第四章工程投标决策和投标策略ppt课件

1、第四章工程招标决策和招标战略Chapter 4Decision-making in construction project tenderAnd the strategies in the tenderIntroductions of this chapter教学提示，Notes for teaching： 招标人为到达中标及中标后获得好的经济效益的目的，必需进展招标决策。It is necessary for tenders to make decision to win in the tender and to realize a good economic efficiencies.影响

2、招标决策的要素表达在客观和客观两方面。Two factors, objective and subjective ones make practically impression upon decision-made in a tender.招标决策中运用的方法主要有八项规范判别法、线形规划方法和决策树法等三种。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。 招标人在递交招标文件前应制定相应的招标决策和报价技巧，以提高中标的能够性并获得较好的经济效益。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。教学要求本章要求学生了解招标决策的概念、招标决策的影响要素、招标战略的概念， 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 ,掌握招标决策的方法及常见的招标战略和报价技巧。 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工程招标决策4。1.1 the notion of the tender decision-making又称为工程招标的战略决策，即根据企业战略目的，对工程招标中一系列艰苦全局性问题，作出理性决议。The strategies decision-made in

6、 a tender，is to decide rationally serious of matter in accordance to the corporative strategy target 招标决策的三个方面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招标决策的含义4.1.2 招标决策阶段的划分Two stages：前期阶段the pre-stage of the tender后期阶段the post stage of a tender招标人确定的购买招标人资历预审资料的时间决策根据：招标文件；关于招标工程、业主的情况；国际工程：所在地了解与工程了解普通应弃标的情况 1本企业主管或兼营才干以外的工程2工程规模、技术要求超越本施工企业技术等级的工程。3本企业消费义务丰满，而招标工程的盈利程度较低或风险较大的工程。4本企业技术等级、信誉、施工程度明显不如竞

8、争对手。招标性质分类风险标和保险标；盈利标、保本标和亏损标4.1.3影响招标决策的要素 “知己知彼，百战不怠。“struggles wont lose in the case I know myself and know the others。工程招标决策研讨就是知己知彼的研讨。The study of decision-making in construction project tender is just the research that one knows himself and knows the others。这个“己就是影响招标决策的客观要素，“彼就是影响招标决策的客观要素。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影响招标决策的客观要素the objective factors that make impression upon decision-making in tender招标或者弃标，首先取决于招标单位的实力，其实力表达在以下几方面。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技术方面的实力2)经济方面的实力3管理方面的实力4信誉方面的实力综合实力the subjective real comprehensive strenght 技术实力经济实力管理实力信誉实力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决议招标或弃标的客观要素the objective factors decide to bid or give up in a construction project适用国际惯例The

13、decisive objective factors to bid up or not in a project决定投标或弃标的客观因素The situation ofLaw and regulation法律、法规的情况竞争对手和竞争情势分析The five rulersIn the use ofLaws法律适用的五原那么强迫适用工程所在地法的原那么意思自治国际法效能优于国内法原那么适用国际惯例原那么最亲密联络The situation ofowner andengineerCompel to utilize the sited locallaw of the project业主或监理工程师的

14、情况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低本钱战略；差别化战略；聚焦战略SuperiorityOr the weakoTSO 战略WO战略ST战略WT战略The application of the

15、 methodologyin decision-madeModels：1目的：尽能够扩展近期利润；2最低招标报价者中标：标价与中标率的合理关系；4八项目的判别法“to judice by eight norms1承包商即期运营情况和招标目的2能否具有参与某项工程招标的条件：工人的技术程度；企业的机械设备才干； 企业的设计才干工程的交工条件；企业对工程的熟习程度；企业以往对此类工程的阅历；承包该工程对今后得到新招标时机的影响；拟招标工程竞争的猛烈程度。评分表八项标准权 数判断等级及等级得分各项标准得分上（10)中(5)下(0)工人的技术水平；20企业的机械设备能力； 20企业的设计能力5工程的交

16、工条件；10企业对工程的熟悉程度；15企业以往对此类项目的经验；10承包该项目对今后得到新投标机会的影响；10拟投标项目竞争的激烈程度。10合计100预定可投标的最低分值7005线形规划方法linear programminglinear programming in the use of tender decision-making：Models： linear relativeAims： linear relativeC。F：例4.2假定现有甲乙丙三种住宅可以招标。该招标单位木工和钢筋工教短缺，估计今年能提供的木工工日为13000；钢筋工为11000。三种住宅各需木工、钢筋工工日数如表，承

17、包甲乙丙三种住宅每栋可获利润为：4000；6000；8000元。试问应如何招标可获得最大利润。甲乙丙木工需用工日数400500600钢筋工需用工日数350380400解题步骤1确定决策变量variable for decision-madeX1：X2：X32确定目的函数式；certainty of the function for the aimmaxE=4000X1+6000X2+8000X33确定必需满足的约束条件式 the certainty of the constraint situation；400 x1+500X2+600X313000；350 x1+380X2+400X3110

18、00；4建立线形规划模型to make up the linear programming modelmaxE=4000X1+6000X2+8000X3400 x1+500X2+600X313000；350 x1+380X2+400X311000；X1、x2、x30求解略6决策树法1决策树的含义决策树是由决策点、方案分枝、自然形状点、概率分支、损益值五要素构成。方案分枝损益值概率分支自然形状点决策点2决策树分析步骤1绘制决策树图；2计算各自然形状点期望值；3进展剪枝决策运用举例1某承包商决议参与一工程工程招标，该工程可按高价、中价、低价三种方案进展招标，假设中标后经估算三方案利润分别为150万元、100万元、60万元，根据过去参与同类工程的阅历，三方案中标概率分别为0.3、0.6、0.9，招标文件编制费为2万元，请问该如何招标。1先绘制决策树图1234150-2100-26