标书翻译流程

第一篇：标书翻译流程

译国译民翻译公司—中国十大翻译公司

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虽然在不同法规体系下的招投标书文本规范有较大的区别，但在招投标流程方面基本是一致的。熟悉招投标流程对招投标书翻译的项目组织会有很大的帮助。一般公开招标或选择性招标的招投标流程如下：

•招标公告/邀请——招标人在报纸或者互联网等公众媒体上发布招标公告邀请不特定的法人或其他组织投标（适用于公开招标），或者以投标邀请书的方式邀请特定的法人或组织投标（适用于选择性招标）。

•获取招标文件——投标人从招标人获取招标文件。

•准备投标书——投标人研究招标文件，准备投标书。

•招标澄清——招标人可自行对招标文件进行必要的修改和补充，或者根据投标人的对招标文件的疑问进行澄清。

•提交投标书——投标人在招标文件规定的截止日期前将投标书提交到招标文件规定的地点。投标书必须用信封密封，并盖投标人公章。在开标前任何投标书不得拆封，否则投标书被判为无效。

•开标——在招标文件规定的时间和地点，邀请全部投保人或其代表到场的情况下，招标人或招标代理公开开启全部有效的投标书，并现场宣布投标人名称和投标书报价等（唱标）。

•评标/比较标书——开标后，投标人组织平标委员会按照招标文件规定的评标标准和方法对全部有效的投标书进行评审和比较。投标人根据评标结果确定中标人，接受该投标人的投标书（投标人也有权决定不接受任何投标书）。在评标过程中，招标人可以要求投标人对投标书中的一些细节进行补充或更正，但不能对投标书做重大变更。

•中标公告/中标通知书——确定中标人后，投保人根据招标文件规定的日期和方式宣布中标人，如在刊登招标文件的公开媒体上发布中标公告（适用于公开招标），或者向中标人签发中标通知书并向未中标人签发未中标通知书。

•授予合同——招标人与投标人根据招标文件和投标书的内容签署合同。

自此，整个招投标流程结束，进入下一步合同履行流程。

专心翻译，做到极致

第二篇：经典标书翻译案例

经典标书翻译案例

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北京世联标书翻译有限公司: 朝阳区奥运村天创世缘B2座25层，邮编:100012 世联翻译公司建筑翻译成功案例-中国土木工程集团标书翻译

中国土木工程集团有限公司 一．基本情况介绍

中国土木工程集团公司（简称：中土）经国务院批准成立于1979年，是最早进入国际市场的中国公司之一，其前身是铁道部援外办公室（组织实施过中国最大的经援项目-坦赞铁路）。在2003年，中土集团公司并入中国铁道建筑总公司，成为中国铁道建筑总公司的全资子公司。

重组后，中土集团公司履行总公司海外事业管理职能，统一管理、组织协调总公司海外市场业务，承办总公司外事管理工作。中国铁道建筑总公司是具有特级工程总承包资质的特大型企业集团，主要承担铁路、公路、市政、环保、水利电力、城市轨道交通、机场、港口、矿山与民用建筑等工程的设计、施工、设备制造安装、工程监理、技术咨询与建设管理，同时进行投融资等多种经营。至2004年底，已累计修建铁路27000多公里，修建高速公路13760公里，承建城市地下工程、轨道工程和大型水利、电力、机场工程140余项，年完成营业额130亿美元。标书翻译

中土集团公司拥有特级工程总承包资质，是以铁路工程为特色，以承包工程、设计咨询、劳务合作为主业，房地产开发、进出口贸易、实业投资、酒店管理等多业并举的大型企业集团，连续多年入选全球最大225家国际承包商行列并位居前70名之内。China Civil Engineering Construction Corporation I.Brief introduction China Civil Engineering Construction Corporation(hereinafter referred to as CCECC)was established in 1979 according to the approval of the State Council of the People’s Republic of China.As one of the pioneers performing international contracting and economic cooperation, CCECC has been developed from the earlier Foreign Aid Department of the Ministry of Railway(with the experience of executing the biggest foreign-aid project of China, the TAZARA)into a wholly-owned subsidiary of China Railway Construction Corporation after being incorporated into China Railway Construction Group in 2003.After the reorganization, CCECC Overseas Group fulfills management function on overseas business with unified management, organization and coordination of operations with head office in overseas markets, and undertakes foreign affairs management for head office.China Railway Construction Corporation is an especially large group with Super Grade Qualification for project contracting, is mainly responsible for design, construction, equipment manufacture and installation, project supervision, technical advice and construction management of railways, environmental protection, water, electricity, urban rail transport, airports, ports, mines and civil construction projects, and conducting diversification covering investment and financing at the same time.CCECC has accomplished railway over 27,000 km, constructed 13,760 km expressway, contracted to build more than 140 urban underground works, track works and large-scale water conservancy, electric power, airport projects to the end of 2004.The annual turnover was 13 billion U.S.dollars.CCECC is a large enterprise group with Super Grade qualification for project contracting, characteristics of railway engineering, main industry of contract engineering, design consulting, labor service cooperation and simultaneous multi-industry of real estate development, import and export trade, industrial investment, hotel management etc.It is ranked the world’s largest 225 international contractors for consecutive years and listed top 70.标书翻译 工程项目总承包管理(二)

7.3项目总承包管理措施 7.3.1实行项目经理负责制

工程总承包部受公司法人委托进行工程总承包管理，是企业法人在项目上的代表，履行合约责任和义务，工程项目管理以项目经理负责制为核心，对工程进行全过程、全方位的管理。7.3.2健全各项规章制度

一、若有幸中标，我公司将承担实现工程综合管理目标和完成对雇主的合同履约的总协调和总控制的责任。为此我们将制定高标准的管理目标（即“以规范化、标准化、科学化、程序化的管理方法，高效优质地完成与雇主签订的合同”），项目总承包部根据项目管理目标和工程特点编制施工组织设计和主要施工方案，根据目标分阶段编制符合项目运行规律的《质量设计》和《安全设计》，明确各种情况下的处理方法、要求、标准及责任。

二、按照经济合同法，结合集团总承包管理手册，与所有的配属作业队签订相应的经济合同，与所有的分包商签定总包管理协议，以合约方式规范、约束相关各方的经济及管理行为。

三、针对本工程项目特点，我们将编制发布经雇主备案、监理批准的统一实施的现场管理文件，对自有施工队伍、指定分包商和雇主直接发包的其他分包商，制定《分包队伍管理手册》，以此作为项目全过程的管理依据和标准，严格实行“凡事有人负责，凡事有章可循，凡事有据可查，凡事有人监督”的管理原则。

7.3.3以计划管理为主线，实现工程总体进度目标

一、综合配套计划的制定：工程项目严格按控制计划进行管理，与雇主、设计、监理以及各分包商共同制定一整套严密精细的工程配套计划。在计划编制说明中，明确阐述计划完成所需的施工条件和要求，并予以落实。通过计划，找出工程的关键环节和主导线路，从而为工程管理提供科学的依据，确保工程各阶段目标按期实现。

二、对计划进行及时合理调整：项目对于工期的控制实行滚动跟踪制度，在编制下一个季度、月份以及工作周的计划之前，进行上个工作期的计划完成情况跟踪，分析工程阶段工期的偏差原因，找出可能对后续施工造成的影响，并及时调整后续计划以及关键线路。7.3.4重视施工组织设计和施工方案的主导作用

一、项目建立以总承包编制的施工组织总设计为龙头、各项施工方案为保障、施工技术措施为补充的技术管理保障体系，施工前编制分项施工组织设计和施工方案，按照施工组织设计和施工方案制定技术措施。

二、严格实行“三级技术交底制”：方案和图纸完成后，必须确实传递到操作层，尤其是关键技术文件以及特殊节点技术要求、操作程序工艺、质量控制要点等必须及时准确地传达到操作层，技术交底要具备针对性和可操作性，减少不必要的返工和质量问题的发生。标书翻译

7.3.5建立例会制度，集中处理现场协调难点问题。

建立周工程例会制度，协调各专业施工工序和作业条件，确定周各专业工作内容及进度、质量要求、各单位需要相关专业提供的施工配合条件、工程验收移交的时间、内容和方式。每周召开有雇主、设计、监理和总承包以及各施工分包、主要材料和设备供应商参加的例会，解决可能影响施工进度的问题，定出时间和责任单位，进行落实。7.4总承包与雇主、监理、设计、政府部门及周边单位配合协调 7.4.1与雇主的关系处理

总承包与雇主的关系是合同关系，总承包按照合同约定，对雇主负责。

一、项目总承包全体人员要确立“雇主是顾客”的服务观念，把工期目标和工程质量目标作为核心，建造一流的建筑产品，让雇主满意。

二、总承包站在工程全局的角度，认真履行合同条款中规定的义务，积极主动地为雇主服务，接受雇主的领导，落实雇主的各项指令、决策，解决工程实施过程中遇到的问题。协助雇主处理好与设计、政府监督部门、政府职能部门等的联系、沟通工作。

三、总承包要科学、合理的组织工程施工，完成任务，实现雇主要求的各项目标。

四、定期向雇主提供工程进度报告，如实反应工程进展和需要雇主协调解决的问题，并积极配合雇主进行解决。

7.4.2与监理工程师的工作配合

监理单位受雇主委托，在国家和地方的各项法律法规框架下客观、公正地对工程进行监理。监理单位在开工前向总承包进行监理交底，制定监理规划并下发总承包。总承包从以下几个方面配合好监理工程师的工作：

一、为监理单位在项目现场提供良好的工作条件，为其顺利开展工作提供保障。

二、开工前将施工组织设计、施工总进度计划报送监理工程师审批，书面报告施工准备情况，获监理批准后方可开工。

三、严格按照监理规程及时全面地提供物资进场验收、分包报验、工程验收检查等书面资料，使监理单位及时充分地了解工程的各项进展，对工程实施全面有效的监理。

四、各类检测设备和重要机电设备的进场情况向监理申报，并附上年检合格证明或设备完好证明。

五、对有见证取样要求的材料,现场取样送检时有监理或雇主代表见证。

六、若监理对某些工程质量有疑问，要求复测时，总承包项目部将给予积极配合，并对检测仪器的使用提供方便。

七、及时向监理报送分部分项工程质量检验资料及有关材质试验、材质证明文件。现场验收申请、审批资料的申报要提前提交监理，为监理正常的验收和审批留出足够的时间。

八、积极组织总承包各部门、分包单位参加监理例会，听取监理对工程施工的意见，认真落实监理对总承包提出的要求。

九、对监理提出的现场问题要及时进行总结整改，避免同类问题的再次发生；要求全体员工，包括总承包、分包单位人员，尊重监理人员，积极配合监理的工作，响应监理的指示和要求。

十、若发现质量事故，及时报告监理和雇主，并严格按照设计、监理或雇主审批的方案进行处理。

十一、工程全部完工后，经认真自检，再向监理工程师提交验收申请，经监理复验认可后，转报雇主，组织正式竣工验收。

7.3 The Measure of General Contractor’s Management of the Project 7.3.1 Practice the Project Manager Responsibility System The project general contract department, which carries out the management by receiving the commission of corporate juridical person, is the representative of the business entity in the project to fulfill the duty and obligation of the contact.Taking the project manager responsibility system as core, we will implement the management of whole phases and all respects.7.3.2 Perfect the Rules and Regulations 1.If we have the honor to be the bid winner, we will assume the responsibility to realize the comprehensive management purpose and complete the general coordination and control.So we will establish management purpose with high standard(i.e.“with the standardization, criterion, conforming to procedure and scientific management method, fulfill the contact signed for employer in high efficiency and good quality”).The general project contract department will compile construction organization design and main construction scheme according to the management purpose and project characteristic, establish the Quality Design and Safety Design meeting the operational rule of the project according to the purpose and different phases, and define the deal solution, requirement, standard and responsibility under different condition.2.We will sign corresponding economic contracts with all attached construction teams, and sign general contract agreement with all subcontractors according to Economic Contract Law and the Manual for General Management of our Group, in order to standard and restrict the economic and management action of related parties.3.Aim at the characteristic of this project, we will establish and issue the site management files recorded by the employer and the supervisor, and implement uniformly.For our own construction teams, nominated subcontractors and the contractors contracted by the employer directly, we will establish Management Manual of the Subcontractors Team, and use as the management basis and standard.Besides, we will adopt the management standard of “for every task there must be someone presided by, some regulations to abide by, some basis to check and someone to supervise”.7.3.3 Based on Plan Management, Realize the Purpose of Overall Project Progress 1.Establish the comprehensive fitting plan: in order to manage the project according to the control plan strictly, we will establish a set of fine project fitting plans together with employer, designer, supervisor and subcontractors.In the detailed description of the plan, the necessary construction condition and requirement shall be explained and implemented.Through the plan, we will find out the key link and main line, in order to provide scientific basis for project management, and ensure the purposes of different phases complete on time.2.Reasonably adjust the plan in time: for controlling the time limit of the project, we will adopt the rolling track system.Before establish the plan of next season, month or work week, we will track the completing condition of last plan, analyze the reason of the error exist in last phase, find out their influence on the later construction and adjust the plan and key line in time.7.3.4 The Leading Role for Attaching Importance to Organization Design and Working Scheme.1.For the project, we will build the technical management security system with the working organization general design compiled by the general contractor as leading role, with various working scheme as security and with the construction technical measure as complementarity.Before construction, edit sub-construction organizational design and working scheme, according to which the technical measure will be established.2.Strictly practice the “Three Grade Technical Disclosure System”: after being completed, the scheme and drawings must pass to the construction workers, especially the key technical documents and the technical requirements, operation procedure and techniques, and quality control of special joints and so on must be handed down accurately in time.The technical disclosure shall directional and exercisable, in order to decrease unnecessary rework and quality problems.7.3.5 Create Regular Meeting System, to Deal With the Coordination Difficulty on Site Create the weekly regular meeting, to coordinate the working procedure and operational condition, define the week work content and progress, quality requirement, the necessary construction matching condition provided by various specialized teams, and the time, content and mode of works acceptance.Convene a meeting presented with the employer, designer, supervisor, general contractors, subcontractors of various projects and the suppliers of main materials and equipments, to settle the problem which can impact on the construction progress, define the time and responsible units and implement.7.4 The Cooperation and Coordination between the General Contractor and the Employer, Supervisor, Designer, Government Sector and nearby Units 7.4.1 Relationship Management with Employer The relationship between general contractor and employer is contractual relationship, which means the general contractor should be responsible for employer according to the contents of contract.1.The whole contractor staff of project should establish the service idea of “employer is customer”, aim the construction period and quality as core purpose, to build top-ranking buildings and make employer satisfied.2.The general contractor should control the overall situation of project;seriously undertake the responsibilities required in items of contract, to serve the employer actively, carry out all the instructions and strategies given by employer and solve problems happened during the construction process under the guide of employer.Besides, it should provide assistance for the employer to communicate with design department, governmental watchdog, and governmental functional department and so on.3.The general contractor should organize the construction in a scientific and reasonable way, and finally complete the duty and meet all the requirements of employer.4.Regularly report the project programming to employer, respond the project progress according to the facts and tell employer those problems needed to solve by employer itself and actively provide assistance for employer.7.4.2 Work in Accordance with Supervising Engineer Entrusted by employer, the supervising unit should supervise the construction in an objective and fair way according to the national and local laws and regulations.The supervising unit should communicate with the general contractor before construction, draw up supervising plan and send it to the general contractor.The general contractor should work in conjugation with supervising engineer as follows: 1.Provide good working conditions for supervising unit at site, and guarantee them undertake works smoothly.2.Submit the construction organizing plan and overall programming plan to supervising engineer for approval, report the construction preparation information in writing, and start construction after being approved by supervising engineer.3.Provide such complete written materials as goods on-site acceptance, subcontracting inspection, project inspection and acceptance in time strictly according to the supervising regulations, let the supervising unit fully understand every progress of this project in time, to make complete and effective supervision for project constructing.4.Report the on-site information of all the inspection equipments and key electromechanical devices to supervisor;attach the annual survey qualifications or equipments certifications.5.When sampling and inspecting the required material at site, the general contractor should invite the representatives of supervising unit or employer to witness aside.6.If the supervising engineer doubts about some construction qualities and asks for re-inspection, the project department of general contractor should give quick responses and offer convenience for using detecting instruments.7.Submit the divisional and partial construction quality inspection materials and relevant material tests and certification documents.The approval materials and application for on-site inspecting and accepting should be submitted to the supervising engineer in advance, in order to save enough time for supervisor to undertake normal acceptance and approval procedures.8.Actively organize all departments and subcontracting units of general contractor to attend regular supervising meetings, listen to supervising engineer’s opinions for construction, and seriously carry out the requirements given by supervising engineer.9.Summarize and correct the on-site problems discovered by supervisor in time, avoid occurring the same problems.Ask all staff, including general contractor, staff of subcontracting units, to respect the supervisors, and work actively in conjugation with them, meet their instructions and requirements.10.If any quality accidents happen, report to supervisor and employer in time;handle these problems strictly according to the design and proposal approved by supervisor or employer.11.After completely finishing the construction and making serious self inspection, submit the inspecting and accepting application to supervising engineer.Then after being re-inspected and confirmed by supervisor, submit the application to employer, and organize formal final acceptance.标书翻译 工程项目总承包管理(三)7.4.3与设计等协作单位的合作关系

总承包按合同、设计图纸及规范要求，在监理的监督下，将设计蓝图转化为实物工程。总承包技术管理部负责协调、处理与设计单位的各项工作关系：

一、施工前总承包组织相关技术人员对施工图纸进行详细的会审，提出图纸中存在的问题；由设计单位对总承包及分包单位进行设计交底，解答图纸中的疑问，接受总承包的修改建议和意见。

二、总承包根据施工总进度计划向设计单位提出施工图需求计划，设计单位尽最大可能满足总承包的要求，保证工程进度。

三、总承包对工程实施中出现的与设计相关的问题，及时向设计单位进行汇报，征求设计意见；及时向设计单位提供各专业设计上存在的或可能存在矛盾的情况汇报，协助设计单位解决各专业设计中存在的冲突，满足工程实用需要。

四、总承包严格审核各种加工图、安装节点图、专业深化设计、二次设计等，并报送设计单位批准。设计单位协助、指导总承包及各专业分包单位深化设计和详图设计工作，贯彻设计意图，保证设计图纸的质量。

五、严格执行设计图纸要求、按图施工，无设计变更或工程洽商，任何人无权改动施工图纸，未经设计单位批准的图纸不得使用。

六、在与设计单位的合作中，在开工前制定设计变更处理工作程序，遇有设计变更发生时，及时迅速地履行程序，并协调好各方面的工作。7.4.4与政府主管部门之间的关系协调

一、及时办理各种工程手续。

二、积极与政府主管部门进行沟通，及时通报工程的各项进展情况，征得其对本工程建设的支持和帮助，保证大环境有利于工程建设。

三、自觉接受政府的监督和指导，依法建设。

四、主动与公安交通部门取得联系，得到施工占用道路的批准和运输的畅通。

五、主动与市容监察部门联系，搞好施工现场周围地区的环境卫生和环境保护。

六、主动与市建委、质监站联系，取得他们对于工程质量和施工安全的指导与认可。7.4.5处理好与周边社区的关系

一、加强与周边社区、单位的联系沟通，及时向其通报工程情况，宣传工程建设的意义，对给其造成的不便征得谅解，减少或避免相互间的矛盾。对周边社区居民、单位提出的问题，要合理解释和尽量予以满足和解决。

二、对受施工的噪声、强光、灰尘影响的单位和居民采取必要的弥补措施。同时也积极采取预防措施减少这些危害，尽可能地保护周围单位和居民的利益。7.5与各专业分包单位的配合

与各专业分包单位的配合内容如下：

一、塔吊等垂直运输机械的协调配合

总承包向专业分包单位提供现场已有的塔吊、升降设备、垂直运输机械等。各专业分包应每周以书面形式向总承包提出运输申请，总承包调配安排塔吊和其他提升设备进行运输。

二、施工脚手架的协调配合

专业分包按照总承包的管理规定规范的使用脚手架。需要总承包专门搭设脚手架的，应提前提出书面申请，由总承包予以安排。

三、施工场地协调管理

施工场地管理实行动态管理。专业分包单位进场施工前，应向总包提交其施工材料及设备堆放、加工厂、办公、居住所需场地面积，总承包根据施工现场总体布置和现场实际情况，合理安排场地，并划分责任区。临建设施由总承包统一规划，统一布置，统一建设。标书翻译

四、施工用水、用电 总包在施工期间在现场周围布置若干供水接口，以便于专业分包单位用水方便。专业分包施工前提出施工用电计划，总承包审核后提供用电接口位置、数量，以确保其用电方便。在设备测试、调试、试运转期间，总承包按照专业分包提出的要求，提供其所需的水压、电压及容量要求，保证相应专业测试、调试及试运转正常进行。

五、垃圾清理

专业分包应做好作业面的垃圾清理工作，做到工完料尽场地清。废弃物与垃圾的处理按总包的要求集中到指定地点，由总承包统一处理。

7.4.3 Cooperation Relationship with Relevant units as Designing Unit, etc., The general contractor should turn the designing blueprint into real construction according to contract, designing drawings and regulations while under the supervising of supervisor.The technical management department of general contractor should be responsible for coordinating and handling working issues of all kinds with designing unit as follows: 1.The general contractor organize relevant technicians to do joint checkup of drawings and raise problems existing in drawings;then the designing unit introduces designing conditions to general contractor and subcontracting units, answer their questions about drawing , accept the modifying opinions of general constrictor.2.The general contractor should give designing unit the construction drawing requirements according to the general construction programming.And the designing unit should try its best to meet the requirements, in order to guarantee the construction programming.3.For the problems relating to designing occur during the constructing process, the general constrictor should report these problems to designing unit in time and seek the designing opinions;also the general contractor should report to the designing unit on all the possible conditions or problems existing in professional design, assist the design unit to solve all the contradiction in professional design for meeting the practical needs in constructing.4.The general contractor should strictly examine all the operation drawing, installation nodes drawing, professional deepening design, secondary design, etc, and submit these drawings to designing unit fro approval.The designing unit should assist and help the general contractor and all professional subcontracting units to deepen the design and make detail design, to completely carry out the designing intention and guarantee the quality of design drawings.5.Strictly carry out the requirements of design drawings and construction according to these drawings.No one has the right to modify the constructing drawings without design alteration or constructing negotiations.The drawings without the approval of designing unit are prohibited to use.6.Draw up the processing procedures for design alteration before construction during the cooperation with designing unit.If any design alterations happen, carry out the processing procedures quickly and coordinate works of every aspect well.7.4.4 Coordinate the Relationship with the Governmental Authorities 1.Transact all kinds of the formalities about the project in time.2.Communicate with the governmental authorities positively，brief the progress of the work in time, to obtain support and help of this construction and make sure big environment benefit construction works.3.Accept the supervision and instruction of government conscientiously and construct according to the law.4.Connect with public security and transportation departments to get approval of on-road situation during construction and ensure smooth transportation.5.Connect with municipal appearance supervision departments actively, clean up and protect construction site and surrounding areas.6.Connect with city construction official and Administration of Quality Supervision of Municipality to get their instruction and approval of construction quality and safety.7.4.5 Get on well with Surrounding Communities 1.Increase connection and communication with surrounding communities and companies.Brief the progress of the work to them in time and advocate the significance of construction works so as to get understanding and lessen or avoid contradiction.Explain the questions, try best to meet the requirements and solve the problem raised by residents of surrounding communities and companies.2.Take essential compensation measures to the companies and residents that influenced by construction noise, high light and dust.7.5 Cooperate with all the Subcontractors of Special Fields The following are content of cooperation with all special subcontractors: 1.Coordination and Cooperation of Tower Crane and other Vertical Transportations General contractor provides special subcontractors with tower crane, lifting appliance and vertical transportations which are already at the site.All special subcontractors should present transportation request toward general contractor in written form weekly.General contractor allocates and arranges tower crane and other lifting appliances to transport.2.Coordination and Cooperation of Construction Scaffold Special subcontractors use scaffold according to rules of general contractor.A written application is required when general contractor is needed to erect scaffold, so as to offer arrange.3.Coordination Management of Construction site Dynamic management is applied to coordination management of construction site.Special subcontractors should submit requested site area, including construction material, equipment, processing factory, office and living, to general contractor before their approach.General contractor bases on general layout and real condition on construction site, reasonably offers places and divides response districts.General contractor is responsible for unified planning, unified decorating and unified construction of temporary build.4.Construction Water and Power General contractor fixes several water connectors at the site surroundings during construction period, which is convenient for special subcontractors to use water.Special subcontractors propose construction power plan before construction.After auditing, general contractor provides power joint position and amount to ensure they use power conveniently.During the period of equipment testing, debugging and commissioning, general contractor follows require of special subcontractors and meet their requirements of water pressure, voltage and capacity, in order to guarantee relevant special testing, debugging and commissioning to operate normally.5.Construction Debris Cleaning Special subcontractors should clean up debris on the operation side.When the works is completed，materials should be used up and the side is clean.On request of general contractor, waste and debris is disposed to designated location, and handled uniformly by general contractor.

第三篇：标书中英文翻译

1.投标书Tender

1.1 投标人应完整地填写招标文件中提供的商务投标书、技术投标书、投标一览表和投标报价表(包括投标报价汇总表和分项报价表)。价格表（表中项目除价格数字外都要填写）及报价说明三份（一正二副）和投标人银行保函应分别单独密封，随投标文件一同递交。

Among the tender documents, tenderers shall fill out completely the Business Tender, Technical Tender, Tender List and Tender Quotation.The Quotation(all items in the Quotation shall be filled out except for the prices)and three copies(one Original and two Duplicates)of the Instructions to Quotations as well as the letter of guarantee from the bank of tenderers must be sealed separately, and be submitted together with the tender documents.1.2 在投标文件澄清后提交的附件6价格表部分正、副本应用信封单独密封，封面上注明项目名称、招标编号、投标人名址、“正本”“副本”字样及“分项价格”和“保密”字样。同时提供单独密封的价格表电子版本一份（WORD格式）。The Attachment 6 to be submitted after the tender documents have been clarified the Original and Duplicate copies of the Quotation must be sealed separately in different envelops, on which the item names, tender codes, tenderer addresses, words of ‘Original’, ‘Duplicate’ and ‘Item Price’ and ‘Confidential’ must be written.An e-version of the Quotation(in WORD format)that is separately sealed must be furnished at the same time.标书翻译

2.投标报价Tender Offers

2.1 投标人应在投标报价汇总表和投标分项报价表上标明本合同拟提供货物的单价(如适用)和总价。On the tender offer summary sheet and the item tender offer sheets, tenderers shall indicate clearly the unit price(if applicable)and the total price of the goods planned to be provided according to the Contract.2.2 投标分项报价表上的价格应按下列方式分开填写：

Prices on the item tender offer sheet shall be filled out in the following manner:

2.2.1从中华人民共和国提供的货物：Goods provided from the People’s Republic of China:

1)货物交到现场价，包括出厂价（含增值税），工厂至现场的运输费、保险费和伴随货物交运的有关费用，其他杂费。

Price of delivering goods to the site, inclusive of the EXW(inclusive of VAT), transportation cost from factory to site, insurance premium, costs generated because of the delivery of goods, as well as other incidental expenses.2)技术服务及培训的费用Cost for technical services and trainings 本项包括：This item includes:

A)卖方人员技术服务费用：Cost for technical service provided by the

Seller’s personnel:

项目现场安装指导、调试、检验等费用Expenses for on-site installation instruction, debugging, and inspection

B)对买方人员的培训费用Expenses for training the personnel of the Buyer

3)投标人应在投标价格表中报出技术规范中所列的随机备品配件、专用工具及仪器的单价。这些货物的价格应包括在投标总价中，评标时计入该费用。In the tender price sheet, tenderers shall include the unit prices of the attached parts and components, special tools and instrumentations that are listed in the Technical Specifications.The price of these goods shall be included into the tender sum, and shall be deliberated at the tender evaluation.4)投标人应将满足设备正常运行的推荐性三年备品配件单独列出并报出单价。这部分货物由业主选择购买，其费用评标时供招标机构参考。Tenderers shall list separately parts and components that satisfy the recommended three years’ normal operation, and quote their prices.The owner has the option to purchase these goods, and their expenses will be referred to at the tender evaluation.标书翻译

2.2.2从中华人民共和国境外提供的货物：Goods provided outside the People’s Republic of China:

1)中国上海港CIF班轮条件（该价格包含设备和文件的包装费用以及在目的港的卸货费用），报价时投标人可以从中华人民共和国或买方同意的其他合格来源国取得保险服务。Shanghai CIF berth terms(the price is inclusive of the packaging cost of equipments and documents, as well as unloading expenses in the destination).When offering, tenders may obtain insurance services from an eligible country of origin that is to the satisfaction of the People’s Republic of China or the Buyer.2)技术服务和培训的费用Expenses for technical services and trainings 本项包括：This item includes:

A)卖方人员技术服务费用：项目现场安装指导、调试、检验等费用

Expenses for technical services provided by the Seller: costs for on-site project installation instruction, debugging, and testing

B)对买方人员的培训费用Training expenses for the Buyer

上述A)、B)二条仅指卖方自身的费用，不包括买方人员的出国所需费用。The above A)and B)clauses refer to the expenses of the Seller itself and do not include the cost for Buyer’s personnel for traveling abroad.投标人须在投标分项报价表后单列、报出买方人员出国参加设计联络会、工厂检验和买方人员在国外接受卖方培训的人日费用。以上三项单列的费用，供买方在签订合同时参考，不包括在投标总报价中，目的是为方便买方对最终合同价的组成进行选择和比较，这并不限制买方采用任何一种报价或几种报价组合而签订合同的权力。

Tenderers shall list and offer separately after the item tender offer sheet the cost per person per day for Buyer’s personnel to attend designing communication meetings and factory inspection outside China and

to receive trainings from Seller outside China.Expenses of the above three items will serve as references for Buyer when the Contract is signed, but will not be included into the tender sum.It is to make it convenient for Buyer to compare and choose from the combinations of the final contract price.It does not restrict the rights of Buyer to choose one quotation or the combination of several quotations to sign the Contract.3)投标人应在投标价格表中报出技术规范中所列的必备的备品配件、专用工具及仪器的单价。这些货物的价格应包括在投标总价中，评标时计入该费用。In the tender price sheet, tenderers shall list the unit price of the required parts, components, special tools and instrumentations that are listed in the Technical Specifications.The prices of these goods shall be included in the tender sum for tender evaluation.4)投标人应将满足设备正常运行的推荐性三年备品配件单独列出并报出单价。这部分货物由业主选择购买，其费用评标时供招标机构参考。

Tenderers shall list and quote separately parts and components that satisfy the three years’ recommended normal operation.The owner has the option to purchase these goods, the price of which will serve as reference for Tenderee at tender evaluation.11.3 出厂价(EXW)、到岸价(CIF)和“运费、保险付至„„”价(CIP)等术语。应根据巴黎国际商会二OOO版本的《国际贸易术语解释通则》(Incoterms 2000)的规定来解释。

Ex works(EXW), CIF, ‘carriage and insurance paid to’(CIP)and other technical terms shall be construed according to the 2000 Paris version of International Chamber of Commerce Terms(Incoterms 2000).11.4 投标人根据本须知第11.2条的规定将投标价分成几部分，只是为了方便招标机构和买方对投标文件进行比较，并不限制买方以上述任何条件订立合同的权力。

According to Clause 11.2 of the Notice, tenderers shall divide the tender price into several parts, the sole objective of which is to make it convenient for Tenderee and Buyer to compare the tender documents, but will not restrict Buyer’s rights to conclude the Contract according to any of the above terms.11.5 投标人所报的投标价在合同执行期过程中是固定不变的，不得以任何理由予以变更。根据本须知第24条的规定，以可调整的价格提交的投标文件将作为非响应性投标而予以拒绝。A tender price offered by a tenderer shall remain unchanged during the performance of the Contract, but shall not be modified because of any reasons.According to Clause 24 of the Notice, tender documents containing any adjustable prices will be rejected as non-responsive tenders.3.投标货币Tender Currency

投标人提供的货物和服务用美元货币报价。Goods and services to be provided by tenderers shall be quoted in the currency of US dollar.4.投标保证金Tender bond

4.1 投标人应提交金额为不少于投标报价总价2%的投标保证金，并作为其投标的一部分。Tenderers shall submit a tender bond that is no less than 2% of the total sum of the tender offer.It shall be part of the tender.4.2 投标保证金是为了保护招标机构和买方免遭因投标人的行为而蒙受损失。招标机构和买方在因投标人的行为受到损害时可根据本须知第15.7条的规定没收投标人的投标保证金。Tender bond is designed to protect Tenderee and Buyer from losses because of any actions of tenderers.In case Tenderee and Buyer suffers any losses because of any actions of tenderers, the tender bond will be confiscated according to Clause 15.7 of the Notice.4.3 投标保证金应用投标货币并采用以下形式：

The tender bond shall be in the tender currency and shall be in the following form:

由一家在中华人民共和国国内或国外信誉好的银行用招标文件提供的格式或招标机构接受的其他格式出具的银行保函、不可撤销的备用信用证，其有效期应超过投标有效期三十(30)天；

A bank that enjoys good reputation in or outside the People’s Republic of China issues a letter of guarantee and an irrevocable stand-by letter of credit in the form provided by the tender invitation documents or in a form that is acceptable to Tenderee, the valid period being thirty(30)days more than the valid period of the tender;

4.4 凡没有根据本须知第15.1和15.3条的规定随附投标保证金的投标，应按本须知第24条的规定视为非响应性投标予以拒绝。

Tenders to which a tender bond is not attached according to Clause 15.1 and 15.3 of the Notice shall be rejected as non-responsive tenders according to Clause 24 of the Notice.4.5 未中标的投标人的投标保证金，将尽速并不晚于按照本须知第16条规定的投标有效期满后三十(30)天原额退还投标人。

Tender bonds of tenderers who fail in the tender will be returned to tenders in full amount as soon as possible and no later than thirty(30)days after the expiration of the valid period of the tender as provided in Clause 16 of the Notice.4.6 中标人的投标保证金，在中标人按本须知第34条规定签订合同并按本须知

第35条规定交纳了履约保证金后予以退还。

The tender bond of the successful tenderer will be returned after the tenderer signs the Contract according to Clause 34 of the Notice and submits the performance bond according to Clause 35 of the Notice.4.7 下列任何情况发生时，投标保证金将被没收：

Tender bond will be confiscated in case:

1)投标人在招标文件中规定的投标有效期内撤回其投标；或

Tenderers withdraw their tenders within the valid period of the tender as provided in the tender invitation documents;or

2)中标人在规定期限内未能根据本须知第34条规定签订合同；或The successful tenderer fails to sign the Contract within the prescribed period according to Clause 34 of the Notice;or

3)中标人在规定期限内未能根据按投标人须知第35条规定提交履约保证金。The successful tenderer fails to submit the performance bond within the prescribed period according to Clause 35 of the Notice.5.投标有效期Valid period of tender标书翻译

5.1 根据本须知第19条规定，投标应在规定的开标日后的180天内保持有效。投标有效期不满足要求的投标将被视为非响应性投标而予以拒绝。According to Clause 19 of the Notice, a tender remains valid within the 180 days after the prescribed tender opening date.Tenders with an ineligible valid period shall be rejected as non-responsive tenders.6．因买方的便利而终止合同Termination of Contract for Buyer’s Convenience

6.1 买方可在任何时候出于自身的便利向卖方发出书面通知全部或部分终止合同，终止通知应明确该终止合同是出于买方的便利，并明确合同终止的程度，以及终止的生效日期。Buyer may send a written notice to Seller at any time for its own convenience to terminate all or part of the Contract.The termination notice shall indicate clearly that it is for Buyer’s convenience that the Contract is terminated, the scale to which the Contract is terminated, as well as the effective date of the termination.6.2 对卖方在收到终止通知后三十(30)天内已完成并准备装运的货物，买方应按原合同价格和条款予以接收，对于剩下的货物，买方可：Buyer shall receive according to the original contract price and terms goods that Seller has completed and prepared for shipping within thirty(30)days after it receives the termination notice.For the rest of goods, Buyer may:

1)仅对部分货物按照原来的合同价格和条款予以接受；或Accept only part of goods according to the original contract price and terms;or

2)取消对所剩货物的采购，并按双方商定的金额向卖方支付部分完成的货物和服务以及卖方以前已采购的材料和部件的费用。Cancel the purchase to the remained goods, and pay Seller the amount agreed by both parties for part of the goods and services completed as well as materials and parts Seller has purchased.7．争端的解决Dispute Settlement

7.1 合同实施或与合同有关的一切争端应通过双方协商解决。如果协商开始后60天还不能解决，争端应提交仲裁。Both parties shall aim to settle any disputes concerning the Contract or the execution of the Contract through consultation.In case any dispute cannot be settled within 60 days after the consultation begins, it shall be brought to arbitration.7.2 仲裁应由中国国际经济贸易仲裁委员会(CIETAC)按其仲裁规则和程序在北京或中国的其他地点进行。除非双方另行同意，仲裁的官方语言应为英语。Arbitration shall be held in Beijing or some other place within China by China International Economic and Trade Arbitration Committee(CIETAC)according to its arbitration rules and procedures.Except where both sides otherwise agree, the official language for arbitration shall be English.7.3 仲裁裁决应为最终裁决，对双方均具有约束力。The arbitration award shall be final and has legal binding forces to both sides.7.4 仲裁费除仲裁机关另有裁决外均应由败诉方负担。The cost for arbitration shall be borne by the losing party if it is not otherwise ruled by the arbitration authority.7.5 在仲裁期间，除正在进行仲裁的部分外，本合同其它部分应继续执行。During arbitration, except for the parts of the Contract that is under arbitration, other parts of the Contract shall continue to rule.8．合同语言Contract languages

8.1 除非双方另行同意，本合同语言为中文和英文，以中文为准。双方交换的与合同有关的信函应用合同语言书写。

Except where both sides otherwise agree, the Contract languages shall be Chinese and English, and the Chinese version shall prevail.Correspondences between both sides concerning the Contract shall be written in the Contract languages.9．适用法律Applicable law

本合同应按照中华人民共和国的法律进行解释。The Contract shall be construed according to laws of the People’s Republic of China

第四篇：标书制作流程

一、标书制作流程：

1.收到招标文件并进行登记（招标文件、图纸、工程量清单、光盘等），接收人和移交人要签字确认，做好招标文件及资料的移交工作。

2.投标保证金的申请：写申请时要检查好交投标保证金的账

户名称、账户、开户行、注意看清要求，是否从基本账户转，是否可以现金转账，最迟到账时间，转账单上需要备注的事项等。

3.针对每个项目，标书编制员间要相互沟通协调，并安排好

相应的标书制作员及检查员，根据招标文件规定及标书编制团队的时间安排，限时完成标书（包括检查）。

4.标书制作员及检查员对招标文件全面阅读，对不理解的地

方或发现有不能满足的条款立即提出并上报领导。对于废标、打星号、或比较隐蔽的条款要特别标明出来。按标书制作要求制作分布重点对照表电子档，并打印；记录开标时所需携带的原件。

5.标书制作员严格按照招标文件格式制作标书，标书制作好

后对照招标文件逐一检查后发送电子版给检查员进行第二轮检查。

6.检查员按照招标文件要求逐一对标书进行检查，发现错误

及时更改并把需更改的地方记录下来，以便工作总结中做

案例分析等参考用。检查完后发给标书制作员。

7.标书制作员拿到检查好的标书电子版后再次确认经修改的地方并调整好格式、页码，等待打印（打印前与领导沟通

关注招标项目是否有补充公告、答疑公告和澄清公告等。）

8.跟领导确认好后，根据招标文件格式制作授权委托书（公

正）的电子档格式（另存），并正本投标文件打印出来，标

书制作员再次检查并交检查员进行再次检查。检查无误后

将副本打印（或复印）出来，通知开标员按标书要求签字

盖章。

9.根据招标文件装订和密封要求，制作投标文件封面、密封

套等；

10.被授权委托带上投标文件、授权委托书或公证书（若需要）

复印件及开标时所需要的原件在规定时间前到达指定开标

地点。

二、标书制作细节及注意事项：

1.标书的排版参考：页面设置要求：竖版上、下2cm，左3cm，右

1.5cm；横版上3cm，下1.5cm，左、右2cm；编制目录：可以使用WORD自带的索引和目录功能在工具栏-插入-引用-索引和目录。（设置标题“目录”为：黑体、小

一、加粗；一级目录格式为：黑体、四号、加粗；二级目录格式为：黑体、小四）。

2.制作标书时根据招标文件格式编制“投标函及投标函附录”，可根

据要求套用模板，每个标的格式会有不同，需仔细对照格式是否有变动并进行更改。

i.注：投标函附录表格内数据若有空，可根据招标文件的“项目专用条款数据

表”填写，若数据与格式提供的数据有出入，可先电话招标代理机构或业主

了解信息。

3.阅读招标文件时，别忘记详细阅读“评标办法”中的内容

4.若投标文件需要标注连续页码时，需要添加的资料一定记得标上

页码，并检查是否与前后页衔接上。

5.制作施工组织设计时，要根据招标文件的要求、工程量清单及施

工图设计文件制作施工组织设计，并填写相应附表。如有疑问可以与其他同事或者公司领导请教学习。

6.在填写资格审查资料时，注意资格审查条件要求需附的证件类型

（营业执照、施工资质证书、安全生产许可证、组织机构代码证、开户许可证等）以及检查所用资料是否为最新的版本、是否符合招标文件的要求。

7.根据招标文件的要求填写项目经理和项目总工资历表并附上相关

证件，需注意职称证与安全生产考核合格证上的信息相符，所附业绩竣工证明材料之间逻辑上相符及与表格相对应。

i.注：需要注意需附何种主管部门的安全生产考核合格证书及其种类。

8.根据资格审查条件附录填写财务状况表，需注意不同招标文件表

格格式会有相应改变。

i.注：是否需要准备银行资信证明。

9.填写满足资格审查条件要求的今年完成类似项目、正在施工和新

承接的项目汇总表，若有出现项目经理与项目总工对应的业绩，需检查中标通知书、合同、竣工材料是否相符。

10.对照招标文件格式编制今年发生的诉讼及仲裁情况及承诺函。末

尾附上招标文件所需的其他有关材料，如双A证明、行贿犯罪记录等等。

11.检查电子档中封面格式、内容和目录内容、编码以及正文项目名

称、编号、标段是否与标书要求一致、是否有错别字。

12.检查电子档中资格审查资料内容如公司三大证件、人员证件以及

业绩是否正确且相对应，并；‘、13.；‘、14.v对版面进行调整，排好页码后，根据开标时间决定打印一本投

标文件的正本。

15.第二次检查资格审查资料内容，如开标前间资料有更新，及时将

打印的正文内容进行替换，并保存修改后的电子档。

16.将工程量清单、公证书（如有）添加进正本之中，授权委托人员

签字并逐页盖单位章。

17.检查逐页签字与盖章是否有遗漏，根据招标文件的副本数量要求

将正本复印，并装订，粘贴侧封及正反封面，按招标文件要求密封并贴好封套。

18.检查密封情况，并准备授权委托书或公证书（若需要）复印件，以及开标时所需要的原件。

第五篇：标书制作流程

标书制作流程

公司内部要有一个清晰的标书制作流程，实现夸部门运作。以IT公司为例，一个投标需要销售部门（或商务，市场）售前方案部（或工程技术部）至少两个部门的协同运作，流程一般是这样：买到招标文件后，电子版给各部门关键责任人做基本解读，然后成立投标委员会，开始执行投标事务，标书编制，一直到最后封标。详细流程如下图所示：

但是一个好的流程还不够，还需要对其中十个关键节点进行控制。

第一节：成立投标委员会

投标委员会主要作用是对投标可行性分析，分工，以及对标书最后的审核，投标委员会由1名责任销售，1名销售主管，1-N名责任售前工程师（可以理解为销售支持工程师），研发经理或实施主管1名，1名高管（可选），1名商务组成，配置6-7人，看标的大小而定。在这些人中间，首选确立的是标书操刀手，他有3个绝对因素：1熟悉目标客户及业务；2熟悉技术；3熟悉投标事务；在IT公司，这个操刀手必是责任售前工程师（这里谈论的都是IT公司的合格售前，必有数十次投标经验，因为没有人能超越他，副手就是责任销售，别不服，平时搞客户关系责任销售是主，对于投标来说你是副职。而如果是工业品行业，技术相对简单，销售可以担当操刀手）如果没有合适的售前（工程师），再考虑责任销售。

责任销售负责商务研判，责任售前和研发（或实施）经理负责技术研判，销售主管和高管主要负责决策定夺。

第2节：可行性分析

可行性分析，又叫可操作度分析，就是分析这个标我们能否吃得下，怎么吃，一般来说要确认4块内容：

1、标书商务情况基本摸底（比如：投标人要求，资信，能力，财务要求，商务偏离等）；

2、技术基本摸底（建设目标、需求规范，技术指标，质量工期，售后要求，技术偏离等）这里一般可以看到有否竞争对手控标的痕迹（比如排他性指标，现在对手一般不会做得这么明显，但经验老道的销售和售前可以看到某些竞争对手才有的术语，就要注意了，还有一个技巧，甲方编制标书的时候都比较懒，某些图形仔细一看就是对手公司的风格，那说明对手介入比较深了。

3、废标条款（这一条大家都会严防死守，但有些地方有些强制要求要注意了，甚至要扣字眼）。

4、评分标准与依据（应标拿分依据）等。如果这4项对自己都有门槛，说明拿下这个标就越难，那么就基于拿分逆向推演，比如低价等手段。所以可行性分析最终的目标就是做出决策让自己如何吃下这个标。

第3节：标前答疑

所谓疑惑越大，纠结越多，弯路越多。

在可行性分析的时候，解读标书可能会存在大量的疑问，都要把这些疑问记录下来，等标前会提出来让甲方解答，也可以直接给甲方或代理机构电话征询。标前答疑的好处就是让团队在没有疑惑的情况下作标书，提高效率和战斗力，凝聚力。

注意：如果经过可行性分析后，此标对我们极度不利，经过标前答疑也感觉无望，此时应该决定是不是要放弃投标，当然，一般情况下都要放手一搏，万一别人失误你捡漏呢？

接着分工：销售做商务标，售前或技术做技术标。兵分两路，各表一支，首先看售前做技术标。

第4节：技术标设计阵列

如上图所示，技术标的设计可能是几个人一起协作，售前操刀，每个人各付其责，统一格式，统一图形风格，细节是魔鬼，这里的设计是非常耗时的，这里切记，要经常回顾招标文件，否则思路、设计结构很容易走样，甚至偏离标书要求，等到标书评审的时候再发现，多半没有时间来处理了，届时只能凑合着修改了，这样会导致仓促整合标书，反而留下隐患。所以我总结一个经验是：小步快走多看标书，遇到偏离即时回头。这里还有另外关键一点是，售前要快速地把功能模块及产品配置清单，和初始报价清单做出来，用途是什么呢？看第5黄金节点。

第5节：初始报价协商干预

在技术方案整合之前，把功能模块及产品配置清单和初始报价传给做商务标的销售，销售要对初始报价进行商务干预，因为初始报价做出来以后，销售要提前预知报价，与客户预算或标底进行价格“对板”。有些企业等售前工程师把技术标做完才出价格，这个时候，销售看到价格会很吃惊，于是急着要大幅调整价格，会反过来导致售前重新配置产品，重新调整方案，而且调完后又会觉得不妥，再来一轮，最后大量的宝贵时间都在处理鸡毛蒜皮的事情，这样导致很多售前工作到凌晨3点，不是弄配置就是整价格，最后然并卵，调整得多，逻辑错误概率越大（备注：有些公司是完全销售把控价格，售前或技术不参与报价，如果是这种情况，那么售前或技术就要知道报价的产品配置）。

所以初始报价协商干预的好处就是让销售知道大概价位，可以提前给售前指令，售前获得指令快速锁定功能模块及产品配置报价，同时销售知道有那些产品，他可以提前索要授权，也有大量时间去跟第三方公司去索要低价折扣。

第6节：编制商务标书

由于有了初始报价协商干预机制，销售获得初始产品配置清单和初始价格，这对他修订商务上的一些细节也是有帮助的，他可以调动商务部门发挥作用，要到最新的产品资料和价格折扣与授权。另外，商务标书也马虎不得，也要时刻回顾招标文件：小步快走多看标书，遇到偏离即时回头。

随后销售完成商务标书，售前完成技术标书，一并让售前来整合，输出标书，因为他是操刀手。

第7节：标书检视

标书出来以后就要检视，标书检视由责任售前工程师和责任销售担纲，责任售前检视技术标，责任销售检视商务标，检视内容涉及：招标要求合规性，标书结构，格式，图示图表，错别字，语句，名称（关键名称，特别是现在标书模板滥用，可能容易出现一些第三方客户名称或枚举的不恰当项目名称，这样容易闹笑话）。检视完后，再换位交叉检视，销售检视售前技术标，售前检视销售商务标，因为有时候自己写的东西自己是检查不出问题的，换一个人视角一变，就很容易发现问题，比如错别字。有条件的话，最好有专门的商务人员进行额外检视，这些外围人员只做文字方面的校验，检视最好是打印出来检视，纸质的文件比电子文件更容易发现错误。

标书检视完成，可以送报投标委员会评审核定。

第8节：投标委员会审核

一般审核要在开标前2天内完成最好，太早挤占写标书时间，太晚发现问题调整很难，审核的时候也要换位审核，先站在甲方角度，然后乙方角度，此时的审核重点和细节要分开，重点还是与招标要求合规性、配置报价以及亮点特色，标书结构，格式。这些重点理顺以后，再审核最终的细节：图示图标，错别字，语句，名称等这些细节，发现隐蔽的魔鬼。不合格，就修订；合格，把标书和第二次报价送给销售部，进入下一个黄金环节：标书确认价格核定。

第9节：标书确认价格核定

此时责任销售要通读标书的关键章节，进行确认，然后对价格进行校验核定，因为或许此时销售能获得某些渠道的内部消息，要调整价格，也或许要保护公司利润，要调整价格，也或许纯粹是提升竞争力要调整价格。那么售前没有办法只能待命，因为价格的调整会涉及方案的调整，这个时候要确保不要出错，所以销售要果断，最好一次性调整，我的经验是：深入思考，谋定后动，一锤定音。过了这一关：后面就是签章封标了。

第10节：装订签章封装

此时离成功还有一步之遥，我遇到很多公司封标的时候，因为时间紧急，导致丢三落四，不是少签了字，就是少盖了章，还有连文件都缺少，所以要先做一个签封列表（再次参考招标文件装订要求），把签封的事项罗列出来，哪些地方要签字，哪些地方要盖章，盖什么章，装订方式，装订步骤等等。这样，标书封装的时候，一条一条过，每过一条打一个勾，保证万无一失。

如果按照这个流程，再对以上十个黄金节点严格把控，那么就解决了大伙制作标书的问题。