版權(quán)說(shuō)明:本文檔由用戶提供并上傳,收益歸屬內(nèi)容提供方,若內(nèi)容存在侵權(quán),請(qǐng)進(jìn)行舉報(bào)或認(rèn)領(lǐng)
文檔簡(jiǎn)介
1、Bid management: A systems engineering approachSimon P. Philbin?Institute of Shock Physics, Imperial College London, South Kensington, London SW7 2AZ, United Kingdoma r t i c l e i n f o a b s t r a c tAvailable online 25
2、 October 2008 The successful management of bids is of fundamental importance to project-based organizations,such as many high technologycompanies.However, there isa distinct lack of formal methodologiesto help bid manage
3、ment practitioners cope with the complexities around developing contractopportunities through the bid management cycle and converting bids into funded projects. Frombuilding on literature studies into bid management and
4、project management through systemsengineering, this paper provides a new systems-based process for bid management. Thisconceptual framework is supported by extensive literature studies that provide representativesystems
5、related tools, techniques and methodologies for each stage of the process.© 2008 Elsevier Inc. All rights reserved.Keywords:Bid managementSystems engineering1. IntroductionAn organization's capabilities in the m
6、anagement of proposals or bids can have a direct and major impact on its success (JudStrock,1994). No more is this the case than within organizations that operate on a project basis (Hobday, 2000) such as within a raftof
7、 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 ord
8、er to deliverthe requirements detailed in the contract. These requirements are governed by the contractual terms and conditions, which are furthergoverned by national, or international, legal requirements. However, in or
9、der to transition to this delivery phase that is associated withfulfillment of the contract requirements, there is a need to first ensure that a contract is signed and that any proposals or bids that wererequired to supp
10、ort this process are produced satisfactorily. The generation of bids is therefore essential in order to allow project-basedorganizations initiate new projects and hence to deliver the corresponding organizational outputs
11、. Bids are delivered to externalcustomers and they are then assessed against customer requirements, such as value for money and cost considerations, technicalperformance as well as schedule and delivery aspects. Bids tha
12、t are successful then transition to become projects. Therefore, themanagement of bids and the corresponding transition to project status after winning a bid is an important area of management.This general area of operati
13、on for an organization can be characterized as involving the emerging discipline of bid or proposalmanagement. This is an area of management that can be highly complex with many uncertainties, yet has received little att
14、entionin the academic literature. In fact this subject has featured more extensively in the sphere of management consultancy. There is ascarcity of understanding in the systematic application of conceptual models to aid
15、practitioners in the area of bid managementand there is a general lack of awareness of some of the underlying issues. However, there have been many studies into theJournal of High Technology Management Research 19 (2008)
16、 114–127? Tel.: +44 20 7594 8605.E-mail address: s.philbin@imperial.ac.uk.1047-8310/$ – see front matter © 2008 Elsevier Inc. All rights reserved.doi:10.1016/j.hitech.2008.10.004Contents lists available at ScienceDi
17、rectJournal of High Technology Management Researchjournal homepage: www.elsevier.com/locate/hitechBertolini, Braglia, and Carmignani (2006) have proposed the analytic hierarchy process (AHP) as a tool to help the generat
18、ion ofproposals for public works contracts. The study points out that an inability to properly manage the proposal phase can lead to anumber of problems, such as the incorrect allocation of resources, communication diffi
19、culties and even missed or lost contractopportunities. The authors surmise that it is sensible to deploy the required tools, techniques and decision-making processes inorder to help the production of a winning proposal.
20、The AHP methodology was developed in order to directly help inform thedrafting of proposals and the supporting decision-making processes; it is composed of two distinct phases which are the definitionof a hierarchy tree
21、definition and the subsequent numerical evaluation of the tree. The output of the process being, in the casedescribed, information on the recommended discount to be used for the proposal and this method is therefore used
22、 to improve thecommercial value offered by the proposal.Bid management has been investigated from a knowledge management perspective (Apostolou indeed thisdifficulty represents a major challenge for many organizations t
23、hat seek to enhance their corporate knowledge repositories andassociated management processes (Coff, Coff, construction bid price evaluationusing statistical analysis (Salem Hiyassat, 2001); and the development of indic
24、ators for assessing final construction costs at thetime of bidding (Nutakor, 2007). Finally, the subject of bid documentation has been discussed (Gooley, 2003) and in particular theimportance of incorporating the necessa
25、ry types of information in request for proposal (RFP) documents.3. Project management through systems engineeringThe combination of engineering methods, such as statistical process control and more generalized forms of i
26、ndustrialmanagement has been shown to contribute to the management of high technology products (Thamhain, 1992). Indeed themanagement of high technology projects can benefit from different approaches, such as risk manage
溫馨提示
- 1. 本站所有資源如無(wú)特殊說(shuō)明,都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請(qǐng)下載最新的WinRAR軟件解壓。
- 2. 本站的文檔不包含任何第三方提供的附件圖紙等,如果需要附件,請(qǐng)聯(lián)系上傳者。文件的所有權(quán)益歸上傳用戶所有。
- 3. 本站RAR壓縮包中若帶圖紙,網(wǎng)頁(yè)內(nèi)容里面會(huì)有圖紙預(yù)覽,若沒(méi)有圖紙預(yù)覽就沒(méi)有圖紙。
- 4. 未經(jīng)權(quán)益所有人同意不得將文件中的內(nèi)容挪作商業(yè)或盈利用途。
- 5. 眾賞文庫(kù)僅提供信息存儲(chǔ)空間,僅對(duì)用戶上傳內(nèi)容的表現(xiàn)方式做保護(hù)處理,對(duì)用戶上傳分享的文檔內(nèi)容本身不做任何修改或編輯,并不能對(duì)任何下載內(nèi)容負(fù)責(zé)。
- 6. 下載文件中如有侵權(quán)或不適當(dāng)內(nèi)容,請(qǐng)與我們聯(lián)系,我們立即糾正。
- 7. 本站不保證下載資源的準(zhǔn)確性、安全性和完整性, 同時(shí)也不承擔(dān)用戶因使用這些下載資源對(duì)自己和他人造成任何形式的傷害或損失。
最新文檔
- [雙語(yǔ)翻譯]招投標(biāo)外文翻譯--投標(biāo)管理系統(tǒng)工程方法
- [雙語(yǔ)翻譯]招投標(biāo)外文翻譯--投標(biāo)管理:系統(tǒng)工程方法
- [雙語(yǔ)翻譯]招投標(biāo)外文翻譯--投標(biāo)管理系統(tǒng)工程方法中英全
- 2008年招投標(biāo)外文翻譯--投標(biāo)管理系統(tǒng)工程方法(英文).PDF
- 2008年招投標(biāo)外文翻譯--投標(biāo)管理系統(tǒng)工程方法
- 2008年招投標(biāo)外文翻譯--投標(biāo)管理系統(tǒng)工程方法.DOCX
- [雙語(yǔ)翻譯]招投標(biāo)外文翻譯--投標(biāo)策略與工程項(xiàng)目績(jī)效關(guān)系的動(dòng)態(tài)建模(英文)
- [雙語(yǔ)翻譯]招投標(biāo)外文翻譯--投標(biāo)策略與工程項(xiàng)目績(jī)效關(guān)系的動(dòng)態(tài)建模
- 工程管理畢業(yè)外文翻譯--建筑項(xiàng)目招投標(biāo)
- [雙語(yǔ)翻譯]招投標(biāo)外文翻譯--投標(biāo)策略與工程項(xiàng)目績(jī)效關(guān)系的動(dòng)態(tài)建模中英全
- 外文翻譯--建筑項(xiàng)目招投標(biāo)
- 建筑項(xiàng)目招投標(biāo)外文翻譯
- 工程招投標(biāo)外文翻譯--不平衡投標(biāo)的檢測(cè)和預(yù)防(節(jié)選)
- 工程投標(biāo)策略外文翻譯
- 2017年招投標(biāo)外文翻譯--投標(biāo)策略與工程項(xiàng)目績(jī)效關(guān)系的動(dòng)態(tài)建模(英文).PDF
- 建筑項(xiàng)目招投標(biāo)畢業(yè)設(shè)計(jì)外文翻譯
- 建筑項(xiàng)目招投標(biāo)畢業(yè)論文外文翻譯
- 工程招投標(biāo)管理——施工單位投標(biāo)管理
- 工程投標(biāo)策略外文翻譯1
- 工程招投標(biāo)管理淺析
評(píng)論
0/150
提交評(píng)論