengineersatspecifiedratesperhour,orcategoriesofmaterialsatspecifiedratesperunit.規(guī)劃采購(gòu)管理：工具與技術(shù)PlanProcurementManagement:toolsandtechniques 或外購(gòu)分析是一種通用的管理技術(shù)，用來確定某項(xiàng)工作最好由項(xiàng)目團(tuán)隊(duì)自行完成還是應(yīng)該從外部采購(gòu)。有時(shí)，雖然項(xiàng)目組織內(nèi)部具備相應(yīng)的能力，但由于相關(guān)資源正在從其他項(xiàng)目，為滿足進(jìn)度要求，也需要從組織外部進(jìn)行采購(gòu)Amake-or-buyysisisageneralmanagementtechniqueusedtodeterminewhetherparticularworkbestbe plishedbytheprojectteamorshouldbepurchasedfromoutsidesources.Sometimesacapabilitymayexistwithintheprojectorganization,butmaybecommittedtoworkingonotherprojects,inwhichcase,theprojectmayneedtosourcesucheffortfromoutsidetheorganizationinordertomeetitsschedulecommitments.預(yù)算制約因素可能影響或外購(gòu)決策。如果決定，則應(yīng)繼續(xù)做出或租賃的策。或外購(gòu)分析應(yīng)考慮全部相關(guān)成本，包括直接成本與間接成本。例如，買方在分析外購(gòu)時(shí)，既要考慮產(chǎn)品本身的實(shí)際支出，也要考慮為支持采購(gòu)過程和該產(chǎn)品所發(fā)生的間接成本。Budgetconstraintsmayinfluencemake-or-buydecisions.Ifabuydecisionistobemade,thenafurtherdecisionofwhethertopurchaseorleaseisalsomade.Amake-or-buy ysisshouldconsiderallrelatedcosts—bothdirectcostsaswellasindirectsupportcosts.Forexample,thebuy-sideofthe ysisincludesboththeactualout-of-pocketcoststopurchasetheproduct,aswellastheindirectcostsofsupportingthepurchasingprocessandpurchaseditem.在進(jìn)行外購(gòu)分析時(shí)，也要考慮可用的合同類型。采用何種合同類型，取決于想要如何在間分擔(dān)風(fēng)險(xiǎn)，而雙方各自承擔(dān)的風(fēng)險(xiǎn)程度，則取決于具體的合同條款。在某些法律體系中，還有其他合同類型，例如，基于賣方義務(wù)（而非客戶義務(wù)）的合同類型。一旦選定適用法律，合同雙方就必須確定合適的合同類型。Availablecontracttypesarealsoconsideredduringthebuyysis.Therisksharingbetweentheandsellerdeterminesthesuitablecontracttypes,whilethespecificcontracttermsandconditionsformalizethedegreeofriskbeingassumedbythebuyerandseller.Somejurisdictionshaveothertypesofcontractsdefined,forexample,contracttypesbasedontheobligationsoftheseller—notthecustomer—andthecontractpartieshavetheobligationtoidentifytheappropriatetypeofcontractassoonastheapplicablelawhasbeenagreedupon.專家判斷Expert專家判斷常用來評(píng)估本過程的輸入和輸出。專家的采購(gòu)判斷也可用來制定或修改賣方議書評(píng)價(jià)標(biāo)準(zhǔn)。專家的法律判斷可以是法律工作者所提供的相關(guān)服務(wù)，用來協(xié)助處理一些特殊的采購(gòu)事項(xiàng)、條款和條件。專家判斷（包括商務(wù)和技術(shù)判斷）不僅適用于擬采購(gòu)產(chǎn)品、服務(wù)或成果的技術(shù)細(xì)節(jié)，而且也適用于采購(gòu)管理過程的各個(gè)方面。Expertjudgmentisoftenusedtoassesstheinputstoandoutputsfromthisprocess.Expertpurchasingjudgmentcanalsobeusedtodevelopormodifythecriteriathatwillbeusedtoevaluatesellerproposals.Expertlegaljudgmentmayinvolvetheservicesoflegalstafftoassistwithuniqueprocurementissues,terms,andconditions.Suchjudgment,includingbusinessandtechnicalexpertise,canbeappliedtoboththetechnicaldetailsoftheacquiredproducts,services,orresultsandtovariousaspectsoftheprocurementmanagementprocesses.research包括行業(yè)情況和供應(yīng)商能力。采購(gòu)團(tuán)隊(duì)可以綜合考慮從研討會(huì)、評(píng)和各種其他得到的信息，來了解市場(chǎng)情況。采購(gòu)團(tuán)隊(duì)可能也需要考慮有能力提供所需材料或服務(wù)的供應(yīng)商的范圍，權(quán)衡與之有關(guān)的風(fēng)險(xiǎn)，并優(yōu)化具體的采購(gòu)目標(biāo)，以便利用成熟技術(shù)。leverageinformationgainedatconferences,onlinereviewsandavarietyofsourcestoidentifymarketcapabilities.Theteammayalsorefineparticularprocurementobjectivestoleveragematuringtechnologieswhilebalancingrisksassociatedwiththebreadthofvendorswhocanprovidethematerialsorservicesdesired.會(huì)議不借助與潛在投標(biāo)人的信息交流會(huì)，僅靠調(diào)研，也許還不能獲得制定采購(gòu)決策所需的確信息。與潛在投標(biāo)人合作，有利于供應(yīng)商開發(fā)互惠的方案或產(chǎn)品，從而有益于材料或服務(wù)的買方。Researchalonemaynotprovidespecificinformationtoformulateaprocurementstrategywithoutadditionalinformationinterchangemeetingswithpotentialbidders.Bycollaboratingwithpotentialbidders,theorganizationpurchasingthematerialorservicemaybenefitwhilethercaninfluenceamutuallybeneficialapproachor規(guī)劃采購(gòu)管理：輸出PlanProcurement 采購(gòu)管理計(jì)劃ProcurementManagement采購(gòu)管理計(jì)劃是項(xiàng)目管理計(jì)劃的組成部分，說明項(xiàng)目團(tuán)隊(duì)將如何從執(zhí)行組織外部獲取物和服務(wù)，以及如何管理從編制采購(gòu)文件到合同收尾的各個(gè)采購(gòu)過程。采購(gòu)管理計(jì)劃包括如下內(nèi)容：Theprocurementmanagementplanisacomponentoftheprojectmanagementplanthatdescribeshowaprojectteamwillacquiregoodsandservicesfromoutsidetheperformingorganization.Itdescribeshowtheprocurementprocesseswillbemanagedfromdeveloprocurementsthroughcontractclosure.Theprocurementmanagementplancanincludeguidancefor:Typesofcontractstobe風(fēng)險(xiǎn)管理事項(xiàng)是否需要編制獨(dú)立估算，以及是否應(yīng)把獨(dú)立估算作為評(píng)價(jià)標(biāo)準(zhǔn)WhetherindependentestimateswillbeusedandwhethertheyareneededasevaluationThoseactionstheprojectmanagementteamcantakeunilaterally,iftheperformingorganizationhasaprescribedprocurement,contracting,orpurchasingdepartment;標(biāo)準(zhǔn)化的采購(gòu)文件（如需要如何管理多個(gè)供應(yīng)商如何協(xié)調(diào)采購(gòu)工作與項(xiàng)目的其他工作，如制定進(jìn)度計(jì)劃與報(bào)告項(xiàng)目績(jī)效可能影響采購(gòu)工作的制約因素和假設(shè)條件如何處理某些產(chǎn)品的采購(gòu)需要提前較長(zhǎng)時(shí)間的問題，并在項(xiàng)目進(jìn)度計(jì)劃中考慮所需時(shí)間Handlingthelongleadtimestopurchasecertainitemsfromsellersandcoordinatingtheextratimeneededtoprocuretheseitemswiththedevelopmentoftheprojectschedule;如何進(jìn)行或外購(gòu)決策，并把該決策與估算活動(dòng)資源和制定進(jìn)度計(jì)劃等過程聯(lián)系在一起；Handlingthemake-or-buydecisionsandlinkingthemintotheEstimateActivityResourcesandDevelopScheduleprocesses;Settingthescheduleddatesineachcontractforthecontractdeliverablesandcoordinatingwiththescheduledevelopmentandcontrolprocesses;如何識(shí)別對(duì)履約擔(dān)保或保險(xiǎn)合同的需求，以減輕某些項(xiàng)目風(fēng)險(xiǎn)如何指導(dǎo)賣方編制和工作分解結(jié)構(gòu)（WBSEstablishingthedirectiontobeprovidedtothesellersondeveloandmaintainingaworkbreakdownstructure(WBS);如何確定采購(gòu)/Establishingtheformandformattobeusedfortheprocurement/contractstatementsof如何識(shí)別預(yù)審合格的賣方（用于管理合同和評(píng)價(jià)賣方的采購(gòu)測(cè)量指標(biāo)Procurementmetricstobeusedtomanagecontractsandevaluate根據(jù)每個(gè)項(xiàng)目的需要，采購(gòu)管理計(jì)劃可以是正式或非正式的，非常詳細(xì)或高度概括的Aprocurementmanagementplancanbeformalorinformal,canbehighlydetailedorbroadlyframed,andisbasedupontheneedsofeachproject.采購(gòu)工作說明書ProcurementStatementof依據(jù)項(xiàng)目范圍基準(zhǔn)，為每次采購(gòu)編制工作說明書（SOW），對(duì)將要包含在相關(guān)合同中的Thestatementofwork(SOW)foreachprocurementisdevelopedfromtheprojectscopebaselineanddefinesonlythatportionoftheprojectscopethatistobeincludedwithintherelatedcontract.TheprocurementSOWdescribestheprocurementiteminsufficientdetailtoallowprospectivesellerstodetermineiftheyarecapableofprovidingtheproducts,services,orresults.Sufficientdetailcanvarybasedonthenatureoftheitem,theneedsofthebuyer,ortheexpectedcontractform.InformationincludedinaSOWcanincludespecifications,tydesired,qualitylevels,performancedata,periodofperformance,worklocation,andotherrequirements.采購(gòu) 應(yīng)力求清晰、完整和簡(jiǎn)練。它也應(yīng)該說明任何所需的附帶服務(wù)，如績(jī)效報(bào)告項(xiàng)目后的運(yùn)營(yíng)支持等。某些應(yīng)用領(lǐng)域?qū)Σ少?gòu)SOW有特定的內(nèi)容和格式要求。每次進(jìn)行采購(gòu)，都需要編制SOW。不過，可以把多個(gè)產(chǎn)品或服務(wù)組合成一個(gè)采購(gòu)包，由一個(gè)SOW全部覆蓋。TheprocurementSOWiswrittentobeclear,complete,andconcise.Itincludesadescriptionofanycollateralservicesrequiredsuchasperformancereportingorpost-projectoperationalsupportfortheprocureditemInsomeapplicationareas,therearespecificcontentandformatrequirementsforaprocurementSOW.EachindividualprocurementitemrequiresaSOW;however,multipleproductsorservicescanbegroupedasoneprocurementitemwithinasingle在采購(gòu)過程中，應(yīng)根據(jù)需要對(duì)采購(gòu)SOW進(jìn)行修訂和改進(jìn)，直到成為所簽協(xié)議的一部分。TheprocurementSOWcanberevisedandrefinedasrequiredasitmovesthroughtheprocurementprocessuntilincorporatedintoasignedagreement.采購(gòu)文件 采購(gòu)文件是用于征求潛在賣方的。如果主要依據(jù)價(jià)格來選擇賣方（如商業(yè)標(biāo)準(zhǔn)產(chǎn)品時(shí)，通常就使用標(biāo)書、投標(biāo)或報(bào)價(jià)等術(shù)語。如果主要依據(jù)其他考慮（如技術(shù)能力或技術(shù)方法）來選擇賣方，通常就使用諸如的術(shù)語。不同類型的采購(gòu)文件有不同的常用名稱，可能包括信息邀請(qǐng)書（RFI、投標(biāo)邀標(biāo)書（IFB、建議邀請(qǐng)書（RFP、報(bào)價(jià)邀請(qǐng)書（RFQ、投tsredotsfrmrotive.Trmshs,te,tatneydnthernnwillednrice(aswhnglorstandarditems),whileatermsuchasproposalisgenerallyusedwhenotherconsiderations,suchastechnicalcapabilityortechnicalapproachareparamount.Commontermsareinusefordifferenttypesofprocurementsandmayincluderequestforinformation(RFI),invitationforbid(IFB),requestforproposal(RFP),requestforquotation(RFQ),tendernotice,invitationfornegotiation,andinvitationforseller’sinitialresponse.Specificprocurementterminologyusedmayvarybyindustryandlocationoftheprocurement.買方擬定的采購(gòu)文件不僅應(yīng)便于潛在賣方做出準(zhǔn)確、完整的應(yīng)答，還要便于對(duì)賣方應(yīng)進(jìn)行評(píng)價(jià)。采購(gòu)文件中應(yīng)該包括應(yīng)答格式要求、相關(guān)的采購(gòu)工作說明書（SOW）及所需的合同條款。對(duì)于采購(gòu)，可能規(guī)定了采購(gòu)文件的部分甚至全部?jī)?nèi)容和結(jié)構(gòu)。Thebuyerstructuresprocurementstofacilitateanaccurateandcompleteresponsefromeachprospectivesellerandtofacilitateeasyevaluationoftheresponses.Thesesincludeadescriptionofthedesiredformoftheresponse,therelevantprocurementstatementofwork(SOW)andanyrequiredcontractualprovisions.With ernmentcontracting,someorallofthecontentandstructureofprocurementsmaybedefinedbyregulation.采購(gòu)文件的復(fù)雜和詳細(xì)程度應(yīng)與采購(gòu)的價(jià)值和風(fēng)險(xiǎn)水平相適應(yīng)。采購(gòu)文件既要足以保賣方做出一致且適當(dāng)?shù)膽?yīng)答，又要具有足夠的靈活性，允許賣方為滿足既定要求而提出更好的建議。Thecomplexityandlevelofdetailoftheprocurementsshouldbeconsistentwiththevalueof,andrisksassociatedwith,theplannedprocurement.Procurementsarerequiredtobesufficienttoensureconsistent,appropriateresponses,butflexibleenoughtoallowconside