多年來，政府積極推動「發展國防工業」計劃，以期提高國內廠商技術水準並求達 到軍品自給自足之境。如此，不僅可節省大量外匯；又不虞軍品處處受制。故前後 曾頒布了各種辦法，以利實施。 本研究即擬探討國防軍品在國內採購制度的各種問題，以消除軍民合力發展國防工 業之障礙，加速建立獨立自主之國防工業。 全文分七章，此研究以「解決問題」為主旨，分別由民營廠商的承製態度及軍方的 組織、制度做探討分析，並用卡方檢定求出影響推展軍品實驗訂貨計劃的各種變， 如宣導程度、承辦人的專業程度、承製之訂貨量、優惠之條件、技術的輔導、政府 各部門的法令......等等，最後再根據這些變數，擬訂數個可行方案，分別列出其 利弊，以期在處理實際問題時有所幫助。 #2810595 #2810595

公共工程之建設，從招標、投標、決標、締約、履約到驗收，是段冗長而複雜的過程，在這整個過程中所涉及的法律不在少數，更廣及公法及私法二大法律領域。依政府採購法之規定，政府採購主要分為工程、財物及勞務採購三類。其中關於工程採購之契約尤其重要，在政府採購法施行後，產生了許多爭議。 而在諸多工程爭議中，逾期完工的案件佔有及極重大之比例，由於公共工程規模龐大，該類案件之標的往往金額龐大，動輒高達數千萬、甚至數十億元，除對廠商權益影響甚大，亦因經費來源多為全體國民依法納稅之款項，不但涉及資源的合理分配，其施工品質更涉及重大公共安全，與一般民間的工程契約自有不同，其重要性實不容忽視。 由公共工程規模龐大，具有性質複雜、規模龐大及工期長之特性，導致工程契約中有許多不可控制之因素，加以主辦機關持締約優勢制定許多對承包商顯失公平之契約條款，遂產生了許多履約爭議。 關於工程履約階段之法律關係，論其性質係屬於民法上之承攬關係，故而除契約另有規定外，自應依民法之規定決定當事人間之權利義務關係。然而，民法承攬編之規定不敷使用，民法債編、總則之相關規定又過於概括、模糊，反而造成當事各持己見、爭議不休之情形層出不窮，而有仰賴工程會制定之相關子法與函釋加以補充規範 基此，本文嘗試釐清工程逾期之相關概念，並探討與整理國內工程逾期常見紛爭類型、發生原由、以及學說司法實務之見解，期能作為國內實務上工程逾期爭議之參考，並使主辦機關與承包商能充分認知相關之工程逾期紛爭，以事前做好預防措施與溝通，避免紛爭之產生。

在面臨知識經濟的潮流下，隨著全球化、知識化的衝擊以及快速發展，有效的取得前瞻技術已成為企業建立與維持競爭優勢的重要手段，科學與技術的創新能力亦成為國家強化產業領導地位、厚植總體競爭力的主要方式。 　　經濟部科技專案計畫每年均投入相當經費，委託研究機構及產業界從事產業技術之研發，期能強化國內產業之競爭優勢，並有效提升產業研發能力及開創新興科技產業，最終目的在推動我國成為高附加價值製造中心；但由於經濟部技術處人員嚴重不足，因此乃採取委外方式辦理，以降低人力負荷，並活用民間資源。 　　本研究目的主要針對科技專案委外之實際面，就推動委外的歷史演變、政策法規、決策模式，做廣泛而深入與探討，並透過委託人、代理人及審查專家，做質性訪談，探究委外關係策略及過程，期望對於科技專案計畫委外之作業機制，提出精進之建議。 　　經過上述的研究程序，本研究發現以下結論：1.組織面：(1)技術處委外歷史背景為由下而上，促成辦理。(2)委外以資金換取無形成本，而有形成本並未降低。(3)以代理人執行作業，卻由委託人擔負責任，權責不相當。(4) 從事研發工作之代理人大多為政府扶植財團法人。2.管制面：(1)行政控管著重進行過程甚過於執行結果。(2)研發控管方式著重預定標準及實際績效。(3)每年簽約作業繁複瑣碎，致使信任降低。3.心理面：(1)公務事不再是終身職。(2)沿用以往模式，陷入行動慣性，成功假象！ 相關的建議如下：1.技術處應建立責任歸屬模式。2.技術處應簡化作業流程、資訊上線。3.技術處應預期並重視合約終止的處理方式。4.執行單位應強化中階主管的穩定性，對於專家對談監督機制，輔以一約多年之合約。 關鍵字：科技專案計畫、委外、政府採購法、管理 / Nowadays many governments seek factors influencing the economic growth of a country to continue developing and to be more competitive in a rapidly changing and globalizing world. In this era of knowledge-based economy, knowledge is often assumed to be the fundamental resource. It is a crucial factor for the economic growth of a country. How to produce and create more knowledge is deemed to be one of the most crucial tasks of a government. One way of producing knowledge is investing in research and development (R&D) to develop new technologies. Recently, many studies suggest that a new technology that raises higher total productivity is one of the factors to the economic growth of a country. So for countries and private enterprises it is especially important to have access to leading, advanced and key component technologies. Each year the Ministry of Economic Affairs (MOEA) of Taiwan invests a lot in public research and development. They started the “scientific technology development project”, to develop new technologies, especially industrial technologies. MOEA expects these huge investments to strengthen the innovative capabilities of Taiwanese industries and to upgrade Taiwanese industries. Due to heavy workloads and insufficient human resources in the Department of Industrial Technology (DOIT) , DOIT needs to outsource these scientific technology development projects to research institutes and corporations. DOIT expects to take advantages of the efficiency and flexible organizational structure of the private sector. Hence, recently the issue towards “government outsource” catches more and more attentions than ever. The main purposes of this research paper are as followed. Through qualitative interviews with civil servants, governmental officers, outsourcers, agents and specialists and context analysis, this research paper would like to have an overview on the historical background, the current situation of DOIT’s outsource and its management, to describe the difficulties and problems for the outsourcer (DOIT) and the agents (research institutes and corporations). This research paper would also illustrate policies, legal part, such as public procurement act and decision-making strategies of outsourcing of DOIT. At the end, this paper will give suggestions for DOIT’s outsource. First of all, from organizational aspect, the important findings are as followed. 1.Originally, the demand of outsource exists earlier than the supply. More precisely, the agents reinforce the government to have a way working on scientific technology development projects properly. 2.DOIT subsidizes the research institutes to carry out these projects in order to exchange intangible assets of the research institutes, such as human capital and so on. Nevertheless, the real cost is not less. 3.The agents carry out these projects, but outsourcer needs to take the responsibility of the consequences. 4.Most agents are research institutes, which are fully subsidized by the government. Secondly, from the governing and managing aspect, the findings are as below. 1.Administrative governance puts more emphasis on the executive process of these projects than the results per se of the projects. 2.About the management of research and development results, DOIT focuses on the comparison between anticipating and real effects. 3.Each year the outsourcing contracts between DOIT and those agents have to be either re-new or re-made. It makes the relationship between two parties less reliable. Thirdly, from the psychological aspect, the subsidies from government for the agents are less and less. And repeating the same way will be the tarp of inertia for outsourcers and agents and it will make it difficult to have breakthrough or new ides. Finally, in this research paper give some suggestions to the findings for the governmental outsourcing management for scientific technology development project. 1.DOIT needs to clearly state who should take responsibility. 2.DOIT should simplify the procedure by making better use of information communication technologies. 3.DOIT should emphasize more on finding a better way in coping with the termination of an outsourcing contract. 4.The original governing and managing module should be revised. New module, “peer review” and multi-year contract, should be taken into consideration. Keywords: Scientific technology development project, Outsourcing, Public procurement act, Management

最有利標是參酌先進國家所訂定的一種決標機制，亦是政府採購法重大特色之一。惟最有利標施行以來，不斷發生一些重大的採購弊案，導致政府由原先積極鼓勵推行最有利標，轉變為「應以最低標為決標原則，最有利標決標為例外」，且須經嚴謹認定後方得採行最有利標。 本研究以研究者本身已從事十多年政府採購業務之專業及藉擔任評選委員身分參與其他政府機關標案之經驗，研析相關論文、申訴案例、法令沿革及採購弊案，再以參與觀察及深度訪談之研究方法，發掘最有利標作業程序中所發生之原因及錯誤型態並加以探討。 最後本研究研定最有利標各項作業程序之表格及注意事項，並提出研究發現及研究建議，期能建立機關正確採購程序、提升採購效率與功能，且確保採購品質。 / The“most advantageous tender”is a type of bidding mechanism developed after considering the pragmatic practices implemented by some of the most advanced countries in the world economy. It is one of the specialties in the procurement act of our government. However, the mechanism has frequently been abused by some of the unscrupulous government employees. The negative impact of such fraudulent abuse has prompted the government to change its policy of promoting the most advantageous tender. The government’s new policy is to sign contracts with those who offer the lowest, but not necessarily the most appropriate, tender. Regulations still permit the use of the most advantageous tender, but only when implemented under the closest scrutiny. The author of this research paper has for decades been involved in government procurement missions as a member of the procurement evaluation committee. He has studied and is familiar with many relevant theses on bidding systems. He has analyzed numerous cases of appeal, the evolution of pertinent decrees and defective purchasing cases. Additionally, the author has examined the advantages and disadvantages of the most advantageous tender by observing pragmatic practices and conducting in-depth interviews with officials associated with procurement missions. This research paper proposes a series of appropriate procedures and implementation forms necessary to insure that most advantageous tender can be used successfully for government procurement duty. The author also respectfully submits suggestions to government officials to help establish a new set of procurement regulations and procedures. In so doing, the author hopes to increase the efficiency of the government’s procurement work and improve the quality of all items thus purchased.

摘 要 政府採購法令，若其規範對象僅針對招標機關、又或僅是行政規則者，其效力僅及於招標機關、並不及於廠商。因此，除非工程契約中明訂以該法令為補充規定者外，無法直接強制成為締約內容。 由『公共工程廠商延誤履約進度處理要點』整體觀察，監督付款制定目的為減免定作人遲延獲得給付，非保護分包商債權；至於分包商債權因此所獲得之極為有限地保護，僅是本制度實施之附帶效益。 監督付款『施工進度已達百分之七十五以上』要件，有兼顧公平與公益原則間之均衡、業主自身控制、管理後續工程能力、與分包商繼續施工、整合能力等考量。考量因子涵蓋預算金額、工作量及工作天，是除以預算金額計算進度外，尚應輔以工作天或工作量計算。 得標廠商之角色為施工管理者，招標文件對其應自行履行部分或主要部份之記載，應以施工管理之工作項目：專門工程之施工與監造、工序安排與施工界面之整合、一般性工程之監造、與業主溝通協調之窗口等，做為標示之方法，而不應以工程項目做為標示之方法。 工程承攬契約是一時性之契約，非繼續性契約。另外，各種工程款之法律性質：(1)預付款：是業主對承包商之融資，非承攬報酬之前付。(2)估驗款：是承攬報酬之給付，非業主對承包商之融資。(3)保留款：是已發生但清償期未屆至、且附有解除條件之債權，非附停止條件之債權。 法院對工程款性質見解分歧、無法統一，使分包商受讓之債權，可能受承包商債權人強制執行效力所及。此為監督付款制度得否成功實施之最大變數。 估驗款、驗收後付款、尾款皆是工程報酬，且是已發生之債權而 適於讓與。「公共工程廠商延誤履約進度處理要點」僅規定監督付款所讓與之債權為估驗款，宜將其視為例示規定。 增加分包商管理之強度，要求承商在分包工程前，須將分包工程項目及分包商名單送交業主審核同意。此舉不僅可讓業主審核分包商資格以控制工程品質、又使分包商因此對分包契約有較強之談判能力、間接亦可造就專業分包之正常發展，具有一舉數得之多面效益。 機關處理廠商延誤履約進度之各種方式，其適用時機為：(1)通知連帶保證廠商履約：①連帶保證廠商符合機關之資格要求、與施工能力皆無問題。②連帶保證廠商有強烈接辦意願。③可允許一定範圍內之工期延宕，對公益不致造成嚴重損害。(2)採取監督付款方式由分包廠商繼續施工：工期延宕即造成公益之重大損害、而須儘早完工。(3)終止或解除契約後重行招標：①工作面少、工程界面簡單。②工期延宕對公益造成之損害輕微者。 設立：『施工進度已達百分之五十以上，且所餘工程款在一定金額以下者，亦得實施監督付款』之規定，使機關能更彈性地運用監督付款以達目的。

公共工程之保險採購長期以來一直是產險經營工程險主要之保費來源，除例行性設施養護、治川防洪等項目外，中央政府主管單位為符合地方基礎建設之需求也是其中重要的一環。儘管工程險保費量佔產物保險市場整體規模並非顯著，但是觀察台灣歷歷可見各項重大公共建設的背後，影響所及的民生可以數百萬甚至千萬計，工程保險扮演的角色可說是沉默但卻重要。 政府機關之各項採購係以『政府採購法』為其根本大法，工程保險被歸屬為勞務類別，亦被納入採購法之規定辦理，然而因各機關所舉辦之工程性質、規模不同，使保險採購制度形成一綱多本的狀態，大體而言，採購方法可二分為『業主自辦統保』及『廠商自行投保』兩類，而『廠商自行投保』項下，又可中分為『單獨列項』、『合併列項』及『不另列項』三種保費編列方式，各方式之間長期以來並行不悖，但是持續存在著衝擊產物保險發展之諸多問題。本研究除探討政府工程保險採購制度之特點與差異外，並進一步分析採購方法及保費編列方式之執行缺失對產險經營之影響，建議摘要如下： 一.採用低損失率獎勵條款取代不合法退佣行為，鼓勵被保險人損害防阻以共 同分享核保利潤。 二.強化共保聯營組織『工程保險協進會』，結合市場自律與保險監理執行工 程險市場之外部查核機制。 三.建立工程險服務評鑑與工安紀錄資訊平台，使保險供需雙方資訊透明，使 保費反應公平合理之風險對價。 四.加強對風險分散之監理；特別是針對保險同業間『內共保』方式，宜將此 保險產業慣用風險分散機制訂立符合監理之規範。

國內有關採購案件之決標金額與底價金額之實證研究文獻，多將相關資料逕以迴歸方式直接處理而獲致相關結論，未曾考量樣本偏誤對迴歸結果的影響。本研究利用內政部99年1月至104年8月資訊服務勞務採購案件數據，針對1,061件採購案件資料進行分析，為避免因樣本選擇不當可能產生的估計誤差，我們利用Heckman二階段估計法，先估計押標金對採購案件是否決標的影響，再進一步分析影響決標金額與底價金額的要因。經過選樣誤差修正後，我們發現決標金額與底價金額都有受到選樣誤差的影響，表示過往以計量模型進行決標金額與底價金額影響因素的實證研究，由於未考量押標金的扭曲效果，其研究結果似有再檢視必要。而實證結果也發現，勞務與工程案件之決標金額與底價金額的影響因素並不完全相同，故現行以工程思維為架構的政府採購法，確有再修正之必要。

“Daigou” (代購), a term originally from mainland China, has become a robust industry and novel business model in China for a few years with the market expanding 19 times between 2008 and 2012. Due to government intervention and trust-related problems, Daigou market size has been in decline since 2014 with sales volume of only about 40 billion CNY in 2015 (as compared to 57 billion CNY in 2014). In order to fully understand what Daigou is and how it works, this paper focuses on the Chinese market. The Thesis not only investigates many aspects of the Daigou industry including its key elements, target products, customer groups, market potentials, development trends, and influences, but also sums up all information about the current Daigou market in China and to analyze how its future may be. As Daigou business grows from startup to maturity, different problems and opportunities arise, demanding different business solutions. The change of business models is necessary to suit today’s market needs because what worked a year ago might no longer be the best approach nowadays. The evolution of Daigou is presented by making use of five major business models to show how each business model changed to keep up with the market. The impacts of diverse factors on different business models and to the individuals, community and other businesses, are also covered with the use of literature review, personal interviews and qualitative research.

合作網路關係是近年來甚受重視的一門管理學科，但在汽車業的運作實務中，中心廠和協力廠的緊密合作則是行之有年，也是許多探討合作網路關係的文獻所研究的對象．但以往文獻資料中大部份探討網路的形成原因和類型，或者針對美日汽車業作比較．本研究則從台灣汽車中心廠的角度出發，來探討台灣汽車業的合作網路關係，並希望能發展出一些具有管理涵意的命題． 研究結果大致整理成五大命題： 1.合作關係的形成可分為評估與選擇，互動與合作，關係的強化與終止三個階段． 2.選擇新合作夥伴時，私人關係的影響力受組織運作機制的影響． 3.合作時間長短，介面人員特質，溝通形式會影響雙方信任關係的建立． 4.雙方的信任程度會影響交易的重要性和危機處理時的態度． 5.組織間關係的強化與終止，受介面人員，雙方過去的合作經驗，未來潛力等因素影響． 最後，根據本研究的觀察，對台灣汽車中心廠提出四點建議： 1.導入新廠商的決策過程和標準應透明公開，並採集體決策方式決定． 2.遴選適當的採購人員，並灌輸正確的觀念． 3.鼓勵對內對外的面對面溝通． 4.努力將個人化的關係組織化． / This thesis discusses the relationships between CMC(China Motor Corp.)and its subcontractors from the viewpoint of the Purchasing Department of CMC. This paper tries to find the stages of inter-organizational relationships (IOR) and the variables that affect them. The followingsare the prepositions it finds:1.IOR contains three stages which are "evaluation and choosing","interaction and cooperation",and "strengthening and termination".2.While choosing a new partner,"the influence of personal relationships"is limited by "organizational mechanism".3.The establishment of "trust"between two parties will be affected by"the period of cooperation","the quality of the contact persons",and "the style of communication".4.The "degree of trust"betweentwo parties will affect the "value of the exchange"and "the way they go in special situation".5.The strengthening and termination of IOR are affected by "the contact persons","the cooperation experience",and "potentiality".

本研究目的主要在於從協力治理的分析途徑，透過深度訪談協力治理結構中各方主要協力成員，從不同的角度交叉對照並整合多方觀點進行分析，以期深度探討勞委會微型創業鳳凰貸款政策協力治理模式之運作，亦包括此協力治理結構與協力成員角色、協力成員間關係，以及此治理模式運作的回應性。 勞委會微型創業鳳凰貸款政策之協力治理模式，係以政府的主導角色為首跟委外單位、信保基金、銀行與創業顧問所形成的公私協力治理網絡。雖然原先的主要的業務內容與專業知識並非提供微型創業貸款與創業諮詢輔導服務，但是勞委會勞工福利處所選擇的協力成員與建構的協力模式卻體現了協力治理的精神，使其不僅獲得所需要的專業知識與資金，更擴展了政府提供公共服務的界線範圍，透過不斷的調整嘗試，將此貸款政策演化成為目前我國協助弱勢民眾進行微型創業的同類型創業貸款政策裡較為完整的典範。 本研究主要發現包括：一、勞委會中心導向的複雜協力結構與模式，加上協力成員共同參與決策之貸款審查會，使得政策執行流程更長卻比以往更容易取得貸款；二、多元資金來源、高度專業性、政府採購法規定影響公共服務提供的高穩定度與調整改善的動態性；三、信任、共識與溝通的多元反饋管道建立，促進協力模式的穩定度與調整改善的動態性。依此，本研究並提出包括關於增進審查會共識、增加與委外單位的信任感和穩定度關係，協助弱勢民眾創業的措施之三個面向的研究建議。