rformance for supplier 供应商过去的业绩令人质疑
Potential that final product does not meet required specifications 最终产品不符合要求规格的可能性
5.0 Procurement risk management 采购风险管理
Risk management should form an integral part of good purchasing and supply practice (CIPS: Risk Management in Purchasing and Supply Management). It is essential to address the ‘right’ risks and use the ‘right’ strategies. Thus, organizations should understand the sources and drivers of risk before devising risk mitigation strategies which may require adding capacity, increasing inventories, having redundant suppliers, increasing responsiveness, increasing flexibility, aggregating or pooling demand, increasing capability, or having more customer accounts Moreover, supply risk management activities can involve process improvement, buffer strategies, forming strategic alliances and developing suppliers (Procurement, 2017)
本篇paper提出风险管理应成为良好采购和供应实践的组成部分（CIPS：采购和供应管理中的风险管理）。解决“正确”的风险并使用“正确”策略至关重要。因此，在制定风险缓解策略之前，组织应该了解风险的来源和驱动因素，这些策略可能需要增加产能、增加库存、拥有冗余供应商、提高响应能力、提高灵活性、聚合或汇集需求、提高能力或拥有更多客户账户，供应风险管理活动可以包括流程改进、缓冲战略、形成战略联盟和发展供应商
In our project the all risks are already identified and before selecting the supplier check the all background and the feedback from the current customers of the supplier as well as the backup plan we also contact with the one other supplier. Moreover, the shipping of the products in the contract we calculate the maximum days which take to the sipping and arrive in the stores if the supplier not supply in the given time the contract may be cancel or supplier have the strong and genuine reason of delay.
本篇paper指出在我们的项目中，所有风险都已经确定，在选择供应商之前，请检查所有背景和供应商当前客户的反馈，以及我们还与另一家供应商联系的备份计划。此外，在合同中产品的运输中，我们计算了如果供应商在给定时间内没有供应，合同可能会被取消，或者供应商有充分和真实的延误原因，那么从啜饮到到达商店的最长天数。
6.0 Procurement Constraints 采购限制
A constraint, in project management, is any restriction that defines a project’s limitations; the scope, for example, is the limit of what the project is expected to accomplish.
在项目管理中，约束是指定义项目限制的任何限制；例如，范围是项目预期完成的极限。
The three most significant project constraints — schedule, cost and scope — are sometimes known as the triple constraint or the project management triangle. A project’s scope involves the specific goals, deliverables and tasks that define the boundaries of the project. The schedule specifies the timeline according to which those components will be delivered, including the final deadline for completion. Cost involves the financial limitation of resources input to the project and also the overall limit for the total amount that can be spent.
三个最重要的项目约束——进度、成本和范围——有时被称为三重约束或项目管理三角。项目的范围包括定义项目边界的具体目标、可交付成果和任务。时间表规定了交付这些组件的时间表，包括完成的最后期限。成本包括对项目投入资源的财务限制，以及对可支出总额的总体限制。
Project constraints are also considered to be somewhat mutually exclusive. In the project management triangle, it is assumed that making a change to one constraint will affect one or both of the others. For example, increasing the scope of the project is likely to require more time and money.
项目限制也被认为是相互排斥的。在项目管理三角形中，假设对一个约束进行更改将影响其他约束中的一个或两个。例如，扩大项目范围可能需要更多的时间和金钱。
That reality is also expressed as the pick two principle, which maintains that for any given set of three desired qualities or expectations — such as “good, fast and cheap” — it is likely that only two can coexist: A given product might be delivered quickly and inexpensively, for example, but the quality will suffer. (Rouse, 2015)
这一现实也被表达为二选一原则，该原则认为，对于任何一组给定的三种期望质量或期望——例如“好、快、便宜”——很可能只有两种可以共存：例如，一种给定的产品可能会快速、廉价地交付，但质量会受到影响。
In our project the major constraints like cost,scope,schedule,resources,technology are identified we have the our big warehouse to store the machines over there before the installation as well as this is a big organization so we already pass the budget of the project by the board of director.
本篇paper指出在我们的项目中，确定了成本、范围、进度、资源、技术等主要限制因素。在安装之前，我们有一个大仓库来存放机器，而且这是一个大组织，所以我们已经通过了董事会的项目预算。
7.0 Decision Criteria 决策标准
The purpose of this section is to define the criteria used by the contract review board to decide on what contract to award. Again
