招標(biāo)采購?fù)馕姆g

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

2、 財務(wù)會計教育 </p><p>　　學(xué) 生 姓 名： **** </p><p>　　學(xué) 生 學(xué) 號： 9115080125 </p><p>　　指 導(dǎo) 教 師： ****** </p><p>　　2012年01月06日</p&g

3、t;<p>　　河北科技師范學(xué)院教務(wù)處制</p><p>　　Procurement: Tendering Procedures</p><p>　　The University of Sydney</p><p><b>　　OVERVIEW </b></p><p>　　1. Purpose <

4、/p><p>　　These Procedures are a supplement to the University’s Procurement Policy and apply to tendering for the acquisition of goods and services from suppliers external to the University, valued at $200,000 a

5、nd above. The acquisition of goods includes purchasing and leasing of goods. The acquisition of services includes contractor and consultant services, but excludes services provided by staff employed through the Universit

6、y payroll, and any services provided to Investment and Capital Management in co</p><p>　　2. Coverage </p><p>　　These Procedures apply to all University activities including activities undertake

7、n by Foundations, Centers, Controlled Entities and any other entity which has entered into an agreement with the University, and such agreement includes a term which requires it to comply with the University’s purchasing

8、 policy and associated procedures. </p><p>　　KEY ASPECTS OF THE TENDERING PROCESS </p><p>　　3. Open tendering </p><p>　　University tenders should be open to the public so that the

9、market is assessed for the goods or services required. There are two ways this may be done, either by fully Open Tender or a multi-stage tender which initially involves the calling of an Expression of Interest, followed

10、by a Selective Tender. The Procurement Services Department must approve all Open Tender proposals and the Chief Procurement Officer must approve all EOI proposals. </p><p>　　4. Invited tendering </p>

11、<p>　　Invited Tendering may be used instead of Open Tendering in certain circumstances. Invited Tendering occurs when specific suppliers are invited to tender for goods or services rather than the tender being open

12、 to any suppliers. The Chief Procurement Officer must approve all Invited Tender proposals, with the exception of using approved pre-qualified supplier panels. </p><p>　　5. Documentation </p><p&g

13、t;　　Accountability requires comprehensive documentation for all tenders. Detailed justification of all key decisions made, especially the selection of the tenderer, must be recorded on an official Records Management file

14、 from the time that a decision is made to tender until the finalisation of the contract. Documentation must be available to show that the tendering process is not only fair but also that it is seen to be fair. All commu

15、nications with tenderers must be documented. </p><p>　　6. Confidentiality </p><p>　　All tenderer information and tender documents received are to be treated as confidential. The confidentiality

16、 and anonymity of tenderers must be maintained throughout the tender process. </p><p>　　PROCEDURES </p><p>　　7. Strategic planning </p><p>　　It is important that a proper strategy

17、be planned. Staff involved must ensure that the objectives of the project being tendered are clarified and that clear specifications are developed and funding identified. </p><p>　　8. Types of Tenders <

18、/p><p>　　There are three types of tendering for the acquisition of goods or services:</p><p>　　? Open Tender </p><p>　　? Multi-Stage Tender </p><p>　　? Invited Tenderin

19、g </p><p>　　8.1 Open Tender </p><p>　　Open Tendering tests the market in a transparent manner. Tenders are advertised publicly and no restriction is placed on the number of tenderers. All pros

20、pective bidders are given the same tender documentation. The Procurement Services Department must be consulted on all Open Tender proposals. </p><p>　　8.2 Multi-Stage Tender </p><p>　　Multi-st

21、age tendering may be used to cull a large number of respondents and identify the best service providers in a particular well-supplied market that are interested in providing the relevant goods or services. It also limit

22、s the number of tenderers to those able to demonstrate the requisite capability in the first stage. Multi-stage tenders may be used: </p><p>　　? to establish a panel of suitable suppliers for a specific cat

23、egory of goods or services; </p><p>　　? to identify suppliers with suitable proposals for complex procurements. </p><p>　　The first stage in multi-stage tendering is an Expression of Interest

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

25、 suppliers shortlisted in the first stage to a submit proposals in response to specific criteria outlined in the Request for Tender document. </p><p>　　8.2.1 Expression of Interest </p><p>　　T

26、he EOI document must state what further processes are expected beyond the first stage of the tender process. </p><p>　　The University would then short-list interested suppliers with the ability to undertake

27、 the particular product supply or services required. These prequalified tenderers would be asked to indicate their availability to tender in the second stage, a Selective Request for Tender. </p><p>　　The Ch

28、ief Procurement Officer must be consulted on all EOI proposals. </p><p>　　8.2.2 Selective Tender </p><p>　　In this case tenders are called for a specific contract in a second stage from short

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

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

31、 Invited Tendering </p><p>　　Invited Tendering may be used: in emergency situations; for specialist work; in special circumstances where only one or a limited number of suppliers are known to be able to carr

32、y out the work;for low value, low risk activities. </p><p>　　Invited Tendering involves issuing RFT documents to known available suppliers assessed as the most capable of delivering the goods or services req

33、uired. The Chief Procurement Officer must approve all proposals for invited tendering. </p><p>　　9. Tender Waivers </p><p>　　The need to run a tender may be waived in exceptional circumstances

34、. Refer to section 8 in the Procurement Policy. </p><p>　　10. Tenders requiring a Non-Disclosure Agreement </p><p>　　In certain circumstances, the Procurement Services Department may require an

35、 interested tenderer to accept and sign a Non-Disclosure Agreement before receiving the tender documentation. </p><p>　　11. Tender Evaluation Team </p><p>　　All tenders must have a Tender Evalu

36、ation Team to ensure the probity of the tender process. The Tender Evaluation Team must consist of at least three members, including a representative from the Procurement Services Department as well as other people who h

37、ave the relevant technical knowledge of the goods or services required. For Campus Infrastructure and Services managed tenders, the Procurement Services Department representative may be replaced with a CIS representative

38、 who has been trained an</p><p>　　? One member of the evaluation team is to be external to the area requesting the tender and may come from outside the University. </p><p>　　? The representat

39、ive from the Procurement Services Department (or CIS for CIS managed tenders) will be the Team Leader who will be the tender contact and the only member of the Team permitted to communicate with tenderers. </p>&

40、lt;p>　　? Tenders relating to information and communications technology must also have a representative from Information Communication Technology. </p><p>　　? Evaluation Teams for approved Capital Works

41、programs or approved Repairs and Maintenance Programs must have a representative from Campus Infrastructure and Services.</p><p>　　Tender Evaluation Team members must not have a vested or perceived interest

42、 in the outcome. A Conflict of Interest declaration will be distributed to the Evaluation Team members prior to the commencement of evaluations by the Team Leader and anyone with a conflict of interest must declare this

43、conflict and disqualify themselves from the tender. Refer to the University’s Code of Conduct and Corruption Prevention Strategy for details. </p><p>　　Tender Evaluation Team members can seek external assist

44、ance and advice on specific aspects of he tender. This assistance must be co-ordinated through the Tender Evaluation Team Leader. </p><p>　　12. Advertising Tenders </p><p>　　The call for Open T

45、enders and Expressions of Interest will be advertised in the Sydney Morning Herald every fortnight. Other, additional methods of advertisement may also be utilized from time to time. The Procurement Services Department m

46、ust approve all tender advertisements, with the exception of CIS managed tenders. </p><p>　　Public advertisements must include: </p><p>　　? an adequate description of the tender to allow prosp

47、ective tenderers to decide whether they wish to prepare a tender, or a link to the location where this information is available; </p><p>　　? the location where the tender documents may be obtained, incl

48、uding the name, telephone number and email of the contact officer; </p><p>　　? a tender reference number; </p><p>　　? where tenders are to be lodged and the closing date and time;</p>

49、<p>　　? any other important dates and deadlines. </p><p>　　The University will endeavor to ensure that the time given between the release and the closing date of the tender is sufficient to allow a t

50、enderer to study the tender specification and prepare a bid; however the final duration will be determined by the Procurement Services Department. </p><p>　　Receipt and Registration of Tenders </p>

51、<p>　　All tenders are to be lodged in the University’s eTenderBox at the tender web lodgment address. The eTenderbox will be opened after the tender closing date and time. Details of the tenders received are regist

52、ered by the eTinderbox on a schedule/register which includes: tender details; tender reference number and tender name; tender closing date and time; date and time the tender box was opened; supplier name, time submitted

53、 and a unique identifier for each file. </p><p>　　All tenders received must be kept in a secure location. </p><p>　　Tenders will only be accepted in the University’s eTenderBox. Tenders submitte

54、d by facsimile, email, hand delivery, post or any method other than via the eTenderBox will not be accepted, except in exceptional circumstances with express approval from the Procurement Services Department. Tenders

55、that are not uploaded to the eTenderbox prior to closing time will be deemed to be a late tender. </p><p>　　14. Late Tenders </p><p>　　Late tenders must not be considered, except when the Unive

56、rsity is satisfied and can demonstrate that the integrity and competitiveness of the tendering process would not be compromised. </p><p>　　Late tenders may be considered when verifiable circumstances are con

57、firmed by the University, such as:</p><p>　　? exceptional circumstances, such as the tender being the only tender or a natural disaster affecting all tenders equally, that ensure the integrity and competiti

58、veness of the tendering process would not be compromised by considering the late tender; </p><p>　　? the tender left the control of the tenderer prior to close of tenders and confidentiality of the tender w

59、as maintained before it was opened; </p><p>　　? control of the confidentiality of tenders before the scheduling of tenders guarantees no enhancement to the late tender occurred using knowledge of the other

60、tenders.</p><p>　　? the RFT documents stipulate that lateness is not a bar to consideration. Acceptance of a late tender will be at the discretion of the Tender Evaluation Team Leader. </p><p>

61、　　15. Evaluating and Assessing Tenders </p><p>　　The Tender Evaluation Team Leader obtains the schedule/register of tenders received and the tender documents for evaluation. The methodology, format and deta

62、iled criteria for the evaluation are to be documented and agreed to by the Tender Evaluation Team prior to the commencement of the evaluation. Assessments must be undertaken in a timely manner. Each member of the Tender

63、Evaluation Team is to evaluate the tenders independently and then the Team together will consider and agree on the results.</p><p>　　16. Clarification of Tenders </p><p>　　If important informat

64、ion received in a tender is not clear then clarification can be requested from the tenderer. The clarification sought from the tenderer must not give the tenderer an unfair advantage over the other tenderers or allow the

65、 tenderer to revise or enhance its original tender. The Tender Evaluation Team cannot trade-off one tenderers prices against other tenderers’ prices in order to obtain lower prices. </p><p>　　17. Modificati

66、ons and Re-tendering </p><p>　　During the tender evaluation process, if the Tender Evaluation Team decides to make substantial modifications to the original tender, then it will be necessary to recommence th

67、e tendering process. An opportunity must be given to each original tenderer to submit a new tender. Comprehensive documentation must be retained that shows why the substantial modifications are necessary and demonstrates

68、 that the modifications are consistent with the original requirements of the user department. The Chief </p><p>　　18. Post Tender Negotiations </p><p>　　Where there are no acceptable tenders, n

69、egotiations may be conducted with the tenderer submitting the least unacceptable tender, or the tender which conforms most closely to the requirements and provides best value for money .Where tenders are ranked by a syst

70、ematic method, for example, by scoring tender prices and other evaluation criteria, the tender with the best ranking would normally be regarded as the best tender. </p><p>　　There are also instances when the

71、 University may negotiate with an acceptable preferred tenderer to improve outcomes. Any negotiation process should be transparent, recorded and conducted in a manner that does not disadvantage other tenderers. If none o

72、f the tenders are acceptable following negotiation it will be necessary to close the tender and re-tender. The Chief Procurement Officer is to approve the re-tendering proposal. </p><p>　　19. Acceptance of

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

74、er of acceptance must state that the acceptance of the tender is conditional upon execution of a contract satisfactory to the University. </p><p>　　All other tenderers are to be notified in writing that the

75、y were not successful. Unsuccessful tenderers can request a debriefing with the Tender Evaluation Team Leader. Debriefings should explain how their tender performed against the evaluation criteria, rather than against th

76、e successful tender. The letter of acceptance and letters to unsuccessful tenderers are to be prepared by the Tender Evaluation Team Leader and signed by the Chief Procurement Officer or the Director of Campus Infrastruc

77、tu</p><p>　　20. Dealing with Queries from Unsuccessful Tenderers </p><p>　　Tender information is commercially sensitive and therefore must be handled and protected appropriately. The disclosure

78、 of information could prejudice the commercial interests of the companies submitting the bid and the bargaining power of the University in the future. Unsuccessful tenderers can be advised of the name of the successful t

79、enderer, the contract price and, in the case of a higher price having been accepted, the reasons why their offer was not successful. The University may wish to i</p><p>　　Some tips to remember are:</p>

80、;<p>　　? Ensure all tenderers are aware of the sole contact person. </p><p>　　? Ensure relevant people in your department/unit are aware of the sole contact person, </p><p>　　? Ensure

81、 all communications are documented so that there can be no argument about what was said. </p><p>　　21. Agreements Arising </p><p>　　All tenders will require a written agreement between the Univ

82、ersity and the successful tenderer. The draft Agreement provided with the tender documentation will form the basis. In most cases, Agreement negotiations between the University and preferred tenderer will be finalized pr

83、ior to the Tender Board approval for the acceptance of a tender. Agreements are to be signed by the Chief Procurement Officer or the Director of Campus Infrastructure and Services for CIS managed tenders. </p>&l

84、t;p><b>　　采購：招標(biāo)過程</b></p><p><b>　　作者：悉尼大學(xué)</b></p><p>　　譯者：********</p><p><b>　　一 概述</b></p><p><b>　　（一） 目的</b></p&g

85、t;<p>　　以下流程主要是對高校采購政策的進(jìn)一步補(bǔ)充。主要適用于購置高校外部供應(yīng)商所提供的商品以及服務(wù)的招標(biāo)活動，并且價值在20萬美金以上。收購商品包括購買和租賃商品，收購服務(wù)包括承建商和顧問公司的服務(wù)，這其中并不包含高校雇用工作人員提供的服務(wù)以及利用投資與資金管理相結(jié)合的服務(wù)業(yè)務(wù)。</p><p><b>　　（二） 涵蓋范圍</b></p><p&g

86、t;　　此次采購程序適用于所有大學(xué)，包括跟高校有關(guān)聯(lián)的各類基金會、中心院、受控機(jī)構(gòu)以及與高校簽有相關(guān)協(xié)議的實(shí)體。要求遵守大學(xué)采購政策及相關(guān)程序，是協(xié)議中的一個重要條款。</p><p>　　二 招標(biāo)過程的關(guān)鍵重點(diǎn)</p><p><b>　?。ㄒ唬?公開招標(biāo)</b></p><p>　　高校招標(biāo)應(yīng)面向公眾以便市場能夠?qū)ω浳锖头?wù)做出及時評價。其

87、中有兩種主要方式，一種是完全公開招標(biāo)或是在最初通過調(diào)用意向書的多階段招標(biāo)。另一種是選擇性招標(biāo)。采購事務(wù)署和首席采購官必須批準(zhǔn)所有公開招標(biāo)的建議以及意向書的建議。</p><p><b>　?。ǘ?邀請招標(biāo)</b></p><p>　　在某些特殊情況下，邀請招標(biāo)只是為某些特殊供應(yīng)商所提供的商品和服務(wù)進(jìn)行的招標(biāo)，而不是針對所有供應(yīng)商的招標(biāo)。采購主管必須批準(zhǔn)所有被邀請的投

88、標(biāo)建議書，除了使用已批準(zhǔn)事先資格鑒定的供應(yīng)商。</p><p><b>　?。ㄈ?相關(guān)文件</b></p><p>　　問責(zé)制需要實(shí)施到所有相關(guān)文件中。詳細(xì)的理由、重要的決定，特別是投標(biāo)者的選擇，必須從開始到最后簽訂合同都記錄在官方的文件中。此文件必須能表明，該招標(biāo)過程從表象到實(shí)質(zhì)都是公平的，并且在此過程中，任何與投標(biāo)人有關(guān)系的信息和通訊都記錄證明。</p&g

89、t;<p><b>　?。ㄋ模?保密原則</b></p><p>　　所有投標(biāo)人的信息合計收到的投標(biāo)文件將被視為機(jī)密，并且這種保密性與信息保護(hù)將貫穿于整個招標(biāo)過程。</p><p><b>　　三 招標(biāo)過程</b></p><p><b>　?。ㄒ唬?戰(zhàn)略規(guī)劃</b></p>

90、<p>　　一個合適的戰(zhàn)略規(guī)劃是非常重要的，相關(guān)工作人員必須確保招標(biāo)項(xiàng)目的清晰性，規(guī)范資金的使用</p><p><b>　　（二） 招標(biāo)類型</b></p><p>　　這里主要提供三種購置商品和服務(wù)的招標(biāo)類型：公開招標(biāo)、多階段招標(biāo)、邀請招標(biāo)。</p><p><b>　　1 公開招標(biāo)</b></p&

91、gt;<p>　　公開招標(biāo)在市場上是完全透明的，招標(biāo)書是公開的切對各階段投標(biāo)人也隱藏信息，所有投標(biāo)人基于相同的招標(biāo)文件。采購咨詢服務(wù)部門必須對公開招標(biāo)提供咨詢與建議。</p><p><b>　　2 多階段招標(biāo)</b></p><p>　　多階段招標(biāo)可以篩選出大量的投標(biāo)者，并在一個具有良好供應(yīng)市場的條件下提供更多的服務(wù)和商品，但他在能夠顯示必要能力的第一

92、階段限值投標(biāo)者更多。</p><p>　　多階段招標(biāo)可能適用于：為某一特定類型的商品或服務(wù)建立一組合適的供應(yīng)商。為復(fù)雜供應(yīng)商確定合適的計劃。</p><p>　　第一階段，招標(biāo)人可就技術(shù)規(guī)范等問題與投標(biāo)商進(jìn)行談判，廣泛征求意見，以最終確定采購事項(xiàng)的規(guī)范和規(guī)格。但只要技術(shù)規(guī)范等問題一經(jīng)確定就決不允許談判了。第二階段，采購機(jī)構(gòu)依據(jù)第一階段所確定的技術(shù)規(guī)范進(jìn)行正常的公開招標(biāo)程序，邀請合格的投標(biāo)商

93、就包括合同價款在內(nèi)的所有條件進(jìn)行投標(biāo)。</p><p><b>　　（1）意向書</b></p><p>　　意向書中必須說明超出第一階段預(yù)算需進(jìn)一步才去的措施。高校能夠選擇出一部分具有此能力者進(jìn)行特定產(chǎn)品的供應(yīng)和所需的服務(wù)，在多階段招標(biāo)的第二階段，會顯示這些可用性，采購主管的所有行為需符合意向書的規(guī)范。</p><p><b>　　

94、（2）選擇性招標(biāo)</b></p><p>　　在這種情況下，邀請供應(yīng)商提供資格文件，只有通過資格審查的供應(yīng)商才能參加后續(xù)招標(biāo)。投標(biāo)者需提交符合申請的招標(biāo)文件，包括價格、能力、專業(yè)知識和經(jīng)驗(yàn)。采購主管需批準(zhǔn)所有上交的選擇性標(biāo)書，出具有資格預(yù)審的供應(yīng)商標(biāo)書外。</p><p><b>　?。?）邀請招標(biāo)</b></p><p>　　邀請

95、招標(biāo)主要適用于：特殊緊急情況、具有高度專業(yè)性、提供產(chǎn)品的潛在供應(yīng)商較少、低價值、低風(fēng)險的活動。</p><p>　　邀請招標(biāo)，也稱為有限競爭性招標(biāo)，是指招標(biāo)方選擇若干供應(yīng)商或承包商，向其邀請招標(biāo)發(fā)出投標(biāo)邀請，由被邀請的供應(yīng)商、承包商投標(biāo)競爭，從中選定中標(biāo)者的招標(biāo)方式。</p><p><b>　?。ㄈ?招標(biāo)豁免</b></p><p>　　在

96、特殊情況下，某些招標(biāo)活動可以豁免，參閱第八條的采購政策。</p><p>　?。ㄋ模?招標(biāo)要求保密協(xié)議</p><p>　　在某些情況下，采購服務(wù)機(jī)構(gòu)可以要求投標(biāo)者接受和簽署一份保密協(xié)議以便接受招標(biāo)文件。</p><p>　?。ㄎ澹?標(biāo)書評估小組</p><p>　　所有標(biāo)書必須有一個評標(biāo)小組，以確保招標(biāo)過程的廉潔。評標(biāo)小組必須由至少三名成員

97、組成，包括采購事務(wù)署的代表以及其他所需的商品或服務(wù)有關(guān)的技術(shù)知識的人。園區(qū)基礎(chǔ)設(shè)施和服務(wù)管理招標(biāo)，采購服務(wù)部的代表可能會被替換與獨(dú)聯(lián)體國家的代表已培訓(xùn)和采購事務(wù)署批準(zhǔn)。</p><p>　　?評估小組的一名成員需來自高校外部。</p><p>　　?采購事務(wù)署的代表將成為評估小組的主要領(lǐng)導(dǎo)者，并且只能與本招標(biāo)小組的成員進(jìn)行聯(lián)絡(luò)。</p><p>　　?考慮到招標(biāo)的有

98、關(guān)信息和通信技術(shù)，還必須有一個信息通信技術(shù)的代表。</p><p>　　?批準(zhǔn)通過的評估團(tuán)隊(duì)工作程序或資本修理和維護(hù)程序必須有一個代表工作于校園設(shè)施和服務(wù)。</p><p>　　標(biāo)書評估團(tuán)隊(duì)成員不得有一種既定的興趣或感知的結(jié)果。利益沖突的聲明，將事先分發(fā)的評價小組成員由組長，任何人都評價開始與利益沖突必須申報這一沖突和招標(biāo)資格。請參考大學(xué)的行為和腐敗行為的預(yù)防戰(zhàn)略的守則。評標(biāo)小組成員，他招

99、標(biāo)的具體方面可以尋求外部援助和咨詢。這種援助必須通過招標(biāo)評價組組長統(tǒng)籌。</p><p><b>　?。?廣告招標(biāo)</b></p><p>　　按照公開招標(biāo)和意向書的要求，廣告招標(biāo)徐每隔兩周在《悉尼晨報》上面進(jìn)行刊登，其他的附加方法也可以利用廣告，獨(dú)聯(lián)體管理招標(biāo)的除外。</p><p>　　公共廣告必須包括：充分的信息對投標(biāo)者的行為進(jìn)行說明

100、；招標(biāo)文件應(yīng)包含聯(lián)系工作人員的姓名、電話和電子郵件；招標(biāo)編號；投標(biāo)書必須遞交的截止日期和時間；其他的重要時期和時間</p><p>　　高校將會盡力在投標(biāo)日期截止之前讓投標(biāo)者研究考察以作出招標(biāo)意向準(zhǔn)備出價，然而，最后的價格將有采購服務(wù)部門決定。</p><p>　　（七） 投標(biāo)書的回執(zhí)與注冊</p><p>　　所有特投標(biāo)書必須通過向高校發(fā)送郵件，說明其招標(biāo)網(wǎng)站遞交

101、的地址。投標(biāo)書中需含有投標(biāo)截止日期和時間，表述上含有細(xì)節(jié)的制定/注冊。包括：招標(biāo)細(xì)節(jié)、招標(biāo)編號與投標(biāo)名稱、招標(biāo)截止日期、招標(biāo)箱公開日期、供應(yīng)商名稱、提交時間、文件唯一驗(yàn)證碼。</p><p>　　所有收到的標(biāo)書必須保存在一個安全的地方。投標(biāo)者將能通過高校的投標(biāo)箱被接受。傳真，電子郵件，專人遞送，郵寄或通過投標(biāo)箱其他任何方法提交的投標(biāo)書不被接受，除非在特殊的情況下有采購事務(wù)署的特殊批準(zhǔn)。在投標(biāo)箱截止時間之后的投標(biāo)將

102、被視為是一個逾期的投標(biāo)。</p><p><b>　?。ò耍?逾期投標(biāo)</b></p><p>　　投標(biāo)文件逾期送達(dá)的，將不予考慮。除非在公正與公平的條件下，高校感到滿意。</p><p>　　高?？梢钥紤]的逾期投標(biāo)特殊情況包括：特殊情況下，某些自然原因?qū)е滤械耐稑?biāo)人的標(biāo)書都逾期送達(dá)；招標(biāo)離開控制招標(biāo)人在關(guān)閉標(biāo)書前，保密和招標(biāo)維持之前就公開了

103、；使用其他投標(biāo)知識發(fā)生之前標(biāo)書的調(diào)度，保證無強(qiáng)化后期招標(biāo)標(biāo)書的保密控制；招標(biāo)文件規(guī)定，逾期招標(biāo)都不予考慮。接受了逾期的投標(biāo)，將有招標(biāo)小組組長發(fā)揮自由裁量權(quán)。</p><p>　　（九） 投標(biāo)評估和評價</p><p>　　招標(biāo)評估團(tuán)隊(duì)領(lǐng)導(dǎo)取得標(biāo)書招標(biāo)文件進(jìn)行評估。方法、格式及詳細(xì)的評價標(biāo)準(zhǔn)將會在評估開始前由評估小組進(jìn)行商定，投標(biāo)評估須及時。評標(biāo)小組的每個成員獨(dú)立評審標(biāo)書，則團(tuán)隊(duì)將審議并對結(jié)