近年來，國際間統包工程業務興旺，但統包工程廠商所面臨商業環境的挑戰更為嚴苛。全球化的結果，統包工程廠商必須到世界各個角落去尋找供應商及施工分包商，使設計、採購及施工間的協調工作變得更為複雜且困難。統包工程的採購發包金額通常超過整體工程之百分之六十，而設備及材料交貨品質、數量及期程通常是影響工程成敗的主要原因。由製造業所衍發的供應鏈管理理念是一種與企業營運相關的供應商、運籌、生產作業、配銷作業和最終顧客所形成網路結構的管理，亦即串聯企業的上下游、整合協力廠商，使產品生產的上中下游能達成顧客需求的管理作為。近十餘年來，國際間陸續有土建營建業者應用供應鏈理念於營建工地管理中，惟其重點大都擺在鋼筋混凝土作業上，針對作業程序更複雜、設備材料更多樣、工種更多元、參與成員更多、介面更難整合的統包工程，對其供應鏈管理的探討並不多見。本研究試著由個案公司的統包作業需求的觀點，探討並描繪統包工程供應鏈初貌，並經由此探討建構個案公司統包工程專案之供應鏈管理的不同構面，探討的議題包括統包工程專案管理應用供應鏈管理的有效性、網路整合角色的扮演、夥伴關係的建立、供應商管理、資訊分享的作法、物流管理以及電子商務等，藉以提出建構統包工程專案之供應鏈管理準則。

In recent years, international EPC (Engineering, Procurement, Construction) market was booming, but EPC contractors are facing more severe business conditions. Globalization forces EPC contractors to solicit suppliers and subcontractors worldwide, and this results in poor coordination efficiency among engineering, procurement and construction work. Procurement and subcontracting portion of EPC project is normally contributing over sixty percent of total contract amount. Equipment delivery quality and schedule are always the key factors influencing project success. Supply chain management (SCM) concept derived from manufacturing industry were introduced in many construction projects in last ten years, but mainly focused on rebar and concrete work. Compared with construction projects, EPC projects illustrate a more complicated operation in terms of procedures, material and functional diversity and interface integration, and there is few literatures related to the SCM of EPC. This study attempts to construct a scheme of supply chain management from the viewpoint of the case company’s demand. The relevant topics include EPC project management SCM adaptability, internet integration, partner relationship, supplier management, information sharing, logistics and electronic commerce.

中文文獻：
【1】 林俊華，「強建體魄面對未來」簡報資料，中鼎集團2008
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【2】 陳兵兵，SCM供應鏈管理，第33~45頁，台北，五南圖
書出版公司，2007年4月。
【3】 陳春富，「應用供應鏈管理模式於電子商務的通路整合之研究─以台灣營建業中小企業為例」，教專研 96P-013。
【4】 欒斌，台科大「電子商務」課程講議，2008年9月。

英文文獻:
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