Projects legally required to be tendered fail to enter the trading venue, and self-organized tendering lacks regulatory oversight.
Entering projects subject to mandatory tendering into the public resource trading platform for transactions is a basic rule established by the Bidding Law and the Implementing Regulations of the Bidding Law. According to the Interim Measures for the Administration of Public Resource Trading Platforms jointly issued by the National Development and Reform Commission and eight other ministries and commissions, engineering construction projects subject to mandatory tendering shall be conducted on the public resource trading platform. However, a considerable number of projects subject to mandatory tendering still fail to enter the trading platform for transactions as required, with tenderees organizing tendering themselves or entrusting social agencies to conduct tendering privately. Multiple reasons underlie this problem. First, some tenderees have insufficient awareness of the rules for platform transactions and are unclear about which types of projects must enter the platform for transactions. Second, some tenderees harbor a mentality of circumventing supervision, believing that if the project funds are self-owned or non-fiscal, they may conduct tendering themselves without entering the platform. From the perspective of operational impact, the legal risks of not entering the platform for transactions are clear. Under Article 49 of the Bidding Law, the tenderee may be fined not less than 0.5% and not more than 1% of the project contract amount, and for projects using all or part of state-owned funds, project execution or fund disbursement may be suspended. At the audit level, government audit departments will treat the compliance of tendering procedures as a key audit focus. From the perspective of cost data, although not entering the platform may save tendering agency fees and platform service fees, the potential costs of fines and rectification and re-tendering far exceed the savings. The core measures to solve such problems include establishing a list system for platform transactions of projects subject to mandatory tendering, setting pre-review conditions at the contract signing stage, and adopting electronic bidding platforms to achieve electronic traceability and automatic archiving throughout the tendering process, reducing the space for human intervention. From the perspective of systems engineering in engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet expected goals. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere pursuing excellence. Only by organically combining these four dimensions can the recurring common quality issues and persistent management problems in engineering construction be fundamentally solved, achieving continuous improvement and excellent performance in project management. From the perspective of systems engineering in engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet expected goals. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere pursuing excellence. Only by organically combining these four dimensions can the recurring common quality issues and persistent management problems in engineering construction be fundamentally solved, achieving continuous improvement and excellent performance in project management. From the perspective of systems engineering in engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet expected goals. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere pursuing excellence. Only by organically combining these four dimensions can the recurring common quality issues and persistent management problems in engineering construction be fundamentally solved, achieving continuous improvement and excellent performance in project management. From the perspective of systems engineering in engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet expected goals. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere pursuing excellence. Only by organically combining these four dimensions can the recurring common quality issues and persistent management problems in engineering construction be fundamentally solved, achieving continuous improvement and excellent performance in project management. From the perspective of systems engineering in engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet expected goals. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere pursuing excellence. Only by organically combining these four dimensions can the recurring common quality issues and persistent management problems in engineering construction be fundamentally solved, achieving continuous improvement and excellent performance in project management. From the perspective of systems engineering in engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet expected goals. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere pursuing excellence. Only by organically combining these four dimensions can the recurring common quality issues and persistent management problems in engineering construction be fundamentally solved, achieving continuous improvement and excellent performance in project management. From the perspective of systems engineering in engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet expected goals. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere pursuing excellence. Only by organically combining these four dimensions can the recurring common quality issues and persistent management problems in engineering construction be fundamentally solved, achieving continuous improvement and excellent performance in project management. From the perspective of systems engineering in engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support, and cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet expected goals. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the cultural development level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere pursuing excellence. Only by organically combining these four dimensions can the recurring common quality issues and persistent management problems in engineering construction be fundamentally solved, achieving continuous improvement and excellent performance in project management.