指導教授：張陸滿臺灣大學：土木工程學研究所張登瑞Jui, Chang-TengChang-TengJui2014-11-252018-07-092014-11-252018-07-092014http://ntur.lib.ntu.edu.tw//handle/246246/260734近年來由於國內經濟發展趨緩，國民平均所得降低，且因建築產業之土地取得不易，亦使得房價隨之居高不下，再加上社會環境快速變遷，建築投資業所推出之專案趨向於大型化、多元化及造型複雜化的發展，所投資金額動輒以數十億元計，耗費之時間、人力與資源相當可觀。在興建過程中，所面對法令及行政程序繁瑣，且參與者極為複雜，往往因為發包策略所作的決定，影響未來工程的成敗，其重要性是不容忽視。爰此，建築工程之生命週期各階段應擬定重點管理工作，提供管理者決策之參考，以降低決策錯誤，確保公司之利益，也藉此避免不必要的社會資源浪費。 因此「發包策略」為建設公司經管管理策略重要的一環，其發包策略主要之目的為選擇適合的承攬廠商來負責工程興建與管理，在合理的成本、適當的工期及較佳的品質下，以尋求整體效益較佳化之工程採購發包模式。 本研究藉由國內外文獻彙整、國內XX建設公司開發個案實例，以探討發包現況與決策的考量因素。並透過實際參與專案人員之問卷調查數據與專家訪談，以佐證目前建築工程之發包現況，獲得業主於發包過程中最重視之關鍵因素。以期能結合各面向之觀點，彙整提出確實可行的發包方式與決策考量因素，以建立較佳之解決方案或分包策略模式供業主參考供業主參考，以做為日後建築工程興建時套用採行。 經由本研究之探討整理後，可歸納出下列幾點結論： 1.發包方式：建設公司一般採用『總包+指定分包制』，業主可直接控管各分包商的水準，其工程品質較高，且時程不受總包商的影響，對發包作業時程較易掌控。無論工期、品質、成本及界面管理等，因適度分包，可降低成本，且屬單一主合約關係，業主可以簡化合約管理與介面整合的工作，並排除各發包方式的缺點。 2.決策主要考量因素有：(1) 專案團隊能力與人力，(2)分包計劃，(3)廠商經驗與能力，(4)報價競爭性，以供業主決策時之參考。 3.分包策略衍生問題的解決方案：專案團隊成員應具有豐富施工經驗，以先瞭解施工過程中可能產生的問題，於規劃設計階段與設計單位慎密檢討修正，以減少發包後問題的產生。另業主的專業能力與人力明顯不足，難以發揮專案工程管理的預期成效，業主應儘速提昇團隊的專業能力或尋找營建管理單位協助，才能符合預期目標。In recent years, due to the slow domestic economic development, low GDP, difficult construction land acquisition and resulting high house prices, as well as the fast changing social environment, the construction investment industry frequently spend considerable time, human resource, materials and billions of dollars to build large, diversified and complex projects. While there are complicated laws and administrative procedures and extremely complex participants in the construction process, the decisions made by contracting strategies are critically important because they often determine the successfulness of a project. Therefore, focused management measures of each construction stage shall be developed as references for the administrative decision-making, in order to minimize strategic errors, protect company interests and avoid unnecessary waste of social resources. "Contracting strategy" is an important management strategy for the administration of construction companies. The main purpose of contracting strategy is to select appropriate contractors for the construction and management of a project with reasonable costs, adequate construction period and better quality, to seek a construction procurement contracting mode for better overall benefits. The study discusses the current contracting situation and decision-making considerations through the compiling of domestic and foreign literature and actual development cases of domestic construction company. The study also distributed questionnaires to professional participants and conducted expert interviews, to support the contracting situation of current construction projects and to obtain key factors most valued by the property owners in the contracting process. In order to combine views of all aspects, the study compiled and proposed a feasible contracting way and decision-making factors for a better solution or contracting strategy mode as references for the property owners and future construction projects. The conclusions of the study is summerized as follows: 1.Contracting method: the construction companies often conduct the “general contract + designated subcontracts”system, by which the property owners may directly control the quality of each subcontractor, obtain better constructon quality, keep the construction schedule from the influence of general contractor, and better control the entire operation schedule. In respect to the construction period, quality, costs and interface management, such system may lower costs due to proper subcontracting, simplify the contract management and interface integration due to the single-employer contract relationship, and eliminate disadvantages of other contracting methods. 2.Major decision-making considerations: as a reference for property owners, the considerations include (1) capabilities and human resource of the project team, (2) subcontracting plan, (3) experience and capabilities of the contractors, and the (4) competitiveness of the quotation. 3.Solutions for problems derived from subcontracting strategy: the project team members shall have abundant construction experience to foresee possible problems during the construction process, in order to review and revise the construction with the design unit in the planning stage and to minimize problems after subcontracting. On the other hand, since the significant lack of professional capabilities and human resource of the property owner may constrain the expected effectiveness of project management, the property owners shall immediately enhance the professional capabilities of the project team or seek for assistance from construction management units to achieve expected objectives.口試委員會審定書 i 誌 謝 ii 中文摘要 iii ABSTRACT iv 目錄 vi 圖目錄 ix 表目錄 x 第一章 緒論 1 1.1研究背景與動機 1 1.2研究目的 2 1.3研究範圍與內容 3 1.3.1研究範圍 3 1.3.2研究內容 3 1.4研究限制 4 1.5研究方法與流程 4 1.5.1研究方法 4 1.5.2研究流程 6 第二章 文獻回顧 7 2.1建築產業概述 7 2.1.1建築產業定義及特性 7 2.1.2建築工程界面整合 13 2.2工程發包策略相關文獻 16 2.2.1策略之定義 16 2.2.2發包策略之概述 19 2.3採購發包相關文獻 22 2.3.1統包制度之沿革 22 2.3.2統包之定義 23 2.3.3傳統發包之定義 25 2.3.4傳統制度與統包制度之比較 26 2.3.5政府採購法 32 2.4發包策略作業 33 2.4.1發包策略原則與契約型態 34 2.4.2發包策略與招標執行作業 34 2.4.3選擇招標方式 35 2.4.4決標方式 35 2.4.5採購決策模式 36 2.4.6小結 38 第三章 建築業工程採購發包問題及個案實例探討 40 3.1建築工程專案之架構分析 40 3.1.1建築工程架構 40 3.1.2建築工程專案團隊組織架構 41 3.2建築工程採購發包策略型態 42 3.2.1建築工程發包方式 43 3.2.2發包模式的分析 47 3.2.3小結 57 3.3工程問題爭議與解決 58 3.3.1工程問題產生爭議的原因 58 3.3.2工程問題解決方式 59 3.4建築工程採購發包決策因素分析 60 3.4.1業主因素 60 3.4.2工程相關因素 61 3.4.3廠商因素 63 3.4.4其他因素 64 3.5個案實例探討分析 65 3.5.1規劃設計階段 65 3.5.2採購發包階段 67 3.5.3完工驗收階段 77 第四章 建築工程發包管理策略調查分析 79 4.1問卷調查的定義與步驟 79 4.1.1問卷調查定義 79 4.1.2工作流程步驟 79 4.2問卷建構 80 4.2.1問卷內容構想設計 80 4.2.2問卷調查與進行 81 4.3問卷統計分析方式 83 4.3.1問卷形式 83 4.3.2相關統計分析 83 4.4發包管理策略之問卷調查成果分析 84 4.4.1問卷發放與回收 84 4.4.2問卷調查結果之基本資料分析 84 4.4.3發包管理策略分析 92 4.4.4專家訪談分析 110 4.5採購發包策略決策模式建立 117 4.6小結 118 第五章 結論與建議 120 5.1結論 120 5.2未來研究方向與建議 122 參考文獻 124 附錄一 126 附錄二 1321976642 bytesapplication/pdf論文公開時間：2017/08/21論文使用權限：同意無償授權建築工程發包策略總包專業分包[SDGs]SDG8thesishttp://ntur.lib.ntu.edu.tw/bitstream/246246/260734/1/ntu-103-P00521708-1.pdf