The bid evaluation committee was not properly constituted, and expert selection was not carried out in accordance with statutory procedures and professional requirements.
The scientific formation of the bid evaluation committee is the core guarantee of the fairness of bidding activities. Article 37 of the Bidding Law of the People's Republic of China and Article 46 of the Implementing Regulations of the Bidding Law of the People's Republic of China clearly stipulate the formation of the bid evaluation committee: experts shall be determined from the expert rosters provided by the relevant departments of the State Council or the relevant departments of the people's governments of provinces, autonomous regions, and municipalities directly under the Central Government, and general bidding projects may adopt the method of random selection. However, in a large number of actual bidding activities, there are various compliance issues in the formation of bid evaluation committees. Some bidders, in order to ensure a specific winning result, conduct pre-communication with potential experts through various channels before expert selection. Regarding the timing of selection, some projects fail to select experts within 24 hours before bid opening as required, and determine the expert list several days in advance. Secondly, the expertise of experts does not match the project type; for example, a building construction project tender selects experts specializing in municipal engineering. Thirdly, the proportion of bidder representatives on the bid evaluation committee exceeds the limit; in some projects, the bidder sends 2 representatives to a 5-member bid evaluation committee. From a legal perspective, the consequences of non-compliant formation of the bid evaluation committee are serious. According to Article 70 of the Implementing Regulations of the Bidding Law, the bidder may face a fine of up to RMB 100,000, and the evaluation conclusions made by illegally determined or replaced bid evaluation committee members are invalid. From the perspective of operational impact, non-compliant formation of the bid evaluation committee may be complained about by bidders, resulting in the invalidation of the bidding result. The core measures to solve such problems include strictly implementing the double-blind random selection system for experts; the bidder conducts random selection through the electronic expert selection system of the public resource trading platform within 24 hours before bid opening, and the system automatically shields information such as expert names and contact details; and clearly stating in the bidding documents the required expert professional categories and number of persons. 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, it is necessary to establish clear responsibility boundaries and operating procedures, and transform regulatory requirements into executable job responsibilities and work standards. At the process control level, it is necessary to implement full-life-cycle quality supervision and dynamic correction to ensure that the work results of each stage meet the expected goals. At the technical support level, it is necessary to actively introduce information-based methods and intelligent tools to improve the precision and efficiency of management. At the cultural development level, it is necessary to cultivate quality awareness and compliance awareness among all staff and create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality problems and persistent management deficiencies in engineering construction be fundamentally solved, and continuous improvement and excellent performance in project management be achieved. 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, it is necessary to establish clear responsibility boundaries and operating procedures, and transform regulatory requirements into executable job responsibilities and work standards. At the process control level, it is necessary to implement full-life-cycle quality supervision and dynamic correction to ensure that the work results of each stage meet the expected goals. At the technical support level, it is necessary to actively introduce information-based methods and intelligent tools to improve the precision and efficiency of management. At the cultural development level, it is necessary to cultivate quality awareness and compliance awareness among all staff and create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality problems and persistent management deficiencies in engineering construction be fundamentally solved, and continuous improvement and excellent performance in project management be achieved. 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, it is necessary to establish clear responsibility boundaries and operating procedures, and transform regulatory requirements into executable job responsibilities and work standards. At the process control level, it is necessary to implement full-life-cycle quality supervision and dynamic correction to ensure that the work results of each stage meet the expected goals. At the technical support level, it is necessary to actively introduce information-based methods and intelligent tools to improve the precision and efficiency of management. At the cultural development level, it is necessary to cultivate quality awareness and compliance awareness among all staff and create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality problems and persistent management deficiencies in engineering construction be fundamentally solved, and continuous improvement and excellent performance in project management be achieved. 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, it is necessary to establish clear responsibility boundaries and operating procedures, and transform regulatory requirements into executable job responsibilities and work standards. At the process control level, it is necessary to implement full-life-cycle quality supervision and dynamic correction to ensure that the work results of each stage meet the expected goals. At the technical support level, it is necessary to actively introduce information-based methods and intelligent tools to improve the precision and efficiency of management. At the cultural development level, it is necessary to cultivate quality awareness and compliance awareness among all staff and create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality problems and persistent management deficiencies in engineering construction be fundamentally solved, and continuous improvement and excellent performance in project management be achieved. 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, it is necessary to establish clear responsibility boundaries and operating procedures, and transform regulatory requirements into executable job responsibilities and work standards. At the process control level, it is necessary to implement full-life-cycle quality supervision and dynamic correction to ensure that the work results of each stage meet the expected goals. At the technical support level, it is necessary to actively introduce information-based methods and intelligent tools to improve the precision and efficiency of management. At the cultural development level, it is necessary to cultivate quality awareness and compliance awareness among all staff and create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality problems and persistent management deficiencies in engineering construction be fundamentally solved, and continuous improvement and excellent performance in project management be achieved. 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, it is necessary to establish clear responsibility boundaries and operating procedures, and transform regulatory requirements into executable job responsibilities and work standards. At the process control level, it is necessary to implement full-life-cycle quality supervision and dynamic correction to ensure that the work results of each stage meet the expected goals. At the technical support level, it is necessary to actively introduce information-based methods and intelligent tools to improve the precision and efficiency of management. At the cultural development level, it is necessary to cultivate quality awareness and compliance awareness among all staff and create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality problems and persistent management deficiencies in engineering construction be fundamentally solved, and continuous improvement and excellent performance in project management be achieved. 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, it is necessary to establish clear responsibility boundaries and operating procedures, and transform regulatory requirements into executable job responsibilities and work standards. At the process control level, it is necessary to implement full-life-cycle quality supervision and dynamic correction to ensure that the work results of each stage meet the expected goals. At the technical support level, it is necessary to actively introduce information-based methods and intelligent tools to improve the precision and efficiency of management. At the cultural development level, it is necessary to cultivate quality awareness and compliance awareness among all staff and create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality problems and persistent management deficiencies in engineering construction be fundamentally solved, and continuous improvement and excellent performance in project management be achieved. 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, it is necessary to establish clear responsibility boundaries and operating procedures, and transform regulatory requirements into executable job responsibilities and work standards. At the process control level, it is necessary to implement full-life-cycle quality supervision and dynamic correction to ensure that the work results of each stage meet the expected goals. At the technical support level, it is necessary to actively introduce information-based methods and intelligent tools to improve the precision and efficiency of management. At the cultural development level, it is necessary to cultivate quality awareness and compliance awareness among all staff and create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality problems and persistent management deficiencies in engineering construction be fundamentally solved, and continuous improvement and excellent performance in project management be achieved. 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, it is necessary to establish clear responsibility boundaries and operating procedures, and transform regulatory requirements into executable job responsibilities and work standards. At the process control level, it is necessary to implement full-life-cycle quality supervision and dynamic correction to ensure that the work results of each stage meet the expected goals. At the technical support level, it is necessary to actively introduce information-based methods and intelligent tools to improve the precision and efficiency of management. At the cultural development level, it is necessary to cultivate quality awareness and compliance awareness among all staff and create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality problems and persistent management deficiencies in engineering construction be fundamentally solved, and continuous improvement and excellent performance in project management be achieved.