工程造價招投標外文翻譯---招標合同中業(yè)主有機會鼓勵承包商主導的創(chuàng)新的意義

1、<p>　　2200英文單詞，1.2萬英文字符，3200漢字</p><p>　　出處：Sidwell A C, Budiawan D, Ma T. The significance of the tendering contract on the opportunities for clients to encourage contractorled innovation[J]. Constructi

2、on Innovation, 2001, 1(2):107-116.</p><p><b>　　本科畢業(yè)設(shè)計</b></p><p><b>　　外文文獻及譯文</b></p><p>　　文獻、資料題目：The Significance of the Tendering </p><p>　　

3、Contract on the Opportunities for </p><p>　　Clients to Encourage Contractor-led</p><p>　　Innovation</p><p>　　文獻、資料來源： </p><p>　　文獻、資料發(fā)表（出版）日期： </p><p>　　

4、院 （部）： 管理工程學院</p><p>　　專 業(yè)： 工程造價</p><p>　　班 級： </p><p>　　姓 名： </p><p>　　學 號： </p><p><b>　　指導教師： </b></p><

5、;p><b>　　翻譯日期： </b></p><p><b>　　外文文獻：　</b></p><p>　　The Significance of the Tendering Contract on The Opportunities for Clients to Encourage Contractor-led Innovation

6、</p><p>　　AC Sidwell ， D Budiawan ， T Ma</p><p><b>　　ABSTRACT </b></p><p>　　During the tendering process for most major construction contracts there

7、is the opportunity for bidders to suggest alternative innovative solutions. Clearly clients are keen to take advantage of these opportunities, and equally contractors want to use their expertise to establish competitive

8、advantage. Both parties may very well benefit from the encouragement of such innovation and the availability of cheaper methods of construction than have been contemplated by the tendering authority. </p><p&g

9、t;　　However recent developments in common law have raised doubts about the ability of owners to seek alternative tenders without placing themselves at risk of litigation. This common law has recognised the existence of t

10、he so-called ‘tendering contract’ or ‘process contract’. Since the tendering process is inherently price competitive, the application of the tendering contract concept is likely to severely inhibit the opportunity for al

11、ternative tenders. </p><p>　　This paper is primarily based on the literature review. The aim of this paper is to highlight the problems with the competitive tendering process in relation to contractor-led in

12、novation and explore ways in which owners can develop procurement procedures that will allow and encourage innovation from contractors. </p><p>　　PROBLEMS WITH COMPETITIVE TENDERING </p><p>　　Th

13、e traditional tendering process was designed to produce direct price competition for a specified product. Evaluation of tenders could only be confined to price alone by creating a system in which price is the only criter

14、ion that could vary while design and technical content are the same for each competing tender. Albeit the contract period is stipulated as constant, owners often encourage tenderers to submit a second tender which offers

15、 an alternative price for an alternative time performance.</p><p>　　When evaluating alternative tenders, the owner is confronted with the duty of equal treatment and fairness to all tenderers. If one is to b

16、e preferred on an alternative tender, which is not a conforming tender in terms of the original invitation, how can all tenderers be treated equally and fairly? Any individualism exhibited on the part of a tenderer outsi

17、de the permitted scope of price and time must disqualify that tender from the owner’s consideration because it does not conform to the invita</p><p>　　Songer and Ibbs believed that the use of design-and-buil

18、d procurement method would encourage innovation in the building process. This procurement method imposes single point responsibility on contractor for the complete building and its tendering processdiffer from that of t

19、he traditional procurement method in that it must be capable of evaluating design as well as production capability, time and price, all on a competitive basis. This is not easy. Competitive design is not easy to evaluat

20、e in</p><p>　　THE ‘TENDERING CONTRACT’ </p><p>　　Developments in the law relating to tenders traditionally treated an ‘invitation to tender’ or a ‘request for tenders’ as no more than an invitat

21、ion to treat, an indication that the owner was ready to do business – something prior to and short of an offer . In other words, an invitation to treat was not an offer to make a contract with any person who might act on

22、 the invitation, but merely a first step in negotiation which may, or may not, lead to a contract. When each tenderer submitted its ten</p><p>　　Recently, the modern view turns this theory upside down. There

23、 exists what is known as the ‘two contract’ analysis involving the emergence of the ‘tendering contract’. The invitation to tender is now in some circumstances to be treated as an offer to make a contract which a tendere

24、r accepts when it submits a conforming tender. The owner makes an offer to each tenderer which might be worded as follows: </p><p>　　“If you submit a tender in response to my invitation and which complies

25、with the stipulations made, I will consider that tender …” . </p><p>　　There is no obligation at all at this point on the side of the tenderers, but if a conforming tender is submitted, a contract is forme

26、d between owner and tenderer which has been described here as the ‘tendering contract’ or described elsewhere as a ‘pre-award contract’ or ‘process contract’. This contract is quite distinct from the contract eventually

27、entered into with the successful tenderer, called the main contract. Obligations of a contractual nature therefore arise between the owner and eac</p><p>　　For the sake of clarity, it may be stated that the

28、submission of a conforming tender in response to an invitation can create contractual obligations for both parties. In the case: Ontario v. Ron Engineering & Construction Eastern Ltd, the Court of Canada held that a

29、 contract was brought into being automatically upon the submission of a responsive tender by each tenderer. Having established that a ‘tendering contract’ exists, it is then important to constitute what the terms are of

30、that contract</p><p>　　GUIDANCE ON CONTRACTOR SELECTION </p><p>　　The Significance of Probity in Tendering </p><p>　　Probity is defined in various dictionaries as “moral excellence,

31、 integrity, uprightness, conscientiousness, honesty, sincerity”. In the tendering context, it generally depends upon confidentiality of documentation and decision making, objective and consistent assessment at each phase

32、 of decision making and resolution of any possible, perceived or actual conflicts of interest. Thus, one of the primary objectives of probity in tendering is to maintain the integrity of the bidding process. The Can<

33、/p><p>　　Johnstone asserts that transparency in the entire contracting out process is essential so that potential contractors and members of the public can have confidence in the outcomes. If integrity and impa

34、rtiality are not evident, tenderers may be reluctant to make a bid, the formulation of which requires significant amount of time and resources. In that case, competition is likely to be lessened and the best value for mo

35、ney may not be achieved. </p><p>　　In principle, recent development in common law attempts to maintain some integrity in the tendering process by recognising the existence of the parties’ obligations to one

36、 another so that the owner cannot simply reject or accept tenders as it pleases, or cannot negotiate with one or more tenderers to produce satisfactory deal. As mentioned previously, the contractual obligation between th

37、e parties is referred to as the ‘tendering contract’. Breach of the ‘tendering contract’ entitles the injur</p><p>　　·to ensure all respondents are assessed objectively and consistently </p><

38、;p>　　· to ensure integrity in all evaluation and selection process </p><p>　　· to ensure all confidential information is secured </p><p>　　· to address any potential, or

39、 actual conflicts of interest </p><p>　　· to promote defensibility of process. </p><p>　　Guidelines to Avoid Breach of the ‘Tendering Contract’ in the Competitive Bidding Process </p&

40、gt;<p>　　On conclusion, Craig suggests some guidelines on how alternative tenders and tenders involving design proposals might be taken legitimately by the owner so as to avoid or minimise the likelihood of the cl

41、ients placing themselves at risk of litigation due to a breach of the contractual obligations arising out of the ‘tendering contract’. They are specified as follows. </p><p>　　· Under the ‘tendering con

42、tract’ the owner is obliged to treat all tenders equally and fairly. All conforming tenders must therefore be considered.</p><p>　　·An effective ‘privilege clause’ which says something like “any tender

43、will notnecessarily be accepted” will normally prevent an owner becoming obliged to accept any tender. All tenders may therefore be properly rejected. On the other hand, a term to the effect that a contract will be award

44、ed to the lowest, or highest, bidder is enforceable. This implies that an owner cannot use the ‘privilege clause’ as an excuse for deviating from the contract evaluation and award criteria set down in the tend</p>

45、<p>　　· It would be a breach of the tendering obligation of equal and fair treatment for the owner to negotiate with one tenderer on terms which do not apply to other tenderers.</p><p>　　· Al

46、l tenderers are entitled to know the basis on which tenders will be evaluated and on which acontract-award decision will be made.</p><p>　　·If innovation from tenderers is required, an owner must expres

47、sly create the right for a tenderer to submit an alternative tender. If the right then exists, the owner is obliged to consider such proposals. Tenderers must be informed of criteria for evaluation of such alternative pr

48、oposals.</p><p>　　·Tender conditions must define the scope of alternative tenders. That scope must be not too tight so as to restrict innovation, but not too wide so as to result in a proposal for a sch

49、eme quite different to the one originally tendered for.</p><p>　　·Tender conditions for projects involving design must include criteria for evaluating that design. The criteria must be made known to all

50、 tenderers. </p><p>　　·It is a breach of the ‘tendering contract’ for the owner to award a contract to a tenderer who offers something different to what was asked for in the invitation to tender. </p

51、><p>　　Furthermore, Johnstone adds </p><p>　　· Invitation document should be accessible to all potential bidders. They should be expressed in readily understood terms. </p><p>　　&

52、#183; It is easier to formulate appropriate selection criteria when the project specifications are developed first. Clear specifications and selection criteria assist possible contractors to formulate bids appropriately.

53、 </p><p>　　· A policy in relation to non-conforming bids should be formulated and documented in the invitation documentation. </p><p>　　· Often assessment of bids will involve a number

54、 of assessment panels. In this situation, there should be a separation of assessment panels. For example, a panel of experts may review financial viability whilst another will look at those same bids from a design persp

55、ective. Assessment panels would commonly be quarantined through the evaluation period.</p><p><b>　　SUMMARY </b></p><p>　　This paper highlights the problems with competitive tendering

56、 in relation to contractor-led innovation. In the traditional method, contractor-led innovation may be encouraged at the tendering stage. However, to enable acceptance by the owner, criteria for evaluation of and the sco

57、pe of alternative tenders must be clearly defined in the tender document. By the same token, tender conditions for projects involving design must include criteria for evaluating that design t. </p><p>　　Guid

58、ance has been outlined of how to reduce the risk of owner falling into a breach of the ‘tendering contract’ in the competitive tendering process when it involves alternative tenders or design proposals. One of the altern

59、ative contractor selection methods identified has been briefly described. </p><p><b>　　中文譯文：</b></p><p>　　招標合同中業(yè)主有機會鼓勵承包商主導的創(chuàng)新的意義</p><p><b>　　摘要</b></p>

60、;<p>　　在建設(shè)工程合同招標過程中，投標人有機會建議替代性創(chuàng)新方案。聰明人會積極利用這種機會，同樣，承包商會利用他們的專業(yè)知識建立競爭優(yōu)勢。招投標雙方都會極大的收益于這種方式。</p><p>　　但是最近習慣法的發(fā)展對業(yè)主無訴訟風險的尋求替代性投標方案的能力提出了質(zhì)疑。這種習慣法已認識到所謂“招標合同”或“過程合同”的存在。由于招標過程本質(zhì)上是一種價格競爭，招標合同概念的應(yīng)用很可能嚴重抑制替代

61、投標的機會。</p><p>　　本文主要根據(jù)文獻編制而成，主要目的是突出競爭性投標過程中承包商主導的創(chuàng)新及探索方式問題。通過這種方式，業(yè)主可以發(fā)展允許和鼓勵創(chuàng)新的采購程序。</p><p><b>　　競爭性投標問題</b></p><p>　　傳統(tǒng)招標過程目的是針對特定產(chǎn)品產(chǎn)生直接競爭價格。評標可能只限于價格，僅建立一種制度。即價格是唯一的

62、標準。但是當各競標價和技術(shù)含量相同時就不同了。雖然合同期像常數(shù)一樣是固定的，但業(yè)主往往鼓勵投標者提交二次標書。二次標書中為某一不同的合同期提出替代報價。投標者將通過改進投標方案、尋找最佳合約期、調(diào)整投標報價來達到業(yè)主要求。每個投標者都會努力尋找新的組織方案，在建議的范圍內(nèi)達到建造成本最低、利潤最高。但是這一過程僅限于部分業(yè)主的設(shè)計。這樣一來創(chuàng)新性中標者的范圍就非常有限了。</p><p>　　評價替代性投標時，業(yè)

63、主面臨著公平、公正對待所有投標者的義務(wù)。如果某個投標被選為替代性投標，那么在原來的招標邀請中這是一個不符合條件的標書，這樣所有的投標者又怎么可能被公平、公正的對待呢？任何超出允許的價格、工期范圍的投標都必須從業(yè)主考慮的范圍內(nèi)取消，因為他們不符合招標邀請的要求。因此，傳統(tǒng)招標限制、阻止甚至不允許承包商主導的創(chuàng)新。</p><p>　　Songger和Ibbs認為，建設(shè)過程中設(shè)計-建造采購方法的使用能鼓勵創(chuàng)新。這種采

64、購方法在整個建造過程中給承包商施加了壓力。它不同于傳統(tǒng)方法。傳統(tǒng)方法必須能夠在競爭的基礎(chǔ)上評估設(shè)計、生產(chǎn)能力、工期、價格。這是不容易的。在招標環(huán)境中，競爭性設(shè)計是不易評估的。在競爭贏家時，主觀性似乎取代了客觀性。投標過程中明顯的完整性已丟失。除非競爭設(shè)計的評估一開始就建立了明確的準則，這也意味著招標程序準則必須像鼓勵承包商主導的創(chuàng)新那樣設(shè)計。Songger和Ibbs提到這一方面時斷言：公共機構(gòu)的一大焦慮是如何在允許創(chuàng)新的同時保持對項目特

65、定設(shè)計方面的控制。在設(shè)計方面確定一種合適的創(chuàng)新與控制，讓潛在的設(shè)計-建造投標者充分了解這種理想的平衡，這給公共部門機構(gòu)提出了一個重大挑戰(zhàn)。</p><p><b>　　招標合同</b></p><p>　　與傳統(tǒng)招標相關(guān)的法律的發(fā)展把“招標邀請”或“招標要求”看作不過是一次邀請，只是業(yè)主準備做一些優(yōu)先于要約的事情的一個暗示。換句話說，一次邀請并不是與任何被邀請的投標人

66、簽訂合同的提議，僅僅是協(xié)商的第一步。這種協(xié)商可能會導致合同的簽訂，也可能不會。當各投標人按規(guī)定格式提交了標書，這相當于一個可以被當作合同的要約。如果這個要約得到明確的接受，那么在業(yè)主和中標者之間就會產(chǎn)生合約性的義務(wù)。</p><p>　　最近，現(xiàn)代觀點將這一理論推翻。這里存在有關(guān)招標合同出現(xiàn)的所謂“雙方合同”的分析。招標邀請現(xiàn)在在某些情況下被視為是提交合格標書后簽訂合同的要約。業(yè)主向每個投標者提供如下措辭：<

67、;/p><p>　　“如果你提交符合規(guī)定的投標書回應(yīng)我的邀請，我會考慮是否中標……”</p><p>　　投標者在這一點上沒有任何義務(wù)。但是如果提交了一份合格的標書，那么業(yè)主和投標者之間就形成了一份合同。這種合同被描述為“投標合同”或“前期合同”或“過程合同”。這種合同完全不同于最終與中標者簽訂的主合同。合約性的義務(wù)在業(yè)主和提交了方案的投標者之間產(chǎn)生。就像投標合同給業(yè)主帶來義務(wù)，每份投標給投標

68、者帶來義務(wù)一樣。一旦投標書提交給業(yè)主，就意味著投標或首份合同已經(jīng)形成，業(yè)主就有責任達成協(xié)議。即有責任考慮所有合格的標書。同樣，投標者不能在規(guī)定公開的時間內(nèi)撤回其標書。在“雙方合同”原則下，投標者的錯誤即使是標書編制錯誤也會使其失去中標機會。</p><p>　　為明確起見，一份合格標書的提交會使雙方產(chǎn)生合約性責任。安大略省訴羅恩工程的案例中，加拿大法院認為每個投標者提交的合格標書都自動產(chǎn)生合同效力。投標合同一旦建

69、立，合同條款的構(gòu)成就很重要了。這些條款來自投標條件和其他相關(guān)材料如立法、函授。全部或部分“投標代碼”的條款可能被列入到“投標合同”中。一個條款可能含有的效力是業(yè)主必須考慮所有合格標書并公平、公正的對待所有投標者。這個項目招標只能產(chǎn)一個合同。</p><p>　　選擇承包商的指導準則</p><p><b>　　招標中公正的重要性</b></p><

70、p>　　公正在各種字典中的定義是“道德完美、正直、公平、平等、誠實、有誠意”。在招標方面，他一般取決于文件和決策的機密性、決策各階段的客觀一致評估以及任何可能的或?qū)嶋H的利益的沖突與解決。因此，招標中公正的主要目標之一是維持投標過程的完整。加拿大法庭在羅恩工程案例中把這歸屬于公平、公正的對待所有投標者是業(yè)主的義務(wù)。</p><p>　　約翰斯通聲稱，透明在整個招標過程中是必不可少的。只有這樣，潛在的承包商和公

71、眾才會相信這個結(jié)果。如果完整性和公正性不明顯，投標者可能不愿意出價，因為作價會耗費大量時間、資源。如果這樣，競爭可能會減少，物有所值也就難以實現(xiàn)。</p><p>　　原則上，最近習慣法的發(fā)展企圖通過承認雙方義務(wù)的存在來保持招標程序的完整性。這樣業(yè)主就不能隨意拒絕或接受投標書，不能只與一個或幾個投標者協(xié)商產(chǎn)生滿意結(jié)果。如前所述，雙方的合同義務(wù)被認為是“招標合同”。違反“招標合同”給受損害方采取補救措施的權(quán)利。在招

72、標過程中要真正確保投標者被公平、公正的對待同時招標合同條款不被違反。約翰斯通認為公正的共同目標是：</p><p>　　·確保所有投標者接受客觀一致的評估；</p><p>　　·確保所有評估、選拔過程的完整性；</p><p>　　·確保所有機密資料安全；</p><p>　　·解決任何潛在的或?qū)嶋H的

73、利益沖突；</p><p>　　·提高程序的安全性。</p><p>　　招標過程中避免違反招標合同的指導準則</p><p>　　作為結(jié)論，克雷格提出了關(guān)于投標者與提交了可能被業(yè)主視為合法設(shè)計建議的投標者避免或減少由于違反招標合同規(guī)定的合同義務(wù)而使自身處于訴訟危險的可能性的規(guī)則。他描述如下：</p><p>　　·根據(jù)招

74、標合同，業(yè)主有責任公平、公正的對待所有投標者，所有符合招標條件的投標者都必須加以考慮；</p><p>　　·“任何一份投標書都不一定被接受”，一份有效的“特權(quán)條款”中這樣的描述通常會阻止業(yè)主接受任何投標書。所有投標者都可能因此受到拒絕。另一反方面，這也意味著業(yè)主不能以“特權(quán)條款”為借口偏離招標邀請或文件中的評標、中標標準?；蛘?，“特權(quán)條款”以另一種方式約束業(yè)主：(i).不能以未公開的規(guī)則為評標規(guī)則(i

75、i).不能評出主合同以外的其他中標者。</p><p>　　·業(yè)主與一個投標者協(xié)商不適于其他投標者的條款違反公平、公正的招標原則；</p><p>　　·所有投標者都有權(quán)知道評標、中標基礎(chǔ)；</p><p>　　·如果要求投標者創(chuàng)新，業(yè)主必須明確投標者提交替代投標的權(quán)利。如果存在這種權(quán)利，業(yè)主有義務(wù)考慮提出的建議。同時必須向投標者告知替

76、代方案的評估標準；</p><p>　　·招標條件必須明確說明替代投標的范圍；</p><p>　　·工程招標條件涉及設(shè)計時，必須包含設(shè)計評估標準，標準必須向所有投標者公開；</p><p>　　·業(yè)主將中標合同授予一個標書內(nèi)容不符合招標邀請的投標人是違反“招標合同”的。</p><p>　　此外，約翰斯通補充說

77、：</p><p>　　·應(yīng)該使所有潛在投標者都獲得邀請文件，邀請文件應(yīng)以易理解的條款形式表達；</p><p>　　·當項目標準要求確定后，很容易制定合適的評選準則。明確的評選準則有助于承包商制定合適的報價；</p><p>　　·邀請文件中應(yīng)制定和記載不符合競標價格的有關(guān)政策；</p><p>　　·

78、;通常評估競標價格會涉及多個評估小組。這種情況下，評估小組應(yīng)該有分工。例如，專家小組可能檢查財務(wù)可行性，而另一個小組可能從設(shè)計角度評估那些相同的競標價。評估期間評估小組要被隔離。</p><p><b>　　總結(jié)</b></p><p>　　本文主要強調(diào)了與承包商主導的創(chuàng)新有關(guān)的競爭性招標問題。傳統(tǒng)方法中，在招標階段可能鼓勵承包商主導的創(chuàng)新。但是，為了被業(yè)主接受，評估