隨著國內大型公共工程朝向規模化與複雜化發展，統包模式因其整合設計與施工、加速工期之特性，已成為推動國家重大建設之關鍵手段。然而，統包工程在實務運作中，往往面臨專案管理介面繁雜與品質管控失衡之挑戰。本研究以「桃園航空城區段徵收工程」為分析個案，深入探討大型統包工程在執行時的績效表現，並分析多家專案管理、監造及廠商於大型專案執行時的實務困境與成效。 本研究透過蒐集個案執行期間之工程稽核評定與施工缺失紀錄，運用文件分析進行多維度歸納。研究發現，在統包制度下，三級品管機制常因過度追求進度而出現結構性弱化現象，特別是在自主檢查與抽查標準缺乏量化數據支撐時，易造成施工品質與行政文書作業之間無法應證。此外，由於個案涉及多項工程及標別併進，不同制度之專案管理顧問與監造單位在標準認定上的差異性，亦增加了承攬廠商的管理與表現之影響。研究結果進一步指出，在時程壓力與滿足績效的情形下，職安環保與工程品質往往成為資源分配下的犧牲對象，產生潛在的專案管理風險。 針對上述管理問題，本研究提出相關優化策略與管理建議。在制度強化方面，應建立更具備量化基準的標準作業流程，並導入與計價機制掛鉤之第三方品質查驗制度，以降低資訊不對稱帶來的數據真實性問題。在技術應用層面，則建議導入自動化監測與跨標缺失預警系統，透過科技手段提升管理效能並落實組織學習。;As large-scale public works in Taiwan evolve toward greater scale and complexity，the Design-Build model has become a critical instrument for driving major national infrastructure projects due to its capacity to integrate design and construction while accelerating project timelines. However， in practice， DB projects often face significant challenges，such as complex project management interfaces and imbalances in quality control. This research uses the "Taoyuan Aerotropolis Zone Expropriation Project" as a case study to conduct an in-depth exploration of the execution performance of large-scale DB projects. It further analyzes the practical dilemmas and effectiveness of various project management consultants，supervision units， and contractors during the implementation of such mega-projects.
This study employs document analysis to perform multi-dimensional induction based on project evaluation assessments and construction defect records collected during the execution period. The findings indicate that under the DB system，the three-tier quality control mechanism often experiences structural weakening due to an excessive pursuit of project schedules. This is particularly evident when self-inspection and sampling standards lack quantitative data support， leading to a failure in verification between actual construction quality and administrative documentation. Furthermore， as the case involves multiple parallel engineering projects and contract packages， variations in standard determination among different project management consultants and supervision units further impact contractor management and overall performance. The results also point out that under intense schedule pressure and performance requirements， occupational safety， environmental protection， and engineering quality are frequently sacrificed during resource allocation， thereby creating latent project management risks.
In response to the aforementioned management issues， this study proposes optimization strategies and management recommendations. Regarding institutional strengthening， standardized operating procedures based on quantitative benchmarks should be established， and a third-party quality inspection system linked to the payment mechanism should be introduced to mitigate data authenticity issues caused by information asymmetry. At the technical level，it is recommended to implement automated monitoring and cross-package defect early warning systems to enhance management efficiency and facilitate organizational learning through technological means.
