A公司設備材料招標體系構建的分析與動態(tài)優(yōu)化
發(fā)布時間：2019-05-16 03:03
【摘要】：A公司為一家集房地產開發(fā)和物業(yè)管理為一體的大型房地產集團，由于發(fā)展迅速，其招標評標管理體制明顯落后。招評標管理存在較多的問題，主要體現(xiàn)在⑴評標體系不科學⑵管理體制落后，工作效率低⑶權力標、關系標過多⑷可利用的資源較少。 針對以上現(xiàn)象，，作者根據(jù)對國內外相關文獻以及相關招標評標體制的研究與分析，并根據(jù)A的實際情況，提出了對招標管理模式和評標體系的改進措施。 一是借鑒先進的招標管理模式，對A公司的管理模式進行改進，提出每次招標都建立臨時的招標小組，全權對招標工作負責，給評標工作制造一個相對的不受權力、關系干擾的環(huán)境，使評標委員會成員能夠安心進行評標工作。 二是對層次分析法和全生命周期成本理念進行分析和研究。在評標指標因素的權重確定時，將層次分析法作為權重分配的主要方法，并舉例進行了演示。在評標價格的評定上，盡量用全生命周期費用代替投標價進行評定，并舉例進行了對比演示。 三是A公司建立內部生產廠商資源庫、評標專家?guī)�、設備材料評標指標因素權重數(shù)據(jù)庫，以及標書模板數(shù)據(jù)庫，這樣工作人員在選擇上有足夠的資源數(shù)據(jù)，不僅能提高工作效率，也能提高數(shù)據(jù)的準確性。 如今，一部分改進的管理模式正在實施當中，已經初見成效。
[Abstract]:Company A is a large real estate group which integrates real estate development and property management. Because of its rapid development, its bidding and bid evaluation management system is obviously backward. There are many problems in bid evaluation management, which are mainly reflected in the fact that the bid evaluation system is not scientific and 2 the management system is backward, the work efficiency is low, and the resources available are less when the relationship standard is too much. In view of the above phenomena, according to the research and analysis of the relevant literature at home and abroad and the relevant bidding evaluation system, and according to the actual situation of A, the author puts forward the improvement measures of the bidding management mode and the bid evaluation system. First, draw lessons from the advanced bidding management mode, improve the management mode of Company A, propose to set up a temporary bidding group for each tender, take full responsibility for the bidding work, and create a relative disobedience to the bid evaluation work. The relationship interferes with the environment, so that the members of the bid evaluation committee can carry out the bid evaluation work at ease. The second is to analyze and study the concept of analytic hierarchy process (AHP) and the whole life cycle cost. When the weight of bid evaluation index factors is determined, the analytic hierarchy process (AHP) is used as the main method of weight distribution, and an example is given to demonstrate it. In the evaluation of bid evaluation price, the whole life cycle cost is used instead of bidding price to evaluate, and an example is given to demonstrate the bid price. Third, Company A establishes the resource database of internal manufacturers, the expert database of bid evaluation, the weight database of equipment and material evaluation index factors, and the database of bid template, so that the staff have enough resource data in their choice. It can not only improve the work efficiency, but also improve the accuracy of the data. Now, some of the improved management model is being implemented, has achieved initial results.
【學位授予單位】：首都經濟貿易大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F271;F299.233.4
本文編號：2477970
[Abstract]:Company A is a large real estate group which integrates real estate development and property management. Because of its rapid development, its bidding and bid evaluation management system is obviously backward. There are many problems in bid evaluation management, which are mainly reflected in the fact that the bid evaluation system is not scientific and 2 the management system is backward, the work efficiency is low, and the resources available are less when the relationship standard is too much. In view of the above phenomena, according to the research and analysis of the relevant literature at home and abroad and the relevant bidding evaluation system, and according to the actual situation of A, the author puts forward the improvement measures of the bidding management mode and the bid evaluation system. First, draw lessons from the advanced bidding management mode, improve the management mode of Company A, propose to set up a temporary bidding group for each tender, take full responsibility for the bidding work, and create a relative disobedience to the bid evaluation work. The relationship interferes with the environment, so that the members of the bid evaluation committee can carry out the bid evaluation work at ease. The second is to analyze and study the concept of analytic hierarchy process (AHP) and the whole life cycle cost. When the weight of bid evaluation index factors is determined, the analytic hierarchy process (AHP) is used as the main method of weight distribution, and an example is given to demonstrate it. In the evaluation of bid evaluation price, the whole life cycle cost is used instead of bidding price to evaluate, and an example is given to demonstrate the bid price. Third, Company A establishes the resource database of internal manufacturers, the expert database of bid evaluation, the weight database of equipment and material evaluation index factors, and the database of bid template, so that the staff have enough resource data in their choice. It can not only improve the work efficiency, but also improve the accuracy of the data. Now, some of the improved management model is being implemented, has achieved initial results.
【學位授予單位】：首都經濟貿易大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F271;F299.233.4
【參考文獻】
相關碩士學位論文 前1條
1 葉志軍;建設工程設備招標評標系統(tǒng)研究[D];浙江大學;2004年
本文編號：2477970
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