PROCUREMENT采购
Project Procurement Management 项目采购管理- the processes required to acquire goods and services from outside the performing organization.此过程需要从外部执行组织获取货物和服务。
Make or Buy Decision做出/购买决定 – it is generally better to do the work yourself if using an outside company means you have to turn over highly confidential proprietary data to other company.如果你用外部公司有可能泄漏机密数据，那最好亲自执行此工作。
Contract Types and Risk合同类型和风险
Cost Plus Percentage of Cost 成本加成本百分比(CPPC) No valid for federal contracts对政府合同无效？
Cost Plus Fixed Fee (CPFF)成本加固定费用 Used for research and development contracts (which generally have low level of detail in the scope); fixed fee can change if there is a change to the contract (usually through change orders). The risk rests with the buyer.用于研究和发展合同（通常在范围细节上处于较低水平）；如果合同有变化，固定费用可以变更（通常是贯穿变更订单始终）风险取决于购买者。
Cost Plus Incentive Fee （CPIF）成本加激励费用 Buyer and seller share in savings based on predetermined %s; long performance periods and substantial development and test requirements (incentive to the vendor to perform on or ahead of time)购买者和销售者根据预先制定的百分比分担储蓄；长时执行周期，实质发展和测试要求（激励卖主及时或提前完成任务）
? In Cost plus contract, the only firm figure is the fee在成本加合同中，唯一的硬性指标是费用
Fixed Price Plus Incentive Fee (FPI)固定价格加激励费用 High-value projects involving long performance periods高价值的项目包括长时执行周期
Firm Fixed Price (FFP)稳定的固定价格 Reasonably definite specifications (e.g. SOW). Shift risk to seller. Good when deliverable is not a core competency.适度的明确说明书。将风险转嫁给销售者。可交付使用不是核心竞争力时很好。
Time & Material (T&M)时间和原料 Good if the buyer wants to be in full control and/or the scope is unclear/not detailed or work has to start quickly. Profit factor into the hourly rate.购买者希望被完全控制，或范围划分不明确，或任务快速启动都很好。利润要素进入每小时速率。
Fixed Price Award Fee固定价格授予费用 “bonus” to the seller based on performance (e.g. 100K + 10K for every designated incremental quality level reached.
Purchase Order买卖订单 A form of contract that is normally unilateral and used for simple commodity purchases.用于一般消费品购买的单方面的合同形式
Contract type Vs Risk和同类型和风险 FFP – FPI – CPIF – CPFF – CPPC
Fixed Price – Cost Reimbursable – T&M
Buyer’s risk from low to high购买者的风险从低到高
Seller’s risk from high to low销售者的风险从高到低
华译网北京翻译公司曾经翻译过大量有关项目采购管理的中英文专业资料文件，Beijing Chinese Translation Service Agency has translated many documents in the field of Project Procurement Management
Elements of a Contract合同基础
Offer提议 Assent to certain terms by both parties双方一致同意一些条件
Acceptance接受 Agreement, written or spoken协议，书面的或口头的
Consideration报酬 Something of value有价值的东西
Legal Capacity法律能力 Able to contract有合同效力
Legal Purpose法律目的 No violation of public policy不违反公众政策
Stages of Contract Negotiation 合同谈判进程
Protocol草案 Introductions导言
Probing探通术 Identify concerns, strengths, weaknesses识别利害关系，强势，劣势
Scratch bargaining商讨 Actual bargaining实质性商讨
Closure收尾 Positions summed up决定合计
Agreement协议 Documenting文档
Specification 说明书- precise description of a physical item, procedure, or service. The SOW supplements the specification in describing what must be done to complete the project.关于物体、进程或服务的详细说明。SOW是描述项目完成所需工作的补充说明。
Privity默契- legal relationship that exists between any contracting parties (e.g. if company “A” hires “B” and “B” subcontract to “C”, “C” is not legally bound by anything “A” can say; the privity is with “B”)存在于任何直接联系者之间的合法关系（例如：公司A雇用B，B转包给C，C对于A所说的任何事情不负有法律责任，C的默契人是B）
Waiver弃权 - a party can relinquish rights that it otherwise has under the contract. Forebearance can mature into waiver.
Retainage – withholding of funds under contract.依照合同扣除资金
Warranty 担保- assurance of the level of quality to be provided对所承诺质量水平的保证
A contract ends by: 合同终止于
Successful performance成功的业绩
Mutual agreement相互协商 Last two are Termination最后两个是终止
Breach of contract违约
Terms and Conditions期限和条件 – the project manager must uphold the Terms and Conditions of the contract, even if it meets the needs of the project, it has to also meet the requirement of the contract.项目管理者必须支持合同的期限和条件，即便要符合项目需求，也必须符合合同要求
Liquidated damages – 清算赔偿金
Contract Control System vs Project Control System 合同控制系统和项目控制系统– they both include procedures. The contract control system requires more documentation and more signoff.它们都包括进程。合同控制系统需要更多的文件和签名。
Work Authorization Systems任务授权系统 – can be used to coordinate/control what time and sequence work is done. It helps with integrating tasks into a whole.用于调整/控制工作在何时以何种次序进行。它帮助将任务集成于一体。
Performance Scope of Work 任务执行范围– describes the performance – not the functionality-- required by the customer描述而非泛泛而谈用户所要求的执行情况
Independent Estimate独立评估 – most concern with costs, comparing cost estimates with in-house estimates or with outside assistance (part of Source Selection)多数关注成本，在内部评估和外部补助（资源选择的一部分）之间比较成本估算
Procurement Audit获得审计
– structured review that flush out issues, and set-up lessons learned. Helps ensure problems are resolved for future projects. Identify successes and failures that warrant transfer to other procurements.回顾所有涌现的问题，学到的经验教训。确保对于未来项目存在的问题都已经得到解决。区别成功与失败
Beneficial Efficiency 法律效力– when the work is being used for the intended purpose and has been certified当任务用于被确定的目的并已被鉴定
Terminating contract for Convenience为方便而定的终止合同 – if a project is terminated before it is complete, the level of extent of completion should be established and documented.项目在完成之前终止，需要建立和记录项目完成程度的水平。
Contracting
Centralized集中订立 Decentralized发散订立
+ More economical更经济 + Project Manager has more control PM更大控制权
+ Easier to Control易控 + Contracting personnel are more familiar with project 合同订立人员对项目需求更熟悉
+ Higher degree of specialization (expertize)高度专业化 + More flexible and adaptable to project needs针对项目需求，更具适应性和灵活性
+ Orders can be consolidated形成固定化订单 - Duplication of contracting efforts合同工作重复性
- May become a bottleneck可能形成瓶颈 - Higher costs高成本
- Less attention to special needs不太关注项目具体要求 - No standard policies没有形成标准化的合同政策
Negotiating Tactics谈判策略
Deadline最终期限 Strategic Delay战略延迟
Surprise吃惊 Reasoning Together一起论理
Limited Authority有限权力 Withdrawal撤退
Missing Man不露面的人 Unreasonable不合理
Fair and Reasonable公平合理 Suggesting Arbitration建议仲裁
Fait Accompli既成事实
Documentation文件
? Statement of Work 工作说明– describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the item. (Scope Statement between Client and PM / SOW between PM and Seller)按合同的要求对产品提供详细的叙述性说明以使潜在供方判断是否有能力提供相应服务（范围说明存在于PM和客户之间/工作说明存在于PM和供应商之间） |
