基礎設施機電工程通常具有工程規模大、系統複雜、施工介面多及不確定性高等特 性。此類工程執行過程涉及電力、消防、空調、弱電、自動控制、通訊及監控等多項系統整合，並須與建築、結構、裝修及其他專業單位密切協調，因此，分包商已不僅是單純的施工執行單位，而是直接影響總承攬商履約成果、施工品質、工程進度及整體專案風險的重要合作夥伴。 然而，實務上總承攬商於分包商遴選時，仍多以價格、工程實績、基本資格、過往 合作經驗及承攬意願作為主要評估依據。此種選商方式雖可降低初期採購成本，但工程進入施工階段後，仍可能因人力投入不足、材料供應延遲、施工管理能力不足、系統整合困難、界面協調不佳、設計變更應對不足及履約管理能力欠佳等因素，造成工程延誤、品質下降、追加爭議及履約風險增加。因此，在大型基礎設施機電工程中，如何建立一套兼顧價格、履約能力及工程管理能力之分包商遴選評估架構，已成為總承攬商重要的管理課題。 本研究以基礎設施機電工程為研究範圍，從總承攬商分包商遴選之實務需求出發， 透過文獻探討與工程實務觀察，建立分包商遴選評估架構，並採用層級分析法（AnalyticHierarchy Process， AHP）作為研究工具，建構包含價格與報價條件、工程實績與基本資格、工程複雜度應對能力、履約資源與財務能力、系統整合與界面協調能力及履約與管理能力等六大構面之層級架構。研究對象為具基礎設施機電工程、分包商遴選、採購發包及工程管理實務經驗之專家，透過AHP成對比較分析各項評估因素之相對重要性，並進行一致性檢定，以確保分析結果之可信度。 研究結果顯示，在六大評估構面中，以履約與管理能力之權重最高，其次依序為系 統整合與界面協調能力、工程複雜度應對能力、履約資源與財務能力及工程實績與基本資格；而價格與報價條件之權重最低，顯示基礎設施機電工程分包商遴選已逐漸由傳統價格導向，轉向重視履約能力、工程管理能力及系統整合能力之多準則評估模式。 進一步針對準則層分析結果顯示，在履約與管理能力構面中，以履約與現場管理能 力最為重要；在系統整合與界面協調能力構面中，以跨系統及跨工種衝突處理能力最受重視；而在價格與報價條件構面中，則以報價完整性相對重要。研究結果反映大型基礎設施機電工程因施工介面多、系統整合程度高及履約期間長，總承攬商於分包商遴選時，相較於價格因素，更重視分包商是否具備整合能力、管理能力及履約能力，以降低後續施工及履約風險。 基於上述研究結果，本研究進一步提出基礎設施機電工程分包商遴選評估架構及實 務檢核建議，包括建立多準則評估機制、強化非價格因素之評估、建立履約能力檢核項目，以及將系統整合、界面協調及履約管理能力納入分包商遴選評估項目，作為總承攬商於分包商遴選、採購決策及履約風險控管之參考依據，亦可提供後續相關研究及工程實務應用之參考。;Infrastructure mechanical， electrical， and plumbing engineering projects are usually characterized by large project scale， complex systems， multiple construction interfaces， and high uncertainty. During project execution， these projects often involve the integration of various systems， including electrical power， fire protection， air conditioning， low-voltage systems， automatic control， communications， and monitoring systems. They also require continuous coordination with architectural， structural， interior finishing， and other professional disciplines. Therefore， in large-scale infrastructure MEP projects， subcontractors are no longer merely construction executors; rather， they are important partners who directly affect the general contractor’s project performance and risk management. In practice， when selecting subcontractors， general contractors often focus mainly on price，project experience， basic qualifications， previous cooperation experience， and willingness to undertake the work. Although this selection approach may reduce initial procurement costs，problems may still arise during the middle and later stages of project execution， such as insufficient manpower， delayed material supply， difficulties in interface coordination， incomplete documentation， inadequate response to design changes， and variation disputes. These issues may further affect project schedule， quality， and overall performance stability. This study focuses on infrastructure MEP engineering and explores the key factors affecting subcontractor selection from the practical perspective of general contractors. The Analytic Hierarchy Process (AHP) is adopted as the research method to establish a hierarchical framework for subcontractor selection. The framework consists of six dimensions: price and quotation conditions， project experience and basic qualifications， capability to respond to project complexity， contractual resources and financial capability， system integration and interface coordination capability， and performance and management capability. A questionnaire survey is conducted to collect judgments from professionals with experience in infrastructure MEP projects， subcontractor selection， procurement， tendering， or project management. The collected data are then used for weight analysis and consistency testing. Through the results of the AHP analysis， this study aims to establish a subcontractor selection evaluation framework that better reflects practical needs. The framework is expected to help general contractors consider not only price and basic conditions during the subcontractor selection stage， but also factors such as system integration， interface coordination， response to project complexity， and performance management. The findings may serve as a referencefor future subcontractor selection， procurement decision-making， and performance risk control.
