大型工程顧問公司之部門績效評估，受限於投入項及產出項統計資料的貧乏，對於管理者而言，績效評估的正確性、公平性及可信度，常受到一定程度的質疑。在面臨目前工程顧問業之激烈競爭、利潤逐年下降，如何善用管理工具提昇企業之體質及合理進行部門績效管理，是管理者未來須面對的一項重要課題。本研究藉由統計12個部門之多項投入產出變數，採資料包絡分析法(DEA)以多元投入及產出進行效率分析，探討大型工程顧問公司採用DEA模式作為績效評估模式之可行性，建構對設計部門管理有正面助益的績效評估方法及驗證其穩定性，進而找出效率最佳之標竿部門，作為其他部門之學習對象，以提昇公司整體之競爭力，並對非效率部門進行探討其效率較低之因素，研擬可行的改善對策。

Performance assessment of the design departments in a large engineering consultant company is limited by the paucity of input and output statistics. For managers, the correctness, fairness and credibility of performance evaluation was often questioned to a certain extent. In the face of fierce competition in the engineering consultancy industry profits declining, how to make good use of management tools to enhance the physical and reasonable performance management of the design departments is an important topic for managers to be faced in the future. The study is aimed to explore the feasibility of adopting DEA as an effective and reliable performance evaluation model by multiple inputs and outputs variables of 12 departments of a large engineering consulting company. Establish a performance evaluation model for a positive benefit to the management of the design department and verify its stability, and then find the best efficiency benchmark departments, as other departments of learning objects to enhance the company's overall competitiveness. Meanwhile, we try to explore the factors of lower efficiency and develop feasible improvement measures.

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