| 摘要(英) |
The implementation of the Government Procurement Act on May 27, 1999 has given turnkey its legal basis. There is a trend that the cases for institutions adopt the method of turnkey for engineering projects are increasing year by year. Due to the fact that there are less and less project design and inspection cases in domestic market, and the fact that the charge is relatively low that affects the profit margin, large local engineering consultant firms gradually incline to transform themselves into turnkey firms, with their main advantages of the ability of project planning and surface integration, and of abundant human resources.
Nevertheless, the risk probabilities and impacts that Turnkey firms face are far larger than in the traditional outsourcing projects. That is because the scope of turnkey projects contains the planning and designing phrase in the early stage as well as operation maintenance and management phrase in the late stage, which are not included in the traditional outsourcing projects. To obtain the profit expected, turnkey firms have to cautiously be aware of( 1) finance control, (2) choosing of the best strategic alliance partners, and (3) risk management.
The finance control is the key for the success of turnkey projects, and is also the key for the turnkey firms to success in the operation management. Because of the limitation of relevant domestic regulations, it is unable to form a “large synthetic engineering institute for design and construction”. Therefore, the turnkey firms need to find their strategic alliance partners. Choosing strategic alliance partner would have a great impact to the turnkey firm’s strategy of contracting and operation. Besides, the risk management is critical for a turnkey firm for the high-risk nature of the turnkey projects. Due to the difficulties of collecting the internal information in engineering consultant fields, this research is based on the review of relative literatures, the collection of information, and the empirical experience drawing from participating turnkey projects. The conclusion of this research is: turnkey projects are team works which depend on the full collaboration of the owner, the professional construction management firm, and the contractor to perform the function and to achieve the profit anticipated.
This research also concludes that large engineering consultant firm is more suitable for being the contractor of small projects. Through this research, it is hoped that the institute or contractor plans to do turnkey projects will be able to understand the turnkey projects more, so that they can reach the expected profit and achieve the goal of sustainable development. |
| 參考文獻 |
1.林志棟『公共工程統包模式執行專案成員間問題之研究』，中央大學土木工程研究所，簡報(九十四年九月七日)
2.林建志『公共工程以統包方式辦理採購所衍生問題與對策研究』，中央大學土木工程研究所，碩士論文(2005)
3.黃源協 『社會工作管理』，揚智文化(1999)
4.顏敏仁、羅維『統包制度對營建市場之影響─以台灣營建業為例』土木水利 第二十七卷 第四期 民國九十年二月，第13─27頁
5.林文盛『公共工程統包制度之研究』，國立台灣科技大學營建管理研究所，碩士論文(1993)
6.許嘉榮『台灣統包工程公司經營策略之研究─以C公司為研究對象』，中山大學企業管理學系，碩士論文(2006)
7.全國服務業發展會議資料─工程顧問服務業(旗鑑計畫：建立人本、優質、永續之工程顧問服務業計畫)，行政院經濟建設委員會、行政院公共工程委員會、內政部(2004)
8.廖宗盛『公共工程統包制度執行問題研析與改進對策之研究』，台灣大學土木工程學研究所，博士論文(2002)
9.統包模式之工程進度及品質管理參考手冊』，行政院公共工程委員會
10.統包實施辦法，行政院公共工程委員會
11.統包作業須知，行政院公共工程委員會
12.戴欽松『營建工程關鍵作業控管及成本控減要訣』，詹氏書局(2007)
13.劉明德等譯自愛德蒙。格雷(Edmund R. Smeltzer)、賴利。史麥爾澤(Larry R.Smeltzer)合著(1993)『管理學競爭優勢』，桂冠圖書公司
14.郭斯傑、何正文『工程技術顧問策略市場分析與研擬』中華民國營建管理協會 九十三年春季號第五十八期 第1~10頁
15.魏騰輝『台灣工程機構之經營策略-以中鼎工程公司為例』，中山大學管理學院高階經營碩士學程碩士在職專班，碩士論文(2003)
16.陳柏宏『工程技術顧問機構參與統包工程之探討』，國立高雄第一科技大學營建工程所，碩士論文(2002)
17.統包制度及最有利標講習會講義 中國土木水利工程學會91.10.22
18.廖宗盛『統包制度及最有利標決標方式介紹』 取自公共工程統包與最有利標決標研討會講義 中國土木水利工程學會95.7.19
19.何正文、郭斯傑『工程技術顧問策略市場分析與研擬』中華明民國營建管理協會(九十三年春季號)
20.天下雜誌，『五百大服務業特刊』(1996~2002)
21.王治平、姜堯民，『民間參與公共建設財務評估模式規劃研究報告』，PP.1~63 行政院公共工程委員會委託，(2001)
22.陳寬仁『工程經濟』三民書局發行，(2004)
23.彭雲宏、蔡榮祥、陳淑如，「營建業多角化與垂直整合經營策略評估」，建築學報第29卷，第1~16頁(1999)
24.李得璋『我國公共工程統包制度之推動，營建工程統包制度研討會』，台北，5月，2000
25.呂雨蓉『政府採購法下工程統包制度之探討』，中央大學土木工程研究所，2004
26.范偉華『統包工程之風險管理』朝陽科技大學建築及都市設計研究所，碩士論文(2004)
27.Fredrickson, k., 1998, “Design Guidelines for Design-Build Projects”, Journal of management in Engineering, ASEC, January/February
28.“conditions of contract for EPC/Turnkey Projects”, FIDC(1999)
29.“ conditions of contract for Plant and Design-Build”, FIDC(1999)
30.Cushman, Taub, 1992, Design-Build contract Handbook, DBIA
31.Porter, M.E, 1980, Competitive Srategy, N.Y., Free Press.
32.DBIA, An Introduction to Design-Build, DBIA, 1994
33.Potter, Sanvido, “Implementing a Design/Build Prequalification System”, Journal of Management in Engineering, Vol.12, NO.3, May, 1995.
34.Branca, Cost Effective Design-Build Construction, 1st Edition, Rs Mean Co.Inc., Kingston MA,1987
35.Molenaar, “Public Sector Design-Build；A Model for Project Selection”, University of Colorado, Ph.d Thesis, 1997.
36.Ndekugri, “Turner, Building Procurement by Design and Build Approach“, Journal of Construction Engineering and Management, Vol. 120. NO.2, 1994
37.Songer, “Selecting Design-Build Public and Private Sector Owner Attitude”, Joural of Construction Engineering, vol.12 NO.6, pp47-53, 1996.
38.Molenaar, ”Model for Public Sector Design-Build Project Selection“, Joural of Consstruction Engineering and Management Vol.124, NO.6, PP.467-479, November. 1998.
39.Charles W. L. HILL & Gareth R. Jone, 1995, Strategic Management An Integrated Approach, Boston Toronto, Houghton Mifflin Company.
40.DBIA, Design-Build Teaming Agreement Guide, DBIA, September, 2000.
41.Mondy,R.W.,Sharpin,A.&Premeaux.S.R(1991) Management：Practices &Skills.New York：Allyn & Bacon. |
[Endnote RIS 格式]
[相關文章]
[文章引用]
[完整記錄]
[館藏目錄]
[檢視]
plurk
funp
live
udn
HD
myshare
netvibes
friend
youpush
delicious
baidu
Google bookmarks
del.icio.us
hemidemi
facebook
twitter
google
reddit