目前国内建筑行业以及学术界还没有建立起一套系统的、科学的、严谨的投标风险管理体系，项目投标风险管理理念近年来刚刚兴起且企业意识不强。而投标是施工企业获得工程承包权的最重要的方式，它不仅关系到企业能否获得工程求得生存，也关系到中标后能否取得预期的利润。面对日益激烈的建筑市场，投标风险管理对中小型施工企业显得尤为重要。本论文基于招投标流程，结合A施工企业近四年178个投标工程项目投标结果和经验，通过对A施工企业进行个人访谈、小组访谈、项目案例的归类分析、企业内外部资料的查阅等研究方法，归类统计得到A施工企业在投标风险管理的标前决策、投标和合同签订阶段存在风险管理的问题，进而对各阶段风险管理进行问题的诊断、原因分析、提出改进方案和实施保障措施的研究思路。以期实现本论文研究目标：提高A施工企业中标率，保证预期利润，实现年产值和利润率同步持续增长。通过对A施工企业投标风险管理的分析研究，在外因难以控制时，深知投标风险管理的内因的改善对A施工企业目前的运营和发展极其重要。并在此基础上，针对标前存在的未建立决策机制、市场人员未发挥主导作用、没有建立专业投标队伍；投标阶段技术标、商务标编制水平不高；合同签订阶段合同意识不强和识别合同风险能力弱等关键问题进行针对性地改进，并从A企业整个管理层面创造性地提出了专业团队建设、PDCA循环管理的应用、引入专业律师等建议，减低或规避风险发生的可能性，保障预期收益。

At present, China has not set up a set of system, scientific, rigorous biding risk management in the construction industry and academia, and the concept of project biding risk management has just rose in recent years and the consciousness of the construction enterprises is not strong. But Bidding is the most common and important way for the construction enterprises to obtain the contracting rights, it is not only related to whether continue to survive for the construction enterprises, but also related to whether achieve the expected profit after bidder. In the fierce construction market, biding risk management is more and more important for the small and medium-sized construction enterprises.The paper based on the bidding process studies A construction enterprise. It has combined with experience of project biding of A, through the study methods: personal and group interview , field survey, project cases study, relevant information access, etc. and classified statistics question of the risk management on the phases of decision-making before bidding and bidding and contract signing, and analysis the cause, put forward the improvement scheme and implementation of safeguard measures. Finally come true the goal of study.Through the analysis of A construction enterprise, it is extremely important to improve internal bidding risk management. And in view of the key problem of the former existing not established decision-making mechanism, market researchers not to play a leading role, not established a professional bid team, the low level of technical bid and commercial bid, the weak consciousness of contract signing to put forward the improve measures. And to creatively put forward to create a professional team and the application of PDCA circulation management and the introduction of professional lawyer and so on from the whole management level, to reduce or avoid the possibility of occurrence of risk and ensure the expected profit.