[雙語翻譯]招投標外文翻譯--投標管理系統(tǒng)工程方法

1、9400 英文單詞， 英文單詞，5.3 萬英文字符，中文 萬英文字符，中文 1.5 萬字 萬字文獻出處： 文獻出處：Philbin S P. Bid management: A systems engineering approach[J]. The Journal of High Technology Management Research, 2008, 19(2): 114-127.Bid management: A systems

2、 engineering approachSimon P. PhilbinAbstract The successful management of bids is of fundamental importance to project-based organizations, such as many high technology companies. However, there is a distinct lack of fo

3、rmal methodologies to help bid management practitioners cope with the complexities around developing contract opportunities through the bid management cycle and converting bids into funded projects. From building on lite

4、rature studies into bid management and project management through systems engineering, this paper provides a new systems-based process for bid management. This conceptual framework is supported by extensive literature st

5、udies that provide representative systems related tools, techniques and methodologies for each stage of the process.Keywords: Bid management, Systems engineering1. IntroductionAn organization's capabilities in the ma

6、nagement of proposals or bids can have a direct and major impact on its success (Jud Strock, 1994). No more is this the case than within organizations that operate on a project basis (Hobday, 2000) such as within a raft

7、of high technology industries, namely the aerospace (Thomsen, Kunz Peña-Mora Schwalbe, 2006).In this context a project can be viewed as an organizational abstraction of the contract and the project is managed in o

8、rder to deliver the requirements detailed in the contract. These requirements are governed by the contractual terms and conditions, which are further governed by national, or international, legal requirements. However, i

9、n order to transition to this delivery phase that is associated with fulfillment of the contract requirements, there is a need to first ensure that a contract is signed and that any proposals or bids that were required t

10、o support this process are produced satisfactorily. The generation of bids is therefore essential in order to allow project-based organizations initiate new projects and hence to deliver the corresponding organizational

11、outputs. Bids are delivered to external customers and they are then assessed against customer requirements, such as value for money and cost considerations, technical performance as well as schedule and delivery aspects.

12、 Bids that are successful then transition to become projects. Therefore, the management of bids and the corresponding transition to project status after winning a bid is an important area of management.This general area

13、of operation for an organization can be characterized as involving the emerging discipline of bid or proposal management. This is an area of management that can be contract award. However, a major difference in these two

14、 related disciplines is the level of uncertainty, since during the bid management phase there are inherent uncertainties over the level of resources, schedule parameters and performance attributes of the product or servi

15、ce to be offered for the contract opportunity. Whereas, during the project management phase this level of uncertainty should be lowered since the project requirements are known and the organizational resources will have

16、been identified previously and should be available in order to deliver the customer requirements.A further difference between bid management and project management is that generally a company that is preparing a bid has

17、to deploy its own capital to fund staff resources and any supporting or material costs. Conversely, during the project management phase, project activities will be directly funded by the corresponding contract with the c

18、ustomer organization. Moreover, the capital allocation required to fund bid management needs to be drawn down from company reserves, i.e. self-funded. Consequently, it is important that the bid management process is well

19、 managed since inefficient management could increase bid costs and therefore adversely affect company reserves and eventually weaken the company's cash position.A knowledge-based system for intelligent bid managemen

20、t has been reported (Stader, 1997), which provides information models and process support methods. The approach described integrates IT (information technology) application subsystems within an overall business managemen

21、t system, which is focused on specific areas required to facilitate bid management. This method also incorporates an improvement agenda that is based on there being two options at any point in the bid management process,

22、 these being to either improve the fidelity of information analysis of the particular issue, or to make real-world changes to the organization in order to improve the competitive offering, e.g. acquiring new skills and c

23、ompetencies. Furthermore, this information-centric approach provides a useful task management component that helps the bid management team undertake the following activities:? Generate different options and alternatives

24、for the next step in the bid management process.? To be able to monitor and keep track of bid management activities.? Provide access to relevant information for the key members of the bid management team.? Provide an int

25、egration capability for related IT applications and systems.Metallo, Cuomo, and Festa (2007) have related bid management to the enterprise quality system, with consideration to both total quality management and customer

26、relationship management (CRM). Interestingly they observe that bid management involves relationships, the prevailing context and as they say ‘the quintessence of commerce’, i.e. being something that is typical of the typ

27、e (commerce). Clearly bid management is highly commercial and decisions over, for example, the quality/price ratio for a given product or service that is offered, are fundamental to the commercial proposition that any bi

28、d is based on. The study views bid management as a subset of the whole enterprise commercial offer, where CRM is used to underpin the organizational management systems that interface with the customer.Bertolini, Braglia,

29、 and Carmignani (2006) have proposed the analytic hierarchy process (AHP) as a tool to help the generation of proposals for public works contracts. The study points out that an inability to properly manage the proposal p