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Project Strategy ÏîÄ¿²ßÂÔ
Establishment of Procurement Method and Form of Tendering¡¡In the context£¨ÉÏÏÂÎÄ£©of this document the word “project’ covers all the stages from the initial idea to construct a given physical asset£¨ÓÐÐÎ×ʲú£©to the final taking-over£¨½ÓÊÕ£©by the employer of the completed work.

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Projects may be organized and implemented in accordance with different strategies. Which strategy is best suited for the purpose depends on, for example, the nature and complexity of the project, the access to finance£¨ÈÚ×ÊÇþµÀ£©, life cycle£¨ÉúÃüÖÜÆÚ£©costs of the projects, the technical and administrative capability of the employer and the general political and economic environment.

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The project strategy defines£¨¹æ¶¨£©the way in which the project will be implemented, determines the role of each party involved and, where appropriate£¨Êʵ±´¦£©, specifies£¨Ö¸¶¨£©the way the project will operate. To a large degree contractual relationship£¨ºÏͬ¹Øϵ£©between the parties and their individual rights, duties and risks are thereby also determined by the project strategy.

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At the implementation stage of a project, tendering serves as a method to ensure that the work is procured£¨»ñµÃ£©at competitive terms£¨Ìõ¼þ£©.

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The choice of strategy is a major£¨½ÏÖØÒªµÄ£©decision which has far-reaching consequences£¨ÉîÔ¶ÒâÒ壩. Once a strategy has been settled it is of great importance that it be followed£¨×ñÑ­£©throughout the implementation of the project. Lack of £¨Ã»ÓУ©strict adherence£¨×ñÊØ£©to the strategy may lead to flaws in the procurement process£¨»ñÈ¡¹ý³Ì£©, resulting in claims£¨Ë÷Å⣩, disputes£¨Õù¶Ë£©and extra cost for all concerned.

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Any part of a project which can be covered by a separate contract may in principle£¨Í¨³££© be made subject to£¨¸ù¾Ý£©tendering.

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As soon as the project strategy has been decided, the employer, assisted by his engineer, should establish procurement methods and forms of tendering to be used in the project.

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The procurement methods and forms of tendering are established by determining:
£¨1£©The parts of the project for which tenders are to
  be sought£¨ÊÔͼ»ñµÃ£©;
£¨2£©The conditions of contract to be adopted;
£¨3£©The award criteria; and
£¨4£©The tendering procedure.

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Once these basic preconditions£¨Ç°Ìᣩhave been determined and agreed between the employer and his engineer, the planning of when and how the tendering can be carried out may commence.

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If, for unforeseen£¨ÎÞ·¨Ô¤Áϵģ©reasons, changes in principle and form have to be made at a later stage in the project the implications£¨º¬Ò⣩of such changes have to be considered and assessed carefully.
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Preparation of Programmes¡¡The tendering procedure, as described in this document, implies that certain activities have to be carried out in connection with£¨Á¬Í¬£©each part of the project for which a separate tender is to be called£¨Õб꣩ .
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It is important that these activities are carried out in a systematic and timely£¨ÊÊʱµÄ£©manner. They should therefore be planned carefully and incorporated in£¨²¢È룩the programme for the project.