项目采购与履约工作流
在问题转化为项目成本前，
识别并闭环采购缺口。
从业务负责人确认的需求出发，贯通采购范围、供应商承诺和执行控制。影片以风电运输与安装为例，展示该方法如何应用于其他重大采购项目。
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该工作流采用示例数据演示，可根据重大采购项目的实际流程进行调整。
阅读英文流程说明
Define what you need to buy
Start with the business need, expected outcome, scope, exclusions, required date and budget. Identify who owns the requirement and how successful delivery will be accepted.
Identify upstream requirements for flow-down
Identify obligations in the upstream Client Contract that need to flow down to major subcontractors. Assess their applicability to the subcontract scope and map them to the Subcontract General Terms and Conditions and Individual Project Contract templates.
Assess gaps and define coordinated amendments
Apply industry-specific legal and commercial know-how to compare applicable upstream requirements with the existing subcontract terms. Identify missing or inconsistent provisions, develop appropriate downstream wording, and coordinate related changes across clauses, schedules and project-specific terms.
Generate coordinated subcontract redlines
Generate redlined Word subcontract templates showing proposed tracked insertions, deletions and associated clause changes, with supporting review notes. This helps in-house teams focus their review, shorten turnaround and prepare more complete, consistent subcontract tender requirements before inviting bids.
Choose a supplier on a clear basis
Plan the sourcing route and test market capacity. Complete supplier due diligence, use a consistent evaluation basis and make deviations visible in the award decision.
Manage performance and improve the next procurement
Track contract and security requirements, mobilisation readiness, approved changes, acceptance and payment evidence. At G8, assess supplier performance, resolve or transfer outstanding claims and obligations, and capture lessons learned. Feed supplier status and lessons into the next procurement plan at G0. People assess evidence and approve decisions; the checklist records status.
Carry the review into the next decision
Download the flow-down review summary and redlined Word drafts of the Subcontract General Terms and Conditions and Individual Project Contract, with proposed amendments and supporting comments. Save project progress to reopen project details and recorded checklist decisions. Adapt the workflow and responsibilities to the next significant procurement project.
将合同承诺落实为项目成果
G0至G8将业务需求、阶段检查、责任分工和证据要求纳入统一流程。执行阶段持续跟踪变更与验收；G8评估供应商绩效，处理或移交未结事项，并将经验反馈至下一轮G0采购计划。相关责任团队负责审查和批准。
从实际业务问题确定合作范围
围绕一个具体项目及其交付风险，明确AtlasQ的支持范围。服务可包括采购包评估、执行支持，或按团队职责定制工作流。工作启动前确认业务目标、范围和交付成果。
讨论项目交付风险 →