第12章 項目采購管理ProjectProcurement項目采購管理包括從項目團隊外部采購或獲得所需產(chǎn)品、服務或成果的各個過程。項目組織既可以是項目產(chǎn)品、服務或成果的買方，也可以是賣方。ProjectProcurementManagementincludestheprocessesnecessarytopurchaseoracquireproducts,services,orresultsneededfromoutsidetheprojectteam.Theorganizationcanbeeitherthebuyerorselleroftheproducts,services,orresultsofaproject.項目采購管理包括合同管理和變更控制過程。通過這些過程，編制合同或訂購單，并由具備相應權限的項目團隊成員簽發(fā)，然后再對合同或訂購單進行管理。ProjectProcurementManagementincludesthecontractmanagementandchangecontrolprocessesrequiredtodevelopandadministercontractsorpurchaseordersissuedbyauthorizedprojectteammembers.項目采購管理還包括控制外部組織（買方）為從執(zhí)行組織（賣方）獲取項目可交付成果而簽發(fā)的任何合同，以及管理該合同所規(guī)定的項目團隊應承擔的合同義務。ProjectProcurementManagementalsoincludescontrollinganycontractissuedbyanoutsideorganization(thebuyer)thatisacquiringdeliverablesfromtheprojectfromtheperformingorganization(theseller),andadministeringcontractualobligationsplacedontheprojectteambythecontract.圖12-1概括了項目采購管理的各個過程，包括PlanProcurementManagement—Theprocessofingprojectprocurementdecisions,specifyingtheapproach,andidentifyingpotentialsellers.實施采 Procurements—Theprocessofmanagingprocurementrelationships,monitoringcontractperformance,andmakingchangesandcorrectionsasappropriate.結束采closeProcurements—TheprocessofcompletingeachprojectTheseprocessesinteractwitheachotherandwithprocessesinotherKnowledgeAreasasdescribedindetailinSection3andAnnex項目采購管理過程圍繞包括合同在內的協(xié)議來進行。協(xié)議是之間的法律文件合同是對雙方都有約束力的協(xié)議，規(guī)定賣方有義務提供有價值的東西，如規(guī)定的產(chǎn)品、服務或成果，買方有義務支付貨幣或其他有價值的補償。協(xié)議可簡可繁，應該與可交付成果和所需工作的簡繁程度相適應。TheProjectProcurementManagementprocessesinvolveagreements,includingcontracts,whicharelegalsbetweenabuyerandaseller.Acontractrepresentsamutuallybindingagreementthatobligatesthesellertoprovidesomethingofvalue(e.g.,specifiedproducts,services,orresults)andobligatesthebuyertoprovidemonetaryorothervaluablecompensation.Anagreementcanbesimpleorcomplex,andmayreflectthesimplicityorcomplexityofthedeliverablesorrequired采購合同中包括條款和條件，也可包括其他條目，如買方就賣方應實施的工作或應交的產(chǎn)品所做的規(guī)定。在遵守組織的采購政策的同時，項目管理團隊必須確保所有采購都能滿足項目的具體需要。因應用領域不同，合同也可稱做協(xié)議、諒解、分包合同或訂購單。大多數(shù)組織都有相關的政策和程序，來專門定義采購規(guī)則，并規(guī)定誰代表組織簽署和管理協(xié)議。specifiesastowhattheselleristoperformorprovide.Itistheprojectmanagementteam’sresponsibilitytomakecertainthatallprocurementsmeetthespecificneedsoftheprojectwhileadheringtoorganizationalprocurementpolicies.Dependingupontheapplicationarea,acontractcanalsobecalledanagreement,anunderstanding,asubcontract,orapurchaseorder.Mostorganizationspoliciesandproceduresspecificallydefiningtheprocurementrulesandspecifyingwhohasauthoritytosignandadministersuchagreementsonbehalfoftheorganization.雖然所有項目文件可能都要經(jīng)過某種形式的，但是，鑒于其法律約束力，合同或議通常需要經(jīng)過的程序。在任何情況下，程序的主要目標是確保以清晰的合同語言來描述產(chǎn)品、服務或成果，以滿足既定的項目需要。Althoughall smaybesubjecttosomeformofreviewandapproval,thelegallybindingofacontractoragreementusuallymeansitwillbesubjectedtoamoreextensiveapprovalprocess.Inallcases,theprimaryfocusofthereviewandapprovalprocessistoensurethatthecontractlanguagedescribestheproducts,services,orresultsthatwillsatisfytheidentifiedprojectneed.項目管理團隊可盡早尋求合同、采購、法律和技術專家的支持。組織政策可能強行要求這些專家參與。Theprojectmanagementteammayseeksupportinearlyphasesfromspecialistsincontracting,purchasing,law,andtechnicaldisciplines.Suchinvolvementcanbemandatedbyanorganization’spolicies.項目采購管理過程所涉及的各種活動構成了協(xié)議生命周期。通過對協(xié)議生命周期進行極管理，并仔細斟酌采購條款和條件的措辭，某些可識別的項目風險就可由雙方分擔或轉移給賣方。簽訂產(chǎn)品或服務協(xié)議，是分配風險管理責任或分擔潛在風險的法。ThevariousactivitiesinvolvedintheProjectProcurementManagementprocessesformthelifecycleofanagreement.Byactivelymanagingtheagreementlifecycleandcarefullywordingthetermsandconditionsofaprocurement,someidentifiableprojectrisksmaybesharedortransferredtoaseller.Enteringintoanagreementforproductsorservicesisonemethodofallocatingtheresponsibilityformanagingorsharingpotentialrisks.在復雜項目中，可能需要同時或先后管理多個合同或分包合同。這種情況下，單項合的生命周期可在項目生命周期中的任何階段結束。項目采購管理是從方關系的角度進行討論的。方關系是采購組織與外部組織之間的關系，可存在于項目的許多層次上。Insuchcases,eachcontractlifecyclemayendduringanyphaseoftheprojectlifecycle.ProjectProcurementManagementisdiscussedwithintheofthebuyer-sellerrelationship.Thebuyer-sellerrelationshipmayexistatmanylevelsonanyoneproject,andbetweenorganizationsinternaltoandexternaltotheacquiring因應用領域不同，賣方可以是承包商、分包商、供貨商、服務提供商或供應商。根據(jù)方在項目采購鏈中的不同位置，買方也可稱為顧主、客戶、總承包商、承包商、采購組織、服務需求者或采購方。在合同生命周期中，賣方首先是投標人，然后是中標人，之后是簽約供應商或供貨商。Dependingontheapplicationarea,thesellermaybeidentifiedasacontractor,subcontractor,vendor,serviceprovider,orr.Dependingonthebuyer’spositionintheprojectacquisitioncycle,thebuyermaybecalledaclient,customer,primecontractor,contractor,acquiringorganization,servicerequestor,orpurchaser.Thesellercanbeviewedduringthecontractlifecyclefirstasabidder,thenastheselectedsource,andthenasthecontractedrorvendor.如果涉及的不只是現(xiàn)貨物資、商品或普通產(chǎn)品，則賣方通常應把相關工作當做一個項目來管理。在這種情況下：Thesellerwilltypicallymanagetheworkasaprojectiftheacquisitionisnotjustforshelfmaterial,goods,orcommonproducts.Insuchcases:買方成了客戶，因而是賣方的一個關鍵項目干系人The esthecustomer,andisthusakeyprojectstakeholderfortheTheseller’sprojectmanagementteamisconcernedwithalltheprocessesofprojectmanagementnotonlywiththoseofthisKnowledgeArea.合同條款和條件成為賣方許多管理過程的關鍵輸入。合同可以實際包含各種輸入（如主要可交付成果、關鍵里程碑、成本目標，或者可以限制項目團隊的選擇余地（如在設計項目中，關于人員配備的決定往往要征得買方的批準Termsandconditionsofthecontract ekeyinputstomanyoftheseller’smanagementprocesses.Thecontractcanactuallycontaintheinputs(e.g.,majordeliverables,key tones,costobjectives),oritcanlimittheprojectteam’soptions(e.g.,buyerapprovalofstaffingdecisionsisoftenrequiredondesignprojects).本章假設買方由項目團隊充當，而賣方則來自項目團隊的外部。本章還假設方之有正式的合同關系。但是，本章的大多數(shù)內容同樣適用于項目團隊內部之間達成的、非合同形式的協(xié)議。Inthissection,itisassumedthatthebuyerofanitemfortheprojectisassignedtotheprojectteamandthatthesellerisorganizationallyexternaltotheprojectteam.Itisalsoassumedthataformalcontractualrelationshipbedevelopedandexistsbetweenthebuyerandtheseller.However,mostofthediscussioninthissectionisequallyapplicabletonon-contractualworkenteredintowithotherunitsoftheprojectteam’sorganization.規(guī)劃采購管理PlanProcurement規(guī)劃采購管理是記錄項目采購決策、明確采購方法、識別潛在賣方的過程。本過程的要作用是，確定是否需要外部支持，如果需要，則還要決定采購什么、如何采購、采購多少，以及何時采購。圖122、工具與技術和輸出，圖123是本過程的數(shù)據(jù)流向圖。PlanProcurementManagementistheprocessofingprojectprocurementdecisions,specifyingtheapproach,andidentifyingpotentialsellers.Thekeybenefitofthisprocessisthatitdetermineswhethertoacquireoutsidesupport,andifso,whattoacquire,howtoacquireit,howmuchisneeded,andwhentoacquireit.Theinputs,toolsandtechniques,andoutputsofthisprocessaredepictedinFigure12-2.Figure12-3depictsthedataflowdiagramoftheprocess.規(guī)劃采購規(guī)劃采購規(guī)劃采購管理識別哪些項目需求最好或應該通過從項目組織外部采購產(chǎn)品、服務或成來實現(xiàn)，哪些項目需求可由項目團隊自行完成。如果項目需要從執(zhí)行組織外部取得所需的產(chǎn)品、服務和成果，則每次采購都要經(jīng)歷從規(guī)劃采購管理到結束采購的各個過程。PlanProcurementManagementidentifiesthoseprojectneedsthatcanbestbemetorshouldbemetbyacquiringproducts,services,orresultsoutsideoftheprojectorganization,versusthoseprojectneedswhichcan plishedbytheprojectteam.Whentheprojectobtainsproducts,services,andresultsrequiredforprojectperformancefromoutsideoftheperformingorganization,theprocessesfromPlanProcurementManagementthroughCloseProcurementsareperformedforeachitemtobeacquired.規(guī)劃采購管理還包括評估潛在賣方，特別是如果買方希望對采購決策施加一定影響或制。還應考慮誰將負責獲得或持有相關證或專業(yè)執(zhí)照。這些證和執(zhí)照可能是法律、ThePlanProcurementManagementprocessalsoincludesevaluatingpotentialsellers,particularlyifthebuyerwishestoexercisesomedegreeofinfluenceorcontroloveracquisitiondecisions.Thoughtshouldalsobegiventowhoisresponsibleforobtainingorholdinganyrelevantpermitsandprofessionallicensesthatmayberequiredbylegislation,regulation,ororganizationalpolicyinexecutingtheproject.項目進度計劃對規(guī)劃采購管理過程中的采購策略制定有重要影響。制定采購管理計劃TherequirementsoftheprojectschedulecansignificantlyinfluencethestrategyduringthePlanProcurementManagementprocess.DecisionsmadeindevelotheprocurementmanagementplancanalsoinfluencetheprojectscheduleandareintegratedwithDevelopSchedule,EstimateActivityResources,andmake-or-buy 規(guī)劃采購管理過程包括評估與每項或外購決策有關的風險，還包括擬使用的合同類型，以便規(guī)避或減輕風險，或者向賣方轉移風險。ThePlanProcurementManagementprocessincludesevaluatingtherisksinvolvedwitheachmake-or-buyysis.Italsoincludesreviewingthetypeofcontractplannedtobeusedwithrespecttoavoidingormitigatingrisks,sometimestransferringriskstothe規(guī)劃采購管理：輸入PlanProcurementManagement:項目管理計劃ProjectManagementDescribedinSection.Theprojectmanagementplandescribestheneed,justification,requirements,andcurrentboundariesfortheproject.Itincludes,butisnotlimitedto,thescopebaselinecontents:項目范圍說明書。項目范圍說明書包括產(chǎn)品范圍描述、服務描述和成果描述、可交付成果和驗收標準，以及有關技術問題的重要信息或可能影響成本估算的事項。它Projectscopestatement.Theprojectscopestatementcontainstheproductscopedescription,servicedescriptionandresultdescription,thelistofdeliverables,andacceptancecriteria,aswellasimportantinformationregardingtechnicalissuesorconcernsthatcouldimpactcostestimating.Identifiedconstraintsmayincluderequireddeliverydates,availableskilledresources,andorganizationalpolicies.WBS。工作分解結構（WBS）包含可從外部獲取的工作組件WBS.Theworkbreakdownstructure(WBS)containsthecomponentsofworkthatmayberesourced為產(chǎn)生每個可交付成果而需要進行的WBS組件的工作內容。 ofthedeliverablesandadescriptionoftheworkineachWBScomponentrequiredtoproduceeach需求文件requirements見節(jié)。需求文件中可能包括 與采購規(guī)劃有關的、關于項目需求的重要信息帶有合同和法律含義的需求，如健康、安全、安保、績效、環(huán)境、保險、知識、同等就業(yè)機會、執(zhí)照和證。在規(guī)劃采購時，需要考慮全部這些因素。Requirementswithcontractualandlegalimplicationsthatmayincludehealth,safety,security,performance,environmental,insurance,inlectualpropertyrights,equalemploymentopportunity,licenses,andpermits—allofwhichareconsideredwhenplanningforprocurements.風險登記冊 險登記冊更新包含在規(guī)劃風險應對過程所得到的項目文件更新中（見節(jié)。DescribedinSection.Theriskregisterprovidesthelistofrisks,alongwiththeresultsofrisk andriskresponseplanning.Updatestotheriskregisterareincludedwithproject updatesdescribedinSection,fromthePlanRiskResponsesprocess.活動資源需求 resource見節(jié)?；顒淤Y源需求中包括諸如所需人員、所需設備或所處位置的信息。DescribedinSectionActivityresourcerequirementscontaininformationonspecificneedssuchaspeople,equipment,orlocation.項目進度計劃Project見節(jié)。項目進度計劃中包括有關時間表或強制交付日期的信息DescribedinSection.Projectschedulecontainsinformationonrequiredtimelinesormandateddeliverabledates.活動成本估算 cost節(jié)。使用為采購活動編制的成本估算，來評價潛在賣方提交的投標書或DescribedinSection.Costestimatesdevelopedbytheprocuringactivityareusedtoevaluatethereasonablenessofthebidsorproposalsreceivedfrompotentialsellers.見節(jié)。干系人登記冊提供了項目參與者及其在項目中的利益的詳細信息。DescribedinSectionThestakeholderregisterprovidesdetailsontheprojectparticipantsandtheirinterestsintheproject.見2.1.5節(jié)。能夠影響規(guī)劃采購管理過程的事業(yè)環(huán)境因素包括（但不限于DescribedinSection2.1.5.TheenterpriseenvironmentalfactorsthatcaninfluencethePlanProcurementManagementprocessinclude,butarenotlimitedto:市場條件可從市場獲得的產(chǎn)品、服務和成果Products,services,andresultsthatareavailableinthe供應商情況，包括其以往績效或聲譽適用于產(chǎn)品、服務和成果的典型條款和條件，或適用于特定行業(yè)的典型條款和條件當?shù)氐莫毺匾骍niquelocal組織過程資產(chǎn)organizationalProcess：DescribedinSection2.1.4.ThevarioustypesofcontractualagreementsusedbytheorganizationalsoinfluencedecisionsforthePlanProcurementManagementprocess.TheorganizationalprocessassetsthatinfluencethePlanProcurementManagementprocessinclude,butarenotlimitedto:正式的采購政策、程序和指南。大多數(shù)組織都有正式的采購政策和采購機構。如果沒有，項目團隊自身就應該擁有相關的資源和專業(yè)技能，來實施采購活動。Formalprocurementpolicies,procedures,andguidelines.Mostorganizationshaveformalprocurementpoliciesandbuyingorganizations.Whensuchprocurementsupportisnotavailable,theprojectteamshouldsupplyboththeresourcesandtheexpertisetoperformsuchprocurementactivities.與制定采購管理計劃和選擇合同類型有關的管理系統(tǒng)Managementsystemsthatareconsideredindevelotheprocurementmanagementplanandselectingthecontractualrelationshipstobeused.基于以往經(jīng)驗的、現(xiàn)有的多層次供應商系統(tǒng)（由已通過資格預審的賣方組成Anestablishedmulti-tierrsystemofprequalifiedsellersbasedonprior通常可把合同分成兩大類，即總價類和成本補償類合同。還有第三種常用的混合類，工料合同。下面把這些常用合同類型分開來討論，但在實踐中，合并使用兩種甚至合同類型進行單次采購的情況也并不罕見。Alllegalcontractualrelationshipsgenerallyfallintooneoftwobroadfamilies:eitherfixed-priceorcostreimbursable.Also,thereisathirdhybridtypecommonlyinusecalledthetimeandmaterialscontract.Themorepopularcontracttypesinusearediscussedbelowasdiscretetypes,butinpracticeitisnotunusualtocombineoneormoretypesintoasingleprocurement.總價合同。此類合同為既定產(chǎn)品、服務或成果的采購設定一個總價。總價合同也可以為達到或超過項目目標（如進度交付日期、成本和技術績效，或其他可量化、可測量的目標）而規(guī)定財務條款。賣方必須依法履行總價合同，否則就可能要承擔相應的財務賠償責任。采用總價合同，買方需要準確定義擬采購的產(chǎn)品或服務。雖然可能允許范圍變更，但范圍變更通常會導致合同價格提高。 Thiscategoryofcontractsinvolvessettingafixedtotalpriceforadefinedproduct,service,orresulttobeprovided.Fixed-pricecontractsmayalsoincorporatefinancialincentivesforachievingorexceedingselectedprojectobjectives,suchasscheduledeliverydates,costandtechnicalperformance,oranythingthatcanbefiedandsubsequentlymeasured.Sellersunderfixed-pricecontractsarelegallyobligatedtocompletesuchcontracts,withpossiblefinancialdamagesiftheydonot.Underthefixed-pricearrangement,buyersneedtopreciselyspecifytheproductorservicesbeingprocured.Changesinscopemay modated,butgenerallywithanincreaseincontract賣方有義務完成工作，并且承擔因不良績效導致的任何成本增加。在FFP合同下，買方應該準確定義擬采購的產(chǎn)品和服務，對采購規(guī)范的任何變更都會增加買方的成本。FirmFixedPriceContracts(FFP).ThemostcommonlyusedcontracttypeistheFFP.Itisfavoredbymostbuyingorganizationsbecausethepriceforgoodsissetattheoutsetandnotsubjecttochangeunlessthescopeofworkchanges.Anycostincreaseduetoadverseperformanceistheresponsibilityoftheseller,whoisobligatedtocompletetheeffort.UndertheFFPcontract,thebuyershouldpreciselyspecifytheproductorservicestobeprocured,andanychangestotheprocurementspecificationcanincreasethecoststothebuyer.（FPIF允許一定的績效偏離，并對實現(xiàn)既定目標給予財務。財務通常與賣方FixedPriceIncentiveFeeContracts(FPIF).Thisfixed-pricearrangementgivesthebuyerandsellersomeflexibilityinthatitallowsfordeviationfromperformance,withfinancialincentivestiedtoachievingagreeduponmetrics.Typicallysuchfinancialincentivesarerelatedtocost,schedule,ortechnicalperformanceoftheseller.Performancetargetsareestablishedattheoutset,andthefinalcontractpriceisdeterminedaftercompletionofallworkbasedontheseller’sperformance.UnderFPIFcontracts,apriceceilingisset,andallcostsabovethepriceceilingaretheresponsibilityoftheseller,whoisobligatedtocompletethework.總價加經(jīng)濟價格調整合同（FP—EPA。如果賣方的履約期將相當長的時（數(shù)年，就應該使用本合同類型。它有利于方之間維持多種長期關系。它是一種特殊的總價合同，允許根據(jù)條件變化（如通貨膨脹、某些特殊商品的成本增降，以事先確定的方式對合同價格進行最終調整。EA條款必須規(guī)定用于準確調整最終價格的、可靠的財務指數(shù)。FP—EA合同試圖保護買方和賣方免受外界不可控情況的影響。FixedPricewithEconomicPriceAdjustmentContracts(FP-EPA).Thiscontracttypeisusedwhenevertheseller’sperformanceperiodspansaconsiderableperiodofyears,asisdesiredwithmanylong-termrelationships.Itisafixed-pricecontract,butwithaspecialprovisionallowingforpredefinedfinaladjustmentstothecontractpriceduetochangedconditions,suchasinflationchanges,orcostincreases(ordecreases)forspecificcommodities.TheEPAclauseneedstorelatetosomereliablefinancialindex,whichisusedtopreciselyadjustthefinal成本補償合同。此類合同向賣方支付為完成工作而發(fā)生的全部合法實際成本（可報銷成本，外加一筆費用作為賣方的利潤。成本補償合同也可為賣方超過或低于預定目標（如成本、進度或技術績效目標）而規(guī)定財務條款最常見的三種本補償合同是：成本加固定費用合同（CPFF、成本加激勵費用合同（PIF）和成本加費用合同（PAF。如果工作范圍在開始時無法準確定義，而需要在以后調整，或者，如果項目存在較高的風險，就可以采用成本補償合同，使項目具有較大的靈活性，以便重新安排賣方的工作。thesellerforalllegitimateactualcostsincurredforcompletedwork,plusafeerepresentingsellerprofit.Cost-reimbursablecontractsmayalsoincludefinancialincentiveclauseswheneverthesellerexceeds,orfallsbelow,definedobjectivessuchascosts,schedule,ortechnicalperformancetargets.Threeofthemorecommontypesofcost-reimbursablecontractsinuseareCostPlusFixedFee(CPFF),CostPlusIncentiveFee(CPIF),andCostPlusAwardFee(CPAF).workcannotbepreciselydefinedatthestartandneedstobealtered,orwhenhighrisksmayexistinthe成本加固定費用合同（CPFF。為賣方報銷履行合同工作所發(fā)生的一切可列支成本，并向賣方支付一筆固定費用，該費用以項目初始成本估算的某一百分比計算。費用只能針對已完成的工作來支付，并且不因賣方的績效而變化。除非項目范圍發(fā)生變更，否則費用金額維持不變。CostPlusFixedFeeContracts(CPFF). Thesellerisreimbursedforallallowablecostsforperformingthecontractwork,andreceivesafixed-feepaymentcalculatedasapercentageoftheinitialestimatedprojectcosts.Afeeispaidonlyforcompletedworkanddoesnotchangeduetosellerperformance.Feeamountsdonotchangeunlesstheprojectscopechanges.（CPIF在CPIF合同中，如果最終成本低于或高于原始估算成本，則買方和賣方需要CostPlusIncentiveFeeContracts(CPIF).Thesellerisreimbursedforallallowablecostsforperformingthecontractworkandreceivesapredeterminedincentivefeebaseduponachievingcertainperformanceobjectivesassetforthinthecontract.InCPIFcontracts,ifthefinalcostsarelessorgreaterthantheoriginalestimatedcosts,thenboththebuyerandsellersharecostsfromthedeparturesbaseduponaprenegotiatedcost-sharingformula,forexample,an80/20splitover/undertargetcostsbasedontheactualperformanceoftheseller.成本加費用合同（CPAF。為賣方報銷一切合法成本，但只有在賣方滿足合同規(guī)定的、某些籠統(tǒng)的績效標準的情況下，才向賣方支付大部分費用。完全由買方根據(jù)自己對賣方績效的判斷來決定費用，并且通常不允許申訴CostPlusAwardFeeContracts(CPAF).Thesellerisreimbursedforalllegitimatecosts,butthemajorityofthefeeisearnedonlybasedonthesatisfactionofcertainbroadsubjectiveperformancecriteriadefinedandincorporatedintothecontract.Thedeterminationoffeeisbasedsolelyonthesubjectivedeterminationofsellerperformancebythebuyer,andisgenerallynotsubjecttoappeals.工料合同（T&M。工料合同是兼具成本補償合同和總價合同的某些特點的混合型合同。在不能很快編寫出準確工作說明書的情況下，經(jīng)常使用工料合同來增加人員、聘請專家和尋求其他外部支持。這類合同與成本補償合同的相似之處在于，它們都是開口合同，合同價因成本增加而變化。在授予合同時，買方可能并未確定合同的總價值和采購的準確數(shù)量。因此，如同成本補償合同，工料合同的合同價值可以增加。很多組織要求在工料合同中規(guī)定最高價值和時間限制，以防止成本無限增加。另外，由于合同中確定了一些參數(shù)，工料合同又與固定單價合同相似。當就特定資源的價格（如高級工程師的小時費率或某種材料的單位費率）達成一致意見時，買方和賣方也就預先設定了單位人力或材料費率（包含賣方利潤。TimeandMaterial contracts(t&M). Timeandmaterialcontractsareahybridtypeofcontractualarrangementthatcontainaspectsofbothcost-reimbursableandfixed-pricecontracts.Theyareoftenusedforstaffaugmentation,acquisitionofexperts,andanyoutsidesupportwhenaprecisestatementofworkcannotbequicklyprescribed.Thesetypesofcontractsresemblecost-reimbursablecontractsinthattheycanbeleftopenendedandmaybesubjecttoacostincreaseforthebuyer.Thefullvalueoftheagreementandtheexacttyofitemstobedeliveredmaynotbedefinedbythebuyeratthetimeofthecontractaward.Thus,T&Mcontractscanincreaseincontractvalueasiftheywerecost-reimbursablecontracts.Manyorganizationsrequirenot-to-exceedvaluesandtimelimitsplacedinallT&Mcontractstopreventunlimitedcostgrowth.Conversely,T&Mcontractscanalsoresemblefixedunitpricearrangementswhencertainparametersarespecifiedinthecontract.Unitlaborormaterialratescanbepresetbythebuyerandseller,includingsellerprofit,whenbothpartiesagreeonthevaluesforspecificresourcecategories,suchasseniorengineersatspecifiedratesperhour,orcategoriesofmaterialsatspecifiedratesperunit.規(guī)劃采購管理：工具與技術PlanProcurementManagement:toolsandtechniques 或外購分析是一種通用的管理技術，用來確定某項工作最好由項目團隊自行完成還是應該從外部采購。有時，雖然項目組織內部具備相應的能力，但由于相關資源正在從其他項目，為滿足進度要求，也需要從組織外部進行采購Amake-or-buyysisisageneralmanagementtechniqueusedtodeterminewhetherparticularworkbestbe plishedbytheprojectteamorshouldbepurchasedfromoutsidesources.Sometimesacapabilitymayexistwithintheprojectorganization,butmaybecommittedtoworkingonotherprojects,inwhichcase,theprojectmayneedtosourcesucheffortfromoutsidetheorganizationinordertomeetitsschedulecommitments.預算制約因素可能影響或外購決策。如果決定，則應繼續(xù)做出或租賃的策。或外購分析應考慮全部相關成本，包括直接成本與間接成本。例如，買方在分析外購時，既要考慮產(chǎn)品本身的實際支出，也要考慮為支持采購過程和該產(chǎn)品所發(fā)生的間接成本。Budgetconstraintsmayinfluencemake-or-buydecisions.Ifabuydecisionistobemade,thenafurtherdecisionofwhethertopurchaseorleaseisalsomade.Amake-or-buy ysisshouldconsiderallrelatedcosts—bothdirectcostsaswellasindirectsupportcosts.Forexample,thebuy-sideofthe ysisincludesboththeactualout-of-pocketcoststopurchasetheproduct,aswellastheindirectcostsofsupportingthepurchasingprocessandpurchaseditem.在進行外購分析時，也要考慮可用的合同類型。采用何種合同類型，取決于想要如何在間分擔風險，而雙方各自承擔的風險程度，則取決于具體的合同條款。在某些法律體系中，還有其他合同類型，例如，基于賣方義務（而非客戶義務）的合同類型。一旦選定適用法律，合同雙方就必須確定合適的合同類型。Availablecontracttypesarealsoconsideredduringthebuyysis.Therisksharingbetweentheandsellerdeterminesthesuitablecontracttypes,whilethespecificcontracttermsandconditionsformalizethedegreeofriskbeingassumedbythebuyerandseller.Somejurisdictionshaveothertypesofcontractsdefined,forexample,contracttypesbasedontheobligationsoftheseller—notthecustomer—andthecontractpartieshavetheobligationtoidentifytheappropriatetypeofcontractassoonastheapplicablelawhasbeenagreedupon.專家判斷Expert專家判斷常用來評估本過程的輸入和輸出。專家的采購判斷也可用來制定或修改賣方議書評價標準。專家的法律判斷可以是法律工作者所提供的相關服務，用來協(xié)助處理一些特殊的采購事項、條款和條件。專家判斷（包括商務和技術判斷）不僅適用于擬采購產(chǎn)品、服務或成果的技術細節(jié)，而且也適用于采購管理過程的各個方面。Expertjudgmentisoftenusedtoassesstheinputstoandoutputsfromthisprocess.Expertpurchasingjudgmentcanalsobeusedtodevelopormodifythecriteriathatwillbeusedtoevaluatesellerproposals.Expertlegaljudgmentmayinvolvetheservicesoflegalstafftoassistwithuniqueprocurementissues,terms,andconditions.Suchjudgment,includingbusinessandtechnicalexpertise,canbeappliedtoboththetechnicaldetailsoftheacquiredproducts,services,orresultsandtovariousaspectsoftheprocurementmanagementprocesses.research包括行業(yè)情況和供應商能力。采購團隊可以綜合考慮從研討會、評和各種其他得到的信息，來了解市場情況。采購團隊可能也需要考慮有能力提供所需材料或服務的供應商的范圍，權衡與之有關的風險，并優(yōu)化具體的采購目標，以便利用成熟技術。leverageinformationgainedatconferences,onlinereviewsandavarietyofsourcestoidentifymarketcapabilities.Theteammayalsorefineparticularprocurementobjectivestoleveragematuringtechnologieswhilebalancingrisksassociatedwiththebreadthofvendorswhocanprovidethematerialsorservicesdesired.會議不借助與潛在投標人的信息交流會，僅靠調研，也許還不能獲得制定采購決策所需的確信息。與潛在投標人合作，有利于供應商開發(fā)互惠的方案或產(chǎn)品，從而有益于材料或服務的買方。Researchalonemaynotprovidespecificinformationtoformulateaprocurementstrategywithoutadditionalinformationinterchangemeetingswithpotentialbidders.Bycollaboratingwithpotentialbidders,theorganizationpurchasingthematerialorservicemaybenefitwhilethercaninfluenceamutuallybeneficialapproachor規(guī)劃采購管理：輸出PlanProcurement 采購管理計劃ProcurementManagement采購管理計劃是項目管理計劃的組成部分，說明項目團隊將如何從執(zhí)行組織外部獲取物和服務，以及如何管理從編制采購文件到合同收尾的各個采購過程。采購管理計劃包括如下內容：Theprocurementmanagementplanisacomponentoftheprojectmanagementplanthatdescribeshowaprojectteamwillacquiregoodsandservicesfromoutsidetheperformingorganization.Itdescribeshowtheprocurementprocesseswillbemanagedfromdeveloprocurementsthroughcontractclosure.Theprocurementmanagementplancanincludeguidancefor:Typesofcontractstobe風險管理事項是否需要編制獨立估算，以及是否應把獨立估算作為評價標準WhetherindependentestimateswillbeusedandwhethertheyareneededasevaluationThoseactionstheprojectmanagementteamcantakeunilaterally,iftheperformingorganizationhasaprescribedprocurement,contracting,orpurchasingdepartment;標準化的采購文件（如需要如何管理多個供應商如何協(xié)調采購工作與項目的其他工作，如制定進度計劃與報告項目績效可能影響采購工作的制約因素和假設條件如何處理某些產(chǎn)品的采購需要提前較長時間的問題，并在項目進度計劃中考慮所需時間Handlingthelongleadtimestopurchasecertainitemsfromsellersandcoordinatingtheextratimeneededtoprocuretheseitemswiththedevelopmentoftheprojectschedule;如何進行或外購決策，并把該決策與估算活動資源和制定進度計劃等過程聯(lián)系在一起；Handlingthemake-or-buydecisionsandlinkingthemintotheEstimateActivityResourcesandDevelopScheduleprocesses;Settingthescheduleddatesineachcontractforthecontractdeliverablesandcoordinatingwiththescheduledevelopmentandcontrolprocesses;如何識別對履約擔?；虮ｋU合同的需求，以減輕某些項目風險如何指導賣方編制和工作分解結構（WBSEstablishingthedirectiontobeprovidedtothesellersondeveloandmaintainingaworkbreakdownstructure(WBS);如何確定采購/Establishingtheformandformattobeusedfortheprocurement/contractstatementsof如何識別預審合格的賣方（用于管理合同和評價賣方的采購測量指標Procurementmetricstobeusedtomanagecontractsandevaluate根據(jù)每個項目的需要，采購管理計劃可以是正式或非正式的，非常詳細或高度概括的Aprocurementmanagementplancanbeformalorinformal,canbehighlydetailedorbroadlyframed,andisbasedupontheneedsofeachproject.采購工作說明書ProcurementStatementof依據(jù)項目范圍基準，為每次采購編制工作說明書（SOW），對將要包含在相關合同中的Thestatementofwork(SOW)foreachprocurementisdevelopedfromtheprojectscopebaselineanddefinesonlythatportionoftheprojectscopethatistobeincludedwithintherelatedcontract.TheprocurementSOWdescribestheprocurementiteminsufficientdetailtoallowprospectivesellerstodetermineiftheyarecapableofprovidingtheproducts,services,orresults.Sufficientdetailcanvarybasedonthenatureoftheitem,theneedsofthebuyer,ortheexpectedcontractform.InformationincludedinaSOWcanincludespecifications,tydesired,qualitylevels,performancedata,periodofperformance,worklocation,andotherrequirements.采購 應力求清晰、完整和簡練。它也應該說明任何所需的附帶服務，如績效報告項目后的運營支持等。某些應用領域對采購SOW有特定的內容和格式要求。每次進行采購，都需要編制SOW。不過，可以把多個產(chǎn)品或服務組合成一個采購包，由一個SOW全部覆蓋。TheprocurementSOWiswrittentobeclear,complete,andconcise.Itincludesadescriptionofanycollateralservicesrequiredsuchasperformancereportingorpost-projectoperationalsupportfortheprocureditemInsomeapplicationareas,therearespecificcontentandformatrequirementsforaprocurementSOW.EachindividualprocurementitemrequiresaSOW;however,multipleproductsorservicescanbegroupedasoneprocurementitemwithinasingle在采購過程中，應根據(jù)需要對采購SOW進行修訂和改進，直到成為所簽協(xié)議的一部分。TheprocurementSOWcanberevisedandrefinedasrequiredasitmovesthroughtheprocurementprocessuntilincorporatedintoasignedagreement.采購文件 采購文件是用于征求潛在賣方的。如果主要依據(jù)價格來選擇賣方（如商業(yè)標準產(chǎn)品時，通常就使用標書、投標或報價等術語。如果主要依據(jù)其他考慮（如技術能力或技術方法）來選擇賣方，通常就使用諸如的術語。不同類型的采購文件有不同的常用名稱，可能包括信息邀請書（RFI、投標邀標書（IFB、建議邀請書（RFP、報價邀請書（RFQ、投tsredotsfrmrotive.Trmshs,te,tatneydnthernnwillednrice(aswhnglorstandarditems),whileatermsuchasproposalisgenerallyusedwhenotherconsiderations,suchastechnicalcapabilityortechnicalapproachareparamount.Commontermsareinusefordifferenttypesofprocurementsandmayincluderequestforinformation(RFI),invitationforbid(IFB),requestforproposal(RFP),requestforquotation(RFQ),tendernotice,invitationfornegotiation,andinvitationforseller’sinitialresponse.Specificprocurementterminologyusedmayvarybyindustryandlocationoftheprocurement.買方擬定的采購文件不僅應便于潛在賣方做出準確、完整的應答，還要便于對賣方應進行評價。采購文件中應該包括應答格式要求、相關的采購工作說明書（SOW）及所需的合同條款。對于采購，可能規(guī)定了采購文件的部分甚至全部內容和結構。Thebuyerstructuresprocurementstofacilitateanaccurateandcompleteresponsefromeachprospectivesellerandtofacilitateeasyevaluationoftheresponses.Thesesincludeadescriptionofthedesiredformoftheresponse,therelevantprocurementstatementofwork(SOW)andanyrequiredcontractualprovisions.With ernmentcontracting,someorallofthecontentandstructureofprocurementsmaybedefinedbyregulation.采購文件的復雜和詳細程度應與采購的價值和風險水平相適應。采購文件既要足以保賣方做出一致且適當?shù)膽?，又要具有足夠的靈活性，允許賣方為滿足既定要求而提出更好的建議。Thecomplexityandlevelofdetailoftheprocurementsshouldbeconsistentwiththevalueof,andrisksassociatedwith,theplannedprocurement.Procurementsarerequiredtobesufficienttoensureconsistent,appropriateresponses,butflexibleenoughtoallowconside