采購(gòu)招標(biāo)流程外文翻譯

1、<p><b>　　*********</b></p><p>　　本科畢業(yè)論文（設(shè)計(jì)）外文翻譯</p><p><b>　　采購(gòu)：招標(biāo)流程</b></p><p>　　院（系、部）名 稱 ： 商務(wù)管理系 </p><p>　　專(zhuān) 業(yè) 名 稱：

2、 財(cái)務(wù)會(huì)計(jì)教育 </p><p>　　學(xué) 生 姓 名： **** </p><p>　　學(xué) 生 學(xué) 號(hào)： 9115080125 </p><p>　　指 導(dǎo) 教 師： ****** </p><p>　　2012年01月06日</p&g

3、t;<p>　　河北科技師范學(xué)院教務(wù)處制</p><p>　　Procurement: Tendering Procedures</p><p><b>　　OVERVIEW </b></p><p>　　1. Purpose </p><p>　　These Procedures are a suppl

4、ement to the University’s Procurement Policy and apply to tendering for the acquisition of goods and services from suppliers external to the University, valued at $200,000 and above. The acquisition of goods includes pur

5、chasing and leasing of goods. The acquisition of services includes contractor and consultant services, but excludes services provided by staff employed through the University payroll, and any services provided to Investm

6、ent and Capital Management in co</p><p>　　2. Coverage </p><p>　　These Procedures apply to all University activities including activities undertaken by Foundations, Centers, Controlled Entities

7、and any other entity which has entered into an agreement with the University, and such agreement includes a term which requires it to comply with the University’s purchasing policy and associated procedures. </p>

8、<p>　　KEY ASPECTS OF THE TENDERING PROCESS </p><p>　　3. Open tendering </p><p>　　University tenders should be open to the public so that the market is assessed for the goods or services re

9、quired. There are two ways this may be done, either by fully Open Tender or a multi-stage tender which initially involves the calling of an Expression of Interest, followed by a Selective Tender. The Procurement Services

10、 Department must approve all Open Tender proposals and the Chief Procurement Officer must approve all EOI proposals. </p><p>　　4. Invited tendering </p><p>　　Invited Tendering may be used inste

11、ad of Open Tendering in certain circumstances. Invited Tendering occurs when specific suppliers are invited to tender for goods or services rather than the tender being open to any suppliers. The Chief Procurement Office

12、r must approve all Invited Tender proposals, with the exception of using approved pre-qualified supplier panels. </p><p>　　5. Documentation </p><p>　　Accountability requires comprehensive docum

13、entation for all tenders. Detailed justification of all key decisions made, especially the selection of the tenderer, must be recorded on an official Records Management file from the time that a decision is made to tend

14、er until the finalisation of the contract. Documentation must be available to show that the tendering process is not only fair but also that it is seen to be fair. All communications with tenderers must be documented. &l

15、t;/p><p>　　6. Confidentiality </p><p>　　All tenderer information and tender documents received are to be treated as confidential. The confidentiality and anonymity of tenderers must be maintained

16、throughout the tender process. </p><p>　　PROCEDURES </p><p>　　7. Strategic planning </p><p>　　It is important that a proper strategy be planned. Staff involved must ensure that the

17、 objectives of the project being tendered are clarified and that clear specifications are developed and funding identified. </p><p>　　8. Types of Tenders </p><p>　　There are three types of ten

18、dering for the acquisition of goods or services:</p><p>　　? Open Tender </p><p>　　? Multi-Stage Tender </p><p>　　? Invited Tendering </p><p>　　8.1 Open Tender <

19、/p><p>　　Open Tendering tests the market in a transparent manner. Tenders are advertised publicly and no restriction is placed on the number of tenderers. All prospective bidders are given the same tender docum

20、entation. The Procurement Services Department must be consulted on all Open Tender proposals. </p><p>　　8.2 Multi-Stage Tender </p><p>　　Multi-stage tendering may be used to cull a large numbe

21、r of respondents and identify the best service providers in a particular well-supplied market that are interested in providing the relevant goods or services. It also limits the number of tenderers to those able to demo

22、nstrate the requisite capability in the first stage. Multi-stage tenders may be used: </p><p>　　? to establish a panel of suitable suppliers for a specific category of goods or services; </p><p&

23、gt;　　? to identify suppliers with suitable proposals for complex procurements. </p><p>　　The first stage in multi-stage tendering is an Expression of Interest or Request for Proposal to invite interested su

24、ppliers to register their interest against the requirements listed in the EOI document. The second stage in multi-stage tendering is a Selective Request for Tender to invite suppliers shortlisted in the first stage to a

25、submit proposals in response to specific criteria outlined in the Request for Tender document. </p><p>　　8.2.1 Expression of Interest </p><p>　　The EOI document must state what further process

26、es are expected beyond the first stage of the tender process. </p><p>　　The University would then short-list interested suppliers with the ability to undertake the particular product supply or services requ

27、ired. These prequalified tenderers would be asked to indicate their availability to tender in the second stage, a Selective Request for Tender. </p><p>　　The Chief Procurement Officer must be consulted on al

28、l EOI proposals. </p><p>　　8.2.2 Selective Tender </p><p>　　In this case tenders are called for a specific contract in a second stage from short listed service providers identified in the EOI

29、stage. </p><p>　　Tenderers are required to submit tenders to respond to specifications identified in the Request for Tender document, such as price, capacity, expertise and experience. </p><p>

30、　　The Chief Procurement Officer must approve all selective tender proposals, with the exception of using approved pre-qualified supplier panels. </p><p>　　8.3 Invited Tendering </p><p>　　Invit

31、ed Tendering may be used: in emergency situations; for specialist work; in special circumstances where only one or a limited number of suppliers are known to be able to carry out the work;for low value, low risk activiti

32、es. </p><p>　　Invited Tendering involves issuing RFT documents to known available suppliers assessed as the most capable of delivering the goods or services required. The Chief Procurement Officer must appro

33、ve all proposals for invited tendering. </p><p>　　9. Tender Waivers </p><p>　　The need to run a tender may be waived in exceptional circumstances. Refer to section 8 in the Procurement Policy.

34、 </p><p>　　10. Tenders requiring a Non-Disclosure Agreement </p><p>　　In certain circumstances, the Procurement Services Department may require an interested tenderer to accept and sign a Non-D

35、isclosure Agreement before receiving the tender documentation. </p><p>　　11. Tender Evaluation Team </p><p>　　All tenders must have a Tender Evaluation Team to ensure the probity of the tender

36、process. The Tender Evaluation Team must consist of at least three members, including a representative from the Procurement Services Department as well as other people who have the relevant technical knowledge of the goo

37、ds or services required. For Campus Infrastructure and Services managed tenders, the Procurement Services Department representative may be replaced with a CIS representative who has been trained an</p><p>　　

38、? One member of the evaluation team is to be external to the area requesting the tender and may come from outside the University. </p><p>　　? The representative from the Procurement Services Department (o

39、r CIS for CIS managed tenders) will be the Team Leader who will be the tender contact and the only member of the Team permitted to communicate with tenderers. </p><p>　　? Tenders relating to information an

40、d communications technology must also have a representative from Information Communication Technology. </p><p>　　? Evaluation Teams for approved Capital Works programs or approved Repairs and Maintenance Pr

41、ograms must have a representative from Campus Infrastructure and Services.</p><p>　　Tender Evaluation Team members must not have a vested or perceived interest in the outcome. A Conflict of Interest declara

42、tion will be distributed to the Evaluation Team members prior to the commencement of evaluations by the Team Leader and anyone with a conflict of interest must declare this conflict and disqualify themselves from the ten

43、der. Refer to the University’s Code of Conduct and Corruption Prevention Strategy for details. </p><p>　　Tender Evaluation Team members can seek external assistance and advice on specific aspects of he tende

44、r. This assistance must be co-ordinated through the Tender Evaluation Team Leader. </p><p>　　12. Advertising Tenders </p><p>　　The call for Open Tenders and Expressions of Interest will be adve

45、rtised in the Sydney Morning Herald every fortnight. Other, additional methods of advertisement may also be utilized from time to time. The Procurement Services Department must approve all tender advertisements, with the

46、 exception of CIS managed tenders. </p><p>　　Public advertisements must include: </p><p>　　? an adequate description of the tender to allow prospective tenderers to decide whether they wish to

47、 prepare a tender, or a link to the location where this information is available; </p><p>　　? the location where the tender documents may be obtained, including the name, telephone number and email of

48、the contact officer; </p><p>　　? a tender reference number; </p><p>　　? where tenders are to be lodged and the closing date and time;</p><p>　　? any other important dates and dea

49、dlines. </p><p>　　The University will endeavor to ensure that the time given between the release and the closing date of the tender is sufficient to allow a tenderer to study the tender specification and p

50、repare a bid; however the final duration will be determined by the Procurement Services Department. </p><p>　　Receipt and Registration of Tenders </p><p>　　All tenders are to be lodged in the

51、 University’s eTenderBox at the tender web lodgment address. The eTenderbox will be opened after the tender closing date and time. Details of the tenders received are registered by the eTinderbox on a schedule/register w

52、hich includes: tender details; tender reference number and tender name; tender closing date and time; date and time the tender box was opened; supplier name, time submitted and a unique identifier for each file. </p&

53、gt;<p>　　All tenders received must be kept in a secure location. </p><p>　　Tenders will only be accepted in the University’s eTenderBox. Tenders submitted by facsimile, email, hand delivery, post or a

54、ny method other than via the eTenderBox will not be accepted, except in exceptional circumstances with express approval from the Procurement Services Department. Tenders that are not uploaded to the eTenderbox prior t

55、o closing time will be deemed to be a late tender. </p><p>　　14. Late Tenders </p><p>　　Late tenders must not be considered, except when the University is satisfied and can demonstrate that the

56、 integrity and competitiveness of the tendering process would not be compromised. </p><p>　　Late tenders may be considered when verifiable circumstances are confirmed by the University, such as:</p>&

57、lt;p>　　? exceptional circumstances, such as the tender being the only tender or a natural disaster affecting all tenders equally, that ensure the integrity and competitiveness of the tendering process would not be co

58、mpromised by considering the late tender; </p><p>　　? the tender left the control of the tenderer prior to close of tenders and confidentiality of the tender was maintained before it was opened; </p>

59、<p>　　? control of the confidentiality of tenders before the scheduling of tenders guarantees no enhancement to the late tender occurred using knowledge of the other tenders.</p><p>　　? the RFT docum

60、ents stipulate that lateness is not a bar to consideration. Acceptance of a late tender will be at the discretion of the Tender Evaluation Team Leader. </p><p>　　15. Evaluating and Assessing Tenders </p&

61、gt;<p>　　The Tender Evaluation Team Leader obtains the schedule/register of tenders received and the tender documents for evaluation. The methodology, format and detailed criteria for the evaluation are to be docu

62、mented and agreed to by the Tender Evaluation Team prior to the commencement of the evaluation. Assessments must be undertaken in a timely manner. Each member of the Tender Evaluation Team is to evaluate the tenders inde

63、pendently and then the Team together will consider and agree on the results.</p><p>　　16. Clarification of Tenders </p><p>　　If important information received in a tender is not clear then clar

64、ification can be requested from the tenderer. The clarification sought from the tenderer must not give the tenderer an unfair advantage over the other tenderers or allow the tenderer to revise or enhance its original ten

65、der. The Tender Evaluation Team cannot trade-off one tenderers prices against other tenderers’ prices in order to obtain lower prices. </p><p>　　17. Modifications and Re-tendering </p><p>　　Dur

66、ing the tender evaluation process, if the Tender Evaluation Team decides to make substantial modifications to the original tender, then it will be necessary to recommence the tendering process. An opportunity must be giv

67、en to each original tenderer to submit a new tender. Comprehensive documentation must be retained that shows why the substantial modifications are necessary and demonstrates that the modifications are consistent with the

68、 original requirements of the user department. The Chief </p><p>　　18. Post Tender Negotiations </p><p>　　Where there are no acceptable tenders, negotiations may be conducted with the tenderer

69、submitting the least unacceptable tender, or the tender which conforms most closely to the requirements and provides best value for money .Where tenders are ranked by a systematic method, for example, by scoring tender p

70、rices and other evaluation criteria, the tender with the best ranking would normally be regarded as the best tender. </p><p>　　There are also instances when the University may negotiate with an acceptable pr

71、eferred tenderer to improve outcomes. Any negotiation process should be transparent, recorded and conducted in a manner that does not disadvantage other tenderers. If none of the tenders are acceptable following negotiat

72、ion it will be necessary to close the tender and re-tender. The Chief Procurement Officer is to approve the re-tendering proposal. </p><p>　　19. Acceptance of Tender </p><p>　　The Tender Board

73、is to approve all tenders valued at $200,000 and above. Following formal Tender Board approval, a “l(fā)etter of acceptance” is to be issued to the successful tenderer. The letter of acceptance must state that the acceptance

74、 of the tender is conditional upon execution of a contract satisfactory to the University. </p><p>　　All other tenderers are to be notified in writing that they were not successful. Unsuccessful tenderers c

75、an request a debriefing with the Tender Evaluation Team Leader. Debriefings should explain how their tender performed against the evaluation criteria, rather than against the successful tender. The letter of acceptance a

76、nd letters to unsuccessful tenderers are to be prepared by the Tender Evaluation Team Leader and signed by the Chief Procurement Officer or the Director of Campus Infrastructu</p><p>　　20. Dealing with Quer

77、ies from Unsuccessful Tenderers </p><p>　　Tender information is commercially sensitive and therefore must be handled and protected appropriately. The disclosure of information could prejudice the commercial

78、interests of the companies submitting the bid and the bargaining power of the University in the future. Unsuccessful tenderers can be advised of the name of the successful tenderer, the contract price and, in the case of

79、 a higher price having been accepted, the reasons why their offer was not successful. The University may wish to i</p><p>　　Some tips to remember are:</p><p>　　? Ensure all tenderers are aware

80、 of the sole contact person. </p><p>　　? Ensure relevant people in your department/unit are aware of the sole contact person, </p><p>　　? Ensure all communications are documented so that ther

81、e can be no argument about what was said. </p><p>　　21. Agreements Arising </p><p>　　All tenders will require a written agreement between the University and the successful tenderer. The draft A

82、greement provided with the tender documentation will form the basis. In most cases, Agreement negotiations between the University and preferred tenderer will be finalized prior to the Tender Board approval for the accept

83、ance of a tender. Agreements are to be signed by the Chief Procurement Officer or the Director of Campus Infrastructure and Services for CIS managed tenders. </p><p><b>　　采購(gòu)：招標(biāo)過(guò)程</b></p>

84、<p><b>　　作者：悉尼大學(xué)</b></p><p>　　譯者：********</p><p><b>　　一 概述</b></p><p><b>　　（一） 目的</b></p><p>　　以下流程主要是對(duì)高校采購(gòu)政策的進(jìn)一步補(bǔ)充。主要適用于購(gòu)置高校外部

85、供應(yīng)商所提供的商品以及服務(wù)的招標(biāo)活動(dòng)，并且價(jià)值在20萬(wàn)美金以上。收購(gòu)商品包括購(gòu)買(mǎi)和租賃商品，收購(gòu)服務(wù)包括承建商和顧問(wèn)公司的服務(wù)，這其中并不包含高校雇用工作人員提供的服務(wù)以及利用投資與資金管理相結(jié)合的服務(wù)業(yè)務(wù)。</p><p><b>　?。ǘ?涵蓋范圍</b></p><p>　　此次采購(gòu)程序適用于所有大學(xué)，包括跟高校有關(guān)聯(lián)的各類(lèi)基金會(huì)、中心院、受控機(jī)構(gòu)以及與高校簽

86、有相關(guān)協(xié)議的實(shí)體。要求遵守大學(xué)采購(gòu)政策及相關(guān)程序，是協(xié)議中的一個(gè)重要條款。</p><p>　　二 招標(biāo)過(guò)程的關(guān)鍵重點(diǎn)</p><p><b>　　（一） 公開(kāi)招標(biāo)</b></p><p>　　高校招標(biāo)應(yīng)面向公眾以便市場(chǎng)能夠?qū)ω浳锖头?wù)做出及時(shí)評(píng)價(jià)。其中有兩種主要方式，一種是完全公開(kāi)招標(biāo)或是在最初通過(guò)調(diào)用意向書(shū)的多階段招標(biāo)。另一種是選擇性招標(biāo)。

87、采購(gòu)事務(wù)署和首席采購(gòu)官必須批準(zhǔn)所有公開(kāi)招標(biāo)的建議以及意向書(shū)的建議。</p><p><b>　?。ǘ?邀請(qǐng)招標(biāo)</b></p><p>　　在某些特殊情況下，邀請(qǐng)招標(biāo)只是為某些特殊供應(yīng)商所提供的商品和服務(wù)進(jìn)行的招標(biāo)，而不是針對(duì)所有供應(yīng)商的招標(biāo)。采購(gòu)主管必須批準(zhǔn)所有被邀請(qǐng)的投標(biāo)建議書(shū)，除了使用已批準(zhǔn)事先資格鑒定的供應(yīng)商。</p><p><

88、;b>　　（三） 相關(guān)文件</b></p><p>　　問(wèn)責(zé)制需要實(shí)施到所有相關(guān)文件中。詳細(xì)的理由、重要的決定，特別是投標(biāo)者的選擇，必須從開(kāi)始到最后簽訂合同都記錄在官方的文件中。此文件必須能表明，該招標(biāo)過(guò)程從表象到實(shí)質(zhì)都是公平的，并且在此過(guò)程中，任何與投標(biāo)人有關(guān)系的信息和通訊都記錄證明。</p><p><b>　?。ㄋ模?保密原則</b></

89、p><p>　　所有投標(biāo)人的信息合計(jì)收到的投標(biāo)文件將被視為機(jī)密，并且這種保密性與信息保護(hù)將貫穿于整個(gè)招標(biāo)過(guò)程。</p><p><b>　　三 招標(biāo)過(guò)程</b></p><p><b>　　（一） 戰(zhàn)略規(guī)劃</b></p><p>　　一個(gè)合適的戰(zhàn)略規(guī)劃是非常重要的，相關(guān)工作人員必須確保招標(biāo)項(xiàng)目的清晰性

90、，規(guī)范資金的使用</p><p><b>　?。ǘ?招標(biāo)類(lèi)型</b></p><p>　　這里主要提供三種購(gòu)置商品和服務(wù)的招標(biāo)類(lèi)型：公開(kāi)招標(biāo)、多階段招標(biāo)、邀請(qǐng)招標(biāo)。</p><p><b>　　1 公開(kāi)招標(biāo)</b></p><p>　　公開(kāi)招標(biāo)在市場(chǎng)上是完全透明的，招標(biāo)書(shū)是公開(kāi)的切對(duì)各階段投標(biāo)人也

91、隱藏信息，所有投標(biāo)人基于相同的招標(biāo)文件。采購(gòu)咨詢服務(wù)部門(mén)必須對(duì)公開(kāi)招標(biāo)提供咨詢與建議。</p><p><b>　　2 多階段招標(biāo)</b></p><p>　　多階段招標(biāo)可以篩選出大量的投標(biāo)者，并在一個(gè)具有良好供應(yīng)市場(chǎng)的條件下提供更多的服務(wù)和商品，但他在能夠顯示必要能力的第一階段限值投標(biāo)者更多。</p><p>　　多階段招標(biāo)可能適用于：為某一

92、特定類(lèi)型的商品或服務(wù)建立一組合適的供應(yīng)商。為復(fù)雜供應(yīng)商確定合適的計(jì)劃。</p><p>　　第一階段，招標(biāo)人可就技術(shù)規(guī)范等問(wèn)題與投標(biāo)商進(jìn)行談判，廣泛征求意見(jiàn)，以最終確定采購(gòu)事項(xiàng)的規(guī)范和規(guī)格。但只要技術(shù)規(guī)范等問(wèn)題一經(jīng)確定就決不允許談判了。第二階段，采購(gòu)機(jī)構(gòu)依據(jù)第一階段所確定的技術(shù)規(guī)范進(jìn)行正常的公開(kāi)招標(biāo)程序，邀請(qǐng)合格的投標(biāo)商就包括合同價(jià)款在內(nèi)的所有條件進(jìn)行投標(biāo)。</p><p><b&g

93、t;　　（1）意向書(shū)</b></p><p>　　意向書(shū)中必須說(shuō)明超出第一階段預(yù)算需進(jìn)一步才去的措施。高校能夠選擇出一部分具有此能力者進(jìn)行特定產(chǎn)品的供應(yīng)和所需的服務(wù)，在多階段招標(biāo)的第二階段，會(huì)顯示這些可用性，采購(gòu)主管的所有行為需符合意向書(shū)的規(guī)范。</p><p><b>　?。?）選擇性招標(biāo)</b></p><p>　　在這種情況下

94、，邀請(qǐng)供應(yīng)商提供資格文件，只有通過(guò)資格審查的供應(yīng)商才能參加后續(xù)招標(biāo)。投標(biāo)者需提交符合申請(qǐng)的招標(biāo)文件，包括價(jià)格、能力、專(zhuān)業(yè)知識(shí)和經(jīng)驗(yàn)。采購(gòu)主管需批準(zhǔn)所有上交的選擇性標(biāo)書(shū)，出具有資格預(yù)審的供應(yīng)商標(biāo)書(shū)外。</p><p><b>　?。?）邀請(qǐng)招標(biāo)</b></p><p>　　邀請(qǐng)招標(biāo)主要適用于：特殊緊急情況、具有高度專(zhuān)業(yè)性、提供產(chǎn)品的潛在供應(yīng)商較少、低價(jià)值、低風(fēng)險(xiǎn)的活動(dòng)。

95、</p><p>　　邀請(qǐng)招標(biāo)，也稱為有限競(jìng)爭(zhēng)性招標(biāo)，是指招標(biāo)方選擇若干供應(yīng)商或承包商，向其邀請(qǐng)招標(biāo)發(fā)出投標(biāo)邀請(qǐng)，由被邀請(qǐng)的供應(yīng)商、承包商投標(biāo)競(jìng)爭(zhēng)，從中選定中標(biāo)者的招標(biāo)方式。</p><p><b>　　（三） 招標(biāo)豁免</b></p><p>　　在特殊情況下，某些招標(biāo)活動(dòng)可以豁免，參閱第八條的采購(gòu)政策。</p><p&g

96、t;　?。ㄋ模?招標(biāo)要求保密協(xié)議</p><p>　　在某些情況下，采購(gòu)服務(wù)機(jī)構(gòu)可以要求投標(biāo)者接受和簽署一份保密協(xié)議以便接受招標(biāo)文件。</p><p>　?。ㄎ澹?標(biāo)書(shū)評(píng)估小組</p><p>　　所有標(biāo)書(shū)必須有一個(gè)評(píng)標(biāo)小組，以確保招標(biāo)過(guò)程的廉潔。評(píng)標(biāo)小組必須由至少三名成員組成，包括采購(gòu)事務(wù)署的代表以及其他所需的商品或服務(wù)有關(guān)的技術(shù)知識(shí)的人。園區(qū)基礎(chǔ)設(shè)施和服務(wù)管理招

97、標(biāo)，采購(gòu)服務(wù)部的代表可能會(huì)被替換與獨(dú)聯(lián)體國(guó)家的代表已培訓(xùn)和采購(gòu)事務(wù)署批準(zhǔn)。</p><p>　　?評(píng)估小組的一名成員需來(lái)自高校外部。</p><p>　　?采購(gòu)事務(wù)署的代表將成為評(píng)估小組的主要領(lǐng)導(dǎo)者，并且只能與本招標(biāo)小組的成員進(jìn)行聯(lián)絡(luò)。</p><p>　　?考慮到招標(biāo)的有關(guān)信息和通信技術(shù)，還必須有一個(gè)信息通信技術(shù)的代表。</p><p>　

98、　?批準(zhǔn)通過(guò)的評(píng)估團(tuán)隊(duì)工作程序或資本修理和維護(hù)程序必須有一個(gè)代表工作于校園設(shè)施和服務(wù)。</p><p>　　標(biāo)書(shū)評(píng)估團(tuán)隊(duì)成員不得有一種既定的興趣或感知的結(jié)果。利益沖突的聲明，將事先分發(fā)的評(píng)價(jià)小組成員由組長(zhǎng)，任何人都評(píng)價(jià)開(kāi)始與利益沖突必須申報(bào)這一沖突和招標(biāo)資格。請(qǐng)參考大學(xué)的行為和腐敗行為的預(yù)防戰(zhàn)略的守則。評(píng)標(biāo)小組成員，他招標(biāo)的具體方面可以尋求外部援助和咨詢。這種援助必須通過(guò)招標(biāo)評(píng)價(jià)組組長(zhǎng)統(tǒng)籌。</p>

99、<p><b>　?。?廣告招標(biāo)</b></p><p>　　按照公開(kāi)招標(biāo)和意向書(shū)的要求，廣告招標(biāo)徐每隔兩周在《悉尼晨報(bào)》上面進(jìn)行刊登，其他的附加方法也可以利用廣告，獨(dú)聯(lián)體管理招標(biāo)的除外。</p><p>　　公共廣告必須包括：充分的信息對(duì)投標(biāo)者的行為進(jìn)行說(shuō)明；招標(biāo)文件應(yīng)包含聯(lián)系工作人員的姓名、電話和電子郵件；招標(biāo)編號(hào)；投標(biāo)書(shū)必須遞交的截止日期和時(shí)間；

100、其他的重要時(shí)期和時(shí)間</p><p>　　高校將會(huì)盡力在投標(biāo)日期截止之前讓投標(biāo)者研究考察以作出招標(biāo)意向準(zhǔn)備出價(jià)，然而，最后的價(jià)格將有采購(gòu)服務(wù)部門(mén)決定。</p><p>　?。ㄆ撸?投標(biāo)書(shū)的回執(zhí)與注冊(cè)</p><p>　　所有特投標(biāo)書(shū)必須通過(guò)向高校發(fā)送郵件，說(shuō)明其招標(biāo)網(wǎng)站遞交的地址。投標(biāo)書(shū)中需含有投標(biāo)截止日期和時(shí)間，表述上含有細(xì)節(jié)的制定/注冊(cè)。包括：招標(biāo)細(xì)節(jié)、招標(biāo)編號(hào)

101、與投標(biāo)名稱、招標(biāo)截止日期、招標(biāo)箱公開(kāi)日期、供應(yīng)商名稱、提交時(shí)間、文件唯一驗(yàn)證碼。</p><p>　　所有收到的標(biāo)書(shū)必須保存在一個(gè)安全的地方。投標(biāo)者將能通過(guò)高校的投標(biāo)箱被接受。傳真，電子郵件，專(zhuān)人遞送，郵寄或通過(guò)投標(biāo)箱其他任何方法提交的投標(biāo)書(shū)不被接受，除非在特殊的情況下有采購(gòu)事務(wù)署的特殊批準(zhǔn)。在投標(biāo)箱截止時(shí)間之后的投標(biāo)將被視為是一個(gè)逾期的投標(biāo)。</p><p><b>　?。ò耍?/p>

102、 逾期投標(biāo)</b></p><p>　　投標(biāo)文件逾期送達(dá)的，將不予考慮。除非在公正與公平的條件下，高校感到滿意。</p><p>　　高校可以考慮的逾期投標(biāo)特殊情況包括：特殊情況下，某些自然原因?qū)е滤械耐稑?biāo)人的標(biāo)書(shū)都逾期送達(dá)；招標(biāo)離開(kāi)控制招標(biāo)人在關(guān)閉標(biāo)書(shū)前，保密和招標(biāo)維持之前就公開(kāi)了；使用其他投標(biāo)知識(shí)發(fā)生之前標(biāo)書(shū)的調(diào)度，保證無(wú)強(qiáng)化后期招標(biāo)標(biāo)書(shū)的保密控制；招標(biāo)文件規(guī)定，逾期招標(biāo)

103、都不予考慮。接受了逾期的投標(biāo)，將有招標(biāo)小組組長(zhǎng)發(fā)揮自由裁量權(quán)。</p><p>　?。ň牛?投標(biāo)評(píng)估和評(píng)價(jià)</p><p>　　招標(biāo)評(píng)估團(tuán)隊(duì)領(lǐng)導(dǎo)取得標(biāo)書(shū)招標(biāo)文件進(jìn)行評(píng)估。方法、格式及詳細(xì)的評(píng)價(jià)標(biāo)準(zhǔn)將會(huì)在評(píng)估開(kāi)始前由評(píng)估小組進(jìn)行商定，投標(biāo)評(píng)估須及時(shí)。評(píng)標(biāo)小組的每個(gè)成員獨(dú)立評(píng)審標(biāo)書(shū)，則團(tuán)隊(duì)將審議并對(duì)結(jié)果作出決定。支持文件必須是全面的，包括對(duì)評(píng)估的結(jié)果和建議招標(biāo)的原因，最低的投標(biāo)書(shū)將不被接受。評(píng)