项目采购管理实务英文版)

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国际EPC总承包项目采购管理实务(PPT81页)

（2）新版FIDIC合同条件（1999年版）
1）“施工合同条件”（新红皮书） 2）“生产设备和设计-施工合同条件”
（新黄皮书）
3）“设计采购施工/交钥匙合同条件”（银皮书）
4）“简要合同格式”（绿皮书）
1）FIDIC《施工合同条件》（1999版）
适用范围业主负责设计、承包商承担施工工程师监理固定单价合同，月支付
2）承运人承担包装运及运输责任、到货通知（3）大件运输合同要点
1）运输方案制定与审核 2）运输风险承担 3）到场检验与付款
（三）采购合同的签订、履行、变更与终止原则
1. 承包合同定订立
1）合同内容合法、合同形式合法 2）法人资格 3）平等互利协商一致 4）有权有责 5）维护国家利益
2. 承包合同的履行
（2）当事人在变更与解除中的责任
请求方赔偿对方因国家计划变更或因不可抗力造成，双方均不承担责任
4. 采购合同的终止
（1）采购方终止合同供应商违约采购方自方原因
组成协议书及附录通用条件（15议题）裁决规定指南注释
3、FIDIC合同条件的应用
1）国际性，通用性 2）公正性，职责分明 3）程序严谨，易于操作 4）修改FIDIC合同通用条件形成
各国各工程项目合同专用条件合同专用条件法律效力高于合同通用条件
六、采购方案的确定
1. 应遵循的原则（1）满足业主提出的功能要求（2）承包商提出限额要求（3）技术可行（4）安全可靠（5）经济适用（6）方便施工（7）市场可供（8）符合国情（9）为动态变化留有余地（10）与设计、施工密切配合与协调
5. 采购管理需解决的重要问题
（1）采购管理如何服务于整体项目（2）采购资料如何及时有效地返回到设计与施工（3）采购方案确定及动态调整（4）变更、调价与索赔管理（5）质量安全进度成本控制

采购管理实务项目六

采购管理实务 Purchasing Management
目录

项目一认识采购管理
项目二项目三项目四项目五采购管理组织采购战略与计划管理采购价格与成本分析采购与供应关系管理

项目六
项目七
采购谈判
采购合同管理
项目八
项目九
采购绩效评估
专项采购
项目六采购谈判

② 采购谈判讲求经济效益。

③ 采购谈判蕴含了买卖双方“合作”与“冲突”的对立统一关系。
④ 采购谈判具有原则性与可调整性。

⑤ 采购谈判既是一门科学，又是一门艺术

2．采购谈判的重要性
（1）可以争取降低采购成本；
（2）可以争取保证产品质量；（3）可以争取采购物资及时送货；

（1）采购谈判的内容
①商品的品质条件；②商品的价格条件；
③商品的数量条件；④商品的包装条件； ⑤交货条件；⑥货款的支付条件；

⑦货物保险条件；⑧商品的检验与索赔条件；
⑨不可抗力条件；⑩仲裁。

（2）采购谈判的特点。
① 采购谈判是为了最终获取本单位或部门所需物资，保障本单位或部门及时持续的外部供应。
案例导入：
日本某公司向我国某公司购买电石，这是它们间交易的第五个年头。……
案例思考

（1）怎么评价该谈判结果?
（2）该谈判我方组织与主持上有何经验？
知识目标
能力目标
素质目标
1. 理解采购谈判的含义及特点；

1．学会制定谈判方案；

2. 熟悉采购谈判的阶段、谈判组织；

英文采购管理制度及流程

英文采购管理制度及流程1. IntroductionThe procurement management system (PMS) and process are critical components of any organization's operations. It involves the acquisition of goods, services, and resources required to run the business. A well-designed and efficient PMS and process can help an organization achieve cost savings, quality improvements, and timely delivery of goods and services. This document outlines the procurement management system and process for our organization.2. ObjectivesThe primary objectives of the procurement management system and process are as follows: - To ensure the timely acquisition of goods and services required for the organization's operations.- To obtain goods and services of the right quality at the best possible price.- To promote transparency, fairness, and accountability in the procurement process.- To establish and maintain good relationships with suppliers and vendors.3. Policy and ProceduresThe procurement management system and process are governed by a set of policies and procedures that are designed to ensure that all procurement activities are carried out in a transparent, fair, and effective manner. The key policies and procedures include:- Supplier selection and evaluation: A comprehensive list of pre-approved suppliers and vendors is maintained, and new suppliers are evaluated based on their reputation, experience, quality standards, and pricing. This ensures that the organization works with reliable and competent suppliers.- Request for Proposals (RFP): When significant purchases are required, the organization sends out RFPs to potential suppliers, outlining the specifications and requirements for the goods or services required. This allows the organization to compare proposals from different suppliers and select the one that offers the best value for money.- Contract management: Once a supplier is selected, a contract is drawn up that outlines the terms and conditions of the purchase, including price, delivery schedule, quality standards, and payment terms. The contract is managed throughout its duration to ensure that the supplier delivers the goods or services as per the agreed-upon terms.- Purchase orders: For routine purchases, purchase orders are issued to suppliers, specifying the type and quantity of goods required, the agreed-upon price, and the deliveryschedule. This ensures that the procurement process is standardized and that all purchases are authorized and tracked.- Supplier performance evaluation: The performance of suppliers is monitored and evaluated on an ongoing basis, using criteria such as delivery timeliness, product quality, responsiveness to issues, and compliance with contractual terms. This allows the organization to identify any issues with suppliers and take corrective action as required.4. Roles and ResponsibilitiesThe procurement management system and process involve the participation of various stakeholders within the organization, each with specific roles and responsibilities:- Procurement manager: The procurement manager oversees the entire procurement process, including supplier selection, contract management, and supplier performance evaluation. They are responsible for ensuring that all procurement activities are carried out in accordance with the organization's policies and procedures, and that the best possible value is obtained from suppliers.- Requisitioner: The requisitioner is the individual within the organization who identifies the need for goods or services and initiates the procurement process. They are responsible for providing the procurement manager with all the necessary information about the goods or services required, including specifications, quantity, and desired delivery schedule.- Approver: The approver is the individual within the organization who has the authority to approve purchase orders, contracts, and other procurement documents. They ensure that all procurement activities are authorized and comply with the organization's budget and procurement policies.5. Technology and ToolsThe procurement management system and process are supported by various technology tools that help streamline procurement activities and improve efficiency. These include:- Procurement software: Many organizations use specialized procurement software that automates various aspects of the procurement process, including supplier management, RFPs, contract management, and purchase orders. This software can help reduce manual paperwork, improve record-keeping, and provide valuable data and analytics on procurement activities.- Supplier portals: Some organizations use supplier portals, which are online platforms that allow suppliers to submit their proposals, receive purchase orders, and interact with the organization's procurement team. This can help streamline communication with suppliers and provide transparency in the procurement process.- E-procurement systems: E-procurement systems allow organizations to conduct procurement activities electronically, including sourcing, ordering, and payment. This canhelp reduce delays, errors, and administrative costs associated with traditional paper-based procurement processes.6. Performance MeasurementThe effectiveness of the procurement management system and process is measured through various performance indicators, including:- Cost savings: This measures the amount of money saved through efficient procurement practices, such as negotiating lower prices with suppliers, consolidating purchases, and reducing waste and excess inventory.- Supplier performance: This measures the performance of suppliers in terms of delivery timeliness, product quality, responsiveness to issues, and compliance with contractual terms. This can help identify areas for improvement in supplier relationships and ensure that the organization is working with the best suppliers.- Process efficiency: This measures the efficiency of the procurement process in terms of lead times, cycle times, and paperwork reduction. This can help identify opportunities for process improvement and streamlining.7. ConclusionThe procurement management system and process are critical to the success of any organization, as they ensure that the organization has the goods and services required to operate efficiently and effectively. By following clear policies and procedures, leveraging technology tools, and measuring performance, organizations can achieve cost savings, quality improvements, and supplier relationships. This can help the organization maintain a competitive edge in the marketplace and achieve its strategic goals.。

采购管理流程英文版本

采购管理流程英文版本English:The procurement management process involves a series of activities aimed at acquiring goods and services from external suppliers. The first step in this process is identifying the need for a particular item or service within an organization. This can be done through demand forecasting, which involves analyzing historical data, market trends, and customer feedback to determine the expected demand for a specific product or service. Once the need is identified, the next step is to develop a procurement strategy. This involves determining the best approach for obtaining the desired goods or services, such as whether to purchase them from a single supplier or multiple suppliers, or whether to engage in competitive bidding. The procurement strategy should also consider factors such as quality, price, and timeframes for delivery. After the procurement strategy is in place, the next step is supplier selection. This involves identifying potential suppliers, evaluating their capabilities and offerings, and ultimately selecting the most suitable supplier(s) to fulfill the organization's needs. The selection process may involve conducting interviews, requesting proposals, and conducting site visits to assesssupplier capabilities. Once the supplier(s) are selected, the next stepis to negotiate and finalize the terms of the procurement agreement. This includes negotiating prices, delivery terms, payment terms, and any other relevant terms and conditions. After the agreement is finalized, the next step is to manage the ongoing relationship withthe suppliers. This includes monitoring supplier performance, resolving any issues that arise, and ensuring that the supplier meets the agreed-upon terms and conditions. Lastly, the procurement management process involves evaluating the results of the procurement activities. This includes assessing whether the desired goods or services were obtained at the expected quality and price, evaluating the overall procurement process, and identifying any areas for improvement.中文翻译:采购管理流程涉及一系列的活动，旨在从外部供应商采购商品和服务。

采购流程范本英文版

1 INTRODUCTION1.1 Scope1.1.1 PurposeThe purpose of this procedure is to define the steps and to formalize the process of non-purchase payment .2 TERMINOLOGY2.1 Non-purchase paymentAny cash-out from ALHZ for businesses, should be separated to purchase payment and non-purchase payment. (Purchase payment was defined in procedure C-AP-24-0-4 <<Purchase Payment>>.) Non-purchase payment is the payment which is not mandatory to be underlying with an existing purchase order issued by the company. This kind of payment could be paid by only being justified by invoices or other qualified evidences.Non-purchase payment includes the advance or reimbursement to employee and the direct payment to supplier.2.2 ReimbursementALHZ employee pays himself for expenses related to the ALHZ business operation. After employee provides the original evidence to AF Dept. (the evidence must meet the requirement of laws and regulations), the employee can ask ALHZ to refund the equal amount to the employee.2.3 Direct PaymentAny payment from ALHZ to a third party without basing on an existing Purchase Order. Normally, all the payment for business reasons should be basing on a prepared purchase order. But for some special cases, to prepare a PO or go through the supplier qualification is not worthwhile, or unfeasible. It could go through the direct payment process.Direct payment could be only made following an exhaustive list (C-FRM-24-0-29). All the payments excluded from that list must follow the purchase payment procedure.2.4 AdvanceMoney borrowed by employee from ALHZ.2.5 InvoiceA kind of Official document which is issued by the seller to the buyer for justifying the business and requesting the payment.2.6 ReceiptA kind of document which is issued by the seller to the buyer for detailing the business contents.2.7 FapiaoA special type of invoice which is mandatory used in Chinese businesses. The formatted Fapiao is printed by Tax Bureau. Companies must buy blank Fapiao from tax bureau andissue it following the tax laws. The consumption of Fapiao is strictly monitored by the tax bureau. And it is the unique justification of certifying the authenticity of the business in Chinese commercial practices. .Issuing Fapiao is tax-payable mandatory and obtaining Fapiao is tax-deductible. All the legal Fapiao are stamped by a red chop of tax-bureau which looks like follows.2.8 Official ReceiptA special receipt which is popularly used in Chinese businesses, which is issued by the receiver to the payer, can certify the authenticity of cash transferring. It is also a payment notice from the receiver to the payer.Official Receipt is formatted and printed and monitored by relative authorities.Companies must buy blank tax receipts from tax bureau and subject to the inspection by the bureau.Other Non-for-profit organizations and government departments are using official receipt for their business instead of Fapiao.3 FLOWCHART OF ALHZ PAYMENT4 DESCRIPTION4.1 Advance from Company4.1.1 General Rulesa. The advance from ALHZ is applicable for those cases which need to be paid urgentbefore the company get the original evidences, such as Fapiao or invoices.b. Employee requesting advance needs to fill the Advance request. The Advancerequest should be validated and signed by the authorized managers according to C-AP-0-0-4 <<ALHZ Limitations and Delegations of Power>>.c. In principle, the payment shall be made by bank remittance except some urgentrequests. The payment made by petty cash must be below a certain threshold, which are RMB1,000, or USD 500, or EUR 500. Any special case which requests petty cash above the threshold should be approved up to the AFIS Director.d. The payment falls on every 8th and 23rd. Any urgent request must inform AF dept. inadvance. AF needs time to prepare the cash and payment with the bank.∙Urgent RMB can be paid within maximum 2 working days after AF was informed;∙Urgent Foreign Currency can be paid within maximum 4 working days after AF was informed;f. The advance must be returned or offset within a reasonable term. AF accounting teamis responsible for reminding the borrower to clear the balance when the advance is due. Under a condition of the previous advance being overdue for a long time, it is possible for AF to refuse its borrower to borrow again. And it is also possible for AF to inform HR Dept. to deduct the residual balance from the borrower’s salary.g. It is the borrower’s responsibility to well-plan the advances. If the borrower returnsmore than 40% of his(her) foreign currency advances, AF has the right to reimburse him(her) basing on an unfavorable exchange rate.h. The advance borrower must be ALHZ employees with official employment contract.Any temporary employee, rental employee cannot request the advance as a borrower.Under special cases with department manager’s approval, the employee on probation can request the advance with the max limitation up to accumulative RMB 2,500yuan.i. In principle, the advance must be applied for business reason. Any application forpersonal reason, such as advance for salary, must be approved by the General Manager of ALHZ.j. All the advances must be cleared before each year-end closing.4.1.2 Temporary Advancea. Employees can request temporary advance anytime when necessary.b. For temporary advances, the Advance Request needs to be filled (Refer toC-FRM-24-0-1) by the employee and approved by the authorized Manager.c. The temporary advance must be cleared (returned or offset) within 2 months.4.1.3 Mission AdvanceFollow procedure C-AP-0-5-10 <<Air Liquide Hangzhou Travel Policy>>.4.1.4 Yearly Permanent Advancea. For those employees who need advance frequently, to avoid wasting working hourson requesting advance frequently, they can apply for yearly permanent advance.b. For yearly permanent advances, the Advance Request needs to be filled (Refer toC-FRM-24-0-1) by the employee and approved by the authorized manager. It must be marked as “Yearly Permanent Advance”.c. The yearly permanent advance will not be required to be cleared during the wholeyear until year-end. Any special requirement for keeping this advance overcrossing the year-end, must be approved by both the borrower’s department manger and the AF manager.4.1.5 Good Practicesa. Using credit line of employees’ private credit card or Corp credit card will get morebenefit and be more convenient than using cash. Advances should be better requested when really necessary.b. For ALHZ employee, if possible, to use credit card of UnionPay is cheaper than to usethe credit card of Visa or Master.4.2 Reimbursement4.2.1 General Rulesa. Any reimbursement payment must be justified by a paper C-FRM-24-0-3<<Reimbursement sheet>>, which is validated and signed by authorized manager as per C-AP-0-0-4 <<ALHZ Limitations and Delegations of Power>>.b. Reimbursement sheet must be submitted to AF with 2 months upon expenditureoccurrence.c. Payment date∙The payment falls on every 8th and 23rd. The deadline for cross-check is every 1st and 16th. The requests handed over to AF before 1st will be paid on 8th. Therequests handed over to AF before 16th will be paid on 23rd. Postponed atholidays.∙Employees or his (her) delegatee shall register the request in a table prepared by accounting team when they hand over the requests to AF. The purpose is to avoidthe risk of loss and the registration date is used to determine the payment date.d. The AP-Employee Accountant will audit the reimbursement sheet and return thoseunqualified requests to the people who hand over them.4.2.2 Rules of Reimbursementa. The reimbursement is applicable for refunding the expenditure that the employeeshave already paid by using their own money. For example, the travel expenses, small-amount procurement in oral contract, etc.b. The reimbursement claiming should be basing on the filled and signed reimbursementsheet.c. If the reimbursement includes foreign currency, and it needs to be converted to RMB,it will be calculated according to the bank intermediate exchange rate of the accounting date.d. All the reimbursement shall be paid by RMB for Chinese employee. But for foreignexpatriates, the reimbursement could be paid by foreign currency together with his(her) salary at the end of month.e. Original evidences of reimbursement sheet:∙Any domestic expenditure must be justified by Fapiao.∙In principle, any expenditure abroad must be justified by invoice or receipt.∙Fapiao of gifts to customer, or of meals to host customer, must contain the indication of the customers’or agencies’name. All the gifts or hosts which areoffered to customers or agencies must comply with the Air Liquide GroupBluebook << Code Anti-Corruption >>.∙In general, manual Fapiao is always the copy page of carbon paper, it must be duplicated. Any Fapiao which is written directly by pen is null.∙All the evident documents, including Fapiao, invoices, etc. must be pasted on the back of reimbursement sheet, cannot use stapler.f. Determining the payment amount∙If no limitation, the amount equals the sum of all the Fapiao or invoices.∙If there is a limitation, AF will pay the lesser amount of Fapiao or invoices and the amount of limitationg. Means of payment∙In principle, the reimbursement sheet should be paid by bank remittance. Special case with special approval from AFIS Director can be paid by petty cash.∙For some intra-city direct payment, cheque could be used as a payment method.h. To avoid the inefficiency of approval workload, the reimbursement request shall betwice per month in maximum. In principle, the threshold of reimbursement sheet shall be RMB 200 at least.4.2.3 Type of reimbursementa. General ReimbursementFor General reimbursement, the Expense Reimbursement Sheet needs to be filled (Refer to C-FRM-24-0-3) by the employee and approved by the authorized manager.b. Mission ReimbursementFollow C-AP-0-5-10 <<Air Liquide Hangzhou Travel Policy>>.c. Site Works Reimbursement∙For field Engineers working in project sites, follow C-AP-0-5-6 and C-AP-0-5-8.∙For Short-term assignment to project sites, follow Inter-Memo HR06(04).∙For relocation to manufacturing rented sites (i.e. Anji Workshop and Deqing Workshop), follow Inter-Memo HR08(05) <<The Policy of Entitlement Payment forRelocation to Manufacturing Site Work (Anji Workshop and Deqing Workshop)>>and Inter-Memo HR08(06) << Detailed rules of the Policy of Entitlement Paymentfor Relocation to Manufacturing Site Work (Anji workshop and Deqing Workshop)and supplementary Explanation>>.d. Medical Reimbursement∙For medical reimbursement, the Medical Reimbursement Sheet needs to be filled (Refer to C-FRM-24-0-5) by the employee. Then the company doctor will inspectthe medical Fapiao attached. It shall be approved by the GS Manager finally.∙The calculation and limitation of medical reimbursement please refer to ALHZ internal memo HR96(04) <<Regulation on Reimbursement of Medical CareExpenses>> and HR 06(02) << Supplementary Regulation on Reimbursement ofMedical Care Expenses>>.∙For glasses expense reimbursement, the Medical Reimbursement Sheet needs to be filled (Refer to C-FRM-24-0-5) by the employee. It shall attach the glassesFapiao and the eyes inspection report, then finally be approved by GS Manager.∙The calculation and limitation of glasses expense reimbursement please refer to ALHZ internal memo HR96(07) <<A Notice for the Reimbursement of SpectaclesExpenses>>.4.3 Direct Payment4.3.1 General Rulesa. The direct payment is applicable for paying the expenditure that is not necessary forpurchase order. Those payments must be included in the prepared exhaustive list (C-FRM-24-0-29). Any payment to supplier which is out of that scope should go through the procurement procedure.For direct payment, the payment request is the C-FRM-24-0-30 <<Direct payment request>>.b. All the suppliers of direct payment must be already qualified and existing in the ERPsystem.c. The direct payment claiming should be basing on the filled and signed direct paymentrequest.d. Any domestic expenditure must be justified by Fapiao or other qualified documents.e. In principle, any expenditure abroad must be justified by invoice.f. The payment falls on every 8th and 23rd. The deadline for cross-check is every 1st and16th. The requests handed over to AF before 1st will be paid on 8th. The requests handed over to AF before 16th will be paid on 23rd. Postponed at holidays.g. Direct payment is forbidden to be paid to employees’personal bank account or bypetty cash.4.3.2 Bank Information Managementa. The management of suppliers’ information is under RMQS department except for thebank information of all suppliers.b. AF accounting team is responsible for managing the input and update of bankinformation of all suppliers for direct payments. And the responsible person of this function must not be involved in any jobs of AP accounting and Treasury.c. AF accounting team updates suppliers’ bank information after receiving the requisitionsheet from the RMQS department.4.3.3 Good Practicea. For small amount payment, it’s better to get the Fapiao first and then request thepayment.b. For intra-city payment, using cheque is more secured and convenient than using banktransfer or petty cash.4.4 Accounting Requirementa. Accounting team of AF Dept. will make the journal voucher based on the originalnon-purchase payment request.b. Expenses accountant is responsible for making the voucher, and the chief accountantor his/her delegatee will perform the cross-check.c. The claimer can only get petty cash reimbursement after signing on the voucher.d. All the journal vouchers must be bound to books and be archived. The archival term isat least 10 years.e. To meet the requirement of law and government audit, all the accounting journalvouchers and original evidence must be recorded at least in one Chinese language.When there is a meaning conflict between different languages, it’s mandatory to follow the Chinese meaning.f. Except for those foreign expatriates, it’s default that all Chinese staff’s signature isChinese word. Whatever the signature is chosen by staff, it’s prohibited to change frequently as long as it is determined.采购程序5 INTRODUCTION5.1 Scope5.1.1 PurposeThe purpose of this procedure is to describe the process of procurement activities. The goal is to procure quality materials, equipment and service from qualified sources with pricing at or below the established budget and delivered on time.5.1.2 Scope of Application5.1.3 Specific RequirementsNot applicable6 PROJECT PROCUREMENTProject procurement is composed by three stages: purchasing, expediting/inspection & capitalization.The Coordinator Purchaser assigned to the project will develop the Project Main Equipment Procurement Schedule(C-FRM-23-0-12) based on the Procurement Strategy and Plan (organized by PT), Project Equipment List, copy of contract with customer, first edition of project master schedule and the supplier list of the project. The Project Main EquipmentProcurement Schedule is updated on monthly basis. The electronic file of this report is sent by PD Secretary monthly upon update to related persons.The Expeditor (by category) will follow up POs issued and report the expediting results with Project Main Equipment & Material Follow-up Report The Project Main Equipment & Material Follow-up Report is updated on weekly basis.After project accomplishment, the Coordinator Purchaser assigned to the project will organize Procurement Capitalization meeting. The participants of this meeting are mainly: Requisitioner, Responsible Manager, Inspector and Expeditor. The main output of this meeting is Supplier Performance EvaluationThe following workflow describes the whole process of project procurement.6.1 Purchasing6.1.1 Receive RFQThe Coordinator Purchaser assigned to the project or Category Purchaser will receive the RFQ (C-FRM-23-0-8) accompanied by related technical specifications from the Requisitioner. The Requisitioner shall properly fill the RFQ with project Name, project No. Requisitioner name, RFQ issue date, addressee, RFQ serial No., goods or service to be inquired with analytic code, quantity, specification No. and revision No., expected quotations returned date, delivery time, delivery place, INCOTERMS and currency. The Requisitioner can propose suppliers to be inquired but Purchaser can inquire suppliers other than proposed ones if necessary. The RFQ shall be properly approved by Responsible Manager before submittal to Purchaser. Purchaser will sign on the RFQ with date upon receipt.In some cases such as technical specifications clarified with revision for purchase issued and/or supplier already selected etc., RFP (C-FRM-23-0-9) can be directly issued by the Requisitioner to PD.6.1.2 Send InquiryUpon receipt of RFQ, the Purchaser will determine if competitive bidding, a LTA or single source will be utilized to establishing pricing for the order. If a LTA is in place for the material/service needed, only the LTA supplier will be inquired in principle except for some special cases (supplier imposed by custormer etc.). If competitive bidding will be utilized, the Purchaser will send inquiry to at least 2~3 suppliers for quotations.The Purchaser shall check that the suppliers inquired are those in QSL and those listed in the project supplier list. If new supplier, make sure that actions for qualification are taken according to C-PR-23-0-2.6.1.3 Inquiry DocumentThe inquiry document should be issued with the same layout, terms and conditions as intended to be used in the final contract.Issue of inquiry document to suppliers should be under cover of an “Invitation to Quotation”, including or make reference to:Instruciton to suppliers♦Terms of engagement, such as General Purchase Conditions), template of contract (or PO) to be used, Confidentiality Agreement (C-TPL-23-0-1) and In-house Contractor Safety Plan♦Enclosed technical specificationsThe above documents excluding the technical specifications shall be maintained and updated by Procurement Department and changes to the documents will be made in consultation with Legal and PD management where appropriate.The mode of transmission of “Invitation to Quotation” should take into account that all suppliers receive it at approximately the same time, not giving any supplier a significant advantage in time for preparing his quotation. Normally this can be achieved by electronic means i.e. by fax or e-mail.Instruction to suppliers should include at least the following:♦Details on format of quotation (if a technical evaluation is needed, an un-priced technical quotation shall be requested, which will be provided to technical team), number of copies required, closing date and time, required validity of quotations ♦Instructions how quotations are to be submitted♦ A statement that ALHZ is not obliged to accept the lowest quotation and will treat quotations received confidential♦ A statement that ALHZ will not pay or reimburse any expense incurred by suppliers in preparing their quotations♦Quotations must be submitted strictly in accordance with the inquiry documents.Unsolicited qualifications/reservations and alternative quotations should be made separately♦Invited suppliers that do not wish to submit a quotation should confirm this in writing ♦Suppliers are to confirm acceptance of terms of engagement or specify their proposed exceptions6.1.4 Receive and Distribute QuotationsDuring the preparation of quotation, suppliers may request clarifications to the inquiry. All communications with suppliers during the quotation period shall be conducted through PD staff and be recorded in writing. The Purchaser will answer commercial type questions and get technical questions’ answer from Requisitioner.After receiving the quotations from supplier, Purchaser will distribute a copy of technical quotation to the Requisitioner.6.1.5 Technical & Commercial Evaluation of QuotationsRequisitioner will organize the technical evaluation of all quotations and Purchaser will invite supplier for technical clarification meeting if needed upon request of Requisitioner. If after clarification meeting, the initial specification or delivery scope is changed, suppliers shall be requested to update their quotations. The quotations based on the clarified specification will be considered as final input for the commercial evaluation. The technical evaluation should conclude whether or not the quotation complies with the required specification and therefore is technically acceptable.The Purchaser will perform the commercial evaluation for the technical acceptable quotations. The Quotation Comparison Report(C-TPL-23-0-6) is to be used for this purpose. The comparison is made between different quotations and with historic data. Also, the requisitioner shall provide the budget to the Purchaser to have a comparison with budget. The commercial evaluation must be made on the basis of total life cycle costs including acquisition cost, cost of maintenance, cost of spares, cost of initial and refresher training, freight, exchange rate, payment conditions, tax, duties and insurance, cost of contract/PO management by ALHZ etc. The commercial evaluation must also take into account the delivery time, workload and previous performance of supplier. The Purchaser will give his recommendation for supplier selection in the Quotation Comparison Report.6.1.6 Select SupplierFor POs with amount below 10,000RMB, the Purchaser can take decision by himself to which supplier he will award the PO based on evaluation of the quotations he received. In this case, the Quotation Comparison Report (C-TPL-23-0-6) is not mandatory to be filled.For POs with amount above 10,000RMB, the Quotation Comparison Report (C-TPL-23-0-6) shall be filled by the Purchaser.For POs with amount between 10,000RMB to 100,000RMB, the Purchaser will get supplier selection decision from Purchase Group Leader, Procurement Dept. Manager & PM by e-mail then get the Quotation Comparison Report signed by the same together with PO.For POs with amount above 100,000RMB, the Quotation Comparison Report shall be signed before preparation of PO by Purchase Group Leader, PM, Procurement Dept. Manager, and GM if for compressor, expander and heat exchanger.6.1.7 NegotiationIf the price quoted by the selected supplier exceed the estimate or historic prices or being regarded above the market price, commercial negotiation can be organized with the selected supplier.The negotiating team shall be composed minimum by 2 people: one of which being a PD staff. All negotiations shall be minuted and signed by the negotiating team members after each negotiation meeting.Negotiation can also be made by means of FAX, E-mail and telephone, if negotiation is through telephone, the Purchaer shall ask supplier to send a Fax or e-mail to confirm the negotiated price or terms.6.1.8 Receive RFPAfter the successful supplier has been selected, the Requisitioner will prepare the RFP (C-FRM-23-0-9) and get it approved by Responsible Manager. The Requisitioner shall list in the RFP all documents (technical specifications and project documents) related to the purchase of goods or service, which will be integral appendices of the PO. All documents used for the purchase shall be at least the revision for purchase (Rev.1). Project Name, project No. Requisitioner name, RFP issue date, addressee, RFP serial No., goods or service to be purchased with analytic code, quantity, specification No. and revision No., expected deliverytime, delivery place, INCOTERMS, currency, packing requirement and Buyer name shall be filled by the Requisitioner in RFP.The Requisitioner will forward the properly signed original RFP together with a copy of all technical specifications signed by related Engineer to the Purchaser and the electronic version will be also provided upon request. It is responsibility of the Requisitioner to provide to the Purchaser appropriate information necessary for preparation of the PO.6.1.9 Award POThe Purchaser will issue the official PO only after the RFP is received and to supplier selected as per 2.1.6.The Purchaser compiles the official PO which shall at least include:♦Details of both contracting parties♦ALHZ’s General Purchase Conditions♦Scope of work (the designation and quantity of the product purchased, the brief technical definition (description) of the product to let people know what is purchased without having to consult the technical appendix of the PO)♦Total amount of the PO and breakdown price as detailed as possible including separated packing, transportation, installation…price. This is indispensable for estimations, comparison for future purchase and correct budget check etc.♦Delivery time and delivery place♦Packing requirements and transportation mode (Packing, Marking and Labeling of Equipments)♦Payment terms with or without bank guarantee♦Guarantee period♦Applicable technical and commercial appendices with good revision No. The Purchaser shall ensure that all documents listed in the RFP are properly listed in the PO with accuracy.♦Invoice type (VAT invoice, or service/Investment invoice, if VAT invoice, to define the percentage of VAT applied). VAT invoice is requested for all POs expect those for service and investment. If any deviation, Purchaser shall get confirmation from Responsible Manager and AF Manager before placing PO.♦Sub-contractor list agreed by both parties as appendix for PO with amount above 1,000,000RMB♦Contacts of both parties for execution of the POThe commercial part of the PO is composed by:♦ A cover sheet in one or several pages describing the goods (service) purchased with unit price and total PO amount♦Purchase Order or Invoice Payment Approbation, in which the Purchaser define the payment schedule with date and conditions♦Pages for detailed commercial terms as appendix: to be compiled from the standard template according to the type of PO- the big off-shore template is used for compressors(MAC, BAC, Nigrogen etc.), Steam Turbine, Expander and heat exchangers; for other imported equipment, the small off-shore template will be used. The on-shore template is used for on-shore POs with amount above 100,000RMB.6.1.10 Approval and Signature of POAfter completion of the PO and mutual agreement on terms with supplier, the Purchaser submits the requisite number of copies for internal approval and signature as defined in the “Authorization and delegation of signtures”.After the internal approval and signature has been finalized, the Purchaser will send by courier the copies to supplier for signature and require return one original for AF filing. For PO with only cover sheet and if supplier has no objection, only one copy of original to be signed and the Purchaser will send the signed PO by Fax or E-mail (scanned copy) to supplier for signature and request supplier to return also by Fax or E-mail the signed copy.Purchasers will submit the original signed PO to PD secretary and the latter will hand over to AF.6.1.11 Letter of Regret (C-FRM-23-0-xx) to Unsuccessful SuppliersAfter the award of the PO to the selected supplier has been formally concluded, it is recommended that the other suppliers should be informed promptly by the responsible Purchaser that they have been unsuccessful, without detailing the exact reason or disclosing information on quotation and award details. This practice will particularly apply to higher value (above 1 million) quotations.6.1.12 LOIIf a LOI shall be issued to supplier before official PO, the key points such as designation & quantity of product, technical specification, delivery time & place, total amount, payment terms, liquidated damages, guarantee, etc. shall be included in the LOI. The LOI should also state a date, by which the final PO should be issued.The LOI should be signed at the same authority level as the final PO and should require formal confirmation of acceptance by the supplier.6.1.13 Amendment/COAfter the original PO is issued, an amendment/CO is needed in following circumstances: ♦Modifications on technical specification or contractual terms(delivery time, delivery place, payment conditions etc)♦Supplement of products or service that we would like to place order to the same supplier In this case, if the initial PO price will not be affected by the change or the change will result in a price decrease or in a price increase not exceeding 10% of total amount of the initial PO, the Requisitioner will issue RFP for the change to the same supplier and submitting to the Responsible Manager for approval. The Purchaser will negotiate the amendment/CO and issue the formal amendment/CO with the same supplier.If several suppliers can supply the supplemented products or service and the estimated affected amount will exceed 10% of the initial PO total amount, the request of this change will be treated as a new RFQ and new PO.。

采购管理制度英文

采购管理制度英文1. Introduction1.1 PurposeThe purpose of this Procurement Management System is to provide a standard process for the acquisition of goods and services for the company in an efficient and cost-effective manner. This system will ensure that the procurement process is transparent, fair, and compliant with all relevant laws and regulations.1.2 ScopeThis system applies to all departments and employees involved in the procurement of goods and services for the company. It covers the entire procurement process, from identifying the need for a product or service to the final payment to the supplier.2. Policy2.1 Procurement PrinciplesThe following principles will guide the procurement process:- Best value for money: Goods and services will be procured based on the best combination of price, quality, and service.- Fair and transparent: The procurement process will be fair and transparent, ensuring equal opportunity for all suppliers.- Compliance: All procurement activities will be carried out in compliance with relevant laws, regulations, and company policies.2.2 ResponsibilityThe procurement process is a joint responsibility of the procurement team and the requesting department. The procurement team is responsible for overseeing the process and ensuring compliance, while the requesting department is responsible for identifying the need and providing specifications for the required goods or services.2.3 Approval AuthorityAll procurement activities must be approved by the designated authority, which may vary depending on the value of the procurement. The approval authority will be responsible for ensuring that the procurement is in line with the company's budget and objectives.3. Procedures3.1 Procurement PlanningThe requesting department must submit a procurement request to the procurement team, including a detailed description of the required goods or services, estimated budget, and any specific requirements. The procurement team will then review the request and develop a procurement plan, which may include market research, supplier identification, and risk assessment.3.2 Supplier SelectionThe procurement team will conduct a competitive bidding process to select the most suitable supplier. This may involve issuing a request for quotation (RFQ), request for proposal (RFP), or request for tender (RFT), depending on the nature of the procurement. Suppliers will be evaluated based on their price, quality, delivery time, and other relevant factors.3.3 Contract NegotiationOnce a supplier is selected, the procurement team will negotiate a contract with the supplier, specifying the terms and conditions of the procurement. This may include price, payment terms, delivery schedule, and performance requirements. The contract will also outline the rights and obligations of both parties, including warranties, liabilities, and dispute resolution procedures.3.4 Purchase OrderAfter the contract is finalized, the procurement team will issue a purchase order to the selected supplier, confirming the details of the procurement and authorizing the supplier to deliver the goods or services. The purchase order will also serve as the basis for invoice verification and payment.3.5 Receipt and InspectionUpon delivery of the goods or completion of the services, the requesting department will verify the receipt and inspect the quality and quantity of the goods or services. Any discrepancies or defects must be reported to the procurement team for resolution.3.6 PaymentOnce the goods or services are accepted, the procurement team will process the payment to the supplier according to the terms of the contract and the purchase order. This may involve obtaining approvals from the finance department and ensuring that all invoices and supporting documents are in order.4. Documentation and Record KeepingThe procurement team will maintain complete and accurate records of all procurement activities, including procurement requests, supplier evaluations, contracts, purchase orders,receipts, inspection reports, and payment records. These documents will be archived and easily accessible for review and audit purposes.5. Training and ComplianceAll employees involved in the procurement process will receive training on the Procurement Management System and relevant policies and procedures. The procurement team will also conduct regular reviews to ensure compliance with the system and identify areas for improvement.6. Performance EvaluationThe procurement team will periodically evaluate the performance of suppliers and the overall procurement process to identify opportunities for cost savings, process efficiency, and supplier management. This may involve conducting supplier audits, benchmarking against industry standards, and soliciting feedback from internal stakeholders.7. ConclusionThe Procurement Management System is designed to ensure that the company's procurement activities are conducted in a transparent, fair, and compliant manner, with a focus on best value for money. By following the policies and procedures outlined in this system, the company can optimize its procurement process and effectively manage its supplier relationships, ultimately contributing to its overall success.。

项目采购管理(英文)

❖ Experts predict that by the year 2003 the worldwide information technology outsourcing market will grow to over $110 billion
2
Why Outsource?
❖ To reduce both fixed and recurrent costs ❖ To allow the client organization to focus on
❖ Kodak worked with several competitors to develop the Advantix Advanced Photo System (see What Went Right?)
7
Procurement Planning Tools and Techniques
❖ Experts, both internal and external, can provide valuable inputs in procurement decisions
8
Make-or Buy Example
❖ Assume you can lease an item you need for a project for $150/day. To purchase the item, the investment cost is $1,000, and the daily cost would be another $50/day.
❖ How long will it take for the lease cost to be the same as the purchase cost?
❖ If you need the item for 12 days, should you lease it or purchase it?

项目采购方法英文作文

项目采购方法英文作文When it comes to project procurement, there are various methods that can be used to acquire the necessary goods and services. One common approach is competitive bidding, where potential suppliers submit their proposals and prices for evaluation.Another option is to use a request for proposal (RFP) process, where detailed requirements are outlined and suppliers are invited to submit their solutions. This method allows for a more customized approach and can result in better quality outcomes.For smaller projects or urgent needs, direct procurement from a preferred supplier may be the best choice. This method relies on established relationships and trust to quickly acquire the necessary goods or services.In some cases, a reverse auction can be used to drive down prices and secure the best deal. This method involvessuppliers bidding against each other in real-time to win the project contract.Ultimately, the choice of procurement method will depend on the specific project requirements, budget constraints, and desired outcomes. It is important to carefully consider all options and select the method that best aligns with the project goals and objectives.。

采购管理程序英文版

1 .0 PurposeThis procedure describes the process for the evaluation, selection and monitoring of suppliers and the processes and controls for the purchase and verification of goods and services.2.0 ScopeThis procedure contains the following sections:2.1 Evaluation and selection of suppliers2.2 Purchasing process and purchasing information2.3 Verification of purchased product3.0 ProcedureIt is the responsibility of the Management Representative and the Purchasing Representative to ensure the implementation of this procedure including:●Selection of suppliers that comply with required standards;●maintenance an Approved Suppliers List (ASL);●maintenance of relevant purchasing records.The Purchasing Representative / MR holds and maintains the ASL and relevant purchasing records. Records are maintained in accordance with Control of Records..4.0 Evaluation and selection of suppliers4.1 Suppliers are selected on their ability to provide quality goods and services, that conform to all relevant legislation and which are delivered on time and at the right price.4.2 Key product and material suppliers are listed on an Approved Suppliers List (ASL) which is maintained within the company’s purchasing/accounting system. Key suppliers are monitored on the basi s of historic and current performance and the list of suppliers maintained accordingly. New suppliers whose performance may affect service quality are sent a Supplier Questionnaire, Quality Form in advance of, or in conjunction with an initial order.4.3 An assessment of the supplier is made on receipt of a completed questionnaire, visit and/or initial performance. If deemed necessary by the MR, a supplier audit may be arranged.4.4 The selection of new suppliers is based on one or more of the following:•ISO9001 accredited supplier identified through questionnaire return•Visit feedback from MR or delegate•Initial order quality/environmental performance•Successful supplier quality/environmental auditA supplier is deemed an approved supplier if listed on the ASL and all purchasing authorities have access to this list. Supported by relevant information e.g. completed Supplier Questionnaire, suppliers are rated / listed on the ASL using one of the following codes:A ApprovedA* Approved, PreferredN Non-ApprovedSuppliers currently being assessed may be rated as P, Provisional.4.5 Historical suppliers who have a track record of product/service supply and have continued to meet quality/environmental requirements are rated as historically approved. For major suppliers, a contract of supply may be put in place.4.6 Where a key supplier has not been used for a period exceeding one year (as indicated by the purchasing system), the supplier must be re-evaluated in parallel with the placement of a new purchase order and, where appropriate, the ASL updated.4.7 Records of the performance of suppliers are maintained via delivery note records. Any delivery issues such as damage, shortage, incorrect supply, late delivery etc is recorded at goods receipt. If significant supplier nonconformity occurs, a Quality Report, Quality Form is raised and sent to the supplier for corrective action resolution. Key supplier performance is also reviewed at Management Review meetings.4.8 For outsource partners, in-depth supplier assessments are conducted. These may include detailed audits, on site meetings, evaluation of supplier documentation, references and review of market sector information.4.9 Where Service Agreements, Statements of Work and/or Functional Specifications exist, supplier performance is monitored against these where appropriate and areas for performance improvement agreed.5.0 Purchasing process and purchasing information5.1 Purchases are made from an approved supplier except where the MR or Purchasing / Accounts Department authorises a new supplier or specifies a supplier to satisfy particular requirements. In conjunction with an order being placed with a new supplier, where the supply directly affects quality or the environmental impact of a service, the supplier is requested to complete a Supplier Questionnaire Form and any other information deemed necessary to enable supplier evaluation.5.2 Appropriate information is provided to the supplier to enable a request to be costed. This may be derived from a site visit or through the provision of reports, drawings or job specifications. Forgoods/materials, final supplier selection is from the approved list and is nominally based on best price.5.3 Purchase authorisation is granted by signature(s) on a completed Purchase Order Form. The Purchase Order Form must be signed by the originator’s Line Manager. For amounts in excess of £xxx the PO must be signed by a Director.5.4 Receipt confirmation of a PO is always recorded or requested from the supplier and is stored electronically under the relevant reference. A copy of the PO is held as an open PO on the system to await receipt of a signed delivery / job acceptance note and supplier invoice.5.5 Relevant purchasing information is maintained in both hardcopy and electronic form to support the required level of traceability and is accessible by authorised staff.5.6 This information is retained in accordance with the Master Records List.6.0 Verification of purchased product6.1 Nominally all goods/materials are de livered to the company’s premises.6.2 The verification of a delivery of goods/materials is carried out by the Operations Manager or a delegate against the supplier delivery note and any supporting delivery documentation. On acceptance, via inspection (or physical count where appropriate), the delivery note is signed / initialled as an indication of acceptance and forwarded to Purchasing / Accounts to await invoice matching. Goods receipt is also booked in against the open PO on the system.6.3 Any adverse issues (damage, shortages etc) are annotated on the delivery note where appropriate and the goods are either rejected back to the supplier or appropriately stored until the order is satisfactorily completed. Under such circumstances, the OM or delegate may raise a Quality Report FORM to track the agreed corrective action. The delivery paperwork is then filed to await invoice (or passed to the OM or delegate if a significant issue is noted).6.4 In cases where a delivery note is not received from the supplier, the delivery is normally checked off against the original order.6.5 Subcontractors are approved by the MD and subcontract services are inspected on completion by the MR / OM or delegate; the subcontractor’s job acceptance paperwork is then signed w ith a copy being retained by the company. This indicates that the task has been satisfactorily completed. If the quality of the work is not acceptable then the paperwork is annotated accordingly and appropriate corrective action is initiated by the OM or delegate. Where the subcontractor does not operate a satisfactory sign-off process, the company will complete a Quality Report for signature by the subcontractor.6.6 On receipt of an invoice, the Accounts Department verifies the invoice against the original requisition, the PO and the delivery note and if all is in order the invoice is considered ready for payment. Once final authority to pay is granted, the invoice is then paid either electronically or by cheque/bankers draft and the purchasing records updated accordingly.6.7 Records of verification are maintained by the company in accordance with the Master Records List and QP02 Record Control.7.0 Related Record7.1 Supplier questionnaire form.7.2 Approved suppliers list7.3 Quality report.7.4Purchase order.。

采购管理制度英文

采购管理制度英文1. IntroductionThe procurement management system is a set of processes and guidelines designed to streamline the procurement process within an organization. It encompasses all activities related to the acquisition of goods, services, and works from external sources. A well-defined procurement management system ensures that the organization obtains the best value for its money, maintains transparency and fairness in the procurement process, and complies with relevant laws and regulations.2. ObjectivesThe objectives of the procurement management system are as follows:- To ensure that the organization obtains the best value for money in its procurement activities- To promote transparency, fairness, and accountability in the procurement process- To minimize the risk of fraud and corruption in procurement activities- To comply with relevant laws and regulations governing procurement- To establish clear and standardized procedures for procurement activities3. ScopeThe procurement management system applies to all procurement activities within the organization, including:- Procurement of goods, services, and works- Procurement of consulting and professional services- Procurement of construction services and works- Procurement of technology and software- Procurement of office supplies and equipment- Procurement of maintenance and repair services4. Roles and Responsibilities4.1 Chief Procurement Officer (CPO)The CPO is responsible for overseeing the procurement management system and ensuring that it is implemented effectively. The CPO's responsibilities include:- Developing and maintaining procurement policies and procedures- Providing guidance and support to procurement staff- Monitoring procurement activities to ensure compliance with the system- Reporting to management on procurement performance and issues- Developing and maintaining relationships with suppliers and contractors4.2 Procurement StaffProcurement staff are responsible for carrying out the day-to-day procurement activities within the organization. Their responsibilities include:- Identifying procurement needs and requirements- Developing procurement plans and strategies- Soliciting and evaluating bids and proposals- Negotiating contracts and agreements- Managing relationships with suppliers and contractors- Ensuring compliance with procurement policies and procedures4.3 Budget ManagersBudget managers are responsible for identifying and prioritizing procurement needs within their departments. Their responsibilities include:- Identifying procurement needs and requirements within their departments- Developing procurement plans and budgets- Reviewing and approving procurement requests- Ensuring that procurement activities within their departments are carried out in accordance with the procurement management system5. Procurement ProcessThe procurement process consists of the following steps:5.1 Needs AssessmentThe first step in the procurement process is to identify and assess the organization's needs and requirements. This may involve consulting with users and stakeholders to determine what goods, services, or works are needed, in what quantities, and by when.5.2 Procurement PlanningOnce the organization's needs have been identified, procurement staff will develop a procurement plan outlining the steps that will be taken to meet those needs. This may involve developing a procurement schedule, identifying potential suppliers and contractors, and determining the procurement method that will be used.5.3 SolicitationThe next step in the procurement process is to solicit bids or proposals from potential suppliers and contractors. This may involve issuing requests for quotations, requests for proposals, or invitations to tender.5.4 Evaluation and SelectionOnce bids or proposals have been received, procurement staff will evaluate them to determine which offer provides the best value for money. This may involve reviewing and scoring the bids or proposals against predetermined criteria, such as price, quality, and delivery time.5.5 ContractingOnce a winning bid or proposal has been selected, procurement staff will enter into negotiations with the supplier or contractor to finalize the terms and conditions of the contract. This may involve negotiating prices, delivery schedules, and other terms.5.6 Performance MonitoringOnce a contract has been awarded, procurement staff will monitor the performance of the supplier or contractor to ensure that they are meeting the terms and conditions of the contract. This may involve conducting regular reviews of the supplier's or contractor's performance, as well as addressing any issues or concerns that arise.6. Procurement Policies and ProceduresThe procurement management system is supported by a set of policies and procedures that govern all procurement activities within the organization. These policies and procedures are designed to ensure that procurement activities are carried out in a transparent, fair, and efficient manner, and to minimize the risk of fraud and corruption.7. Compliance and EthicsThe procurement management system is designed to ensure that all procurement activities within the organization comply with relevant laws and regulations governing procurement. The system also promotes ethical behavior and integrity in procurement activities, and emphasizes the importance of maintaining transparency and fairness in the procurement process.8. Record Keeping and ReportingThe procurement management system requires that all procurement activities be documented and recorded in a systematic and transparent manner. This may include maintaining records of procurement plans, bids and proposals, contracts, and performance evaluations. In addition, the system requires that regular reports be prepared and submitted to management on procurement performance and issues.9. Continuous ImprovementThe procurement management system is designed to be dynamic and responsive to changing needs and circumstances. As such, the system includes mechanisms for monitoring and evaluating its performance, and for making improvements as needed. This may involve conducting regular reviews of the system, soliciting feedback from users and stakeholders, and making changes to the system as necessary.10. ConclusionThe procurement management system is a critical component of any organization's operations, as it ensures that the organization obtains the best value for money and maintains transparency, fairness, and compliance in its procurement activities. By implementing a well-defined procurement management system, organizations can minimize the risk of fraud and corruption, and promote ethical behavior and integrity in their procurement activities.。

采购管理实务项目一

采购管理的内容采购方式的类型采购管理的发展趋势
任务一理解采购与采购管理

一、如何理解采购管理
1.认识采购
（1）采购的含义。狭义的采购，是指以购买的方式，由买方支付对等的代价，向卖方换取物品的行为过程。广义的采购，是指企业或者个人为了满足某种特定需求，以购买、租赁、借贷、交换等各种途径，取得商品及劳务的使用权或者所有权的活动过程。
1.明确区分采购与采购管理的不同之处； 2.正确区分采购的不同方式； 3.明晰采购管理的基本要求
1.具备持续的学习能力； 2.树立良好的现代采购管理理念。
项目一主要内容
任务一
1 2
理解采购与采购管理
理解采购管理采购管理的基本职能、任务与演变
任务二
1 2 3
采购管理的内容与采购方式

（4）采购管理
采购管理是指为维护企业利益、实现企业目标而对企业采购工作所进行的计划、组织、协调和控制活动。
从职能上看，采购管理主要实现的是，调动整个企业的资源，满足企业的物资供应，确保企业经营战略的实现。

（5）采购与采购管理的比较。
① 内涵不同。
② 参加人员不同。 ③ 任务权限不同。
二、采购管理的基本职能、任务与演变

1．采购管理的基本职能
（1）保证供应，满足企业运营所需。（2）降低成本，提高企业经济效益。

“利润杠杆”的体现：
① 实际成本的节约，直接显著提高营业利润。采购成本是企业产品成本的主要组成部分。直接成本的节约可以显著提高营业利润。 ② 合理的管理质量和物流，能够为实现更高的资本周转率做出贡献。

采购管理流程英文版本

采购管理流程英文版本Procurement Management ProcessEffective procurement management is a critical aspect of any organization's operations, as it ensures the timely acquisition of necessary goods and services. The procurement management process encompasses a series of steps that facilitate the identification, evaluation, and selection of suppliers, as well as the negotiation and management of contracts. This process plays a vital role in maintaining the smooth flow of operations, reducing costs, and ensuring the quality of the goods and services acquired.The procurement management process typically begins with the identification of a need. This may arise from a variety of sources, such as production requirements, inventory depletion, or the need for new equipment or services. Once the need is identified, the next step is to conduct a thorough analysis of the requirements, including the quantity, quality, and timeline for the desired goods or services.After the requirements have been defined, the procurement team will research and evaluate potential suppliers. This may involve gathering information from various sources, such as industrydirectories, trade publications, and online marketplaces. The team will assess the suppliers' capabilities, financial stability, and past performance to ensure that they are a good fit for the organization's needs.Once the potential suppliers have been identified, the procurement team will initiate the bidding or negotiation process. This may involve issuing a request for proposal (RFP) or request for quote (RFQ), which outlines the organization's requirements and invites suppliers to submit their bids or proposals. The team will then evaluate the submissions based on factors such as price, quality, delivery times, and the supplier's overall capabilities.During the negotiation process, the procurement team will work closely with the selected supplier(s) to finalize the terms of the contract. This may include discussions on pricing, delivery schedules, quality standards, and any other relevant terms and conditions. The goal of the negotiation process is to ensure that the organization obtains the best possible value for its investment while also protecting its interests.Once the contract has been finalized, the procurement team will work closely with the supplier to manage the ongoing relationship. This may involve monitoring the supplier's performance, resolving any issues that arise, and ensuring that the goods or services aredelivered in a timely and satisfactory manner. The procurement team may also be responsible for managing the organization's inventory and ensuring that the necessary goods are available when needed.Throughout the procurement management process, the team must also ensure compliance with relevant laws, regulations, and organizational policies. This may involve the development and implementation of internal controls, the maintenance of accurate records, and the regular review and update of procurement policies and procedures.Effective procurement management is essential for organizations of all sizes and across various industries. By implementing a well-structured procurement management process, organizations can optimize their supply chain, reduce costs, and ensure the consistent delivery of high-quality goods and services. This, in turn, can contribute to the overall success and competitiveness of the organization.。

项目采购方法英文作文

项目采购方法英文作文英文：When it comes to project procurement, there are several methods that can be used. The most common methods include the traditional method, design and build method, and the management contracting method.The traditional method involves the client hiring a design team to create a detailed design and specification for the project. The client then invites tenders from contractors to build the project based on the design and specification. The contractor with the most competitive bid is awarded the contract.The design and build method involves the client hiring a contractor to design and build the project. The contractor is responsible for both the design and construction of the project. This method is often used when the client wants a single point of responsibility for theproject.The management contracting method involves the client hiring a management contractor to manage the construction process. The management contractor is responsible forhiring the design team and the contractors to build the project. This method is often used for large, complex projects.Personally, I prefer the design and build method because it provides a single point of responsibility forthe project. This method allows the contractor to take full responsibility for the design and construction of the project, which can lead to a more efficient and cost-effective project.中文：在项目采购方面，有几种常用的方法，包括传统方法、设计施工法和管理承包法。

项目组合管理实务(z英文版)

Emergence of Project Portfolio Management (PPM)
Portfolio Management in Financial Market Overview of PPM PPM, Process and Techniques
What is project portfolio management
total risk
Risk Reduction with Diversification
St. Deviation Unique Risk
Market Risk
Number of Securities
Components of Risk
Market or systematic risk: risk related to the macro economic factor or market index
Monitoring portfolio performance – understand the progress that the portfolio is making toward the achievement of the goals and objectives
Naive diversification is the random selection of portfolio components without conducting any serious security analye risk
number of securities
1990s, a broader use of ideas of portfolio management 1998, John Thorp, The Information Paradox. Portfolio

项目采购方法写篇英语作文

项目采购方法写篇英语作文当谈到项目采购方法时，人们往往会思考如何以最有效的方式获取所需的产品或服务。

项目采购方法是项目管理中至关重要的一部分，因为它直接影响着项目的成本、质量和进度。

在这篇作文中，我们将探讨项目采购方法的重要性，并提供一些常见的采购方法及其适用场景。

The Importance of Project Procurement Methods。

Project procurement involves acquiring goods and services from external sources to meet project requirements. It plays a crucial role in project management as itdirectly impacts cost, quality, and schedule. The selection of appropriate procurement methods is essential for the success of any project.Common Project Procurement Methods。

1. Traditional Procurement: This method involves the sequential process of design, bid, build. The client firstengages a designer/architect to develop project specifications, then invites bids from contractors to construct the project based on these specifications. Traditional procurement is suitable for projects with well-defined requirements and minimal changes expected during the construction phase.2. Design and Build (D&B): In this method, a single entity is responsible for both the design and construction of the project. The client contracts directly with a design-build firm, reducing coordination efforts and potentially speeding up project delivery. D&B is suitable for clients seeking faster project completion and willing to transfer more design responsibility to the contractor.3. Construction Management (CM): Construction management involves hiring a construction manager early in the project lifecycle to provide pre-construction services such as cost estimation, scheduling, and subcontractor selection. The construction manager works closely with the client and design team to manage the construction process efficiently. CM is suitable for complex projects requiringexpert construction management oversight.4. Turnkey Contracts: In turnkey contracts, the contractor is responsible for delivering a fully completed project to the client. The client provides project requirements, and the contractor assumes responsibility for design, construction, and commissioning. Turnkey contracts are suitable for clients seeking a hands-off approach to project management and prefer single-point accountability.Selecting the Right Procurement Method。

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项目采购方法英文作文

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项目采购方法写篇英语作文

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