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Title:	統包工程業數位創新與轉型 - 以C公司為個案研究 Digital Innovation and Transformation in the Lump Sum Contracting Industry - A Case Study of Company C
Authors:	呂立倫 Lu, Li-Lun
Contributors:	鄭至甫呂立倫 Lu, Li-Lun
Keywords:	統包工程數位化策略智能化EPC平台 Turnkey construction Digitalization strategy Intelligent EPC platform
Date:	2024
Issue Date:	2024-07-01 13:03:59 (UTC+8)
Abstract:	本研究探討台灣統包工程業數位創新與轉型的策略與實踐，選取C公司為案例進行深入分析。研究背景指出營建業的數位化程度在所有產業中排名倒數第二，但其提升數位化水平對提高生產力及降低成本具有顯著意義。透過數位科技的應用，可將統包工程的各環節數位化，並建立跨部門資訊整合平台，解決資訊孤島效應，實現敏捷反應和微分管理，進一步進入全球領先集團。 C公司作為個案研究的對象，其數位創新策略以應用現有數位科技為主，避免自行開發，並在確立策略後，分別在設計、採購及建造等階段進行數位化整合。研究方法包含需求與開發的分工、SOP調整及Top Down與Bottom Up的循環論證，確保數位轉型策略能夠有效落實。此外，C公司透過智能化EPC作業平台的建置與導入，將工程資料透明化，提升專案執行效率，並進一步推動數位雙生技術的應用。本研究結果顯示，數位轉型的成功不僅依賴技術的引進，更需要組織變革及管理階層的支持。未來研究建議擴展至更多統包工程企業，以更全面地探討數位轉型的普遍性策略，並增加量化數據的分析，評估數位轉型對企業效益的具體影響。研究結論強調數位轉型不僅是技術問題，更是管理階層的關鍵工程，只有在高層主管的支持下，數位轉型才能成功實施。 This study explores the strategies and practices of digital innovation and transformation in the turnkey construction industry in Taiwan, using Company C as a case for in-depth analysis. The research background indicates that the digitalization level of the construction industry ranks second to last among all industries. However, improving its digitalization level has significant implications for enhancing productivity and reducing costs. Through the application of digital technologies, various aspects of turnkey construction can be digitized, and an integrated cross-departmental information platform can be established to address the information silos effect. This enables agile response and micro-management, further advancing the industry into the global leading group. Company C, as the case study subject, primarily adopts existing digital technologies for its digital innovation strategy, avoiding self-development. After establishing the strategy, digital integration is carried out in the design, procurement, and construction stages. The research methodology includes the division of demand and development, SOP adjustments, and the cyclical validation of top-down and bottom-up approaches to ensure the effective implementation of digital transformation strategies. Additionally, Company C, through the establishment and introduction of an intelligent EPC operation platform, achieves data transparency, enhances project execution efficiency, and further promotes the application of digital twin technology. The results of this study show that the success of digital transformation relies not only on the introduction of technology but also on organizational change and the support of management. Future research suggests expanding to more turnkey construction enterprises to more comprehensively explore universal strategies for digital transformation and increasing the analysis of quantitative data to evaluate the specific impact of digital transformation on corporate benefits. The study concludes that digital transformation is not only a technical issue but also a critical project for management. Only with the support of top management can digital transformation be successfully implemented.
Reference:	1.CTCI Group. (2024, May 16). CTCI. https://www.ctci.com/ 2.中鼎集團電子報 No.451：IEPC統包工程之新思維. (2017, April). 中鼎集團電子報. https://www.ctci.com/e-newsletter/CH/451/technology/article-01.html 3.Digital Transformation & Tech Adoption by Sector (2024). (2024, February 21). Whatfix. https://whatfix.com/blog/digital-transformation-by-sector/ 4.What Is Digital Transformation? (2023, June 14). Mckinsey & Company. https://www.mckinsey.com/featured-insights/mckinsey-explainers/what-is-digital-transformation
Description:	碩士國立政治大學經營管理碩士學程(EMBA) 111932066
Source URI:	http://thesis.lib.nccu.edu.tw/record/#G0111932066
Data Type:	thesis
Appears in Collections:	[Executive Master of Business Administration] Theses

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