1. Take charge of centralized mode. Colleges and universities that adopt this model have set up special institutions named "Bidding Management Center" or "Bidding Management Center", which not only has independent preparation and operation funds, but also has the functions of management and service. All bidding work in the whole school is under their unified responsibility and unified operation. For example, Wuhan University Procurement and Bidding Management Center and China Ocean University Bidding Management Center all adopt this model. This model is more beneficial to management, because it has full-time staff and special places, and the management of bidding and procurement is more standardized. However, excessive concentration of power is easy to breed corruption, which is not conducive to strengthening supervision and restriction.

2. Centralized and decentralized mode. Colleges and universities that adopt this model are led by the bidding office (virtual organization) of the school. When departments need to purchase or bid, they must report to the bidding office, and then the bidding office instructs a functional department to take the lead in bidding, and its follow-up work is completed by functional departments and users. Universities such as China Geo University adopt this model. This model is conducive to the flexibility of macro control, but not to management, especially the follow-up work is difficult to control and often makes it out of control.

3. concurrent management mode. Colleges and universities that adopt this model have no specialized agencies for bidding and purchasing, and bidding activities are managed by a functional department. Bidding management is only a part of the work of this functional department, and there is no full-time staff for bidding management. For example, Shanghai Jiaotong University, South China University of Technology, Central China Normal University, Shaanxi Normal University and South China Agricultural University all adopt this model. This model is conducive to the non-overlapping of institutions, which can not only macro-control, but also micro-operate, with one thing and one discussion, clear responsibilities and supervision in place. The inconvenience is that staffing must be strengthened and professional quality requirements are higher.

4. Decentralized mode. In colleges and universities adopting this model, there is neither a specialized agency for bidding procurement nor a functional department in charge, but different functional departments are responsible for different procurement projects according to business needs: the laboratory and equipment management office is responsible for the procurement of instruments and equipment, the library is responsible for the procurement of books and materials, the academic affairs office is responsible for the procurement of teaching materials, the logistics office is responsible for the procurement of furniture and logistics, the infrastructure and maintenance office is responsible for the procurement of medicines, and the school hospital is responsible for it. Adopting this model is conducive to the flexibility of management and the pertinence of procurement work, but it is too scattered, which is not conducive to regulation and control, and also brings some difficulties to the supervision of bidding.