【摘要】：A公司為一家集房地產(chǎn)開發(fā)和物業(yè)管理為一體的大型房地產(chǎn)集團(tuán)，由于發(fā)展迅速，其招標(biāo)評(píng)標(biāo)管理體制明顯落后。招評(píng)標(biāo)管理存在較多的問題，主要體現(xiàn)在⑴評(píng)標(biāo)體系不科學(xué)⑵管理體制落后，工作效率低⑶權(quán)力標(biāo)、關(guān)系標(biāo)過多⑷可利用的資源較少。 針對(duì)以上現(xiàn)象，，作者根據(jù)對(duì)國(guó)內(nèi)外相關(guān)文獻(xiàn)以及相關(guān)招標(biāo)評(píng)標(biāo)體制的研究與分析，并根據(jù)A的實(shí)際情況，提出了對(duì)招標(biāo)管理模式和評(píng)標(biāo)體系的改進(jìn)措施。 一是借鑒先進(jìn)的招標(biāo)管理模式，對(duì)A公司的管理模式進(jìn)行改進(jìn)，提出每次招標(biāo)都建立臨時(shí)的招標(biāo)小組，全權(quán)對(duì)招標(biāo)工作負(fù)責(zé)，給評(píng)標(biāo)工作制造一個(gè)相對(duì)的不受權(quán)力、關(guān)系干擾的環(huán)境，使評(píng)標(biāo)委員會(huì)成員能夠安心進(jìn)行評(píng)標(biāo)工作。 二是對(duì)層次分析法和全生命周期成本理念進(jìn)行分析和研究。在評(píng)標(biāo)指標(biāo)因素的權(quán)重確定時(shí)，將層次分析法作為權(quán)重分配的主要方法，并舉例進(jìn)行了演示。在評(píng)標(biāo)價(jià)格的評(píng)定上，盡量用全生命周期費(fèi)用代替投標(biāo)價(jià)進(jìn)行評(píng)定，并舉例進(jìn)行了對(duì)比演示。 三是A公司建立內(nèi)部生產(chǎn)廠商資源庫(kù)、評(píng)標(biāo)專家?guī)�、設(shè)備材料評(píng)標(biāo)指標(biāo)因素權(quán)重?cái)?shù)據(jù)庫(kù)，以及標(biāo)書模板數(shù)據(jù)庫(kù)，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(zhǔn)確性。 如今，一部分改進(jìn)的管理模式正在實(shí)施當(dāng)中，已經(jīng)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(xué)位授予單位】：首都經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F271;F299.233.4

【參考文獻(xiàn)】

相關(guān)碩士學(xué)位論文 前1條

1 葉志軍;建設(shè)工程設(shè)備招標(biāo)評(píng)標(biāo)系統(tǒng)研究[D];浙江大學(xué);2004年

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