Contract_Engineering_07
工程合同英文专业术语
工程合同英文专业术语一个标准的工程合同通常会涉及以下几个关键部分:合同双方(arties)、合同主体(Suject Matter)、工期(Time eriod)、价格条款(rice Terms)、付款方式(ayment Method)、保证与担保(Warranty and Guarantee)、违约责任(reach of Contract)以及争议解决(Disute Resolution)等。
在合同双方的描述中,我们通常使用"arty A"和"arty "来指代合同的两个签约主体,例如:"This Agreement is made on the ___ day of ___, 20__, y and etween arty A (the Contractor) and arty (the Client), hereinafter collectively referred to as 'the arties'."合同主体部分则会明确工程的内容、范围以及双方的期望目标,例如:"The Suject Matter of this Contract is the design, construction, and delivery of a [secific roject], in accordance with the secifications and standards set forth in the roject Documents."工期部分会详细规定工程的开始日期、重要里程碑和完成日期,如:"Construction shall commence on the date of ___, 20__, and shall e sustantially comleted y the date of ___, 20__, suject to the rovisions of Article [X] regarding extensions of time."价格条款则会涉及合同的总价、计价方式及可能的价格调整机制,例如:"The total contract rice shall e [currency amount], which may e adjusted as er the terms set forth in Article [X] regarding rice variations."在付款方式中,合同会规定付款的时间点、支付条件以及分期付款的比例,如:"ayment shall e made in [currency] and shall e due in accordance with the following schedule: [ercentage] ercent uon signing of the contract, [ercentage] ercent uon comletion of certain milestones, and the alance uon sustantial comletion of the roject."保证与担保部分则是对工程质量、性能等方面的承诺,以及如何处理可能出现的问题或缺陷,例如:"The Contractor warrants that the work will e free from defects in technology, materials, and workmanshi under normal use for a eriod of [time] from the date of sustantial comletion."违约责任部分会详细说明当一方未能履行合同义务时的后果,例如:"In the event of a reach of any rovision of this Contract y either arty, the non-reaching arty shall e entitled to seek damages or secific erformance as er the terms set forth in Article [X]."争议解决部分会约定如何解决可能出现的争议,包括选择仲裁还是诉讼,以及争议解决的地点和适用法律,例如:"Any disute arising out of or in connection with this Contract shall first e attemted to e settled through friendly negotiation. If no resolution is reached, the disute shall e finally settled y aritration in accordance with the rules of [aritration institution]."。
外研社教学课件国际工程承包和管理实务英语第07章
外研社教学课件国际工程承包和管理实务英语第07章全文共10篇示例,供读者参考篇1Oh my gosh, guys! Today I wanna tell you about this super cool chapter in our English class called "International Engineering Contracting and Management Practices" from the Foreign Language Teaching and Research Press. It's chapter 07, and it's so interesting!So, in this chapter, we learn all about how companies work together to build stuff in different countries. Like bridges, buildings, and even roads! It's like a big puzzle, and everyone has to work together to make sure everything fits perfectly.We also learn about project management, which is like being the boss of a big project. You have to make sure everyone knows what they're doing and that everything stays on track. It's so cool to see how everything comes together in the end!There are also some really big words in this chapter, like "procurement" and "risk management", but don't worry, our teacher explains everything really well. And there are also lots of pictures and examples to help us understand better.I think this chapter is so cool because it shows us how people from different countries can work together to make amazing things happen. It's like a big adventure, and I can't wait to learn more about it!So, if you're in our class, make sure you pay attention to chapter 07 of our English book. It's gonna be awesome! Let's learn together and have fun! Yay!篇2Hello everyone! Today, I'm going to tell you about the 7th chapter in the Foreign Language Teaching and Research Press teaching slides - International Engineering Contracting and Management Practices.In this chapter, we will learn all about international engineering projects and how they are managed. It's like a big puzzle, where we have to make sure all the pieces fit together perfectly to build something amazing!First, let's talk about what international engineering contracting is. It's when companies from different countries work together to build big projects like bridges, roads, or even skyscrapers. It's super cool because we get to learn about different cultures and ways of doing things.Next, we'll learn about the steps involved in international engineering project management. It's like following a recipe to bake a cake - you have to do things in the right order to make sure everything turns out perfect. We'll learn about planning, organizing, executing, and monitoring international projects.We'll also learn about the different types of contracts used in international engineering projects. It's like making a promise with someone to do a job and getting paid for it. We'll learn about the different terms and conditions of contracts and how to negotiate the best deal for everyone involved.Lastly, we'll talk about the challenges and risks of international engineering projects. Sometimes things don't go as planned, and we have to figure out how to fix them. It's like playing a game where we have to be smart and quick to solve problems.So, that's a little sneak peek into what we'll be learning in the 7th chapter of the Foreign Language Teaching and Research Press teaching slides. I hope you're excited to learn all about international engineering contracting and management practices with me! Let's get started and have some fun!篇3Hey guys, today I'm going to tell you about Chapter 07 of the Foreign Language Teaching and Research Press's teaching courseware - International Engineering Contracting and Management Practice.In this chapter, we are going to learn about the international project contracting process and how to manage an engineering project effectively. It's super important to understand the different stages of a project, from planning and design to construction and commissioning. We have to work with a team of different experts to make sure everything goes smoothly.We also need to know about the different types of contracts used in international engineering projects, such as turnkey contracts and management contracts. These contracts help to define the roles and responsibilities of each party involved in the project. It's like setting the rules of a game so everyone knows what they're supposed to do.When managing a project, we have to pay attention to factors like cost control, quality management, and risk assessment. We need to make sure everything is on track and meet the project goals within the specified budget and timeline. It's like solving a puzzle - we have to think carefully and work together to find the best solution.So, guys, let's work hard and learn all we can about international engineering contracting and management practice. It's a challenging but exciting field, and with the right knowledge and skills, we can achieve great things! Let's do our best and make our mark in the world of engineering!篇4Hello everyone! Today, let's talk about Chapter 7 of the International Engineering Contracting and Management Practice English courseware by the Foreign Language Teaching and Research Press.In this chapter, we will learn all about project management. Project management is like being the boss of a project, making sure everything goes smoothly from start to finish. We need to plan, organize, control, and monitor the project to make sure it's a success.First, we need to make a project plan. This includes setting goals, creating a timeline, and assigning tasks to team members. It's like making a roadmap for the project.Next, we have to organize the project. This means making sure everyone knows their role, communicating with team members, and making sure we have all the resources we need.During the project, we have to control and monitor its progress. We need to make sure we're on track with our timeline, budget, and quality standards. If there are any problems, we need to come up with solutions to fix them.At the end of the project, we need to evaluate its success. Did we meet our goals? Did we stay on budget? What could we do better next time?Project management is a really important skill to have in the business world. It helps us get things done efficiently and successfully. I hope you all learned something new from this chapter! Thank you for listening!篇5Hello everyone! Today I'm gonna tell you about the 7th chapter of the international engineering contract and management practice in the teaching courseware of Foreign Language Teaching and Research Press.In this chapter, we will learn about the key concepts and terms related to the international engineering contract and management. We will also understand the different types of project procurement methods and the importance of project risk management.First up, let's talk about the international engineering contract. It is a legally binding agreement between parties involved in an engineering project. It defines the rights and obligations of each party and ensures that the project is completed successfully.Next, we will discuss the different types of project procurement methods such as EPC (Engineering, Procurement, and Construction) and BOT (Build, Operate, and Transfer). Each method has its own advantages and disadvantages, so it's important to choose the right one for each project.Lastly, we will learn about project risk management. This involves identifying, assessing, and mitigating risks that may affect the project's success. By effectively managing risks, we can ensure that the project is completed on time and within budget.Overall, this chapter will give us a deeper understanding of international engineering contracts and how to effectively manage engineering projects. So let's study hard and master these concepts to become successful project managers in the future!That's all for now, see you next time!篇6Chapter 07 of the International Engineering Contracting and Management Practice English courseware introduces the key concepts and practices related to project management in international engineering contracts. The chapter covers topics such as project planning, scheduling, resource allocation, risk management, and quality control.In this chapter, we learned that project planning is essential for the success of any engineering project. It involves setting goals, determining the scope of work, identifying tasks, and creating a timeline for completion. Scheduling is another crucial aspect of project management, as it helps ensure that all tasks are completed on time and within budget. Resource allocation involves assigning the right personnel and resources to each task to maximize efficiency.Risk management is also discussed in this chapter, emphasizing the importance of identifying potential risks and developing strategies to mitigate them. Quality control is another key aspect of project management, as it involves monitoring the quality of work and ensuring that standards are met throughout the project.Overall, this chapter provides a comprehensive overview of project management in international engineering contracts,highlighting the importance of effective planning, scheduling, resource allocation, risk management, and quality control. By mastering these concepts and practices, engineering professionals can successfully oversee and complete complex projects on time and within budget.篇7Hey guys! Today I want to talk about Chapter 7 of the "International Engineering Contracting and Management Practice English" by Foreign Language Teaching and Research Press. It's all about project control and management.So, in this chapter, we are going to learn how to control and manage a project effectively. First, we need to set clear goals and objectives for the project. We should also create a detailed plan to make sure everything goes smoothly.Next, we have to monitor the progress of the project regularly. We need to keep track of the budget, schedule, and quality of the project. If there are any issues or delays, we need to take action to address them quickly.Communication is also super important in project management. We need to have good communication with ourteam members, stakeholders, and clients. This will help us avoid misunderstandings and ensure everyone is on the same page.Lastly, we need to evaluate the project once it's completed. We should review what went well and what could be improved for future projects. This will help us learn from our mistakes and become better project managers.So guys, that's a brief summary of Chapter 7. Remember, good project control and management skills are essential for the success of any project. Keep practicing and you'll become a pro in no time! Thanks for listening!篇8Hey guys, today I want to talk to you about the 7th chapter of the Foreign Language Teaching and Research Press (FLTRP) teaching courseware on International Engineering Contracting and Management Practice. It's super cool, so listen up!In this chapter, we learn all about the different types of contracts in international engineering projects. A contract is like a promise between two parties where they agree to do certain things for each other. There are different kinds of contracts like the turnkey contract, EPC contract, and construction contract.Each contract has its own rules and responsibilities that the parties have to follow.We also learn about the key players in an international engineering project, like the employer, contractor, and engineer. The employer is the person or company that wants the project done, the contractor is the one who does the actual work, and the engineer helps to plan and manage the project. It's like a team working together to build something amazing!And don't forget about the project management tools we learn about in this chapter, like the critical path method (CPM) and the program evaluation and review technique (PERT). These tools help us to schedule and plan our projects effectively so that everything gets done on time and on budget.So remember, contracts are important in international engineering projects, and it's essential to have the right team and tools in place to make sure everything runs smoothly. Keep learning and growing, and you'll be an international engineering superstar in no time!篇9Chapter 7 International Engineering Contracting and Management Practices in Practical English - Wow, that soundslike a big title! But don't worry, let me break it down for you in a fun and easy way!So, in this chapter, we are going to learn about how companies from different countries work together to build big projects like bridges, dams, and buildings. It's like teamwork on a global scale!First, let's talk about what is an international engineering contract. It's like when you and your friend make a promise to work together on a project. Both of you need to agree on the terms and conditions, just like companies do when they sign a contract.Next, we will learn about project management. It's like being the captain of a ship and making sure everything runs smoothly. You need to plan, organize, and lead your team to success.Then, we will dive into risk management. It's important to identify any possible problems that could happen during the project and come up with a plan to deal with them. Just like how you would bring an umbrella in case it rains!Lastly, we will learn about quality management. This is all about making sure that the project meets the highest standards.It's like when you want to make sure your homework is perfect before handing it in.So, as you can see, this chapter is all about working together, being organized, and making sure everything is done right. It may sound complicated, but don't worry, we will break it down step by step. Let's learn and have fun together!篇10Chapter 7: International Engineering Contracting and Management PracticesHey guys! Today we're going to talk about Chapter 7 of the textbook "International Engineering Contracting and Management Practices" by Foreign Language Teaching and Research Press. This chapter is all about different types of contracts and management practices in the international engineering field. Are you ready? Let's dive in!So, the first thing we learn in this chapter is about the different types of international engineering contracts. There are three main types: turnkey contracts, construction management contracts, and design-build contracts. Turnkey contracts are when the contractor is responsible for the entire project from start to finish. Construction management contracts involve theclient hiring a construction manager to oversee the project. And design-build contracts are when the contractor is responsible for both the design and construction of the project.Next, we learn about the management practices in international engineering projects. There are several key factors to consider, such as project planning, risk management, quality control, and communication. Project planning is important to ensure that the project is completed on time and within budget. Risk management involves identifying potential risks and developing strategies to mitigate them. Quality control ensures that the project meets the required standards. And communication is crucial for the smooth running of the project.In addition, we also learn about the importance of cultural awareness in international engineering projects. Different countries have different cultural norms and practices, so it's important to be aware of these differences when working on international projects. Understanding and respecting cultural differences can help prevent misunderstandings and conflicts, and ultimately lead to successful project outcomes.Overall, this chapter teaches us about the various types of contracts and management practices in international engineering projects. It's important to understand theseconcepts in order to succeed in the global engineering industry. So, study hard and keep learning, guys! See you in the next chapter! Bye!。
国际工程合同英汉对照阅读
国际工程合同英汉对照阅读篇一:xxx工程合同中英文版xxx engineering contractxxx工程合同Contract No.: 合同编号:Party A: xxxCompany Limited甲方:xxx有限公司 Party B:xxx Company Limited乙方:xxx有限公司This contract is made and entered into on the day of , XX by the following Parties in . 本合同于XX年月日由以下当事方在签署。
Party A: xxx Company Limited,甲方:xxx有限公司,xxx经营的公司,住所地为xxx,(下称“甲方”),法定代表人:xxx Party B: xxx Company Limited,乙方:xxx有限公司,一家xxx经营的公司,注册地址是:xxx,(下称“乙方”),法定代表人:xxx Party A and Party B are called by a joint name of Both Parties under this contract, each of which is called as A Party.甲方和乙方在本合同项下统称为“双方”,单独称为“一方”。
1. 1.In accordance with the items stipulated in this Contract, Party B shall conduct the project as per the Projectstandard and quality standard stipulated by Ministry of Engineering of the Union of xx. 依据本合同所限定的条款,乙方应以xx工程部规定的建筑标准和质量要求执行本工程。
2. 2.Work period for the Road Construction Project: the work shall be completed within 2 month upon signing the Contract. The condition of handover is that the Project Inspection & Acceptance Team constituted by Party A, shall issue the Inspection & Acceptance Sheet after onsite inspection.本次工程时间周期:合同签订后14个工作日内完成,并以甲方组成的竣工验收小组现场检验并出具验收单为竣工交接条件。
工程合同模板英文
工程合同模板英文This Engineering Contract (“Contract”) is entered into by and between [Client Name], with a mailing address at [Client Address] (“Client”) and [Engineering Company Name], with a mailing address at [Engineering Company Address] (“Engineer”), collectively referred to as the “Parties.”1. Scope of WorkEngineer agrees to provide engineering services to Client for the project located at [Project Location]. The scope of work shall include but not be limited to [Description of Services]. 2. Time FrameThe services shall commence on [Start Date] and be completed by [Completion Date]. The Parties agree to adhere to the agreed-upon schedule and milestones outlined in the Project Plan.3. CompensationClient agrees to pay Engineer a total fee of [Total Fee] for the services rendered. Payment shall be made in installments as follows: [Payment Schedule]. Payment shall be made within [Number] days of receipt of an invoice from Engineer.4. Change OrdersAny changes to the scope of work or project schedule must be agreed to in writing by both Parties. Additional fees may apply for any changes requested by Client.5. ResponsibilitiesClient agrees to provide Engineer with all necessary information, access, and resources required to complete the project. Engineer shall perform the services in a professional and timely manner, adhering to industry standards and best practices.6. Ownership of WorkAll work product created by Engineer in connection with the project shall belong to Client upon payment of the total fee. Engineer retains the right to use project information for marketing and promotional purposes.7. TerminationEither Party may terminate this Contract by providing written notice to the other Party. In the event of termination, Client agrees to pay Engineer for all services rendered up to the date of termination.8. ConfidentialityBoth Parties agree to keep all project-related information confidential and not disclose it to any third parties without prior written consent.9. InsuranceEngineer shall maintain professional liability insurance coverage for the duration of the project. Client agrees to maintain general liability insurance coverage.10. Governing LawThis Contract shall be governed by and construed in accordance with the laws of [State]. Any disputes arising from this Contract shall be resolved through arbitration.In witness whereof, the Parties have executed this Contract as of the date first above written. Client:______________________________[Client Name]Engineer:______________________________[Engineering Company Name]This Contract is effective as of the date of signing by both Parties.。
工程管理专业英语教程
工程管理专业英语(二)Professional English For Engineering Management (Ⅱ)教程COURSE长沙理工大学工程管理系2011年2月目录Lesson 1 Bidding (1)Text A Invitation to Bid (1)Text B Instructions to bidders (5)Lesson 2 Management and Engineering Management (10)Text A Management (10)Text B Engineering Management:a synthesis (14)Lesson 3 Conditions 1~3 for the FIDIC Contract (16)Text A Conditions 1~3 for the FIDIC Contract (16)Text B The Employer (27)Text C The Engineer (29)Lesson 4 Planning Techniques (33)Lesson 5 Alternative Financing Strategies for BOT Project (36)Lesson 6 Types of Construction Cost Estimates (39)Lesson 7 Risk Management Basics (42)Lesson 1 BiddingText A Invitation to BidThe invitation to bid is sometimes known by such names “notice to bidders”,“Advertis ement for bids,”“request for proposals”, and the like, but the intent is always the same:to briefly describe the project to propective bidders and to invite their bids on the work.Since the invitation to bid is often classed as one of the construction contract documents, is it always essential to include one in the set?The answer is a resounding “No!”.An invitation should be extended to prospective bidders only when such bids are wanted, and there are many times when open bidding is not the order of the day. For instance, if you have already selected your general contractor and this is to be a “negotiated”contract, it would be foolish to issue an invitation to other bidders to make proposals. The invitation serves no purpose other than to attract prospective bidders by telling them briefly what the job is and how they go about securing copies of the documents to bid upon. If you already have enough bidders, and you have secured them by other means such as personal contact or previous notice, there is little meaning to the ritual of a formal gilt-edged invitation to your party if you don’t really want more guests.On the other hand, any time your project is on the money from the public coffers you can almost depend on having a legal requirement that the work be advertised in a newspaper of general circulation under carefully prescribed format. You are almost never allowed to limit the number of bidders on public work. Therefore, in public you can rely on the necessity of including a formal invitation to bid as part of your construction contract documents.The requirement arose, of course, out of the old-time back-room dealings among political cronies where lucrative contracts were awarded in great secrecy for fantasticlevels of profit, which melted into various private bank accounts. The method used to cure this abuse was to highly publicize the availability of all publicly funded construction projects and to invite participation by all qualified parties. Whether this was truly cured the abuses is not known for certain but it is an obvious fact that duplicity has become more difficult under it. When your purpose is to receive the broadest possible number of competitive bids for the general contract, you should take the time to compose a brief but attractive, invitation to assure you’ll have enough guests to justify the ocassion.Remember now that we are talking in terms of the general contract under a classic situation as described earlier. We will have enough work sorting out the proposals we receive from those general contractors without complicating it by delving into the forty or so trades which make up even the smallest project. It is the general contractor’s resposibility to dig up his subs- from wherever he can and he will issue his own form of invitation to bid to them probably by various means.In many of the average smaller projects, a list of selected bidders is composed during completion of working drawings. By the time the documents are ready for issue to bidders, it is offen known who will be bidding and who will not be asked. If the list is small, say three or four bidders, nothing is really gained by the formality of issuing an official notice. On the other hand, when the number of prospective bidders exceeds three or four, it is well to set down quite precisely all of the pertinent data regarding bid: opening dates, amount of deposit required for sets of ducuments, where they may be secured, who may attend the bid opening, and other relevant information.Now there are a few rare methodical individuals who prefer to have a dot over every “i” and across on every “t” and who might prefer to issue an invitation to bid on every project. Could they get into trouble by it?I rather doubt they would. Any person so methodical would more than likely also be cautious and would be sure that what was said in the invitation to bid was accurate and precise. It is nicely to formalize the invitation data and, if you can afford to takethe time to do so on every project, you go right ahead and have fun. Remember, though, that if your sole bidder is already selected and you definitely do not wish to receive bids from others, you may have a delicate time wending your way through the verbiage required to explain that situation properly.The formula for writing an invitation to bid is simple and clear-cut: be brief and include answers to the following condition.Project Indentification Clearly identify the project by its official-name (used through the construction contract documents: list, where possible, the name of the owner, the name of the Architect, the location of the project, its official project number (if it has one) and the like.Description of the work In fifty to a hundred words, tell what the project includes (bidders would like you to tell them what the construction budget is as well but most of us are reluctant to do so), so a prospective bidder can wasily decide whether this is a project of his type or not.Types of bids required For the classic situation, you are only intersted in bids on a general contract and not in segregated bids. But whatever your wish, make it clear at this point.Bid opening Briefly tell where and when bids will be received, where and when they will be opened, and who may attend the opening. Some architects make a regular party out of the bid opening and serve anyting from tea and cakes to beer and cocktails at their bid openings (always after the bids are opened), apparently on the theory that the lucky low man will want to celebrate and the unlucky others need something in which to drown their sorrow or make the losing easier to bear. Other architects make this a cold sober no-nonsense affair and quite a few even insist on privacy at the time of opening. Whatever your choice, state it here.Documents It is important to clearly state where the documents may be viewed and when as well as under what conditions sets of the documents may be secured. Some architects give a stated number of sets to each qualified bidder; others require adeposit to be left for each set in an amount generally equal to the cost of reproduction; still others require that the bidder post a non-refundable deposit for each set (or only a portion of the deposited amount will be refunded). Since these practice is vary from firm to firm, it is essential that you spell out how you will handle them.Bid deposit requirement It is not unusual for a bidder who was considerably lower than his competitors to worry about why he was so much lower and try to withdraw his bid. Bid deposits are designed to compensate the Owner and Architect for lost time and effort in having to repeat the bidding process or to commence negotiations with the second lowest bidder. The deposit is usually in the form of a “bond” posted by the bidder but supplied through the bidder’s regular bonding surely, often as no fee to the bidder. You should state whether or not a bid bond will be required and if it is required, the amount and the type of bond acceptable.Pre-qualification Many projects (even publicly financed) are not open to the bids of everyone who would like to be a contractor; pre-qualifications are often set. For example,specialized construction such as tunnels, docks or bridges might easily require that the bidder be qualified by previous experience acceptable to the Owner before he will even allowed to bid. One of the newer pre-qualification requirements has to do with “Equal Employment Opportunity” programs and the bidder must demonstrate a functioning EEO program as a part of his regular operation before he is allowed to bid. If any pre-qualification are part of your program, you should so state here.Bid rejection Traditionally, owners and architects have wanted to reserve the right to waive irregularity in bids and to reject any or all bids. In other words, despite all the safeguards of carefully picking over the available bidders before issuing them an invitation, and all the detailed instructions that are then issued to the accepted bidders, there is still a chance that some good guys will flub this bid being late or not sending enough copies or some squally trivial infraction of your rules and thus be disqualified unless you can save him. There is also the chance that the low man mayhave suddenly become undesirable during the bidding period and you don’t want him any more. This minor provision has been hallowed by years of use and will probably be with us for a great many more. There is enough experience with it to warrant continued inclusion.Legal requirement Governmental agencies that have been in existence for any period of time always have their own format for the invitation to bid(or whatever they happen to call it), and generally the laws governing care and use of public money prescribe certain magic words and incantations to include. If yours is a publicly financed project, the invitation may be written for you by your client’s legal staff. If it is left up to you, good sense dictates that you pass the rough draft by your own legal counsel and that of your client before it is published.If your invitation to bid is really being distributed broadlly to a large number of prospective biddders, you might very well send it in the form of a letter. You might also publish it as a paid ad in the local newspaper in the area of construction. Remember that the invitation is precisely that kind of “invitation”which can be accepted or declined.If your list of prospective bidders is also small that it contains only those who will actively work at the bidding process, you can do as most architects do and merely include the invitation as one of the documents bound into the Project Mannual.There is nothing to prevent an invitation to bid being actually on the design firm’s letterhead in the form of a letter. This can quite easily be bound into the Project Mannual later as one of the exibits in the series of contract documents.Text B Instructions to biddersYou will find most of the following points in instructions to bidders written by professional specifiers. You will often find other points as well, depending on local practices and previous expreience.Project Identification It may seem redundant to repeat in the instructions to bidders the same information you so carefully put into the invitation to bid. But it is a common practice, and an expected inclusion: to state the official name of the project, its project number if it has one, the name of the Owner and the Architect, and all other data which might be necessary to conclusively prove which project it is that you are talking about.Contract documents The care and feeding of Contract Documents to bidders is a full time job in some larger offices. Imagine the logistics of printing and handling perhaps a hundred sets where the Drawings comprise a hundred and fifity to two hundred sheets and the Specifications contain sixty or more Sections. Imagine the cost to someone. Who is going to absorb the cost? The Owner?The Architect? The bidder?Who pays for mailing? And, if they are sent by mail, will it be Parcel Post or Air Mail? What if the sets are returned after bid opening but also marked up and dog-earned that they can’t be used for construction? Who absorbs that cost? And what will you do if a biddder asks for copies of the Electrical Section only?It is not difficult for even a small office to tie up a thousand dollars or more in copies of material for the use of bidders, material the bulk of which may or may not be of any use to them the Contract is awarded.So you can understand the care with which expericed office approach this problem of how many sets will be issued per bidder, whether a deposit will be returned, whether “split sets” will be issued, and a variety of similar matters.Examination of site and document It is inconceivable but there are cases on record where the contractor said “If I’d seen the site before I bid, I never would have put in the price I did. ”There are also cases on record where a contractor claimed that he didn’t really have a chance to study their plans because you were in such a hurry for a figure. The purpose of this portion of the instructions to bidder is to put the bidder on notice that he should examine the site and study all of the Documents since no allowance will bemade later for problems which could have been avoided had he done so.Clarifications Recognizing the errors and ambiguities can creep into the work of any design office, no matter how hard you try, you should establish the mechanics by which clarifications can be requested and obtained. In fairness to all bidders, errors caught by one bidder should be corrected for the benefit of all. In the same way clarifications issued to a single bidder over the telephone should be distributed to his competitors as well. Since these matters are best handled in the form of “Addenda”, and since Addenda should only be issued by the person issuing the original Contrator Documents, it follows that questions should be directed to that party who will then either answer the question himself or secure the answer from the person most farmiliar with the subject, and will promptly follow up with a formal Addedum to all bidders on record. You should therefore state how you will receive queries, by telephone or in writing, to whom they should be addressed, how answers will be issued, and that you and the owner are not responsible for accuracy of clarifications issued in any other manner. The final date on which requests for clarification will be received should also be stated.Substitutions Many specifications written today include an entire Section on “submittals and substitutions.”Even though you include such a Section in your Specification, you should also use this earlier opportunity to call the bidder’s attention to it and to establish a final date for acceptance of requests for substitution.Types of bids You should clearly state here the type of bid you want (“general contract”, “segregated”, “cost-plus”, etc.) and the fact that you will not consider bids of other types. If you are requesting segregated bids, this can be a length subject.Preparation of bids How many copies of the bid form do you want? Will you accept Xeroxed copies or must each be on the form you provided? Does each copy need to contain actual signatures or, if Xeroxing is permitted, may the signature be on the original only? How many signature will you require from partnerships? Who can sign for a corporation? Will you require any other data on the bid form such ascontractor’s number, etc.Bid bonding Reuirements that bidders post a bond in an amount 10% of their base bid are not uncommon on a competitive bidding. Statistics show that very few of those bonds are ever forfeited, even when the low bidder fails to accept the award, since there are so many steps to go through in finally securing payment on such a defaulted bond. When you have asked a selected few bidders to favor you with a bid, it is something considered insulting to reuire them to go to the trouble of securing and posting a bid bond.It is highly recommended that you discuss the matter with your own management people and risk consultants. If you decide to require bid bonding, then you should carefully explain how and under what conditions the bond will be forfeited or returned.Other bonding Performance bonds” and “labor and materials payment” bonds are genareally required; it is the amounts that vary. Again, you should consult your management experts and those of your owner, as well as specialists in the field of management-risk. When the sums are determinded, and the proper forms have been selected, you should describe the amounts and name the forms here.Subcontractor listing Since the Contract Documents are directed to the “Contractor”, with a capital “C”, we seldom mention subcontractors anywhere in our documents. But most of us would like to know just who the bidders propose to use for certain critical portions of the work and we often ask that they furnish us a list of those subcontractors, either as a part of their bid or as a preprequisite before the contract is signed. On public work, such a list is not only mandatory but later changes can hardly be accomplished without an action by the Congress of the United States. As an attempt to eliminate “bid shopping” by unscrupulous contractors, this is a commendable stance. As one additional last-minute task facing the frantic bidders is trying to sift out the lowest practical prices from his many subs, it is a pain in the neck and a reqiurement they would just as soon not have to meet.On private work, you can generally accompished your purpose (to look over the proposed subs before awarding a contract to the lowest bidder) by merely requiring the lowest bidder to supply you with a lsit of his subcontractors within a stated period after bid opening.Lesson 2 Management and Engineering ManagementText A Management1.1 Management definitionMcFarland identifies four uses of the word management, as:(1) an organizational or administrative process;(2) a science, discipline, or art;(3)the group of people running an organization;(4) an occupational career.1.2 Management levelsEnsign or admiral, college president or department chair, maintenance forman, plant manager, or company president; all managers. What skills must they have, what roles do they play, what functions do they carry out, and how are these affected by the level at which they operate? Let us look at wach of these questions in order.Management is normally categorized into three levels:first-line,middle,and top management.Managers at these three levels need many of the same skills,but they use them in different proportionsThe higher the management level,the further into the future the manager’s decisions reach and the greater the amount of the resources that are placed at risk.First-line managers are the only managers who directly supervise nonmanage. They hold titles such as foreman, supervisor, or section chief. Generally, they are responsible for carrying out the plans and objectives of higher management, using the personnel and other resources assigned to them. They make short-range operating plans governing what will be done tomorrow or next week, assign tasks to their workers,supervise the work that is done,and evaluate the performance of individual workers. First-line managers may only recently have been appointed from among the ranks of people they are now supervising. They may feel caught in the middlebetween their former fellows and upper management, each of which feels the supervisor should be representing them. Indeed, they must provide the “linking pin’’between upper management and the working level, representing the needs and goals of each to the other.Many engineers going into a production or construction environment will find themselves assigned as a foreman or supervisor very quickly.Many find such an assignment a very satisfying chance to “make things happen”through their own actions and decisions.Doing so effectively,while according the workers newly assigned to you the courtesy and respect merited by their years of experience, requires tact and judgement.If you can achieve this balance,however,you may be surprised to find how willing your team members are to accord you the same respect,and to help you learn your job.Middle managers carry titles such as plant manager,division head,chief engineer,or operations manager.Although there are more first-line managers than any other in most organizations,most of the levels in any large organization are those of middle management. Even the lowest level of middle manager (the second-line manager,who directly supervises first-line managers) is an indirect manager,and has the fundamentally different job of managing through other managers. Middle managers make plans of intermediate range to achieve the long-range goals set by top management,establish departmental policies,and evaluate the performance of subordinate work units and their managers.They also provide an integrating and coordinating function so that the short-range decisions and activities of first-line supervisory groups can be orchestrated toward achievement of the long range goals of the enterprise.There has been much discussion recently on the probable effect of computer-based management information systems on the numbers, levels, and functions of middle managers.Top managers bear titles such as chairman of the board,president,or executive vice president; one of these will normally be designated“chief executive officer”(CEO). In government the top manager may be the administrator (of NASA) orsecretary (of commerce) or governor or mayor. While they may report to some policy-making group,they have no full-time manager above them.Top managers are responsible for defining the character,mission,and objectives of the enterprise.They must establish criteria for and review long-range plans. They evaluate the performance of major departments,and evaluate leading management personnel to gauge their readiness for promotion to key executive positions.1.3 Managerial skillsKatz suggests that managers need three types of skills:technical,interpersonal, and conceptual. Technical skills are skills (such as engineering, accounting, machining, or word processing) practiced by the group supervised. Figure 1 shows that the lowest level of manager has the greatest need for technical skills,since they are directly supervising the people that are doing the technical work.Even top managers must understand the underlying technology on which their industry is based. Interpersonal skills, on the other hand, are important at every managenent level, since every manager achieves results through the efforts of other people. Conceptual skills represent the ability to “see the forest in spite of trees”--to discern the critical factors that will de termine an organization’s success or failure.This ability is essential to the top manager’s responsibility for setting long-term objectives for the enterprise,although it is needed to some extent at every level.Figure 1 Skills required versus management level1.4 Functions of managersHenry Fayol,the famous French mining engineer and executive, divided magenerial activities into five “elements”: planning, organizing, command, coordination, andcontrol. These elements,now called “functions of managers”,have proven remarkably useful and durable over the decades. Although each management author has their favored set of functions, almost all include planning, organizing,and controlling on their list. “Command” become too authoritive a word。
工程合同的标准名称及编号
工程合同的标准名称及编号The standard name and code for engineering contracts vary depending on the type and scope of the project. 工程合同的标准名称和编号因项目的类型和范围而异。
For example, in the United States,the American Institute of Architects (AIA) publishes standard form contracts that are widely used in the construction industry. 例如,在美国,美国建筑师协会 (AIA) 出版了广泛应用于建筑行业的标准合同表格。
These contracts are known by their specific designations, such as AIA A101 or AIA A201, which indicate the type and purpose of the contract. 这些合同表格以特定的名称为人所知,如AIA A101或AIA A201,这些名称表明了合同的类型和目的。
In the United Kingdom, the Institution of Civil Engineers (ICE) provides standard forms of contract for civil engineering and building projects, which are commonly referred to as the ICE Conditions of Contract. 在英国,土木工程师学会 (ICE) 提供了用于土木工程和建筑项目的标准合同表格,通常被称为ICE合同条件。
These contracts are identified by their code numbers, such as NEC3 or NEC4, and they outline the rights and responsibilities of the parties involved in the construction project. 这些合同以其编号为特征,如NEC3或NEC4,并概述了参与建筑项目的各方的权利和责任。
工程建设合同的类型英语
工程建设合同的类型英语---CONSTRUCTION CONTRACTThis Construction Contract (the "Contract") is made on [Date] etween:Emloyer: [Emloyer's name and address]Contractor: [Contractor's name and address]roject Name: [Name of the roject]roject Location: [Location of the roject]Scoe of WorkThe Contractor shall carry out and comlete the construction works in accordance with the lans, secifications, and requirements set forth in the contract documents. The works shall include, ut not limited to:- Site rearation and clearance- Foundation construction- uilding structure erection- Installation of electrical and luming systems- Interior and exterior finishing- Quality assurance and testingContract riceThe total contract rice for the construction works shall e [Amount in words and figures]. This rice includes all costs for laor, materials, equiment, and services necessary for the comletion of the works.ayment Termsayment shall e made in accordance with the following schedule:- Advance ayment of [ercentage]% uon signing of the contract- rogress ayments ased on milestones reached- Final ayment uon comletion and accetance of the worksTimelineThe construction works shall commence on [Start Date] and are scheduled for comletion y [Comletion Date]. The Contractor shall rovide a detailed construction schedule as art of the contract documents.Quality and Safety StandardsThe Contractor shall adhere to all alicale laws, regulations, and industry standards regarding quality and safety during the execution of the works. Any deviation from these standards may result in enalties or termination of the contract.Change OrdersAny changes to the scoe of work or contract documents shall e agreed uon in writing y oth arties and may result in adjustments to the contract rice and/or timeline.TerminationEither arty may terminate the contract in case of material reach or failure to erform oligations under the contract. Termination shall e effective uon written notice and may e suject to liquidated damages or other remedies as rovided in the contract.Disute ResolutionAny disutes arising from or related to the contract shall first e attemted to e resolved through negotiation etween the arties. If negotiation fails, the disute shall e finally settled y aritration in accordance with the rules of [Aritration Association].Governing LawThis Contract shall e governed y and construed in accordance with the laws of [Country or State].IndemnificationThe Contractor shall indemnify and hold harmless the Emloyer from and against all claims, losses, damages, and exenses, including legal fees, arising out of or in connection with the erformance of the works.SignaturesUon mutual understanding and agreement, oth arties have signed this contract as of the date first written aove.Emloyer: ___________________________[Authorized Signature] [rinted Name] [Title]Contractor: ___________________________[Authorized Signature] [rinted Name] [Title] Witness: ___________________________ [Authorized Signature] [rinted Name] [Title] ---。
工程合同英文合同
工程合同英文合同创建一份详细的工程合同是一个复杂的过程,需要考虑许多法律和技术细节。
以下是一份简化的工程合同模板,用于指导你起草合同。
请注意,这只是一个基础模板,实际合同应由专业法律顾问根据具体情况定制。
ENGINEERING CONTRACTTHIS CONTRACT is made on [Date]BETWEEN:[Client Name], [Client Address] (hereinafter referred to as "Client")AND[Engineering Firm Name], [Engineering Firm Address] (hereinafter referred to as "Engineer")WHEREAS:The Client desires to engage the Engineer to provide certain engineering services; andThe Engineer agrees to provide said services, subject to theterms and conditions set forth herein.NOW, THEREFORE, in consideration of the mutual covenants and agreements contained herein, the parties hereto agree as follows:1. Scope of Services:The Engineer shall provide the following services: [Detailed description of the engineering services to be provided, including but not limited to design, consultation, project management, etc.]2. Term of Contract:This Contract shall commence on [Start Date] and shallcontinue until [End Date] or until completion of the services, whichever comes first.3. Compensation:The total fee for the services shall be [Total Fee], which shall be paid as follows: [Payment schedule and terms, including any milestones and corresponding payments].4. Reimbursable Expenses:The Client shall reimburse the Engineer for all reasonableand necessary expenses incurred in the performance of the services, upon presentation of proper documentation.5. Warranties and Representations:The Engineer warrants that the services will be performed ina professional and workmanlike manner, in accordance with applicable engineering standards and codes.6. Liability and Insurance:The Engineer shall maintain [state required limits] of professional liability insurance and shall name the Client as an additional insured.7. Termination:Either party may terminate this Contract for cause upon [number of days] written notice. The Client may also terminate this Contract without cause upon [number of days] written notice, subject to payment of a termination fee as outlined in [section number].8. Changes and Variations:Any changes to the scope of services shall be documented in a written change order, which shall be signed by both parties and shall specify the additional time and cost, if any.9. Dispute Resolution:Any disputes arising under or in connection with this Contract shall be resolved through [negotiation, mediation, arbitration, or litigation].10. Governing Law:This Contract shall be governed by and construed in accordance with the laws of the [State/Province/Country] where the project is located.11. Entire Agreement:This Contract constitutes the entire agreement between the parties concerning the subject matter hereof and supersedesall prior agreements and understandings, whether written or oral.12. Amendments:This Contract may be amended only in writing signed by both parties.13. Assignment:The Client shall not assign this Contract or any rights hereunder without the prior written consent of the Engineer.14. Notices:All notices shall be in writing and shall be deemed given upon delivery or deposit with a reputable overnight courier service.IN WITNESS WHEREOF, the parties have executed this Contract as of the date first above written.Client: [Client Name] [Client Title] [Signature]Engineer: [Engineering Firm Name] [Engineer's Name] [Title] [Signature]Please remember that this is a simplified template and may not cover all aspects of a complex engineering contract. It is essential to consult with a legal professional to ensurethat the contract meets all legal requirements and adequately protects all parties involved.。
工程项目合同分析用英语
工程项目合同分析用英语Engineering projects are complex endeavors that require meticulous planning and execution. A contract is the backbone of any project, outlining the responsibilities, obligations, and expectations of all parties involved.Understanding the terms and conditions of a project contract is crucial for success. It delineates the scope of work, payment schedules, and penalties for non-compliance, ensuring clarity and accountability.Risk management is a key component of contract analysis. Identifying potential risks and incorporating mitigation strategies into the contract can safeguard against unforeseen challenges.Cost estimation is another critical aspect. Accurate cost projections in the contract help in budgeting and financial planning, preventing cost overruns and financial strain.Compliance with legal and regulatory requirements is mandatory. A well-analyzed contract ensures that the project adheres to all relevant laws and industry standards, avoiding legal disputes.Communication protocols are essential for project coordination. The contract should specify the channels and frequency of communication between the stakeholders tomaintain transparency and efficiency.Change management is inevitable in dynamic projects. A robust contract should include provisions for handling changes in project scope, timeline, or budget, with clear procedures for approval and implementation.Quality assurance measures are integral to the contract. They ensure that the project meets the desired standards and specifications, delivering a high-quality outcome.In conclusion, a comprehensive contract analysis is vital for the smooth execution of engineering projects. It provides a roadmap for collaboration, risk management, and quality delivery, paving the way for successful project completion.。
工程部合同英文
工程部合同英文---roject Management ContractThis contract is made on [Date] etween:arty A: [Full Name of Client]Address: [Client's Address](Hereinafter referred to as "the Client")arty : [Full Name of Contractor]Address: [Contractor's Address](Hereinafter referred to as "the Contractor")I. Scoe of WorkThe Contractor agrees to rovide the following services to the Client for the roject titled [roject Name]:1. roject lanning and management in accordance with the secifications rovided y the Client.2. Coordination of all sucontractors and vendors involved in the roject.3. Oversight of the construction rocess to ensure comliance with engineering standards and quality assurance.4. Weekly rogress reorts to the Client detailing the status of the roject.5. Final roject delivery within the agreed-uon timeframe and udget.II. ResonsiilitiesThe Client shall:1. rovide all necessary documents, ermits, and arovals required for the roject.2. Ensure timely ayment in accordance with the ayment schedule outlined in this contract.3. Cooerate with the Contractor in resolving any issues that may arise during the roject execution.The Contractor shall:1. erform all work in a rofessional and timely manner, adhering to industry standards.2. Communicate regularly with the Client regarding the rogress and any issues that may affect the roject.3. Maintain a safe working environment for all ersonnel involved in the roject.III. TimelineThe roject start date is [Start Date] and the estimated comletion date is [Comletion Date]. The Contractor shall sumit a detailed roject timeline to the Client within [Numer of Days] days after the signing of this contract.IV. ayment TermsThe total roject cost is [Total Cost]. ayment shall e made in accordance with the following schedule:1. [ercentage]% uon contract signing.2. [ercentage]% uon comletion of [secific roject milestone].3. [ercentage]% uon roject comletion.V. Change OrdersAny changes to the original scoe of work must e aroved in writing y oth arties and will result in an amendment to the contract.VI. TerminationEither arty may terminate this contract in the event of a material reach of contract y the other arty. Notice of termination must e given in writing with a [Numer of Days] day notice eriod.VII. Governing LawThis contract shall e governed y and construed in accordance with the laws of [Jurisdiction]. VIII. Disute ResolutionAny disutes arising out of or related to this contract shall first e attemted to e resolved through mutual negotiation. If unresolved, the disute shall e sumitted to [Name of Aritration Association] for aritration.IX. Miscellaneous1. This contract constitutes the entire agreement etween the arties and suersedes all rior negotiations, reresentations, and agreements.2. Any notice required under this contract shall e in writing and delivered y registered mail or email.3. This contract may not e amended excet in writing signed y oth arties.X. SignaturesIN WITNESS WHEREOF, the arties have executed this contract as of the date first written aove.Client: ___________________________________rinted Name: ________________________________Signature: ___________________________________Date: _________________________________Contractor: _______________________________rinted Name: ________________________________Signature: ___________________________________Date: _________________________________---。
承包工程 英语
承包工程英语Contracting Engineering。
Introduction。
Contracting engineering refers to the process of hiring a contractor to carry out a specific project or task. It involves the collaboration between the client, who requires the project to be completed, and the contractor, who is responsible for executing the project. This article aims to provide an overview of contracting engineering, including its benefits, challenges, and key considerations.Benefits of Contracting Engineering。
1. Expertise and Specialization: Hiring a contractor allows the client to access specialized skills and expertise that may not be available in-house. Contractors often have extensive experience in their respective fields, enabling them to deliver high-quality work efficiently.2. Cost-effectiveness: Contracting engineering can be a cost-effective solution for clients, especially for short-term projects. Instead of hiring and training new employees, clients can engage contractors on a project basis, saving costs on salaries, benefits, and overhead expenses.3. Flexibility and Scalability: Contracting engineering offers flexibility in terms of resource allocation. Clients can easily adjust the size of the contracting team based on the project requirements. This scalability allows for efficient resource management and cost control.Challenges in Contracting Engineering。
工程合同段 英语
工程合同段英语Engineering Contract。
This engineering contract (the "Contract") is entered into as of [Date], by and between [Party A], with its principal place of business at [Address], and [Party B], with its principal place of business at [Address].1. Scope of Work。
Party A agrees to provide engineering services to Party B in accordance with the terms and conditions of this Contract. The scope of work includes, but is not limited to, [Description of work/services to be provided by Party A]. Party A shall perform the services with the highest degree of care, skill, and diligence in accordance with industry standards.2. Compensation。
In consideration for the services to be provided by Party A, Party B agrees to pay Party A the sum of [Amount] as compensation. Payment shall be made in [Payment terms, e.g. monthly installments, upon completion of milestones, etc.]. Party A shall submit invoices to Party B for the services rendered, and Party B shall make payment within [Number] days of receipt of the invoice.3. Term and Termination。
国际工程合同英语
国际工程合同英语国际工程合同通常包含以下几个基本部分:合同双方信息、合同背景、工程范围、价格条款、支付方式、工期要求、质量保证、违约责任、争议解决等。
以下是一份简化的英语范本,供参考:International Engineering Contract English Temlatestrongarty A:/strong [Full Name of Comany or Individual]rstrongAddress:/strong [Street Address, City, Country, ZI Code]rstrongContact erson:/strong [Name]rstrongTelehone:/strong [hone Numer]rstrongEmail:/strong [Email Address]strongarty :/strong [Full Name of Comany or Individual]rstrongAddress:/strong [Street Address, City, Country, ZI Code]rstrongContact erson:/strong [Name]rstrongTelehone:/strong [hone Numer]rstrongEmail:/strong [Email Address]strongackground:/strong This contract is made on [Date] etween arty A and arty regarding the construction roject named [roject Name], located at [roject Location].strongScoe of Work:/strong The work shall include [detailed descrition of the engineering services, materials, equiment, etc.].strongrice Terms:/strong The total contract rice is [Amount in Words and Figures], suject to adjustments as er the terms agreed uon in this contract.strongayment Method:/strong ayment shall e made in [Currency] and shall follow the schedule [outlined ayment schedule with milestones and ercentages].strongTime Requirements:/strong The roject must e comleted y [Comletion Date], with intermediate milestones to e achieved as er the attached schedule.strongQuality Assurance:/strong arty shall ensure all works conform to international standards and regulations.strongLiaility for reach:/strong Should either arty fail to fulfill their oligations, they shall e liale for damages as er the terms set forth in this contract.strongDisute Resolution:/strong Any disutes arising from or related to this contract shall e resolved through [negotiation/mediation/aritration/litigation] as mutually agreed uon yoth arties.在实际应用中,这份合同范本应根据具体情况进行调整和完善。
工程管理合同用英语
工程管理合同用英语[标题]Engineering Management Contract[]This Engineering Management Contract (the "Contract") is made and entered into as of [Date], y and etween [arty A], with its rincial lace of usiness at [Address], and [arty ], with its rincial lace of usiness at [Address].WITNESSETH:WHEREAS, arty A intends to engage the services of arty for the management of the engineering roject known as [roject Name];NOW, THEREFORE, in consideration of the mutual romises, covenants, and agreements contained herein, the arties agree as follows:1. Servicesarty shall rovide comrehensive management services for the [roject Name], including ut not limited to roject lanning, coordination, suervision, quality assurance, and risk management. arty shall ensure that all works are carried out in accordance with the agreed-uon secifications, schedules, and udgets.2. Duration and TerminationThe term of this Contract shall commence on [Start Date] and continue until the comletion of the roject on [End Date], unless terminated earlier in accordance with the rovisions set forth in this Contract.3. Comensationarty A agrees to comensate arty for its services in the amount of [Amount] ayale in accordance with the ayment schedule detailed in Annex A.4. Confidentialityoth arties shall maintain the confidentiality of all information disclosed under this Contract. Neither arty shall disclose any confidential information to third arties without rior written consent from the other arty.5. Governing Law and Disute ResolutionThis Contract shall e governed y and construed in accordance with the laws of [Jurisdiction]. Any disute arising out of or in connection with this Contract shall first e attemted to esettled through friendly negotiations. If such attemts fail, the disute shall e finally settled y aritration in accordance with the rules of [Aritration Organization].6. Force MajeureNeither arty shall e liale for any delay or failure in erformance resulting from acts eyond the reasonale control of the affected arty, including ut not limited to natural disasters, wars, and governmental regulations.7. Assignment and DelegationNeither arty may assign or delegate any of its rights or oligations under this Contract without the rior written consent of the other arty.8. Entire AgreementThis Contract constitutes the entire agreement etween the arties and suersedes all rior negotiations, understandings, and agreements etween them, whether written or oral.9. Amendments and WaiversNo amendment, modification, or waiver of any rovision of this Contract shall e effective unless in writing and signed y oth arties.10. CounterartsThis Contract may e executed in counterarts, each of which shall e deemed an original, and all of which together shall constitute one contract.IN WITNESS WHEREOF, the arties have executed this Contract as of the date first aove written.[arty A]y: _____________________________Name: ___________________________Title: ___________________________[arty ]y: _____________________________Name: ___________________________Title: ___________________________ANNEX A[ayment Schedule Details]。
项目工程合同英文
项目工程合同英文工程项目合同是确保项目顺利进行的法律文件,它详细规定了工程的范围、标准、时间表、成本以及双方的权利和义务。
以下是一个基本的工程项目合同英文范本:ROJECT NAME: [roject Name]CONTRACT NUMER: [Contract Numer]EFFECTIVE DATE: [Date]EXIRATION DATE: [Date]ARTIES INVOLVED:Client: [Client's Full Name and Address]Contractor: [Contractor's Full Name and Address]1. SCOE OF WORKThe Contractor agrees to rovide the following services and deliverales as er the secifications outlined in the roject lan attached hereto and made a art of this contract.2. TIMELINEThe roject commencement date is [Start Date] and comletion date is [End Date]. The Contractor shall adhere to the timeline unless otherwise agreed in writing y oth arties.3. COST AND AYMENTThe total roject cost is [Total Cost]. ayment terms are as follows: [Detailed ayment Schedule and Conditions].4. CHANGES AND AMENDMENTSAny modifications to the original scoe, timeline, or cost must e made in writing and agreed uon y oth arties.5. QUALITY ASSURANCEThe Contractor shall ensure all work meets industry standards and client secifications. Quality checks will e erformed at various stages of the roject.6. RIGHTS AND OLIGATIONSoth arties have secific rights and oligations as detailed in this contract. It is essential that these are strictly adhered to for the smooth execution of the roject.7. DISUTE RESOLUTIONIn case of any disutes, the arties shall first attemt to resolve them through negotiation. If unsuccessful, [Disute Resolution Method] shall aly.8. GOVERNING LAWThis contract shall e governed y and construed in accordance with the laws of [Jurisdiction Name].9. TERMINATIONConditions under which this contract may e terminated earlier than the stated exiration date are outlined in Section [Section Numer].10. GENERAL ROVISIONSOther imortant rovisions that aly to the contract include [List of rovisions].IN WITNESS WHEREOF, the arties have executed this contract as of the Effective Date. CLIENT:[Client's Authorized Signatory][Title][Date]CONTRACTOR:[Contractor's Authorized Signatory][Title][Date]此范本涵盖了项目工作范围、时间线、成本与支付方式、变更与修正条款、质量保证、权利与义务、争议解决、适用法律、合同终止以及其他一般性条款。
工程合同英文
工程合同英文In the realm of construction and engineering, a well-crafted contract is the cornerstone of successful project execution.It is a legally binding document that outlines the terms and conditions agreed upon by the parties involved, ensuringclarity and mutual understanding. Here, we delve into the intricacies of an engineering contract in English,highlighting its essential elements and the importance of precision in its drafting.Scope of WorkThe contract must clearly define the scope of work, detailing the services to be provided by the contractor. This includes the nature of the project, the specific tasks to be undertaken, and the deliverables expected. It is crucial for the contractor to understand the full extent of their responsibilities to avoid scope creep and ensure timelyproject completion.Specifications and StandardsEngineering contracts must adhere to industry standards and specifications. These are detailed in the contract to ensure that the work meets the required quality and safety standards. Compliance with these specifications is non-negotiable and forms the basis for the acceptance of the work.Project TimelineA detailed project timeline is integral to the contract. It outlines the start and end dates for various phases of the project, including milestones and deadlines. This timeline serves as a roadmap for the project, helping all parties to manage expectations and resources effectively.Cost and Payment TermsThe financial aspects of the contract are equally important. It should specify the total cost of the project, including any variations or additional works. Payment terms should be clearly outlined, detailing the schedule of payments, retention amounts, and conditions for release of payments.Performance Bonds and InsuranceTo mitigate risks, the contract should include provisions for performance bonds and insurance. Performance bonds guarantee the completion of the project as per the agreed terms, while insurance covers potential liabilities that may arise during the project execution.Change Orders and VariationsThe contract must provide a process for managing change orders and variations. This includes procedures for requesting changes, the approval process, and how such changes will impact the project timeline and cost.Dispute ResolutionDisputes are inevitable in any project. The contract should outline a clear dispute resolution mechanism, which mayinclude mediation, arbitration, or litigation. This helps in resolving disagreements in a timely and cost-effective manner.Termination ClausesUnder certain circumstances, the contract may need to be terminated. The contract should specify the conditions under which either party can terminate the agreement and the procedures to be followed. This includes the consequences of termination and the settlement of any outstanding amounts.Confidentiality and Intellectual PropertyEngineering projects often involve sensitive information and intellectual property. The contract must includeconfidentiality clauses to protect this information andoutline the ownership of any intellectual property created during the project.ConclusionAn engineering contract is a comprehensive document that governs the relationship between the client and the contractor. It is a reflection of the project's complexityand the parties' commitment to a successful outcome. By addressing each of these elements with precision and clarity, the contract serves as a solid foundation for the project,providing a framework for collaboration and a safeguard against disputes.。
工程服务合同英语翻译
工程服务合同英语翻译我们需要明确工程服务合同通常包含的关键要素:合同双方信息、合同目的、服务内容、履行时间、支付条款、违约责任、解决争议的方式等。
这些要素缺一不可,它们共同构成了合同的主体框架。
让我们通过一个简化的范本来展示如何用英语准确表述这些内容。
[Title]Engineering Services Contract (English Translation)[Text]This Engineering Services Contract (the "Contract") is made and entered into on [Date] y and etween [Comany A], with its registered address at [Address], and [Comany ], with its registered address at [Address], oth arties hereinafter referred to as "arty A" and "arty " resectively.Whereas arty A agrees to rovide engineering services to arty in relation to the [roject Name] located at [Location], and arty agrees to engage arty A's services for the said roject, the arties herey agree as follows:1. Scoe of Servicesarty A shall rovide the following engineering services for the roject: [Detailed list of services]. These services are intended to fulfill the requirements set out in the roject secifications and to ensure comliance with all relevant laws and regulations.2. erformance ScheduleThe services shall e erformed in accordance with the following schedule: [Detailed timeline and milestones]. Any changes to the schedule must e agreed uon in writing y oth arties.3. ayment Termsayment for the services shall e made in accordance with the following terms: [Detailed ayment lan, including amounts, due dates, and ayment methods]. All ayments are due in [Currency].4. Liaility for reachIn the event of a reach of contract y either arty, the non-reaching arty shall e entitled to [Details of remedies or enalties]. The arties agree to seek resolution through negotiation efore resorting to legal action.5. Disute ResolutionAny disute arising out of or in connection with this Contract shall first e attemted to e settled through friendly negotiations etween the arties. If no settlement can e reached, the disute shall e finally resolved y [Aritration or jurisdiction details].This Contract reresents the entire agreement etween the arties with resect to the suject matter hereof and suersedes all rior negotiations, understandings, or agreements etween them, whether written or oral.IN WITNESS WHEREOF, the arties have executed this Contract in dulicate y their duly authorized reresentatives as of the date first aove written.[Comany A]y: ______________________Name: [Reresentative Name]Title: [Reresentative Title][Comany ]y: ______________________Name: [Reresentative Name]Title: [Reresentative Title]。
工程项目合同管理英语怎么说
Contract Management in Engineering Projects: What Does It Mean in English?Contract management is a critical aspect of any engineering project, involving various stages such as bidding, procurement, and project execution. It ensures that both parties fulfill their obligations and achieve the project's objectives. In English, contract management encompasses several terms and concepts that are essential for a smooth and successful project completion.Firstly, let's understand the key terms related to contract management in engineering projects:1. Tendering: The process of inviting bids from potential contractors or suppliers for a project. In English, this term is referred to as "invite public bidding" or "submit a bid." It involves issuing a request for proposal (RFP) or invitation for bid (IFB), which outlines the project's requirements, specifications, and terms and conditions.2. Bidding: The act of submitting a proposal or offer to carry out a project or provide goods and services. In English, it is simply referred to as "bid for (project)" or "submit a bid." Bidders prepare and submit their bids, which include their qualifications, approach, timeline, and price.3. Contract Award: The process of selecting the winning bidder or contractor for a project. In English, this is known as "award a contract" or "contract award." The contract is then signed, formalizing the agreement between the project owner and the contractor.4. Contract Administration: The ongoing management and oversight of the contract throughout the project lifecycle. This includes monitoring performance, managing changes, handling disputes, and ensuring compliance with the terms and conditions. In English, this is referred to as "contract administration" or "contract management."5. Contract Closure: The final stage of the contract management process, where all obligations are fulfilled, and the project is officiallycompleted. In English, this is known as "contract closure" or "contract termination."Now, let's delve into the importance of contract management in engineering projects:1. Risk Management: Effective contract management helps identify, assess, and mitigate potential risks and uncertainties. It ensures that both parties are aware of their obligations, rights, and responsibilities, reducing the likelihood of disputes or claims during the project.2. Cost Control: Contract management aids in cost control by setting clear payment terms, milestones, and pricing mechanisms. It enables project owners to monitor and manage expenses, ensuring that the project remains within budget.3. Schedule Compliance: Contract management ensures that the project is completed within the agreed-upon timeline. It includes monitoring progress, managing delays, and taking necessary actions to keep the project on track.4. Quality Assurance: Contract management facilitates quality assurance by specifying project requirements, standards, and acceptance criteria. It enables project owners to ensure that the completed work meets the desired quality standards.5. Dispute Resolution: Contract management provides a framework for resolving disputes and conflicts that may arise during the project. It includes incorporating dispute resolution mechanisms such as negotiation, mediation, or arbitration into the contract.In conclusion, contract management in engineering projects is a multifaceted process that encompasses various stages and terms. It is crucial for ensuring project success, managing risks, controlling costs, adhering to schedules, ensuring quality, and resolving disputes. Understanding and effectively managing contracts in English is essential for international collaboration and successful project execution.。
工程合同管理英语怎么说
工程合同管理英语怎么说我们需要了解工程合同管理的基本概念。
工程合同管理是指在工程项目中,对合同的签订、履行、变更、结算和争议解决等环节进行有效的控制和监督。
它的目的是确保合同双方的权利和义务得到充分的保护,同时也保障了项目的顺利进行。
我们来看一份工程合同管理的英语范文:[Title]Engineering Contract Management: An English Temlate[ody]Introduction:The management of engineering contracts is a critical asect of roject execution. It encomasses various stages, including negotiation, signing, erformance, amendment, and termination. This document serves as a temlate for managing engineering contracts in English, aiming to rovide clarity and guidance throughout the contractual rocess.Negotiation and Signing:The initial stage of engineering contract management involves thorough negotiations etween the arties involved. During this hase, it is essential to discuss and agree uon the scoe of work, timelines, costs, and quality standards. Once mutually agreed uon, the contract is signed, marking the formal agreement etween the contractor and the client.erformance and Comliance:ost-signing, the focus shifts to erformance and comliance with the contract terms. The contractor is resonsile for delivering the roject according to the secifications outlined in the contract. The client, on the other hand, must ensure timely ayments and rovide necessary suort to facilitate roject comletion.Amendments and Adjustments:Changes in roject scoe or conditions may necessitate amendments to the original contract. Any such modifications should e documented in writing and agreed uon y oth arties to maintain transarency and avoid future disutes.Settlement and Disute Resolution:In the event of any discreancies or disutes, a clear mechanism for resolution should e estalished within the contract. This may include mediation, aritration, or legal roceedings, deending on the nature and severity of the disagreement.Conclusion:Effective engineering contract management requires clear communication, mutual understanding, and a commitment to fair ractices. y adhering to the rinciles outlined in this English temlate, oth contractors and clients can ensure a smooth and successful roject outcome.Summary:This English temlate for engineering contract management rovides a framework for clear and effective communication throughout the lifecycle of a roject. It emhasizes the imortance of detailed negotiations, adherence to contract terms, and roactive disute resolution strategies.y following this temlate, rofessionals in the field of engineering can enhance their aility to manage contracts with recision and confidence. It serves as a valuale reference for anyone seeking to imrove their contract management skills in an English-seaking environment.。
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C ONTRACT E NGINEERING – A N A LTERNATE EMPLOYMENT PATHB Y R ICHARD F. T AX3/28/97INTRODUCTION1. OPPORTUNITIESa. Demand - DS&E High Tech Recruitment Index?b. Engineering Typesc. CE - Who Is It For?2. DEFINITIONS - PAY STRUCTUREa. Contract Engineering Terms.b. Basic Rates3. CONTRACTS & NEGOTIATIONSa. Patent Agreementb. Rate of Payc. Overtime Payd. Vacation & Holiday Paye. Per-Diem4. CONTACTa. Initial Contact and DiscussionC ONTRACT E NGINEERINGOpportunities for engineers vary with supply (engineering degree production and immigration) and demand. Those familiar with the Deutsch, Shea & Evans High Technology Recruitment Index (DS&E HTRI) have seen the demand fluctuate for a 30 year period. To summarize an analysis by Robert Rivers, the DS&E curve shows only 22% of the time when there was room for new engineers without displacing older engineers. Seventy eight (78%) percent of that period we actually had a surplus of engineers when new engineers displaced older engineers. We have seen our engineering associates cut out of the profession to work in stores like Home Depot, Trader Horn, etc., and be forced out of the profession forever. We also know our young graduates are not getting the engineering jobs that they studied for so hard. The only way to increase the opportunities for engineers is to overcome the Shortage Shouters and try to balance the supply/demand ratio. This will require the efforts of the engineering community, working together, to increase opportunities for members of the engineering profession.On the positive side we have Contract Engineering (CE) or Job Shopping which, although also influenced by supply and demand, does provide some opportunities for those considered unemployable by age or willing to sacrifice the false security of direct employment for the realities of contract engineering. Contract Engineering has also provided an alternate path to direct employment. And, although this isn’t for every one, it could when caught in a bind and facing long term unemployment provide an opportunity to work and pay the bills. Some CE s have spent almost their entire career in contract engineering, and those with needed skills fare better than others. There is also the bad side as some have experienced career down time or unemployment of 30 to 40 percent of the time. Can you handle a year of unemployment and live on savings and employment insurance?Engineers are divided not only by discipline, but also the way they market their services. Most engineers are direct employees of companies and are almost always referred to as permanent employees, but in today’s market the term permanent is a joke so we shall just refer to them as direct employees. Let’s be just a little more realistic and scratch the word permanent from our employment terminology.Another method of marketing our services is to become Independent Contractors (IC s). This was quite popular until the mid 1980’s when the government introduced legislation making it almost impossible for engineers to market their services as independent contractors. Still another method, and the one we shall concentrate on here, is the Contract Engineer (CE) or more communally and crudely known as the “Job Shopper.” Since we need all the image we can muster, we shall stick to the term Contract Engineer or CE.Contract Engineering is a three party arrangement comprised of the Contract Engineer (CE), Contract House (CH) or job shop, and the Client Company (CC). The CC is any company,i.e., aerospace, auto manufacturer, military, commercial, medical, etc., that employs engineers and sometimes hires you, the CE on a temporary basis, through a Contract House. Simply put, the CC needs manpower and calls the CH who in turn calls the CE to fit the requirement or assignment of the CC. You as the CE are hired as a direct employee of the CH who leases you to the CC. Your work effort is almost always performed on site at the location of the CC. Your abilities are purchased by the CC from the CH via a purchase order for a specific hourly price and a specified period of time. The employment or purchase order can be terminated at any time for almost any reason and your employment can also be either extended or terminated just as quickly. Although the CC is not your direct employer, they are the people that you must satisfy and they are also the people that control your longevity and job assignment.This is an honest way to make a living - you work and you get paid for every hour including overtime. There is no free lunch in this business. The CH makes money on every hour that you work so overtime must be paid or the CH looses their percentage. . Just remember; professionals get paid and amateurs do not. Your relationship with other engineers on the job is important and working for nothing deprives another engineer of an opportunity. You will be working with other CE s and Direct Engineers (DE s) and it is up to you to set the example for a professional and friendly relationshipYou will probably never meet the personnel at the CH and only speak with them by phone onoccasion and keep them informed about your weekly time card. Another important point is the assistance the Contract House provides in searching for a position for you. This third party arrangement is important since their assistance and contacts will help you and they are motivated by profit. There is nothing better than having others recommend you for a position and they may know about a job around the corner that you will never hear about. They will also call you about out of town opportunities if you let them know that you are willing to travel. Remember, the CH provides the service to and is obligated to the client company and not to you. You only benefit because the CH needs something to sell. You are the commodity.Beside the fact that we are divided by discipline and specialties we are also separated by the method in which we market our services. The point I like to stress is that we are all members of the same engineering community and we should not divide ourselves because we are direct employees, contract engineers or independent contractors. We should all be helping each other and unite to discuss our opportunities and our problems. We should all stay tuned-in to our profession and our associates. Don’t be an information diode! Let’s cooperate, work together and get information moving in both directions among engineers. I know some engineering diode types that won’t give you the right time. I just try to avoid them.If you are willing to travel, you have a better opportunity to select the work which will continue to enhance your skill level and keep you current. Age is never a problem. Experience usually comes with age and the more useful experience you have, the more valuable you will be to the client. The CC s look for engineers who have done, in the past, exactly what they wish to do in the present. Thus, experience is significant.Once you leave the design field of state-of-the-art engineering your future will start its demise. Another symptom of an oversupply of engineers is the lack of opportunity to remain in design and enhance one’s engineering skill level. However, even if you don’t feel especially strong in any specific field you may still find employment in an engineering support role. Speak with the CH representative about different types of opportunities. Definitions - Pay Structure:As members of the engineering community we have been taught not to discuss pay, earnings,working conditions etc. As members of the American Engineering Association, Inc. we shall decide what is and what is not forbidden and we encourage engineers to discuss employment issues. We have also seen that these issues have been detrimentally influenced by our employers, the federal government and academics for many years. Now it is time for us to take a hand in discussing and influencing our status and income. Remember, this article is not the last word, only the initial attempt to provide visibility to a prime issue of contract engineering.Pay for CE’s, at the same CC location, can vary by a factor of 2:1 with the unknowing or new CE being the victim; so, the more our engineers know, the higher, will be the hourly pay rate. Again, supply/demand is the driving force with today’s hourly pay rate creeping back to those rates of the mid 1980’s or about $40/hour and a no-benefit package for degreed engineers. Some engineers are getting half of this figure. Currently, RF and software engineers are getting much more.In contract engineering we have a three party situation: Client Company, contract house and you the engineer. Two rates are involved: the Billing Rate (BR), that which the contract house charges the client company, and the Direct Labor Rate (DLR) which the house pays the engineer. There are a few variables in these numbers, such as benefits, which may complicate the issue but, we will ignore these for now.The Delta or difference between the BR and the DLR is a variable and since it includes overhead, business expense and profit it is something the Contract House will maximize even at the cost to the engineer.Billing Rates will vary from a low of 1.1x DLR to 2xDLR with 1.35xDLR being a fair number with vacation and holiday pay included. A rate of 1.25xDLR is reasonable for a no-benefit package. Our goal is to get our DLR up and keep the Delta or the difference at a reasonable level...DEFINITIONS & PAY STRUCTURE Direct Labor Rate (DLR) is engineer’s gross pay.Billing Rate (BR) is the gross amount the Contract House bills the client.BR = DLR + Profit + Overhead + ExpensesBR = DLR (1 + x) or BR = DLR (1 + 0.35) or 35 cents on the dollar.OT = Overtime: This depends on individual state Labor Laws and usually is paid at the time and a half rate.To keep things simple, a DLR of $40/Hr. is approximately $80K per year or $40 x 2000hrs./year. This sounds like a lot until you subtract the cost of health insurance, benefits, pension and Down-Time. Down-Time is the period between jobs when we have zero income or just Employment Insurance to live on. When you stay on a job to the end, you can expect a period of unemployment (Down-Time) before landing a new assignment. Down-time varies due to supply and demand and your marketable skills. It’s best to be prepared and keep your resume up to date and send it out to as many contract houses as possible to improve your opportunities. Don’t depend on one CH for your livelihood. Get your resume out to as many CH s as you believe necessary to provide you with interviews. The only sure way to eliminate down-time is to get a new assignment before completing the old one. Some engineers have a nose for this and seem to pick up a new assignment just as the old one terminates. These are the most successful contract engineers.Let’s look at the beginning and how an engineer can start or at least sample the experience of Contract Engineering. Initially, we must get our resume in order and out to as many contract houses as possible. Get the name, addresses and telephone numbers of contract houses from advertisements, other engineers and publications. One excellent source of contract houses is from a publication called Contract Employment Weekly, published by: C.E. Publications, Inc., P.O. Box 3006 Bothell, WA, 98041-3006, (425) 806-5200,. This should get the new CE off to a good start.Your computer, word processor andFax/modem will enhance your effort to get the message to the contract houses. Their fax machines are on 24 hours a day so you can cut costs by sending out your resume when telephone rates are lowest. Keep a Log to record all of your efforts and contacts by date. Keep a record of all CH s, contacts and names of people you speak to and especially the members of the CC that you speak to during telephone interviews. Once your resume is in the hand of the CH you should follow up with weekly telephone calls to keep CH personnel aware that you are available and interested. If you don’t have one, get an answering machine and keep your telephone line open for important calls. That means keep the kids off the phone from 9am till 6pm. If family members answer the phone, make sure they know how to take a message since it may be about your next assignment.Assuming you did your homework with a good resume you should begin receiving calls from the CH personnel. Initial negotiations will begin when a CH representative calls you about a job or just an introduction. The conversation will start with your availability and the requirements the client needs filled. Tell them what you have done and know what is on your resume. Remember, you want this job so don’t shoot yourself in the foot. Keep the conversation friendly and maintain a positive attitude. Don’t mention what you don’t do and don’t voluntarily disqualify yourself. Your goal is to get the interview and the assignment. Remember, the CH representative wants to get you an assignment so they will make their money.Direct Labor Rate; Next they will bring up the rate of pay. How much will you accept? If you don’t know ask them what the company is paying their other people with similar skills, education and experience. Start high, since you can’t go back up the pay scale. Forty dollars per hour is quite reasonable for (1985 dollars) engineers today and higher for specialties and software people. It is most important here to know what is going on, so keep informed by speaking with your friends andassociates about the job market and rates at different companies. You are not locked into a DLR until after your interview with the CC and you go to contract with the CH.Once completing the initial interview and negotiations with the CH representative and assuming a match can be made between skill, DLR and availability the CE will be introduced to the client company for their interview. The CC representative (usually the staff you will be working with) will have reviewed your resume and made a preliminary evaluation of your qualifications. The CC/CE interview is just one more step in the hiring process and getting this far is a plus. A discussion on interviews is another subject. However, try to get to discuss the actual work and how you can contribute to the project. Terms and fees are not discussed with the CC representatives. This is the function of the CH.Assuming you passed the interview the process continues with an agreement between you and the CH on the particulars of the contract, i.e., starting date, DLR, overtime rate, per diem and benefits. You will receive a package and contract from the CH by over-night mail to lock things up.Overtime Rate: Contract engineers do not work without being paid. Overtime pay is agreed upon before the assignment begins. Overtime is controlled by state labor laws that specify time-and-a-half for hourly and temporary workers. Since you are hourly and temporary you should be getting the time-and-one-half rate. CE s should check with the state “Wage and Hour Bureau” to determine how overtime is paid and who is qualified to receive it.Per-Diem: Per Diem is money paid for living expenses when one is on a temporary assignment away from home that usually last for less than one year. Per diem for contract engineers is much different than per diem and travel pay for direct employed engineers. Normally, direct engineers receive an expense package when the company sends them on assignment out of town. This package will cover travel to the location plus complete coverage of meals and lodging expenses. Business covered per diem for CE’s is virtually unheard of due to fact that enough engineers are willing to work without it to the detriment of the whole engineering community.When a contract engineer takes a job out of town (i.e., 100 miles from home) one might expect the CC and CH to pay the business expenses or per diem. However, I have never seen per diem for CE s exceed $15 per day even when government employees were getting more than $100 per day at the same location.Contract Houses will break out a portion of your pay check, if you qualify, for PD and pay you the Federal Recommended Rate for the geographic location of the company. This is taken off the top of your pay and not taxed. Government Publication 463 and 1542 cover travel expenses and per diem rates for different parts of the country. You can get these publications from the Internet at(http.//). You may have to justify expenses at the end of the year so be careful and accurate. Some contract houses try to base your OT rate on your base pay less the specified PD rate. Please don’t tolerate this and get some advice when you need it. AEA is always willing to assist its members.Vacation - Holiday Pay: Although not as significant as the above, this is still worth about 6 % of your gross. Just know it may be available and negotiate for it when you can. Again, this will also depend on the individual and the demand for his or her skills.CONTRACTS: The contract is an agreement between you, a CE, and the Contract House alone. It is an agreement between two parties but, it is also influenced by law. Preliminary verbal agreements will precede the contract and, as mentioned, may begin as early as your first contact with the CH. Usually the hourly pay rate is suggested prior to an interview with the CC but, is not tied down until the contract is signed. Try to delay the signing of any contracts between the Contract House and yourself until you feel confident and satisfied. You can usually wait until the day or week you start the assignment.The contract is only between you the CE and the Contract House (CH). This contract will specify your DLR, OT rate, vacation, holiday, benefits and per diem and some other clauses which will try to deprive you of opportunities. When you are not sure about something; ask and find out more. If you don’t like it cross it out and initial the change. The contract will also include a Patent Agreement that you should not sign. The client company will want you to sign their Patent Agreement and you can’t assign your patent rights to both parties.CONTRACT AGREEMENTBETWEEN CH AND CEDIRECT LABOR RATE (DLR)OVERTIME RATEPER-DIEMVACATION OR HOLIDAY PAYPATENT AGREEMENTOne of the best ways to help engineers is to keep them informed. Knowing the job market, pay, benefit packages and where to market their skills will enhance their income. In the long run this will help raise rates across the nation. We would like to see engineers keep productive, get what they are worth and have the opportunity to enhance their engineering skills through the practice of their profession. Perhaps, when we work together, we will make these things happen.。