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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/1524


    Title: 公共工程統包商之經營管理研究─以大型工程顧問公司為例
    Authors: 陳體宏;Tee-Horng Chen
    Contributors: 土木工程學系碩士在職專班
    Keywords: 策略聯盟;風險管理;統包;政府採購法;Turnkey;Risk Management;Government Procurement Act;Strategy Alliance
    Date: 2008-06-27
    Issue Date: 2009-09-21 09:30:59 (UTC+8)
    Publisher: 國立中央大學圖書館
    Abstract: 政府採購法自88年5月27日實施後,統包才有正式的法源依據,且目前各機關採行統包方式辦理之工程有逐年增加的趨勢,鑑於目前國內設計監造之業務量縮小,且費率偏低,獲利亦逐漸減少,所以國內大型工程顧問公司均有轉型擔任統包商的趨勢,其最主要優勢在於工程規劃設計與界面整合能力以及充沛的人力資源,然而統包工程承攬範圍較傳統發包工程生命週期多出先期的規劃設計階段及後期的營運維護管理階段,其所面臨的風險機率與衝擊,遠比傳統制度大了許多,欲達到統包預期的效益,統包商必需慎重做好:(1)財務控管(2)策略聯盟選擇最佳夥伴(3)風險管理,亦是統包商經營管理成功的關鍵,財務控管是統包成功的第一關鍵,由於國內的法規限制尚無法產生一家『綜合設計與施工之大型工程組織』所以統包商均需尋找策略聯盟夥伴,選擇最佳策略聯盟夥伴,對於統包商的承攬經營策略,將會有很大的影響,況且統包工程風險度極高所以風險管理亦甚為重要,由於工程顧問業內部資料蒐集不易,所以本文依據相關文獻整理、資料蒐集以及提供實際參與統包工程之經驗予以研究,得到的結論是:統包工程是團隊的工作,有賴於業主、專案營建管理及統包商三者通力合作,各盡其職,才能達成預期功能與效益,以及大型工程顧問公司較適合擔任小型工程之統包商,希望嗣後預定要辦理或承攬統包工程之機關或統包商,能更瞭解統包工程,使統包工程能順利的達到預期效益,以達永續發展之目標。 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.
    Appears in Collections:[土木工程學系碩士在職專班] 博碩士論文

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