因應工程設計及建造產業的發展趨勢及未來人口老化和少子化的衝擊，C公司引進工業4.0的概念來融入統包工程的創新管理，並提出智能化目標，將設計、採購、建造以模組化方式連結，運用同步工程，設計的變動由「階段式處理」改為「敏捷式的處理」，遇到有任何技術資料、規格等的變動都能即時反應，讓管理更精緻也更即時，創造差異化。
呼應行政院「生產力4.0計畫」，以及學習「德國工業4.0」，以解決未來少子化、高齡社會以及勞動人口減少等問題，以自動化及智慧化相關統包工程作業，提高生產力；並可藉由蒐集data進行大數據分析，提供智慧決策及即時反應，同時達到智慧學習、流程最佳化、微分管理以及大量客製化的目的。
回顧過去該公司的研究發展計畫，都是以提升各部門作業效率的研究，或以跨系統資訊串接整合為主，未曾有過來自公司高層策略性的研究發展計畫，對於這種大規模的發展計畫，公司的組織文化、作業流程的配合與調整、系統平台的選擇、計畫主持人的選定、任務編組的成立都關係著計畫的成敗。
未來再持續延伸智能化，提升設計、採購、建造的自動化程度，並增加專案微分管控的議題，來強化專案管控能力，藉此提昇C公司競爭力，拉大與競爭者的差距，成為最值得信賴的全球工程服務團隊。

In response to the development trend of the engineering design and construction industry and the impact of the aging population and the declining population in the future, C Company introduced the concept of Industry 4.0 to integrate the innovation management of turnkey projects, and proposed intelligent targets to modularize design, procurement and construction. In the way of linking and using concurrent engineering, the design changes are changed from "batch processing" to "agile processing". Any changes in technical data and specifications can be immediately reacted, making management more refined and more immediate and creating differentiation.
Responding to the "Productivity 4.0 Project" of the Executive Yuan and learning "German Industry 4.0" to solve the problems of future childishness, advanced society and reduced labor force, and to improve productivity by automating and intelligentizing related turnkey projects; Collecting data for big data analysis, providing intelligent decision-making and immediate response, while achieving intelligent learning, process optimization, differential management and a large number of customized purposes.
Looking back at the past research and development projects of the company, all of which are aimed at improving the efficiency of the operations of various departments, or focusing on the integration of cross-system information, and there has never been a strategic research and development plan from the company's top level. The development plan, the company's organizational culture, workflow change and adjustment, the choice of the project leader, the choice of the system platform, the establishment of the task group are all related to the success or failure of the project.
In the future, we will continue to extend intelligence, improve the automation of design, procurement, and construction, and increase the issue of project differential control to strengthen the project management and control capabilities, thereby enhancing the competitiveness of the company and broadening the gap with competitors to become a trusted global engineering services team.

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https://zh.wikipedia.org/zh-tw/工業4.0
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https://zh.wikipedia.org/zh-tw/敏捷軟體開發
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8. 行政院生產力 4.0 發展方案，Taiwan Productivity 4.0 Initiative，民國 105 年至民國 113 年(核定本)
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