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1、 毕业设计（论文）外文翻译设计（论文）题目： 鄞州区姜山镇井亭新村建设项目一期 21#楼施工招标文件 学 院 名 称： 建筑工程学院 专 业： 工程管理 班 级： 工管082 学 生 姓 名： 杨小波 学号： 08404130214 指 导 教 师： 金峰 职称： 高级工程师 定稿日期：2012年2月15日宁波工程学院毕业设计（论文）外文翻译 外文原文1： Incentives and Award Procedures: Competitive Tendering vs. Negotiations in ProcurementSteven Tadelis Patrick BajariUnive
2、rsity of California Berkeley University of MichiganHaas School of Business Department of Economics January, 2006 Abstract Should the buyer of a customized good use competitive bidding or negotiation to select a contractor? To shed light on this question, we a framework that rst describes the buyers
3、choice of contracts, and then links this choice to the selection of competitive tendering or negotiations. The analysis suggests a number of possible limitations to the use of competitive tendering. These may perform poorly when projects are complex, contractual design is incomplete and there are fe
4、w available bidders. Furthermore, competitive tendering may stie communication between buyers and sellers, preventing the buyer from utilizing the contractors expertise when designing the project. Implications of these results for procurement in the private and public sector are discussed.1 Introduc
5、tionManufactured goods, such as computers, TVs and automobiles are mass produced, have standardized characteristics and are typically purchased at list price. Other goods, such as new buildings, fighter jets, custom software or consulting services are tailored tot a procurers specific and often uniq
6、ue needs. To procure these customized goods,the procurer hires a contractor who supplies the good according to a set of desired specifications. We call this the procurement problem. The procurement problem has attracted much attention both in policy and in academic circles. The main focus of academi
7、c economists has been on procurement by the public sector, in part because of its sheer importance to the economy.For example,procurement by federal, state and local government accounts for more than 10 percent of Gross Domestic Product in the United States. Many private sector transactions are also
8、 governed by procurement contracts. Prominent examples include electronics components, custom software, automobile production, and building construction. When considering the procurement of goods and services, the procurer is faced with many challenges. First, she has to choose what exactly should b
9、e procured, and how to transmit her needs to the potential suppliers. Second, a contract must be laid out that includes contractual obligations and methods of compensation. Third, the procurer needs to decide how to award the procurement contract between the potential suppliers.Finally, the award me
10、chanism should result in the selection of a qualied and desirable supplier and in the implementation of a cost-eective nal product Following up on these last two points, competitive tendering is widely recognized asan attractive procurement mechanism and is commonly advocated for several reasons.Mos
11、t notably it is viewed as a procedure that stimulates and promotes competition.By its nature, open competitive tendering invites potential suppliers from many venues.Furthermore, in the face of competition from many potential suppliers each one has strong incentives not to inate his price. Indeed, f
12、air market price discovery is often touted as a benecial result of such tendering. Open competitive mechanisms are also known for their transparency, making it easier to prevent corruption both in the public and private sectors where procurement managers may have incentives to rig the system Interes
13、tingly, there is widespread use of both competitive tendering and negotiations in the private sector. For example, from 1995 to 2000, forty-four percent of private sector non-residential building construction projects in Northern California were procured using negotiations, while only eighteen perce
14、nt were procured using open competitive tendering. The use of negotiations with single source suppliers is also common in high tech and software, and used for defence procurement as well. This Chapter ers a framework to compare competitive tendering with negotiations and relate these award mechanisms to the payment procedures chosen in the contract. In particular, it tries to shed light on when competitive tendering with xed price contr
