采购招中英文对照外文翻译文献.docx

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1、采购招中英文对照外文翻译文献中英文对照外文翻译文献 (文档含英文原文和中文翻译) Procurement: Tendering Procedures OVERVIEW 1. Purpose These Procedures are a supplement to the Universitys Procurement Policy and apply to tendering for the acquisition of goods and services from suppliers external to the University, valued at $200,000 and ab

2、ove. 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 University payroll, and any services provided to Investment and Capital Management in connecti

3、on with the Universitys investment portfolio. 2. Coverage 1 These Procedures apply to all University activities including activities undertaken by Foundations, Centers, Controlled Entities and any other entity which has entered into an agreement with the University, and such agreement includes a ter

4、m which requires it to comply with the Universitys purchasing policy and associated procedures. KEY ASPECTS OF THE TENDERING PROCESS 3. Open tendering University tenders should be open to the public so that the market is assessed for the goods or services required. There are two ways this may be don

5、e, either by fully Open Tender or a multi-stage tender which initially involves the calling of an Expression of Interest, followed by a Selective Tender. The Procurement Services Department must approve all Open Tender proposals and the Chief Procurement Officer must approve all EOI proposals. 4. In

6、vited tendering 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 to any suppliers. The Chief Procurement Officer must approve all Invited Te

7、nder proposals, with the exception of using approved pre-qualified supplier panels. 5. Documentation 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 Record

8、s Management file 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 communications with tenderers must be documented. 6. Confidentiality

9、All tenderer information and tender documents received are to be treated as confidential. The confidentiality and anonymity of tenderers must be maintained throughout the tender process. PROCEDURES 7. Strategic planning It is important that a proper strategy be planned. Staff involved must ensure th

10、at the objectives of the project being tendered are clarified and that clear specifications are developed and funding identified. 8. Types of Tenders There are three types of tendering for the acquisition of goods or services: Open Tender Multi-Stage Tender 2 Invited Tendering 8.1 Open Tender Open T

11、endering tests the market in a transparent manner. Tenders are advertised publicly and no restriction is placed on the number of tenderers. All prospective bidders are given the same tender documentation. The Procurement Services Department must be consulted on all Open Tender proposals. 8.2 Multi-S

12、tage Tender Multi-stage 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 limits the number of tenderers to those able to demonstrate the re

13、quisite capability in the first stage. Multi-stage tenders may be used: to establish a panel of suitable suppliers for a specific category of goods or services; to identify suppliers with suitable proposals for complex procurements. The first stage in multi-stage tendering is an Expression of Intere

14、st 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 suppliers shortlisted in the first stage to a submit proposals in response t

15、o specific criteria outlined in the Request for Tender document. 8.2.1 Expression of Interest The EOI document must state what further processes are expected beyond the first stage of the tender process. The University would then short-list interested suppliers with the ability to undertake the part

16、icular 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. The Chief Procurement Officer must be consulted on all EOI proposals. 8.2.2 Selective Tender In this case tenders are

17、called for a specific contract in a second stage from short listed service providers identified in the EOI stage. Tenderers are required to submit tenders to respond to specifications identified in the Request for Tender document, such as price, capacity, expertise and experience. The Chief Procurem

18、ent Officer must approve all selective tender proposals, with the exception of using approved pre-qualified supplier panels. 8.3 Invited Tendering Invited Tendering may be used: in emergency situations; for specialist work; in special circumstances 3 where only one or a limited number of suppliers a

19、re known to be able to carry out the work;for low value, low risk activities. Invited Tendering involves issuing RFT documents to known available suppliers assessed as the most capable of delivering the goods or services required. The Chief Procurement Officer must approve all proposals for invited

20、tendering. 9. Tender Waivers The need to run a tender may be waived in exceptional circumstances. Refer to section 8 in the Procurement Policy. 10. Tenders requiring a Non-Disclosure Agreement In certain circumstances, the Procurement Services Department may require an interested tenderer to accept

21、and sign a Non-Disclosure Agreement before receiving the tender documentation. 11. Tender Evaluation Team All tenders must have a Tender Evaluation 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

22、 Procurement Services Department as well as other people who have 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 who has been trai

23、ned and approved by Procurement Services Department. One member of the evaluation team is to be external to the area requesting the tender and may come from outside the University. The representative from the Procurement Services Department (or CIS for CIS managed tenders) will be the Team Leader wh

24、o will be the tender contact and the only member of the Team permitted to communicate with tenderers. Tenders relating to information and communications technology must also have a representative from Information Communication Technology. Evaluation Teams for approved Capital Works programs or appro

25、ved Repairs and Maintenance Programs must have a representative from Campus Infrastructure and Services. Tender Evaluation Team members must not have a vested or perceived interest in the outcome. A Conflict of Interest declaration will be distributed to the Evaluation Team members prior to the comm

26、encement of evaluations by the Team Leader and anyone with a conflict of interest must declare this conflict and disqualify themselves from the tender. Refer to the Universitys Code of Conduct and Corruption Prevention Strategy for details. Tender Evaluation Team members can seek external assistance

27、 and advice on specific aspects of he tender. This assistance must be co-ordinated through the Tender Evaluation Team Leader. 4 12. Advertising Tenders The call for Open Tenders and Expressions of Interest will be advertised in the Sydney Morning Herald every fortnight. Other, additional methods of

28、advertisement may also be utilized from time to time. The Procurement Services Department must approve all tender advertisements, with the exception of CIS managed tenders. Public advertisements must include: an adequate description of the tender to allow prospective tenderers to decide whether they

29、 wish to prepare a tender, or a link to the location where this information is available; the location where the tender documents may be obtained, including the name, telephone number and email of the contact officer; a tender reference number; where tenders are to be lodged and the closing date and

30、 time; any other important dates and deadlines. 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 tenderer to study the tender specification and prepare a bid; however the final duration will be determined by th

31、e Procurement Services Department. 13. Receipt and Registration of Tenders All tenders are to be lodged in the Universitys 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 registered by the eTinde

32、rbox 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 and a unique identifier for each file. All tenders received must be kept in a secure location. Ten

33、ders will only be accepted in the Universitys eTenderBox. Tenders submitted 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 that are

34、not uploaded to the eTenderbox prior to closing time will be deemed to be a late tender. 14. Late Tenders Late tenders must not be considered, except when the University is satisfied and can demonstrate that the integrity and competitiveness of the tendering process would not be compromised. Late te

35、nders may be considered when verifiable circumstances are confirmed by the University, such as: exceptional circumstances, such as the tender being the only tender or a natural disaster affecting 5 all tenders equally, that ensure the integrity and competitiveness of the tendering process would not

36、be compromised by considering the late tender; the tender left the control of the tenderer prior to close of tenders and confidentiality of the tender was maintained before it was opened; control of the confidentiality of tenders before the scheduling of tenders guarantees no enhancement to the late

37、 tender occurred using knowledge of the other tenders. 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. 15. Evaluating and Assessing Tenders The Tender Evaluation Team Leader obtains t

38、he schedule/register of tenders received and the tender documents for evaluation. The methodology, format and detailed 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

39、manner. Each member of the Tender Evaluation Team is to evaluate the tenders independently and then the Team together will consider and agree on the results. Supporting documentation must be comprehensive and include the decisions arrived at in making the assessment and reasons for the recommended t

40、ender, especially where the lowest tender is not accepted. The Tender Evaluation Team Leader is to prepare a report for the Tender Board on the evaluation and assessment process taken. The report will include a recommendation on the successful tenderer(s) and action required. Justification for the s

41、election of the recommended tender is to be included. Each member of the Tender Evaluation Team will sign the evaluation document to confirm that members concurrence to the outcome and then this report is to be submitted to the Tender Board. 16. Clarification of Tenders If important information rece

42、ived 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 tenderer to revise or enhance its original tender. The Tender Evaluation Team cannot tr

43、ade-off one tenderers prices against other tenderers prices in order to obtain lower prices. 17. Modifications and Re-tendering 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 recommenc

44、e the 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 that the modifications are consistent with the original requirements of the

45、 user 6 department. The Chief Procurement Officer is to approve the re-tendering proposal. 18. Post Tender Negotiations Where there are no acceptable tenders, negotiations may be conducted with the tenderer submitting the least unacceptable tender, or the tender which conforms most closely to the re

46、quirements and provides best value for money .Where tenders are ranked by a systematic 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. There are also instances when the University may negotia

47、te 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 of the tenders are acceptable following negotiation it will be necessary to close the tender and re-tend

48、er. The Chief Procurement Officer is to approve the re-tendering proposal. 19. Acceptance of Tender The Tender Board is to approve all tenders valued at $200,000 and above. Following formal Tender Board approval, a “letter of acceptance” is to be issued to the successful tenderer. The letter of acceptance must state that the acceptance of the tender is conditional upon execution of a contract satisfactory to the University. All other tenderers are to be notified in writing that they were not successful. Unsuccessful tenderers can request a debriefing with the Ten