China Library Classification Number: F284 Document Identification Number: Part A Number:1000-8136 (2012) 03-0103-02.
The so-called project bidding agent refers to the agent who takes project bidding as the agent. It involves all aspects of the whole process of engineering construction projects, and its main agent content is the survey, design, consultation and supervision of various engineering construction projects, as well as the procurement of equipment and materials related to engineering construction and related services attached. An important feature of bidding activities is that there are many stakeholders involved, including tenderers, bidders, bidding agencies, expert judges and regulatory agencies. All parties involved in the bidding activities influence the bidding activities from different stages, different angles or different ways. Among them, the tenderee, as the institution that puts forward the bidding project and implements the bidding, affects the bidding activities from beginning to end. Therefore, the project manager should not only do a good job in the bidding process, but also strengthen the coordination and communication with the tenderer, so as to promote the smooth progress of the bidding activities.
1 purpose of coordination and communication
When providing bidding services, the project management personnel should coordinate and communicate with the tenderee at all stages from the acceptance of entrustment to the end of bidding. Its main purposes are as follows:
1. 1 Establish good cooperative relations.
Under the premise of following the principles of justice, fairness and openness, necessary communication with the tenderer can promote the formation of good cooperative relations between the two sides, strengthen cooperation and cooperation between the two sides, ensure the smooth implementation of all necessary bidding procedures, and finally achieve the bidding objectives.
1.2 Clear responsibilities
Proper communication with the tenderee can clarify the responsibilities and obligations of both parties, enhance mutual understanding, urge both parties to perform their duties seriously, and then ensure the legitimate rights and interests of all parties concerned to the maximum extent.
1.3 Ensure the bidding quality, improve the bidding effect and efficiency, and provide better service for the tenderee.
Proper communication with the tenderee can enable the project manager to obtain more relevant information, which is conducive to correctly analyzing various difficult problems and making reasonable judgments. Without violating the principle, it can provide more and better services for the tenderee and increase the added value of services, thus reducing the bidding risk and ensuring the quality of bidding services. In addition, effective coordination and communication can also avoid some unnecessary troubles, thus saving the bidding cost and improving the bidding efficiency.
2 The main content of coordination and communication
The bidding agency project has many links and strong procedures. In each corresponding link, the necessary communication and management between the tendering agency and the tenderee are corresponding, as shown in Table 1. Project managers should strengthen communication with the tenderee on the main points involved according to the contents of the bidding link.
3 do a good job in the coordination of communication methods
3. 1 Understand the overall goal and intention of the tenderee's construction project.
The managers of the bidding project should know the basis, reason and starting point of the project conception at the same time, especially the state-owned investment projects with great policy and significance, otherwise it may cause difficulties to the agency work because of the incomplete understanding of the agency objectives and task completion.
3.2 Prepare a feasible bidding scheme
The bidding scheme is to formulate the implementation objectives, methods, plans and measures of the bidding project according to the technical economy, management characteristics, conditions and functions, quality, price and progress requirements of the bidding project, and according to relevant laws, regulations and technical standards. On the basis of communication with the tenderee, the tender project manager forms the first draft of the tender scheme, which should include the following contents: ① the background of the engineering construction project; (2) Project bidding scope, bid division and bidding qualification; (3) the project bidding sequence; (4) Requirements on project quality, cost and schedule; (5) Ways and methods of project bidding; ⑥ Project contracting mode and contract category; ⑦ Objectives and plans of project bidding; (8) decomposition of project bidding; Pet-name ruby project bidding scheme implementation measures.
3.3 Review and determination of bidding scheme
By discussing and reviewing the bidding scheme with the tenderer, the project management personnel should do a good job in the publicity of the agency, and enhance the tenderer's understanding of the agency work, especially the legal procedures for bidding. Actively help bidders to enhance their understanding of a series of laws and regulations such as the Bidding Law, and influence and promote the coordination of their work with their own standardized, standardized and institutionalized services. Reasonable bidding scheme is the premise of improving the quality of bidding work, and it is also the opportunity for the tenderer to recognize the bidding agency work. Through the discussion of the scheme, mutual understanding and recognition were deepened, which laid a good foundation for the follow-up work.
3.4 The outcome document to be released must be confirmed by the Tenderee.
A procuratorial agency must act as an agent according to law, exercise its functions within the scope authorized by the tenderer, and be the same subject as the tenderer in legal significance and scope of authorization. The tendering agency shall, on the premise of respecting the tenderee, bring both parties into the whole bidding process. It is necessary to study with the tenderee and get its confirmation before releasing all the achievement documents. The outcome documents include: bidding scheme, bidding announcement, prequalification announcement, bidding documents, bidding questions and answers, bid evaluation report, bid winning notice, etc. The bidder shall promptly explain the problems that may violate laws and regulations and the principle of "three publics" in the outcome document. You can use written reports and legal basis to explain the reasons to avoid misunderstanding and make the agency work smoothly implemented.
3.5 Strengthen coordination and communication after bidding.
Generally speaking, after the tendering agency determines the winning bidder and issues the bid-winning notice, the tenderer and the winning bidder sign an economic contract, and the bidding project is completed. In order to better serve the tenderee, the project manager should also strengthen the coordination and communication with the tenderee after the bidding work is completed: ① supervise the execution of the contract and coordinate the contradictions in the execution of the contract. At work, the project management personnel subject to tender should take the initiative to pay a return visit to the tenderee to communicate whether there are any problems between the tenderee and the winning bidder in contract execution, and if so, they should try their best to solve them. And collect, analyze and sort out the problems in the process of contract execution. If the problems in the execution of the contract are due to imperfections or defects in the bidding documents themselves, such imperfections or defects should be summarized and fed back in time, and the bidding of other subsequent projects should be guided. ② Do a good job in customer satisfaction survey. The tenderee's satisfaction with the bidding service is the starting point and destination of the bidding agency's service. The project manager should actively communicate with bidders, provide good conditions and channels for bidders to put forward their opinions and suggestions, so as to judge the deficiencies in bidding services, improve the bidding service level and win more customers.
4 case study
A tendering agency is entrusted by a company to undertake projects managed by its overseas branches. Because almost every city's construction bidding management department has specific supervision and management regulations and implementation methods formulated according to the characteristics of the region, in order to promote the smooth progress of the project, it is necessary to understand the relevant regulations of the project construction in the region. In this regard, project manager A (hereinafter referred to as A) made a detailed communication plan in the project plan, listing the project stakeholders and the information they need, when they need it, and how to obtain it. First of all, the project investment unit specially sent the person in charge to the local area to understand the project situation, and A volunteered to go together. In A's communication plan, the purpose of this trip is as follows: ① to understand the project itself; (2) Understand the main participants and responsible personnel of the local branch of the project; (3) Understand the relevant regulations of the local construction bidding management department.
In the implementation of the first round of communication, the first two tasks were successfully completed through the project introduction meeting. The main participants and responsible persons of the branch also visited the local construction bidding management department in the preliminary work of the project, introduced the project itself and some local management methods and related situations, and especially put forward the local regulations that specific building materials models should not appear in the bidding documents.
Question 1: Because A ignored the filtering and obstacles in the communication process and regarded them as effective information, and ignored the check of some information in the communication with the local construction bidding authorities, there was no specific reference model for important building materials in the bill of materials in the bidding documents.
A. Prepare bidding documents according to the bidding standard text and management manual of local procurement. After the documents were completed, A rushed to the project site again, and after examination and approval, began to officially sell the documents. In this process, after communicating with the local construction management department and other local bidding companies, A found that the model of building materials can be written with the word "reference" in the bidding documents. If there is no reference to the model of building materials, each bidder will generally quote the lower-grade materials in the reference brand to reduce the quotation and improve the winning rate. The decoration effect of this building material is likely to fail to meet the design requirements. In this regard, A immediately reported the performance of the project status and forecast information, and communicated the situation with the person in charge of the party branch of the project entrusting party, but it was too late to add the building materials model at this time.
This article is aimed at users who have not installed a PDF browser. Please download and install the original text first. Question 2: At this time, A did not report this important information to the head office of the project entrusting party, and the project stakeholders and time control were omitted in the information release.
After bid evaluation, the manufacturer with the lowest price won the bid, and A publicized the result online according to local regulations. After the end of the publicity period, A informs the winning bidder to receive the letter of acceptance and proceed with the next signing work. At this point, the bidding work has come to an end. However, due to the negligence of communication, during the project signing process, there were great differences between the project entrusting branch and the winning bidder in building materials and prices, and the head office also raised objections to the difference between the prices and the winning bidder's prices, and the signing was once stranded. A cooperation expert and the head of the head office went there again to verify the situation. In this investigation and verification, A explained all the processes in detail, experts conducted on-the-spot demonstration, and the Head Office agreed to calculate the difference according to the design change. In the closing work, A will record and save the completion records and omissions of this communication as a change of communication scope and as a reference for improving the communication scheme of similar projects in the future.
5 concluding remarks
We can imagine, A, how the project should be carried out, without any omission. First of all, for the first omission, if A notices the filtering and obstacle information that may appear in communication, it will think that the requirements relayed by the project members may not be very accurate, and then it can be confirmed to the competent department. After confirmation, Party A made a statement on this matter to the principals of the entrusting party's head office and branches, and put forward reasonable suggestions: to avoid differences with the winning bidder on the types of building materials in the future, refine the relevant clauses in the bidding documents. Although this will prolong the preparation time, it will save the later work cost and avoid the client's head office's doubts about the bidding results. When A learns the actual situation through effective communication for the second time, if the information reaches the head office, even if the bidding documents are not changed in the end, the head office will know the situation, know the possible consequences, and make preparations in advance to make the final signing smooth. Although remedial measures were taken in these two communications afterwards, due to time factors, it not only affected the smooth progress of the bidding project, but also led to the increase of bidding cost.
References:
[1] process. Management communication [M]. Wuhan: Wuhan University of Technology Press, 2003.
[2] Dai. How to coordinate communication between bidders and stakeholders [J]. Bidding in China, 20 10 (42): 2 1 ~ 23.
(Editor: Wang Ping)
Exploration of coordination and communication
Problems existing in project bidding agency
Tang haoguang
Effective coordination and communication is the premise and key to the success of bidding activities. According to the author's own practice, this paper discusses the objectives, contents and methods of effective communication in the bidding process, and illustrates the importance of coordinated communication with examples.
Keywords: bidding agent; Coordination and communication; Gentle
This article is the full text of the original. Users who don't have a PDF browser should download and install the original text first.