本文介绍了国际间的建筑工程的招投标和签订合同的系统方法。它用以帮助雇主/工程师收到合理的、与招标文件一致的公开投标，从而对它们进行快速和有效地评估。同时，努力地给予承包商机会和鼓励，使他们顺利地接受邀请而对他们有资格履行的工程进行投标。希望采用这种方法将使招投标的费用最小，并确保所有的投标者在合理和同等的基础上能获得公正与公平的机会来提交他们的建议。
Project Strategy 项目策略
Establishment of Procurement Method and Form of Tendering　In the context（上下文）of this document the word “project’ covers all the stages from the initial idea to construct a given physical asset（有形资产）to the final taking-over（接收）by the employer of the completed work.

建立获取投标的方法和形式　在本篇的上下文中，“项目”一词包括了从最初建造一个特定的有形资产的构思到最后雇主接收已完工程的全部阶段。
Projects may be organized and implemented in accordance with different strategies. Which strategy is best suited for the purpose depends on, for example, the nature and complexity of the project, the access to finance（融资渠道）, life cycle（生命周期）costs of the projects, the technical and administrative capability of the employer and the general political and economic environment.

项目可以根据不同的策略进行组织和实施。何种策略最适合于项目的目标，依赖于如项目的性质和复杂性、融资渠道、项目的生命周期费用、雇主的技术和管理能力以及总的政治与经济环境。
The project strategy defines（规定）the way in which the project will be implemented, determines the role of each party involved and, where appropriate（适当处）, specifies（指定）the way the project will operate. To a large degree contractual relationship（合同关系）between the parties and their individual rights, duties and risks are thereby also determined by the project strategy.

项目策略规定了项目实施的途径，确定了有关各方的任务，并在适当处指定了项目运作的方法。因此，在很大程度上双方的合同关系以及各自的权利、义务和风险也由项目的策略来确定。
At the implementation stage of a project, tendering serves as a method to ensure that the work is procured（获得）at competitive terms（条件）.

在项目的执行阶段，投标作为一种确保在竞争的条件下获得该项工作的方法。
The choice of strategy is a major（较重要的）decision which has far-reaching consequences（深远意义）. Once a strategy has been settled it is of great importance that it be followed（遵循）throughout the implementation of the project. Lack of （没有）strict adherence（遵守）to the strategy may lead to flaws in the procurement process（获取过程）, resulting in claims（索赔）, disputes（争端）and extra cost for all concerned.

策略的选择是具有深远意义的较重要的决定。一旦定下策略，它即具有非常重要的意义，应在整个项目的执行过程中被遵循。没有严格遵守该策略可能导致获取过程中的缺陷，导致索赔、争端以及所有有关的额外费用。
Any part of a project which can be covered by a separate contract may in principle（通常） be made subject to（根据）tendering.

一份单独合同所包含的项目中的任何一部分通常都可以根据投标进行。
As soon as the project strategy has been decided, the employer, assisted by his engineer, should establish procurement methods and forms of tendering to be used in the project.

一旦确定项目策略，雇主应该在工程师的帮助下建立用于该项目的获取投标的方法和形式。
The procurement methods and forms of tendering are established by determining:
（1）The parts of the project for which tenders are to
  be sought（试图获得）;
（2）The conditions of contract to be adopted;
（3）The award criteria; and
（4）The tendering procedure.

通过确定下列内容来建立获取投标的方法和形式：
（1）试图获得投标的项目部分；
（2）采用的合同条件；
（3）授予合同的标准；
（4）投标过程。
Once these basic preconditions（前提）have been determined and agreed between the employer and his engineer, the planning of when and how the tendering can be carried out may commence.

一旦这些基本的前提被确定并在雇主和工程师之间协商一致，则何时和如何进行投标的计划便可开始。
If, for unforeseen（无法预料的）reasons, changes in principle and form have to be made at a later stage in the project the implications（含意）of such changes have to be considered and assessed carefully.
由于无法预料的原因，如果在项目的后期不得不发生原则和形式上的变化，则必须小心考虑并估计这些变化的含意。
Preparation of Programmes　The tendering procedure, as described in this document, implies that certain activities have to be carried out in connection with（连同）each part of the project for which a separate tender is to be called（招标） .
计划的准备　正如本文所描述的，投标过程意味着某些活动必须连同项目的各个部分一起进行，而该项目是进行单独招标的。
It is important that these activities are carried out in a systematic and timely（适时的）manner. They should therefore be planned carefully and incorporated in（并入）the programme for the project.