Centralized procurement plan
Part 1: Centralized procurement plan
Industry background
In recent years, with the in-depth development of the power system reform, the separation of the factory network and the full implementation of the bidding Internet have brought new and severe tests to the power companies. With the gradual increase in the management and control of power enterprise group materials, each group has established an independent e-commerce platform to conduct unified management and control over the procurement of materials of subordinate power companies, which has become an important measure for the information management of various groups.
The power group has a large number of subordinate units, and the region is scattered. It is difficult to realize the unified management and control of the group through the traditional material procurement model. In order to further play the effective role of the Group's centralized procurement, the subordinate units in the procurement of materials, a large number of varieties, large spans of materials through centralized procurement, the subordinate units are uniformly submitted to the group for centralized procurement. This approach enables timely and accurate formulation of group procurement plans and enables on-demand procurement. At the same time, it facilitates the Group to conduct an effective analysis of the purchase price of materials, further optimize the negotiation pricing of centralized procurement materials, and at the same time effectively conduct scientific, timely and preparatory evaluation of centralized procurement materials suppliers, and ultimately make the Group's centralized procurement advantages effective. Play to achieve the role of reducing procurement costs and improving the overall efficiency of procurement operations. And to achieve effective tracking of the Group's subordinate units' material procurement, establish an effective tracking and supervision mechanism; provide timely and reliable information for group leaders to make purchasing decisions. This centralized procurement model of power companies has gradually been applied by various power groups and has achieved good application results.
2. Overview of the program
The Chenxi Group-level centralized procurement overall solution starts from the process of helping the power enterprise group to purchase the best material, and through the centralized procurement of the materials in the group's material procurement, the subordinate units are uniformly submitted to the group. Centralized purchasing. This approach enables timely and accurate formulation of group procurement plans and enables on-demand procurement. At the same time, it facilitates the Group to conduct an effective analysis of the purchase price of materials, further optimize the negotiation pricing of centralized procurement materials, and at the same time effectively conduct scientific, timely and preparatory evaluation of centralized procurement materials suppliers, and ultimately make the Group's centralized procurement advantages effective. Play to achieve the role of reducing procurement costs and improving the overall efficiency of procurement operations. And to achieve effective tracking of the Group's subordinate units' material procurement, establish an effective tracking and supervision mechanism; provide timely and reliable information for group leaders to make purchasing decisions.
2.1. Scope of application:
Large and medium-sized power companies
2.2. Program Requirements Object:
The market demand for the overall solution for the Group's material procurement is mainly for various types of material manufacturers that are expanding upstream, various types of power plants that are expanding downstream, and logistics service providers that link upstream and downstream industry chains.
3. Program features
3.1. High value-added centralized procurement overall solution consulting services:
In the field of e-commerce solutions for the power industry, Chenxi Information is one of the best solution providers in the country. In the 20XX year, Chenxi Information began to help power companies achieve material procurement management, and achieved good application results. The unanimous recognition and high evaluation of users of the majority of power companies. At the same time, it is particularly worth mentioning that Dawn Information has provided not only a set of e-procurement systems for many power users, but also a set of e-procurement consulting services with high added value. For many years, Chenxi has been insisting on satisfying the needs of customers' refined management, and providing customers with efficient and standardized implementation services.
3.2. Group-level e-commerce platform is rich in development and operation, and has strong independent research and development capabilities:
Based on a strong technical and e-commerce service team, Chenxi Technology has successfully become Huaneng Power International Co., Ltd., Zhejiang Energy Group Co., Ltd., Hong Kong GCL Group, State Grid Energy Development Co., Ltd., State Grid Xinyuan Holdings Co., Ltd. A number of large-scale power enterprise groups have customized and developed a unified e-commerce transaction system, which is ahead of competitors in terms of technical strength and implementation experience.
Based on the background, advanced technical capabilities, high-quality services and professional implementation experience of the power industry for many years, Chenxi has an absolute ability to complete the e-procurement platform project for large enterprises/groups.
3.3. The market share of successful customers ranks first in the industry:
Chenxi Technology's Chenxi Purchasing Network has attracted a large number of members with professional purchasing concept. Up to now, Chenxi Technology has provided e-procurement solutions for more than 80 power companies nationwide, and relies on the mature operation experience of power companies. Provided e-procurement platform construction and rental services for automotive, chemical, shipbuilding, pharmaceutical, machinery manufacturing and other fields. The cumulative transaction volume of the platform has exceeded 8.87 billion yuan, and the platform has more than 7,000 quality suppliers in the industry. Good social benefits.
In the information age, e-commerce provides a new opportunity for traditional enterprises to enhance their core competitiveness. Facing the complex and ever-changing market competition environment, enterprises can only gain advantages in competition and continuously seek development in the process of development. survive. Chenxi Technology aims to meet the needs of enterprise users' refined procurement management, helping customers achieve one-stop shopping and become a leader in the field of procurement management.
4. Core application
4.1. Helping grouped companies build appropriate centralized procurement models
Dawn's centralized procurement overall solution architecture is flexible, and a variety of typical management and control modes for centralized procurement can provide corresponding process and strategy support.
4.2. Promote the standardization of procurement materials
Establish a standard catalogue of centralized procurement materials within the group. For the problems of multi-ERP and multi-encoding systems in group companies, we can provide effective and standardized solutions.
4.3. Establish an efficient procurement requirements management process
For the respective characteristics of production procurement and non-production procurement, an automated or manual-assisted procurement demand summary mechanism can be provided to maximize the procurement scale/leverage and reduce procurement costs. Improve the efficiency of procurement operations.
4.4. Strengthening centralized management control of material procurement
Support the company's pricing power, procurement rights to do the necessary separation and set up a special department responsible for procurement contract authorization management, supplier selection, price determination.
4.5. Establishing a centralized procurement negotiation decision-making process
In addition to centralized bidding, it also provides a variety of competitive negotiation processes, and can flexibly configure procurement business processes and approval workflows for various business types of enterprises according to the actual situation of enterprises, and support changes in business procurement business processes.
4.6. Establishing a group-wide price monitoring system
Take pre-approval and post-regulation methods for price changes, establish real-time and dynamic supervision of procurement price execution, and help you effectively control centralized procurement.
4.7. Purchasing execution tracking and monitoring
In the face of many member units of the group, the implementation of tracking methods, monitoring the actual data of the procurement and execution of molecular units, to ensure that the Group's procurement results are effectively implemented.
4.8. Strengthening supplier management
Historical transaction records can be collected for the entire group of suppliers, and practical and advanced models can be established to provide a scientific assessment of suppliers' quality, price, delivery, service, and sustainable improvement. Conduct supplier assessments in an easy, scientific, real-time, and accurate manner, providing you with trusted decision information for your choice of better supplier partners.
4.9. Optimizing business processes
Standardize, coordinate, and optimize the process of centralized procurement business processing, and improve the efficiency of procurement.
5. Typical customers
Huaneng International E-Commerce Platform Case Introduction
Management ideas for platform construction
Huaneng, a large power generation group, includes dozens of power plants. The annual procurement of materials is huge. However, as a group company, it is difficult to fully utilize the scale advantages of the entire group. It is also difficult to effectively implement the power plants in the group. Material adjustment and synergistic reserve. Huaneng's e-commerce platform is built throughout the group. On the one hand, each power plant can use the platform to conduct material procurement in a more open manner through e-commerce to reduce procurement costs, and to conduct inter-plant related projects through e-commerce platforms. Collaboration of information such as inventory backlog and spare parts reserve; and the group headquarters, as the top management of the platform, conducts unified monitoring and management of the entire group's procurement resources through the e-commerce platform.
Huaneng Power International Co., Ltd. relies on the strong technical support team of Chenxi Technology to build an e-commerce platform based on world-class technology. The guiding ideology of the platform construction is based on the full implementation of the scientific concept of development. Through the promotion of the level of informatization, under the leadership of Huaneng International Corporate Culture, it actively develops e-commerce applications, promotes the management innovation of material procurement work, and realizes the optimal allocation of resources. And efficient application, optimize supply chain management, improve the market's market response and scientific decision-making level, and enhance the core competitiveness of enterprises.
Business application and corresponding platform functions
Chenxi Technology has independently developed the Huaneng International E-Commerce Platform System for Huaneng Power International Co., Ltd., which has been successfully applied by many Fortune 500 companies. The system is based on the Oracle-Exchange system and is integrated in the implementation. Huaneng International's business procurement features are fully customized and incorporate a number of innovative factors. Platform construction of a company-level dynamic information interactive platform with comprehensive business management functions, to achieve multiple functions such as bidding, various procurement, material management, contract management, asset management, supplier management, etc., improve e-commerce management system, reduce costs and improve Efficiency, build a supply chain management system with Huaneng characteristics, and build a professional electronic portal for Huaneng's business work.
In view of the overall planning of Huaneng International Material Management, from the perspective of group management, the platform construction is divided into two platforms, an internal centralized management and control platform and an external decentralized monitoring platform. At the same time, the two platforms are fully integrated and business interaction:
1. Internal centralized management and control platform:
For the power plants with close relationship with the Group's daily management, the material management system will be deployed in a centralized manner to realize the centralized management and decentralized execution of the logistics, information flow and capital flow of the materials in the group, and improve the effective management of the entire group's logistics resources.
2. External decentralized monitoring platform:
For the power plants with loose management relationship with the group, the Group will construct a unified portal for suppliers through the e-commerce platform, integrate the group bidding procurement business, improve the overall purchasing bargaining power of the group, and reduce the overall procurement cost of the group; Monitor the bidding business of each power plant, realize the transparent bidding business, and standardize the procurement business process; through the e-commerce platform, the inventory sharing of equipment and spare parts can be realized within the group, and then the inter-plant materials can be implemented within the group. Transfer and Liku management, thus effectively reducing the Group's inventory and capital occupation.
E-commerce platform application effect
1. First prize for scientific and technological management innovation achievements:
Huaneng International E-Commerce Platform passed the formal acceptance in 20XX; in March 20XX, it successfully passed the safety assessment organized by the Information Security Research Institute of China Electric Power Research Institute, in line with the national information system security level protection standard; The first prize was awarded in the national power industry enterprise management modernization evaluation organized by the Enterprise Federation.
2. Group application effect
As of December 20XX, 44 power plants and 8 branches of Huaneng Power relied on the platform for online procurement. In the year of 20XX, the Group achieved 169 online bidding, including 101 infrastructure projects and 68 production categories. One. The bidding amount reached 167 million yuan. The platform has completed more than 5,000 registered suppliers. The total number of registered systems in the 2019 system exceeded 300,000, and the daily visit volume was nearly 800 users.
3. Subordinate power plant application effect
As of December 20XX, 44 power plants and 8 branches of Huaneng Power relied on the platform for online procurement. In the year of 20XX, the subordinate power plants completed a total purchase of 880 million yuan through the platform. Of the 9,803 items, the purchase amount was generally lower than the estimated budget or the project estimate.
4. Supplier resources are effectively integrated through the platform:
On the one hand, under the scientific management of the platform, the supplier dynamically maintains the registration information and actively participates in the platform business; on the other hand, the purchaser can know the supplier resources of the company at any time through the platform, and query all the business and evaluation of the supplier, according to You need to choose a supplier to conduct business. Optimize resource integration with the platform's powerful vendor service capabilities.
Competition between modern companies has turned into competition between supply chains. The use of e-commerce technology to implement supply chain management, effectively promote the integration of business processes and the interconnection of information systems among cooperative enterprises, improve the market response capability and comprehensive competitiveness of both parties, and ultimately create a final realization and cooperation of a supply chain system with Huaneng characteristics. The cooperation of suppliers is win-win and common development.
5.1. State Network Energy Development Co., Ltd. Case Introduction
Management ideas for platform construction
The construction of e-commerce platform of State Grid Energy Development Co., Ltd. is an important part of the construction of material management system of State Grid Energy Development Co., Ltd. It is based on the data synchronization between the Internet and the company's material management and control platform to realize the procurement transaction information in the entire supply chain. The company and its subordinate power plants all purchase transaction orders through the unified e-commerce platform and suppliers to conduct transaction interaction, to achieve centralized control of the State Grid energy procurement transaction business process.
Strengthen material intensive management, in accordance with the unified deployment of State Grid Energy Corporation, optimize the power plant organization system and institutions, implement unified management of materials; strengthen material management infrastructure, promote material standardization, deepen bidding procurement management, and strengthen material emergency response system.
Business application and corresponding platform functions
Construct the material and bidding management platform of the power plant affiliated to State Grid Energy Development Co., Ltd., and establish a database of expert evaluation and supplier information. Implement a large material strategy, and establish a system of information collection, statistics, analysis, inquiry and supervision under the premise of unified regulation. Through information technology, the bidding of power materials is open, fair and just, and the standardization and standardization of material management are sought. Integrate existing resources, realize unified bidding, unified procurement, and unified settlement of bulk power materials, gradually realize e-commerce of fund settlement, and establish a dynamic management and monitoring analysis system for material procurement, so as to effectively control and reduce procurement costs and improve enterprise efficiency.
Part 2: Centralized procurement plan
Chapter 1 General
Article 1 In order to strengthen the management of the procurement of school materials and equipment, standardize procurement behavior, improve the efficiency of fund use, and promote the development of various undertakings of the school, according to the "Tendering and Bidding Law of the People's Republic of China", "Interim Provisions on the Operational Procedures of Government Procurement", The Administrative Measures of the People's Republic of China Government Procurement Law and the Interim Measures for the Implementation of Government Procurement Management of the Ministry of Education shall be formulated in accordance with the actual conditions of the school.
Article 2 These management measures shall apply to the procurement activities of materials and equipment listed in the scope of procurement of these Measures.
Article 3 The centralized procurement of school materials and equipment shall follow the principles of openness, fairness, impartiality, honesty and credit, efficiency and the protection of the interests of the school.
Chapter II Purchasing Organization and Responsibilities
Article 4 Centralized procurement work Under the leadership of the competent principal, a leading group for the procurement of materials and equipment shall be established. The leading group shall be composed of the principals responsible for the principal, the Commission for Discipline Inspection, the Supervision and Audit Office, the Finance Department, the Laboratory and the Equipment Management Department. The responsibilities of the group are:
To review the policies, regulations and rules and regulations for the centralized procurement of school materials and equipment;
To verify the centralized procurement plan and annual summary of school materials and equipment;
To verify the procurement methods for centralized procurement of school materials and equipment;
Defining the contract for the centralized procurement of school materials and equipment;
Responsible for the bidding for the centralized procurement of major materials and equipment;
Supervise the centralized procurement activities of school materials and equipment, and mediate disputes.
Article 5 A library of technical experts for centralized procurement of materials and equipment shall be established, consisting of experts from relevant fields inside and outside the school. According to the needs of the procurement project, some experts are randomly selected from the expert database to participate in the centralized procurement planning and project demonstration of the school materials and equipment, and participate in the bid evaluation and voting of the procurement project.
Article 6 The Laboratory and Equipment Management Office, as the functional department of school material equipment procurement, organizes and manages the centralized procurement of materials and equipment throughout the school. The main responsibilities include:
Implement policies, regulations and systems for the procurement of school materials and equipment;
In conjunction with the departments of finance, science and technology, and educational affairs, we will formulate a centralized procurement plan for school materials and equipment, and be responsible for organization and implementation;
An organization responsible for the centralized procurement activities of specialized equipment, general equipment, vehicles and other materials and equipment required for teaching, research, and administrative work throughout the school;
Responsible for the production of tenders, contracts and related files for the centralized procurement of materials and equipment in schools;
Representing the school and the supplier to sign the contract for the purchase of materials and equipment;
Responsible for the approval of relevant documents such as electromechanical and tax exemption for imported materials and equipment, and responsible for inspection, quarantine and claims of imported materials and equipment;
Responsible for organizing the relevant departments to check and accept the procurement of materials and equipment, and urge the supplier to provide after-sales service according to the contract;
Complete other tasks assigned by the Leading Group for School and Material Equipment Central Purchasing.
Article 7 According to different centralized procurement projects of materials and equipment, the school shall form a temporary procurement working group of 7-9 persons. The personnel of the project shall be the project leader of the user unit, the technical experts of the relevant parties, the supervision and auditing department, the financial department, the laboratory and the equipment. The head of the management office is composed. Its main responsibilities are:
Participate in the feasibility demonstration of centralized procurement of materials and equipment, and propose proposals for procurement;
Conduct surveys on credit, technology and products for the proposed supplier;
Examine the tenders and related files of the centralized procurement of materials and equipment;
The bidding and voting of the procurement project shall be carried out to determine the winning bidder or individual of the general project, and the bidding proposal for the major procurement project shall be proposed.
Chapter III Centralized Purchasing Scope
Article 8 Where the unit price of 100,000 yuan or a bulk purchase of materials and materials worth more than 100,000 yuan, the form of centralized procurement shall be adopted. For mechanical and electrical products subject to international tendering by the state, it shall be implemented in accordance with relevant national tendering regulations and procedures.
Article 9 Materials and equipment with a unit price of 100,000 yuan to 200,000 yuan shall be organized and purchased by the Laboratory and Equipment Management Office. The procurement team consists of the relevant personnel of the laboratory and equipment management department and the material equipment purchase unit, and the materials and equipment experts of other units in the school; the materials and equipment with unit price of 200-400,000 yuan are organized by the laboratory and equipment management department for centralized procurement. The procurement team consists of the heads of the laboratory and equipment management department, the supervision and auditing department, the finance department, the relevant personnel of the material equipment purchase unit, and the materials and equipment experts of other units in the school; the materials and equipment with a unit price of more than 400,000 yuan are organized by the principal. Centralized procurement, the procurement team consists of the heads of the laboratory and equipment management department, the supervision and auditing department, the finance department, the relevant personnel of the material equipment purchase unit, and the materials and equipment experts of other units in the school.
Chapter IV Centralized Purchasing Method
Article 10 The centralized procurement of materials and equipment in schools shall adopt procurement methods such as open tendering, invitation to tender, competitive negotiation, inquiry, and single source.
Open tendering and procurement refers to the procurement method in which the bidding unit invites unspecified legal persons or other organizations to bid by way of tender announcement.
Inviting bidding and purchasing refers to the procurement method in which the bidding unit invites a specific legal person or other organization to bid in the form of a bid invitation. For some materials and equipment that have special characteristics and can only be purchased from a limited range of suppliers, they can be purchased by means of invitation and bidding.
Competitive negotiation procurement, material equipment that meets one of the following conditions, can be purchased by competitive negotiation.
1. After the bidding, there is no supplier bidding or no qualified supplier bidding, or the re-tendering is not established;
2. The technology is complex or special in nature, and detailed specifications or specific requirements cannot be determined;
3. The time required for the tendering cannot meet the urgent needs of the users;
4. The total price cannot be calculated in advance.
Purchasing purchases, procurement of goods specifications, standards, procurement of sufficient spot supply and small price changes, can be purchased by inquiry.
For single-source procurement, goods or services that meet one of the following conditions can be purchased from a single source.
1. Can only be purchased from a single supplier;
2. Unforeseen emergencies occurred and cannot be procured from other suppliers;
3. It is necessary to ensure the consistency of the original procurement project or the requirements of the service package, and it is necessary to continue to purchase supporting projects or equipment from the original supplier.
Article 11 Materials and equipment that have been included in the scope of centralized procurement of schools shall, in principle, be purchased by means of tendering. The procurement method for a single project is proposed by the material equipment procurement department and reported to the school procurement leading group for confirmation.
Article 12 Payment method. The centralized procurement contract for materials and equipment must specify the payment method to effectively protect the interests of the school. The payment method for the centralized procurement of materials and equipment shall be determined by the school finance department in accordance with relevant regulations. No unit or individual may, without the approval of the school's finance department, arbitrarily adopt other payment methods in the centralized procurement contract.
Chapter 5 Centralized Purchasing Program
Article 13 The procedure for open tendering. In the centralized procurement of school materials and equipment, it should be purchased by means of open tendering, and the laboratory and equipment management office shall refer to the procedures specified in the government procurement management method.
Article 14 Programs for Invitation to Tender
Preparation of bidding files: 1. Filling in the list of bidding projects; 2. Preparation for bidding; 3. Drafting of bidding files; 4. Market research and determination of bidding.
Develop the content of the bidding file:
1. Name, quantity, technical specifications, service terms, etc. of the equipment;
2. Invitation to invite the tender to issue an invitation to the production or distribution unit that can provide the tendered product;
3. Notice of bidding, including the bidder's qualification description and related files, the rights and obligations of the bidder and the bidder, the time of the bidding file, the bidding period, the time and place of the bid opening;
4. The writing specifications of the tender, including the bidder's bidding plan alternatives, price, price reduction statement, price discount, etc.;
5. Penalty for breach of contract.
Signing
After the tender is completed, it will be sent to the invited bidder by the Laboratory and Equipment Management Office. The bidding unit shall prepare the bidding documents according to the requirements of the bidding documents, seal and seal the seals of the bidding unit and the legal representative in the seal, and deliver the bids to the designated place before the date specified in the bidding documents.
Opening bid
At the time of bid opening, all members of the procurement working group and representatives of bidders shall be convened to hold a bid opening meeting, announce the principles and methods for bid evaluation and calibration, open the bid on the spot, publicly sing the mark, and make a record.
Bid evaluation
The procurement working group shall strictly evaluate the bidding documents according to the criteria and methods of the bid evaluation documents in strict accordance with the provisions of the bidding archives; the evaluation shall be divided into three parts: business, technology and price; when the business and technology meet the requirements of the bidding documents, If the bidder has the lowest bidder, if there are more bidders, you can take the initial evaluation, determine the three bidders, and then carry out the re-evaluation method. Based on the comprehensive evaluation of the price, brand, service and other factors, the bidder will be finalized; The subject matter of the bidding file is abolished.
The bid evaluation is based on scoring, secret balloting, etc. to determine the winning bidder. The process of bid opening, bid evaluation and calibration shall be recorded and a summary shall be formed, which shall be archived and filed for inspection by all members of the bid evaluation team. At the same time, send a copy of the minutes to the relevant departments such as the Supervision and Audit Office and the Finance Department.
Signing the bid and purchase contract: After the bid evaluation result is generated, the laboratory and equipment management office will issue the bid winning notice to the winning bidder, and notify the bidders who have not won the bidding result. After the notice of winning the bid is issued, the laboratory and equipment management office shall conclude a written purchase contract with the winning bidder in accordance with the requirements of the bidding file and the bidder's bidding file.
Article 15 Program for competitive negotiation of procurement methods
The centralized procurement work group of materials and equipment formulates negotiation procedures, negotiation contents, calibration standards, main clauses of the contract, and suppliers who are invited to participate in the negotiation for the procurement project to be engaged in competitive negotiation.
The centralized procurement work team of materials and equipment negotiates with suppliers one by one. After the negotiation, the participating suppliers submitted the final quotation and related commitments within the time specified by the working group. The procurement working group determined the winning supplier accordingly and announced the winning supplier on the spot;
The contract is signed on behalf of the school and the winning supplier by the laboratory and equipment management office within the time specified by the procurement working group.
Article 16 Program for Inquiry Purchase Method
The Laboratory and Equipment Management Office shall formulate the inquiry method, price composition, calibration standard, main clause of the contract, and the supplier list of the inquiry supplier for the purchase of the material procurement equipment for the procurement project to be inquired;
Require the supplier to submit a price that cannot be changed, and accordingly determine the supplier that meets the requirements of the procurement project and has the lowest quotation as the winning bidder;
The Laboratory and Equipment Management Office signed a contract with the winning supplier on behalf of the school within the time specified by the working group.
Article 17 Procedures for single source procurement methods and other procurement methods. The relevant procurement matters for the procurement project prepared by the Laboratory and Equipment Management Office are reported to the leading group for approval.
Chapter VI Supervision and Management
Article 18 The supervision and auditing department, the finance department and other departments shall supervise and inspect the whole process of bidding. The main contents of the supervision and inspection are: the regulations concerning the government bidding and the implementation of the school bidding regulations; the bidding methods, standards and the implementation of the bidding procedures; The performance of the contract. Ensure that the principles of openness, fairness, justice and integrity are implemented.
Article 19 Where an unreasonable condition restricts or excludes potential bidders, or if a mandatory bidder forms a joint bid, and the competition between bidders is restricted, it shall be ordered to make corrections.
Article 20: Persons involved in the bidding work accepting the property or other benefits of the bidder, and the interests of the bidder are not evaded, interfering with the bidding work, implying the winning bidder, leaking the relevant information and materials of the bidding work, and If the bidder colludes, it shall be stopped in time and handled in accordance with relevant regulations.
Article 21 If the bidders collude with each other or collude with the bidding staff, and the bidder seeks to win the bid by means of bribery to the bidding staff or members of the jury, the winning bid is invalid.
Article 22 The winning bidder shall conscientiously perform its obligations in accordance with the contract and complete the successful bidding project. The winning bidding project shall not be transferred to others without the consent of the tenderee, and the winning bidding project shall not be dismembered and transferred to others. Once found, it should be ordered to correct immediately and be punished according to relevant regulations.
Article 23 The signing of a contract shall clarify the powers and responsibilities of both parties. The project unit that signs the contract shall send personnel to be responsible for the regular inspection of the implementation of the contract, and shall not be subject to the relevant provisions of the government in accordance with the law.
Chapter VII Supplementary Provisions
Article 24 These Administrative Measures shall be implemented as of the date of promulgation.
Article 25 The Administrative Measures shall be interpreted and revised by the Laboratory and Equipment Management Office.
Part 3: Centralized procurement plan
Chapter I General Provisions
Article 1 In order to regulate the company's asset procurement behavior, strengthen asset management and cost control, improve the efficiency of capital use, and promote orderly operation and sustainable development of the company, according to the Ministry of Finance's "Regulations on Strengthening Centralized Purchasing Management of State-Owned Financial Enterprises" and the relevant state These regulations are formulated in accordance with the provisions of laws and regulations and the actual situation of the company.
Article 2 The term “centralized procurement” as used in these Measures refers to the procurement and execution unit of the company, which is paid by contract or by a certain program, and the goods, engineering and services within the scope of centralized procurement specified by the company's business needs or above the specified limit. the behavior of.
Article 3 The company's centralized procurement work shall follow the principles of openness, fairness, honesty and credit, efficiency and the company's interests.
Chapter II Company Centralized Purchasing Organization and Responsibil
Article 4 The company establishes a centralized procurement work leading group, which includes the main leaders of the company's main leaders, planning and finance, auditing laws, operations, underwriting, claims, personnel, and administrative departments. The main responsibilities of the leadership team include:
Responsible for the company's centralized procurement policy and the formulation of specific regulations.
Determine the scope, methods, and procedures of the company's centralized procurement program.
Examine the budget and implementation of the company's centralized procurement project.
Responsible for the approval and implementation of major projects for centralized procurement by the company.
Responsible for the company's centralized procurement work guidance, supervision and inspection.
Article 5 The company's centralized procurement work leading group has a working office as the functional department of the company's centralized procurement work. It is responsible for the specific management of the company's centralized procurement work and the review of procurement projects and the organization and implementation of major projects. The daily work functions are carried out by the company office, and its main responsibilities include:
Implement the policies and regulations of the company's centralized procurement;
It will work with the company's finance, operation and related departments to formulate the scope, plans and budget of the company's centralized procurement projects, and is responsible for the specific organization and implementation.
Responsible for the review of the company's centralized procurement project application and the organization and implementation of major procurement projects.
Responsible for organizing the acceptance of centralized procurement projects, and urging suppliers to supply and provide after-sales services according to the contract.
Responsible for the review and verification of the agreement and the supplier and the supplement and update of the information.
Complete other tasks assigned by the company's centralized procurement work leading group.
Article 6 The establishment of the company's centralized procurement review committee shall be held by professional management personnel or external experts recommended by various departments of the company. The member system of the jury members shall be implemented, and the procurement project shall be selected for the procurement review work by randomly selecting the number of personnel from the member library according to the requirements of the procurement project and the structure ratio. Its main responsibilities include:
Participate in the review of centralized procurement project applications, research and validation of procurement methods, time, procedures and specific implementation plans;
Participate in the review and selection of centralized procurement project suppliers;
Participate in the formulation of major procurement project plans, procurement file review, business negotiation, supplier evaluation and project acceptance;
Participate in research and other related matters in the implementation of centralized procurement projects.
Article 7 A large-scale or special centralized procurement project shall be set up by the company's centralized procurement work leading group to set up a project working group to be responsible for the review and implementation of the project. The team members include the responsible personnel of the unit project, the management and technical personnel of the company's relevant departments, the company's centralized procurement review committee and the company's supervisors.
Chapter III Scope of the company's centralized procurement projects
Article 8 The scope of the company's centralized procurement projects is determined:
Goods category: office business room, office furniture, electrical equipment, office equipment and transportation equipment, electronic and network equipment, communication equipment, security equipment, bulk prints, office supplies and consumables, advertising and promotional items.
Engineering: renovation of office business buildings, computer network systems, software development and other projects.
Services: professional consulting, engineering design, equipment maintenance, brush production, property and life insurance, system training and conferences and related social services.
The company's centralized procurement leadership team identified other projects that needed to be centrally procured.
Chapter IV Centralized Purchasing Methods and Workflows of the Company
Article 9 The company's centralized procurement methods use other methods of procurement, such as open tendering, invitation to tender, competitive negotiation, inquiry, single source or centralized procurement leading group.
Open bidding and procurement method: refers to the procurement method of inviting unspecified legal persons or other organizations to bid by means of tender announcement.
Inviting bidding and purchasing methods: refers to the procurement method of inviting a specific legal person or other organization to bid in the form of invitation to bid. For certain assets that have special characteristics and can only be purchased from a limited range of suppliers, the procurement method of invitation to tender can be used.
Competitive Negotiation Purchasing Method: Assets that meet the following conditions can be purchased in a competitive negotiation manner.
1. After the bidding, there is no supplier bidding or no qualified supplier bidding, or the re-tendering is not established;
2. The technology is complex or special in nature, and detailed specifications or specific requirements cannot be determined;
3. The time required for bidding cannot meet the urgent needs of users.
4. The total price cannot be calculated in advance.
Inquiry procurement method: Procurement of goods specifications and standards, procurement of sufficient spot supply and small price changes, the procurement method of inquiry can be used.
Single-source procurement: A single source of procurement can be used for goods or services that meet one of the following conditions.
1. Can only be purchased from a single supplier;
2. Unforeseen emergency situations cannot be procured from other suppliers;
3, must ensure the original procurement project consistency or service supporting requirements, need to continue to purchase additional supporting projects or equipment from the original supplier, and the total amount of additional funds does not exceed 10% of the original contract purchase amount.
Article 10 The company concentrates on the procurement workflow.
Chapter V Company Centralized Purchasing Implementation Unit
Article 11 If the total purchase price of the purchased assets is less than 10,000 yuan, the relevant provisions of the company's asset management shall be implemented by the procurement function department of the unit after the relevant units have performed the relevant examination and approval procedures. The use unit may not squander the bulk purchase or the assets purchased by a project as a whole or otherwise evade centralized procurement.
Article 12 Where the total purchase price of the assets to be purchased is more than 10,000 yuan, the form of centralized procurement shall be adopted.由項目使用或實施單位填寫《公司集中採購項目申請表》，報公司集中採購辦公室審批後實施。
總價在10萬元—20萬元的採購項目，經公司主管部門及相關部門審核，報公司集中採購工作辦公室和公司主管領導審批後，由項目使用或實施單位的採購職能部門實施。
總價在20萬元—40萬元的採購項目，由公司主管部門和相關部門及集中採購評審委員進行審核，報公司集中採購工作辦公室和公司主管領導審批後，責成項目使用或實施單位的採購職能部門實施。
總價在40萬元以上的採購項目，由公司主管部門和相關部門及公司集中採購領導小組設立的項目工作小組進行審批，報公司主管領導審批後，責成項目使用或實施單位的採購職能部門實施，或由項目工作小組直接組織實施。
第六章公司集中採購的監督與管理
第十三條公司稽核法律部門和各級財務部門對公司集中採購工作進行全過程監督檢查。其主要內容包括：
有關集中採購工作各項規定的執行情況；
集中採購項目預算的執行情況；
集中採購範圍、採購方式和採購程式的執行情況；
集中採購契約的履行情況；
其他應當監督檢查的內容。
第十四條公司集中採購應嚴格按照批准的預算執行。
第十五條在公司集中採購活動中，採購人員及相關人員與供應商有利害關係的，必須迴避。
第十六條集中採購契約應當採用書面形式。採購項目實施單位應在規定時間內就確定的採購事項與供應商簽訂採購契約。
第十七條集中採購契約的雙方當事人不得擅自變更、中止或終止契約。簽訂契約的部門應負責檢查契約的執行情況，對不認真履約的應按契約約定及時進行處理。
第十八條集中採購契約必須明確付款方式，具體方式由公司財務部門根據有關規定確定，集中採購契約不得採用未經公司財務部門批准的付款方式。集中採購資金由公司財務部門或授權的分支機構財務部門統一結算和支付。
Chapter VII Supplementary Provisions
第十九條本管理辦法由公司集中採購辦公室解釋和修訂。 第二十條本管理辦法自下發之日起實施。
篇四：集中採購方案
Chapter I General Provisions
第一條為規範中國人民銀行系統的集中採購行為，提高採購資金使用效益，促進廉政建設，根據《中華人民共和國政府採購法》、《中華人民共和國招標投標法》和財政部《中央單位政府集中採購管理實施辦法》等法律法規和有關制度規定，制定本辦法。
第二條中國人民銀行各級機構、國家外匯管理局及總行所屬實行預算管理的事業單位實施集中採購適用本辦法。
總行其他直屬企事業單位和社會團體使用預算資金實施的集中採購應執行本辦法。
第三條本辦法所稱集中採購是指採購單位使用預算資金以契約方式有償取得納入集中採購範圍的貨物、工程和服務的行為。
集中採購範圍由總行根據國務院定期發布的政府集中採購目錄及限額標準確定。
集中採購範圍以外的採購項目，可實行分散採購。
第四條集中採購遵循公開、公平、公正、誠實信用和效益的原則。
第五條集中採購應當嚴格按照批准的預算執行。
第六條集中採購實行統一管理，分級授權的管理體制；建立管理與操作職能相分離的內部控制機制。
第七條集中採購應採購本國貨物、工程和服務。經財政部批准的特殊項目除外。
第八條集中採購應優先採購節能環保產品。
第二章組織管理
第九條採購單位成立集中採購管理委員會。管委會是集中採購的決策者，研究審定對業務活動和發展需要有較大影響的採購事項，審查採購計畫的執行情況，對集中採購工作進行管理和監督。
管委會由主管會計財務的行長負責，成員由辦公、會計財務、法律事務、集中採購中心、科技、後勤、內審、紀檢等部門負責人組成，管委會辦公室設在會計財務部門。
第十條總行會計財務司是人民銀行集中採購的管理部門，其主要職責是：
擬訂人民銀行集中採購制度、辦法;
擬訂人民銀行集中採購項目及限額標準;
匯總編制人民銀行年度集中採購計畫和集中採購信息統計報表;
審核總行採購項目、確定採購方式、下達採購任務;
組織協調總行各部門集中採購事項;
管理總行評審人員庫;
組織集中採購業務培訓;
向財政部申報有關集中採購審批事項;
受理採購投訴;
監督、管理、檢查集中採購工作。
第十一條總行集中採購中心是集中採購的實施部門，其主要職責是：
根據總行管委會辦公室下達的採購任務，組織實施總行集中採購項目;
實施人民銀行系統協定供貨和定點採購工作;
組織實施人民銀行各分支機構、總行直屬事業單位委託的集中採購項目;
建立總行評審人員庫和供應商信息庫;
簽訂採購契約，協助需求部門驗收採購項目，整理、歸集採購項目檔案;
向總行管委會辦公室定期報送集中採購的有關報表和相關資料。
第十二條上海總部、各分行、營業管理部、省會城市中心支行、副省級城市中心支行會計財務部門負責本轄區的集中採購管理工作。其主要職責是：擬訂本轄區集中採購實施細則；編制、上報集中採購計畫和統計報表;處理報備、審批事項；建立和管理評審人員庫；根據本單位管委會授權，審核集中採購項目、確定採購方式、落實採購任務；監督、管理、檢查本轄區集中採購工作。
Industry background
In recent years, with the in-depth development of the power system reform, the separation of the factory network and the full implementation of the bidding Internet have brought new and severe tests to the power companies. With the gradual increase in the management and control of power enterprise group materials, each group has established an independent e-commerce platform to conduct unified management and control over the procurement of materials of subordinate power companies, which has become an important measure for the information management of various groups.
The power group has a large number of subordinate units, and the region is scattered. It is difficult to realize the unified management and control of the group through the traditional material procurement model. In order to further play the effective role of the Group's centralized procurement, the subordinate units in the procurement of materials, a large number of varieties, large spans of materials through centralized procurement, the subordinate units are uniformly submitted to the group for centralized procurement. This approach enables timely and accurate formulation of group procurement plans and enables on-demand procurement. At the same time, it facilitates the Group to conduct an effective analysis of the purchase price of materials, further optimize the negotiation pricing of centralized procurement materials, and at the same time effectively conduct scientific, timely and preparatory evaluation of centralized procurement materials suppliers, and ultimately make the Group's centralized procurement advantages effective. Play to achieve the role of reducing procurement costs and improving the overall efficiency of procurement operations. And to achieve effective tracking of the Group's subordinate units' material procurement, establish an effective tracking and supervision mechanism; provide timely and reliable information for group leaders to make purchasing decisions. This centralized procurement model of power companies has gradually been applied by various power groups and has achieved good application results.
2. Overview of the program
The Chenxi Group-level centralized procurement overall solution starts from the process of helping the power enterprise group to purchase the best material, and through the centralized procurement of the materials in the group's material procurement, the subordinate units are uniformly submitted to the group. Centralized purchasing. This approach enables timely and accurate formulation of group procurement plans and enables on-demand procurement. At the same time, it facilitates the Group to conduct an effective analysis of the purchase price of materials, further optimize the negotiation pricing of centralized procurement materials, and at the same time effectively conduct scientific, timely and preparatory evaluation of centralized procurement materials suppliers, and ultimately make the Group's centralized procurement advantages effective. Play to achieve the role of reducing procurement costs and improving the overall efficiency of procurement operations. And to achieve effective tracking of the Group's subordinate units' material procurement, establish an effective tracking and supervision mechanism; provide timely and reliable information for group leaders to make purchasing decisions.
2.1. Scope of application:
Large and medium-sized power companies
2.2. Program Requirements Object:
The market demand for the overall solution for the Group's material procurement is mainly for various types of material manufacturers that are expanding upstream, various types of power plants that are expanding downstream, and logistics service providers that link upstream and downstream industry chains.
3. Program features
3.1. High value-added centralized procurement overall solution consulting services:
In the field of e-commerce solutions for the power industry, Chenxi Information is one of the best solution providers in the country. In the 20XX year, Chenxi Information began to help power companies achieve material procurement management, and achieved good application results. The unanimous recognition and high evaluation of users of the majority of power companies. At the same time, it is particularly worth mentioning that Dawn Information has provided not only a set of e-procurement systems for many power users, but also a set of e-procurement consulting services with high added value. For many years, Chenxi has been insisting on satisfying the needs of customers' refined management, and providing customers with efficient and standardized implementation services.
3.2. Group-level e-commerce platform is rich in development and operation, and has strong independent research and development capabilities:
Based on a strong technical and e-commerce service team, Chenxi Technology has successfully become Huaneng Power International Co., Ltd., Zhejiang Energy Group Co., Ltd., Hong Kong GCL Group, State Grid Energy Development Co., Ltd., State Grid Xinyuan Holdings Co., Ltd. A number of large-scale power enterprise groups have customized and developed a unified e-commerce transaction system, which is ahead of competitors in terms of technical strength and implementation experience.
Based on the background, advanced technical capabilities, high-quality services and professional implementation experience of the power industry for many years, Chenxi has an absolute ability to complete the e-procurement platform project for large enterprises/groups.
3.3. The market share of successful customers ranks first in the industry:
Chenxi Technology's Chenxi Purchasing Network has attracted a large number of members with professional purchasing concept. Up to now, Chenxi Technology has provided e-procurement solutions for more than 80 power companies nationwide, and relies on the mature operation experience of power companies. Provided e-procurement platform construction and rental services for automotive, chemical, shipbuilding, pharmaceutical, machinery manufacturing and other fields. The cumulative transaction volume of the platform has exceeded 8.87 billion yuan, and the platform has more than 7,000 quality suppliers in the industry. Good social benefits.
In the information age, e-commerce provides a new opportunity for traditional enterprises to enhance their core competitiveness. Facing the complex and ever-changing market competition environment, enterprises can only gain advantages in competition and continuously seek development in the process of development. survive. Chenxi Technology aims to meet the needs of enterprise users' refined procurement management, helping customers achieve one-stop shopping and become a leader in the field of procurement management.
4. Core application
4.1. Helping grouped companies build appropriate centralized procurement models
Dawn's centralized procurement overall solution architecture is flexible, and a variety of typical management and control modes for centralized procurement can provide corresponding process and strategy support.
4.2. Promote the standardization of procurement materials
Establish a standard catalogue of centralized procurement materials within the group. For the problems of multi-ERP and multi-encoding systems in group companies, we can provide effective and standardized solutions.
4.3. Establish an efficient procurement requirements management process
For the respective characteristics of production procurement and non-production procurement, an automated or manual-assisted procurement demand summary mechanism can be provided to maximize the procurement scale/leverage and reduce procurement costs. Improve the efficiency of procurement operations.
4.4. Strengthening centralized management control of material procurement
Support the company's pricing power, procurement rights to do the necessary separation and set up a special department responsible for procurement contract authorization management, supplier selection, price determination.
4.5. Establishing a centralized procurement negotiation decision-making process
In addition to centralized bidding, it also provides a variety of competitive negotiation processes, and can flexibly configure procurement business processes and approval workflows for various business types of enterprises according to the actual situation of enterprises, and support changes in business procurement business processes.
4.6. Establishing a group-wide price monitoring system
Take pre-approval and post-regulation methods for price changes, establish real-time and dynamic supervision of procurement price execution, and help you effectively control centralized procurement.
4.7. Purchasing execution tracking and monitoring
In the face of many member units of the group, the implementation of tracking methods, monitoring the actual data of the procurement and execution of molecular units, to ensure that the Group's procurement results are effectively implemented.
4.8. Strengthening supplier management
Historical transaction records can be collected for the entire group of suppliers, and practical and advanced models can be established to provide a scientific assessment of suppliers' quality, price, delivery, service, and sustainable improvement. Conduct supplier assessments in an easy, scientific, real-time, and accurate manner, providing you with trusted decision information for your choice of better supplier partners.
4.9. Optimizing business processes
Standardize, coordinate, and optimize the process of centralized procurement business processing, and improve the efficiency of procurement.
5. Typical customers
Huaneng International E-Commerce Platform Case Introduction
Management ideas for platform construction
Huaneng, a large power generation group, includes dozens of power plants. The annual procurement of materials is huge. However, as a group company, it is difficult to fully utilize the scale advantages of the entire group. It is also difficult to effectively implement the power plants in the group. Material adjustment and synergistic reserve. Huaneng's e-commerce platform is built throughout the group. On the one hand, each power plant can use the platform to conduct material procurement in a more open manner through e-commerce to reduce procurement costs, and to conduct inter-plant related projects through e-commerce platforms. Collaboration of information such as inventory backlog and spare parts reserve; and the group headquarters, as the top management of the platform, conducts unified monitoring and management of the entire group's procurement resources through the e-commerce platform.
Huaneng Power International Co., Ltd. relies on the strong technical support team of Chenxi Technology to build an e-commerce platform based on world-class technology. The guiding ideology of the platform construction is based on the full implementation of the scientific concept of development. Through the promotion of the level of informatization, under the leadership of Huaneng International Corporate Culture, it actively develops e-commerce applications, promotes the management innovation of material procurement work, and realizes the optimal allocation of resources. And efficient application, optimize supply chain management, improve the market's market response and scientific decision-making level, and enhance the core competitiveness of enterprises.
Business application and corresponding platform functions
Chenxi Technology has independently developed the Huaneng International E-Commerce Platform System for Huaneng Power International Co., Ltd., which has been successfully applied by many Fortune 500 companies. The system is based on the Oracle-Exchange system and is integrated in the implementation. Huaneng International's business procurement features are fully customized and incorporate a number of innovative factors. Platform construction of a company-level dynamic information interactive platform with comprehensive business management functions, to achieve multiple functions such as bidding, various procurement, material management, contract management, asset management, supplier management, etc., improve e-commerce management system, reduce costs and improve Efficiency, build a supply chain management system with Huaneng characteristics, and build a professional electronic portal for Huaneng's business work.
In view of the overall planning of Huaneng International Material Management, from the perspective of group management, the platform construction is divided into two platforms, an internal centralized management and control platform and an external decentralized monitoring platform. At the same time, the two platforms are fully integrated and business interaction:
1. Internal centralized management and control platform:
For the power plants with close relationship with the Group's daily management, the material management system will be deployed in a centralized manner to realize the centralized management and decentralized execution of the logistics, information flow and capital flow of the materials in the group, and improve the effective management of the entire group's logistics resources.
2. External decentralized monitoring platform:
For the power plants with loose management relationship with the group, the Group will construct a unified portal for suppliers through the e-commerce platform, integrate the group bidding procurement business, improve the overall purchasing bargaining power of the group, and reduce the overall procurement cost of the group; Monitor the bidding business of each power plant, realize the transparent bidding business, and standardize the procurement business process; through the e-commerce platform, the inventory sharing of equipment and spare parts can be realized within the group, and then the inter-plant materials can be implemented within the group. Transfer and Liku management, thus effectively reducing the Group's inventory and capital occupation.
E-commerce platform application effect
1. First prize for scientific and technological management innovation achievements:
Huaneng International E-Commerce Platform passed the formal acceptance in 20XX; in March 20XX, it successfully passed the safety assessment organized by the Information Security Research Institute of China Electric Power Research Institute, in line with the national information system security level protection standard; The first prize was awarded in the national power industry enterprise management modernization evaluation organized by the Enterprise Federation.
2. Group application effect
As of December 20XX, 44 power plants and 8 branches of Huaneng Power relied on the platform for online procurement. In the year of 20XX, the Group achieved 169 online bidding, including 101 infrastructure projects and 68 production categories. One. The bidding amount reached 167 million yuan. The platform has completed more than 5,000 registered suppliers. The total number of registered systems in the 2019 system exceeded 300,000, and the daily visit volume was nearly 800 users.
3. Subordinate power plant application effect
As of December 20XX, 44 power plants and 8 branches of Huaneng Power relied on the platform for online procurement. In the year of 20XX, the subordinate power plants completed a total purchase of 880 million yuan through the platform. Of the 9,803 items, the purchase amount was generally lower than the estimated budget or the project estimate.
4. Supplier resources are effectively integrated through the platform:
On the one hand, under the scientific management of the platform, the supplier dynamically maintains the registration information and actively participates in the platform business; on the other hand, the purchaser can know the supplier resources of the company at any time through the platform, and query all the business and evaluation of the supplier, according to You need to choose a supplier to conduct business. Optimize resource integration with the platform's powerful vendor service capabilities.
Competition between modern companies has turned into competition between supply chains. The use of e-commerce technology to implement supply chain management, effectively promote the integration of business processes and the interconnection of information systems among cooperative enterprises, improve the market response capability and comprehensive competitiveness of both parties, and ultimately create a final realization and cooperation of a supply chain system with Huaneng characteristics. The cooperation of suppliers is win-win and common development.
5.1. State Network Energy Development Co., Ltd. Case Introduction
Management ideas for platform construction
The construction of e-commerce platform of State Grid Energy Development Co., Ltd. is an important part of the construction of material management system of State Grid Energy Development Co., Ltd. It is based on the data synchronization between the Internet and the company's material management and control platform to realize the procurement transaction information in the entire supply chain. The company and its subordinate power plants all purchase transaction orders through the unified e-commerce platform and suppliers to conduct transaction interaction, to achieve centralized control of the State Grid energy procurement transaction business process.
Strengthen material intensive management, in accordance with the unified deployment of State Grid Energy Corporation, optimize the power plant organization system and institutions, implement unified management of materials; strengthen material management infrastructure, promote material standardization, deepen bidding procurement management, and strengthen material emergency response system.
Business application and corresponding platform functions
Construct the material and bidding management platform of the power plant affiliated to State Grid Energy Development Co., Ltd., and establish a database of expert evaluation and supplier information. Implement a large material strategy, and establish a system of information collection, statistics, analysis, inquiry and supervision under the premise of unified regulation. Through information technology, the bidding of power materials is open, fair and just, and the standardization and standardization of material management are sought. Integrate existing resources, realize unified bidding, unified procurement, and unified settlement of bulk power materials, gradually realize e-commerce of fund settlement, and establish a dynamic management and monitoring analysis system for material procurement, so as to effectively control and reduce procurement costs and improve enterprise efficiency.
Part 2: Centralized procurement plan
Chapter 1 General
Article 1 In order to strengthen the management of the procurement of school materials and equipment, standardize procurement behavior, improve the efficiency of fund use, and promote the development of various undertakings of the school, according to the "Tendering and Bidding Law of the People's Republic of China", "Interim Provisions on the Operational Procedures of Government Procurement", The Administrative Measures of the People's Republic of China Government Procurement Law and the Interim Measures for the Implementation of Government Procurement Management of the Ministry of Education shall be formulated in accordance with the actual conditions of the school.
Article 2 These management measures shall apply to the procurement activities of materials and equipment listed in the scope of procurement of these Measures.
Article 3 The centralized procurement of school materials and equipment shall follow the principles of openness, fairness, impartiality, honesty and credit, efficiency and the protection of the interests of the school.
Chapter II Purchasing Organization and Responsibilities
Article 4 Centralized procurement work Under the leadership of the competent principal, a leading group for the procurement of materials and equipment shall be established. The leading group shall be composed of the principals responsible for the principal, the Commission for Discipline Inspection, the Supervision and Audit Office, the Finance Department, the Laboratory and the Equipment Management Department. The responsibilities of the group are:
To review the policies, regulations and rules and regulations for the centralized procurement of school materials and equipment;
To verify the centralized procurement plan and annual summary of school materials and equipment;
To verify the procurement methods for centralized procurement of school materials and equipment;
Defining the contract for the centralized procurement of school materials and equipment;
Responsible for the bidding for the centralized procurement of major materials and equipment;
Supervise the centralized procurement activities of school materials and equipment, and mediate disputes.
Article 5 A library of technical experts for centralized procurement of materials and equipment shall be established, consisting of experts from relevant fields inside and outside the school. According to the needs of the procurement project, some experts are randomly selected from the expert database to participate in the centralized procurement planning and project demonstration of the school materials and equipment, and participate in the bid evaluation and voting of the procurement project.
Article 6 The Laboratory and Equipment Management Office, as the functional department of school material equipment procurement, organizes and manages the centralized procurement of materials and equipment throughout the school. The main responsibilities include:
Implement policies, regulations and systems for the procurement of school materials and equipment;
In conjunction with the departments of finance, science and technology, and educational affairs, we will formulate a centralized procurement plan for school materials and equipment, and be responsible for organization and implementation;
An organization responsible for the centralized procurement activities of specialized equipment, general equipment, vehicles and other materials and equipment required for teaching, research, and administrative work throughout the school;
Responsible for the production of tenders, contracts and related files for the centralized procurement of materials and equipment in schools;
Representing the school and the supplier to sign the contract for the purchase of materials and equipment;
Responsible for the approval of relevant documents such as electromechanical and tax exemption for imported materials and equipment, and responsible for inspection, quarantine and claims of imported materials and equipment;
Responsible for organizing the relevant departments to check and accept the procurement of materials and equipment, and urge the supplier to provide after-sales service according to the contract;
Complete other tasks assigned by the Leading Group for School and Material Equipment Central Purchasing.
Article 7 According to different centralized procurement projects of materials and equipment, the school shall form a temporary procurement working group of 7-9 persons. The personnel of the project shall be the project leader of the user unit, the technical experts of the relevant parties, the supervision and auditing department, the financial department, the laboratory and the equipment. The head of the management office is composed. Its main responsibilities are:
Participate in the feasibility demonstration of centralized procurement of materials and equipment, and propose proposals for procurement;
Conduct surveys on credit, technology and products for the proposed supplier;
Examine the tenders and related files of the centralized procurement of materials and equipment;
The bidding and voting of the procurement project shall be carried out to determine the winning bidder or individual of the general project, and the bidding proposal for the major procurement project shall be proposed.
Chapter III Centralized Purchasing Scope
Article 8 Where the unit price of 100,000 yuan or a bulk purchase of materials and materials worth more than 100,000 yuan, the form of centralized procurement shall be adopted. For mechanical and electrical products subject to international tendering by the state, it shall be implemented in accordance with relevant national tendering regulations and procedures.
Article 9 Materials and equipment with a unit price of 100,000 yuan to 200,000 yuan shall be organized and purchased by the Laboratory and Equipment Management Office. The procurement team consists of the relevant personnel of the laboratory and equipment management department and the material equipment purchase unit, and the materials and equipment experts of other units in the school; the materials and equipment with unit price of 200-400,000 yuan are organized by the laboratory and equipment management department for centralized procurement. The procurement team consists of the heads of the laboratory and equipment management department, the supervision and auditing department, the finance department, the relevant personnel of the material equipment purchase unit, and the materials and equipment experts of other units in the school; the materials and equipment with a unit price of more than 400,000 yuan are organized by the principal. Centralized procurement, the procurement team consists of the heads of the laboratory and equipment management department, the supervision and auditing department, the finance department, the relevant personnel of the material equipment purchase unit, and the materials and equipment experts of other units in the school.
Chapter IV Centralized Purchasing Method
Article 10 The centralized procurement of materials and equipment in schools shall adopt procurement methods such as open tendering, invitation to tender, competitive negotiation, inquiry, and single source.
Open tendering and procurement refers to the procurement method in which the bidding unit invites unspecified legal persons or other organizations to bid by way of tender announcement.
Inviting bidding and purchasing refers to the procurement method in which the bidding unit invites a specific legal person or other organization to bid in the form of a bid invitation. For some materials and equipment that have special characteristics and can only be purchased from a limited range of suppliers, they can be purchased by means of invitation and bidding.
Competitive negotiation procurement, material equipment that meets one of the following conditions, can be purchased by competitive negotiation.
1. After the bidding, there is no supplier bidding or no qualified supplier bidding, or the re-tendering is not established;
2. The technology is complex or special in nature, and detailed specifications or specific requirements cannot be determined;
3. The time required for the tendering cannot meet the urgent needs of the users;
4. The total price cannot be calculated in advance.
Purchasing purchases, procurement of goods specifications, standards, procurement of sufficient spot supply and small price changes, can be purchased by inquiry.
For single-source procurement, goods or services that meet one of the following conditions can be purchased from a single source.
1. Can only be purchased from a single supplier;
2. Unforeseen emergencies occurred and cannot be procured from other suppliers;
3. It is necessary to ensure the consistency of the original procurement project or the requirements of the service package, and it is necessary to continue to purchase supporting projects or equipment from the original supplier.
Article 11 Materials and equipment that have been included in the scope of centralized procurement of schools shall, in principle, be purchased by means of tendering. The procurement method for a single project is proposed by the material equipment procurement department and reported to the school procurement leading group for confirmation.
Article 12 Payment method. The centralized procurement contract for materials and equipment must specify the payment method to effectively protect the interests of the school. The payment method for the centralized procurement of materials and equipment shall be determined by the school finance department in accordance with relevant regulations. No unit or individual may, without the approval of the school's finance department, arbitrarily adopt other payment methods in the centralized procurement contract.
Chapter 5 Centralized Purchasing Program
Article 13 The procedure for open tendering. In the centralized procurement of school materials and equipment, it should be purchased by means of open tendering, and the laboratory and equipment management office shall refer to the procedures specified in the government procurement management method.
Article 14 Programs for Invitation to Tender
Preparation of bidding files: 1. Filling in the list of bidding projects; 2. Preparation for bidding; 3. Drafting of bidding files; 4. Market research and determination of bidding.
Develop the content of the bidding file:
1. Name, quantity, technical specifications, service terms, etc. of the equipment;
2. Invitation to invite the tender to issue an invitation to the production or distribution unit that can provide the tendered product;
3. Notice of bidding, including the bidder's qualification description and related files, the rights and obligations of the bidder and the bidder, the time of the bidding file, the bidding period, the time and place of the bid opening;
4. The writing specifications of the tender, including the bidder's bidding plan alternatives, price, price reduction statement, price discount, etc.;
5. Penalty for breach of contract.
Signing
After the tender is completed, it will be sent to the invited bidder by the Laboratory and Equipment Management Office. The bidding unit shall prepare the bidding documents according to the requirements of the bidding documents, seal and seal the seals of the bidding unit and the legal representative in the seal, and deliver the bids to the designated place before the date specified in the bidding documents.
Opening bid
At the time of bid opening, all members of the procurement working group and representatives of bidders shall be convened to hold a bid opening meeting, announce the principles and methods for bid evaluation and calibration, open the bid on the spot, publicly sing the mark, and make a record.
Bid evaluation
The procurement working group shall strictly evaluate the bidding documents according to the criteria and methods of the bid evaluation documents in strict accordance with the provisions of the bidding archives; the evaluation shall be divided into three parts: business, technology and price; when the business and technology meet the requirements of the bidding documents, If the bidder has the lowest bidder, if there are more bidders, you can take the initial evaluation, determine the three bidders, and then carry out the re-evaluation method. Based on the comprehensive evaluation of the price, brand, service and other factors, the bidder will be finalized; The subject matter of the bidding file is abolished.
The bid evaluation is based on scoring, secret balloting, etc. to determine the winning bidder. The process of bid opening, bid evaluation and calibration shall be recorded and a summary shall be formed, which shall be archived and filed for inspection by all members of the bid evaluation team. At the same time, send a copy of the minutes to the relevant departments such as the Supervision and Audit Office and the Finance Department.
Signing the bid and purchase contract: After the bid evaluation result is generated, the laboratory and equipment management office will issue the bid winning notice to the winning bidder, and notify the bidders who have not won the bidding result. After the notice of winning the bid is issued, the laboratory and equipment management office shall conclude a written purchase contract with the winning bidder in accordance with the requirements of the bidding file and the bidder's bidding file.
Article 15 Program for competitive negotiation of procurement methods
The centralized procurement work group of materials and equipment formulates negotiation procedures, negotiation contents, calibration standards, main clauses of the contract, and suppliers who are invited to participate in the negotiation for the procurement project to be engaged in competitive negotiation.
The centralized procurement work team of materials and equipment negotiates with suppliers one by one. After the negotiation, the participating suppliers submitted the final quotation and related commitments within the time specified by the working group. The procurement working group determined the winning supplier accordingly and announced the winning supplier on the spot;
The contract is signed on behalf of the school and the winning supplier by the laboratory and equipment management office within the time specified by the procurement working group.
Article 16 Program for Inquiry Purchase Method
The Laboratory and Equipment Management Office shall formulate the inquiry method, price composition, calibration standard, main clause of the contract, and the supplier list of the inquiry supplier for the purchase of the material procurement equipment for the procurement project to be inquired;
Require the supplier to submit a price that cannot be changed, and accordingly determine the supplier that meets the requirements of the procurement project and has the lowest quotation as the winning bidder;
The Laboratory and Equipment Management Office signed a contract with the winning supplier on behalf of the school within the time specified by the working group.
Article 17 Procedures for single source procurement methods and other procurement methods. The relevant procurement matters for the procurement project prepared by the Laboratory and Equipment Management Office are reported to the leading group for approval.
Chapter VI Supervision and Management
Article 18 The supervision and auditing department, the finance department and other departments shall supervise and inspect the whole process of bidding. The main contents of the supervision and inspection are: the regulations concerning the government bidding and the implementation of the school bidding regulations; the bidding methods, standards and the implementation of the bidding procedures; The performance of the contract. Ensure that the principles of openness, fairness, justice and integrity are implemented.
Article 19 Where an unreasonable condition restricts or excludes potential bidders, or if a mandatory bidder forms a joint bid, and the competition between bidders is restricted, it shall be ordered to make corrections.
Article 20: Persons involved in the bidding work accepting the property or other benefits of the bidder, and the interests of the bidder are not evaded, interfering with the bidding work, implying the winning bidder, leaking the relevant information and materials of the bidding work, and If the bidder colludes, it shall be stopped in time and handled in accordance with relevant regulations.
Article 21 If the bidders collude with each other or collude with the bidding staff, and the bidder seeks to win the bid by means of bribery to the bidding staff or members of the jury, the winning bid is invalid.
Article 22 The winning bidder shall conscientiously perform its obligations in accordance with the contract and complete the successful bidding project. The winning bidding project shall not be transferred to others without the consent of the tenderee, and the winning bidding project shall not be dismembered and transferred to others. Once found, it should be ordered to correct immediately and be punished according to relevant regulations.
Article 23 The signing of a contract shall clarify the powers and responsibilities of both parties. The project unit that signs the contract shall send personnel to be responsible for the regular inspection of the implementation of the contract, and shall not be subject to the relevant provisions of the government in accordance with the law.
Chapter VII Supplementary Provisions
Article 24 These Administrative Measures shall be implemented as of the date of promulgation.
Article 25 The Administrative Measures shall be interpreted and revised by the Laboratory and Equipment Management Office.
Part 3: Centralized procurement plan
Chapter I General Provisions
Article 1 In order to regulate the company's asset procurement behavior, strengthen asset management and cost control, improve the efficiency of capital use, and promote orderly operation and sustainable development of the company, according to the Ministry of Finance's "Regulations on Strengthening Centralized Purchasing Management of State-Owned Financial Enterprises" and the relevant state These regulations are formulated in accordance with the provisions of laws and regulations and the actual situation of the company.
Article 2 The term “centralized procurement” as used in these Measures refers to the procurement and execution unit of the company, which is paid by contract or by a certain program, and the goods, engineering and services within the scope of centralized procurement specified by the company's business needs or above the specified limit. the behavior of.
Article 3 The company's centralized procurement work shall follow the principles of openness, fairness, honesty and credit, efficiency and the company's interests.
Chapter II Company Centralized Purchasing Organization and Responsibil
Article 4 The company establishes a centralized procurement work leading group, which includes the main leaders of the company's main leaders, planning and finance, auditing laws, operations, underwriting, claims, personnel, and administrative departments. The main responsibilities of the leadership team include:
Responsible for the company's centralized procurement policy and the formulation of specific regulations.
Determine the scope, methods, and procedures of the company's centralized procurement program.
Examine the budget and implementation of the company's centralized procurement project.
Responsible for the approval and implementation of major projects for centralized procurement by the company.
Responsible for the company's centralized procurement work guidance, supervision and inspection.
Article 5 The company's centralized procurement work leading group has a working office as the functional department of the company's centralized procurement work. It is responsible for the specific management of the company's centralized procurement work and the review of procurement projects and the organization and implementation of major projects. The daily work functions are carried out by the company office, and its main responsibilities include:
Implement the policies and regulations of the company's centralized procurement;
It will work with the company's finance, operation and related departments to formulate the scope, plans and budget of the company's centralized procurement projects, and is responsible for the specific organization and implementation.
Responsible for the review of the company's centralized procurement project application and the organization and implementation of major procurement projects.
Responsible for organizing the acceptance of centralized procurement projects, and urging suppliers to supply and provide after-sales services according to the contract.
Responsible for the review and verification of the agreement and the supplier and the supplement and update of the information.
Complete other tasks assigned by the company's centralized procurement work leading group.
Article 6 The establishment of the company's centralized procurement review committee shall be held by professional management personnel or external experts recommended by various departments of the company. The member system of the jury members shall be implemented, and the procurement project shall be selected for the procurement review work by randomly selecting the number of personnel from the member library according to the requirements of the procurement project and the structure ratio. Its main responsibilities include:
Participate in the review of centralized procurement project applications, research and validation of procurement methods, time, procedures and specific implementation plans;
Participate in the review and selection of centralized procurement project suppliers;
Participate in the formulation of major procurement project plans, procurement file review, business negotiation, supplier evaluation and project acceptance;
Participate in research and other related matters in the implementation of centralized procurement projects.
Article 7 A large-scale or special centralized procurement project shall be set up by the company's centralized procurement work leading group to set up a project working group to be responsible for the review and implementation of the project. The team members include the responsible personnel of the unit project, the management and technical personnel of the company's relevant departments, the company's centralized procurement review committee and the company's supervisors.
Chapter III Scope of the company's centralized procurement projects
Article 8 The scope of the company's centralized procurement projects is determined:
Goods category: office business room, office furniture, electrical equipment, office equipment and transportation equipment, electronic and network equipment, communication equipment, security equipment, bulk prints, office supplies and consumables, advertising and promotional items.
Engineering: renovation of office business buildings, computer network systems, software development and other projects.
Services: professional consulting, engineering design, equipment maintenance, brush production, property and life insurance, system training and conferences and related social services.
The company's centralized procurement leadership team identified other projects that needed to be centrally procured.
Chapter IV Centralized Purchasing Methods and Workflows of the Company
Article 9 The company's centralized procurement methods use other methods of procurement, such as open tendering, invitation to tender, competitive negotiation, inquiry, single source or centralized procurement leading group.
Open bidding and procurement method: refers to the procurement method of inviting unspecified legal persons or other organizations to bid by means of tender announcement.
Inviting bidding and purchasing methods: refers to the procurement method of inviting a specific legal person or other organization to bid in the form of invitation to bid. For certain assets that have special characteristics and can only be purchased from a limited range of suppliers, the procurement method of invitation to tender can be used.
Competitive Negotiation Purchasing Method: Assets that meet the following conditions can be purchased in a competitive negotiation manner.
1. After the bidding, there is no supplier bidding or no qualified supplier bidding, or the re-tendering is not established;
2. The technology is complex or special in nature, and detailed specifications or specific requirements cannot be determined;
3. The time required for bidding cannot meet the urgent needs of users.
4. The total price cannot be calculated in advance.
Inquiry procurement method: Procurement of goods specifications and standards, procurement of sufficient spot supply and small price changes, the procurement method of inquiry can be used.
Single-source procurement: A single source of procurement can be used for goods or services that meet one of the following conditions.
1. Can only be purchased from a single supplier;
2. Unforeseen emergency situations cannot be procured from other suppliers;
3, must ensure the original procurement project consistency or service supporting requirements, need to continue to purchase additional supporting projects or equipment from the original supplier, and the total amount of additional funds does not exceed 10% of the original contract purchase amount.
Article 10 The company concentrates on the procurement workflow.
Chapter V Company Centralized Purchasing Implementation Unit
Article 11 If the total purchase price of the purchased assets is less than 10,000 yuan, the relevant provisions of the company's asset management shall be implemented by the procurement function department of the unit after the relevant units have performed the relevant examination and approval procedures. The use unit may not squander the bulk purchase or the assets purchased by a project as a whole or otherwise evade centralized procurement.
Article 12 Where the total purchase price of the assets to be purchased is more than 10,000 yuan, the form of centralized procurement shall be adopted.由項目使用或實施單位填寫《公司集中採購項目申請表》，報公司集中採購辦公室審批後實施。
總價在10萬元—20萬元的採購項目，經公司主管部門及相關部門審核，報公司集中採購工作辦公室和公司主管領導審批後，由項目使用或實施單位的採購職能部門實施。
總價在20萬元—40萬元的採購項目，由公司主管部門和相關部門及集中採購評審委員進行審核，報公司集中採購工作辦公室和公司主管領導審批後，責成項目使用或實施單位的採購職能部門實施。
總價在40萬元以上的採購項目，由公司主管部門和相關部門及公司集中採購領導小組設立的項目工作小組進行審批，報公司主管領導審批後，責成項目使用或實施單位的採購職能部門實施，或由項目工作小組直接組織實施。
第六章公司集中採購的監督與管理
第十三條公司稽核法律部門和各級財務部門對公司集中採購工作進行全過程監督檢查。其主要內容包括：
有關集中採購工作各項規定的執行情況；
集中採購項目預算的執行情況；
集中採購範圍、採購方式和採購程式的執行情況；
集中採購契約的履行情況；
其他應當監督檢查的內容。
第十四條公司集中採購應嚴格按照批准的預算執行。
第十五條在公司集中採購活動中，採購人員及相關人員與供應商有利害關係的，必須迴避。
第十六條集中採購契約應當採用書面形式。採購項目實施單位應在規定時間內就確定的採購事項與供應商簽訂採購契約。
第十七條集中採購契約的雙方當事人不得擅自變更、中止或終止契約。簽訂契約的部門應負責檢查契約的執行情況，對不認真履約的應按契約約定及時進行處理。
第十八條集中採購契約必須明確付款方式，具體方式由公司財務部門根據有關規定確定，集中採購契約不得採用未經公司財務部門批准的付款方式。集中採購資金由公司財務部門或授權的分支機構財務部門統一結算和支付。
Chapter VII Supplementary Provisions
第十九條本管理辦法由公司集中採購辦公室解釋和修訂。 第二十條本管理辦法自下發之日起實施。
篇四：集中採購方案
Chapter I General Provisions
第一條為規範中國人民銀行系統的集中採購行為，提高採購資金使用效益，促進廉政建設，根據《中華人民共和國政府採購法》、《中華人民共和國招標投標法》和財政部《中央單位政府集中採購管理實施辦法》等法律法規和有關制度規定，制定本辦法。
第二條中國人民銀行各級機構、國家外匯管理局及總行所屬實行預算管理的事業單位實施集中採購適用本辦法。
總行其他直屬企事業單位和社會團體使用預算資金實施的集中採購應執行本辦法。
第三條本辦法所稱集中採購是指採購單位使用預算資金以契約方式有償取得納入集中採購範圍的貨物、工程和服務的行為。
集中採購範圍由總行根據國務院定期發布的政府集中採購目錄及限額標準確定。
集中採購範圍以外的採購項目，可實行分散採購。
第四條集中採購遵循公開、公平、公正、誠實信用和效益的原則。
第五條集中採購應當嚴格按照批准的預算執行。
第六條集中採購實行統一管理，分級授權的管理體制；建立管理與操作職能相分離的內部控制機制。
第七條集中採購應採購本國貨物、工程和服務。經財政部批准的特殊項目除外。
第八條集中採購應優先採購節能環保產品。
第二章組織管理
第九條採購單位成立集中採購管理委員會。管委會是集中採購的決策者，研究審定對業務活動和發展需要有較大影響的採購事項，審查採購計畫的執行情況，對集中採購工作進行管理和監督。
管委會由主管會計財務的行長負責，成員由辦公、會計財務、法律事務、集中採購中心、科技、後勤、內審、紀檢等部門負責人組成，管委會辦公室設在會計財務部門。
第十條總行會計財務司是人民銀行集中採購的管理部門，其主要職責是：
擬訂人民銀行集中採購制度、辦法;
擬訂人民銀行集中採購項目及限額標準;
匯總編制人民銀行年度集中採購計畫和集中採購信息統計報表;
審核總行採購項目、確定採購方式、下達採購任務;
組織協調總行各部門集中採購事項;
管理總行評審人員庫;
組織集中採購業務培訓;
向財政部申報有關集中採購審批事項;
受理採購投訴;
監督、管理、檢查集中採購工作。
第十一條總行集中採購中心是集中採購的實施部門，其主要職責是：
根據總行管委會辦公室下達的採購任務，組織實施總行集中採購項目;
實施人民銀行系統協定供貨和定點採購工作;
組織實施人民銀行各分支機構、總行直屬事業單位委託的集中採購項目;
建立總行評審人員庫和供應商信息庫;
簽訂採購契約，協助需求部門驗收採購項目，整理、歸集採購項目檔案;
向總行管委會辦公室定期報送集中採購的有關報表和相關資料。
第十二條上海總部、各分行、營業管理部、省會城市中心支行、副省級城市中心支行會計財務部門負責本轄區的集中採購管理工作。其主要職責是：擬訂本轄區集中採購實施細則；編制、上報集中採購計畫和統計報表;處理報備、審批事項；建立和管理評審人員庫；根據本單位管委會授權，審核集中採購項目、確定採購方式、落實採購任務；監督、管理、檢查本轄區集中採購工作。
recommended article
- Supermarket 5.1 Promotions
- Equipment Management Implementation Plan
- Create a smoke-free unit implementation
- Winter Fire Prevention Program 2019
- Celebration program
- Village-level environmental sanitation improvement plan
- July 1 commendation activity plan
- New Year's event plan for 2019
- Guoxiaoxin Teacher Training Program
- 2014 organization life meeting plan
- Collective wedding planning
- Company opening ceremony planning plan
popular articles
- Jiujiu Chongyang Festival Program in 2019
- 2014 Mall National Day Festival Plan
- 2014 is very touching words
- Teacher's Day Program for 2019
- Deaf people jingle 2019
- Sad love sentence 2019
- Describe the fast time sentence 2019
- Tao Xingzhi's famous sayings
- Thanks to the friend's words 2019
- College student business plan
- In-house training program
- I want to say something to the teacher.
- Classical life motto
- 2019 Christmas Eve event plan
- English famous words
- Qq space mood phrase
- Taizai’s famous sayings
- a good saying that loves labor
- July 1st activity plan
- College entrance examination inspirational quotes
- Bing Xin’s famous words
- The latest high school inspirational maxim
- Du Yuexi's famous sayings
- Summer camp program for 2019
- Teacher's famous saying
- 2019 annual training program
- Korean swear words
- Company activity planning
- Strong words
- Injured sentence