依據世界貿易組織（WTO）估計，各國政府部門採購規模約占有其國家國內生產毛額 GDP的10﹪－15﹪，目前兩岸政府採購規模於陸續實施「政府採購法」之後，我國政府採購總額迄至2005年單一年度已達到5595億元，中國政府採購規模增加趨勢更為驚人，依初期試辦之政府採購暫行管理辦法規定等試點辦理之政府採購規模於1998年僅達31億元人民幣，至2003年其「政府採購法」實施後政府採購範圍和規模迅速擴大，迄至2005年中國政府採購規模已高達2927.6億元，但占其全國GDP的比重仍僅有1.6%。對於我國廠商而言，中國此一快速成長中之經濟體，其政府採購市場相對較無語言和文化之障礙，如能熟悉中國的政府採購機制，其政府採購市場可謂是台灣廠商可及性最高的大餅。從而將海峽兩岸政府採購招標階段之各種爭議類型與特有之行政救濟處理機制放在同一個制度平台上作比較，對於台灣廠商在參與國內政府採購或前進中國政府採購市場都將有更實際的幫助。 我國政府採購法係於1998年5月27日公布並於1999年5月27日正式實施，實施七年多以來，已發生之政府採購招標階段爭議截至2005年12月底止，僅行政院公共工程委員會受理之採購申訴案件累計總收案件數已達3,111件，中國政府採購法則於2003年1月1日始正式施行，因實施時間較短，目前尚無爭議案件具體統計數據，惟相關政府採購爭議案件見諸於出版之專業書籍者已有43件指標性之案例，各人民法院亦逐漸出現政府採購相關判決。本研究範圍主要將針對海峽兩岸政府採購程序中，與參與採購廠商關聯最深之「招標階段」爭議處理機制部分，就現行兩岸政府採購及招標投標等政策法規進行深入之比較研究，並對於上述兩岸政府採購法實施後，所陸續發生之招標階段爭議較具代表性之案例，依其相近類型進行比較分析，以期全面性的瞭解兩岸政府採購招標階段爭議類型及專設之行政救濟處理機制的利弊得失。 在探討過程中，由於兩岸的政府採購機制立法依據來源即有所差異，台灣地區政府採購機制規定主要來自於世界貿易組織WTO的「政府採購協定（GPA）」，中國政府採購法則以聯合國「貿易法委員會貨物、工程和服務採購示範法」為基礎，但也納入「政府採購協定（GPA）」若干立法精神。兩岸政府採購機制之立法依據雖有若干相似之處，但因應各自區域內原有法律體系和經濟環境狀況，仍發展出不同類型的招標機制，本研究對於兩岸政府採購立法過程參照之前述相關國際規範，亦將予以比較分析，以祈自立法來源找出兩岸政府採購立法精神及機制設計之基本差異。 / According to estimate of the World Trade Organization (WTO), the government procurement scale of each country takes up about 10%-15% of its GDP. After the government procurement law was initiated on both sides of the strait, Taiwan’s total government procurement amounted to NT$ 559.5 billion in year 2005 alone; in contrast, China had a more amazing rapid growth in procurement scale. In 1998 when Temporary Regulations on Government Procurement was initiated, the procurement scale reached only 3.1 billion RMB. Since the “Government Procurement Law” took effect in 2003, government procurement scope and scale have expanded rapidly. In 2005, China's government procurement scale amounted up to 292.76 billion RMB, yet taking up only 1.6% of its GDP. As a fast growing economy, China’s government procurement market demonstrates fewer language and cultural barriers to manufactures in Taiwan. Familiarization with China’s government procurement mechanism will help provide most access to its government procurement market for Taiwanese manufacturers. Moreover, comparing research into cross-strait government procurement dispute types and unique administrative relief institution during tendering stage on the same level will be of practical help for Taiwanese manufacturers in taking part in domestic government procurement or moving on to China’s government procurement market. Taiwan’s Government Procurement Act was promulgated on May 27, 1998 and put into effect on the same date of the following year. Over the past seven executing years, regarding government procurement dispute during tendering stage, the Public Construction Commission of Executive Yuan alone had received a total of 3111 procurement complaint cases up till the end of December in 2005. On the other hand, China’s Government Procurement Law came into force from January 1, 2003. Due to its shorter enforcement period, specific statistics of dispute cases are still unavailable. However, there have already been 43 index cases published in specialized books, and government-procurement-related sentences gradually arise in people’s courts of law. This study aims to make a deep and thorough research into cross-strait government policies and regulations on procurement and tender system with respect to dispute-solving mechanism during tendering stage most connected to procurement-involving manufacturers, and an analysis of representative cases of dispute during tendering stage according to their similar types after enforcement of cross-strait government procurement laws. This is done for the purpose of completely understanding cross-strait government procurement dispute types during tendering stage and advantages and disadvantages of unique administrative relief institution. In the course of discussion, we found differences in legislative basis for procurement policies of governments on both sides of the strait. Taiwan’s government procurement policy originates from “Agreement on Government Procurement” (GPA) of the WTO, while China's Government Procurement Law is based on “Model Law on Procurement of Goods, Construction and Services” of the United Nations Commission of International Trade Law, yet also involves some essential spirit of GPA. Despite some similarities of legislative basis between the government procurement policies on both sides, different types of tendering mechanisms have developed in accordance with original legal systems and economic conditions in their respective regions. This study will also compare and analyze the legislative process of government procurement on both sides by referring to the aforementioned international regulations, with an aim to, from legislative origin, locate the fundamental differences of legislative spirit and policy design of government procurement on both sides.

Stora infrastrukturprojekt kännetecknas ofta av osäkerheter och att många arbetsmoment och tekniker både är komplexa och icke-rutinmässiga. Som svar på komplexiteten och osäkerheterna blir entreprenadformen totalentreprenad allt mer förekommande inom anläggnings- och infrastruktursektorn. I totalentreprenader ansvarar entreprenören för projekteringen men på grund av komplexiteten på projekten saknar entreprenören ofta den nödvändiga kunskapen för att genomföra projekteringen och således behöver en eller flera externa projektörer upphandlas. Detta anses vara en av de främsta fördelarna med entreprenadformen då den främjar ett ökat kunskapsutbyte mellan projektörer och entreprenörer vilket, i teorin, bör leda till en optimering av resultatet gällande både projekteringen och produktionen. I anbudsskedet för totalentreprenader ska entreprenören, utifrån översiktliga funktionsbeskrivningar, projektera och prissätta projektet. Ett problem med anbudsprojektering för totalentreprenader är att konsultkostnaderna betalas av totalentreprenören och om entreprenören inte bli tilldelad entreprenaden är kostnaden för projekteringen förlorade pengar. Anbudsprojekteringen blir således en balansgång för entreprenören att projektera i tillräcklig utsträckning för att identifiera kostnadseffektiva lösningar samtidigt som projekteringskostnaderna hålls nere. Tidigare studier om upphandling av anläggningsprojekt har främst fokuserat på entreprenadupphandling medan det finns begränsat med forskning kring upphandling av konsulter. Syftet med studien har således varit att undersöka hur arbetet med upphandling och genomförandet av anbudsprojektering vid totalentreprenader för anläggningsprojekt sker i dagsläget. Med studien avsågs det även att kartlägga vilka som anses vara de största utmaningar som finns i arbetet med upphandling och genomförande av anbudsprojektering för totalentreprenader. Utifrån de identifierade utmaningarna var målet sedan att fram rekommendationer som byggföretag skulle kunna använda sig av för att förbättra arbetet med att anbudsprojektering. För att besvara studiens forskningsfrågor samt uppfylla studiens syfte och mål har studien genomförts med hjälp av en kvalitativ forskningsstrategi där fokus har varit att skapa djupare förståelse för problemområdet. Insamling av data för studien har primärt genomförts genom två olika insamlingsmetoder, en litteraturstudie och en intervjustudie. Intervjustudien är den huvudsakliga datainsamlingen i studien och består av totalt tio stycken semistrukturerade intervjuer, tre stycken med projektörer och sju stycken med entreprenörer. Genom att intervjua både projektörer och entreprenörer erhålls möjligheten att analysera processen och jämföra åsikterna mellan de inblandade parterna. Studien visar att anbudsprojektering är en komplex process som kännetecknas av osäkerheter och tidspress där de inblandade parterna saknar erfarenhet och kunskap för att kunna bedriva ett effektivt arbete. Studien visar även att valet av upphandlingsstrategi både har stor påverkan på resultatet av projekteringen samt en direkt påverkan på hur genomförandet av anbudsprojekteringen måste utföras. Entreprenörer är vana vid traditionell, kontrollfokuserad projektledning med fokus på tid och pengar medan anbudsprocessen, som är kantad av osäkerheter och tidspress, kräver ett utvecklat projektledarskap med fokus på samarbete, explorativt lärande och anpassning. / Large projects in the infrastructure sector are characterized by the fact that many work steps and techniques are both complex and non-routine. In response to the complexity and uncertainties, design-build contracts are becoming more and more common in the infrastructure sector. In design-build contracts, the contractor is responsible for the design, however, due to the complexity of the projects, the contractor often lacks the necessary knowledge to carry out the design and thus an external consultant needs to be procured. The advantage of design-build contracts is that it promotes an increased exchange of knowledge between the consultants and contractors, which, potentially, should be able to optimize both the design process and the production in order to respond to the complexity of the projects. In the tendering stage of design-build contracts, the contractor have to, based on general descriptions, design and calculate a price for the project. A major problem with the tendering design for design-build contracts is that the consulting costs are paid by the contractor and if the contractor is not awarded the contract for the project, the cost of the design is considered as lost money. The contractor must therefore choose between designing the project in detail or keeping down the costs of the design work. Previous studies on procurement of infrastructure projects have mainly focused on procurement of the contractor, while the focus on consulting procurement is more unusual. The aim with this study was to investigate how the contractors should work with procurement of design in the tendering stage of design-build contracts in order to create a basis for a successful project. The purpose of the study is to investigate how the work with procurement and implementation of tendering design for design-build contracts for infrastructure projects currently looks like. The study also intends to identify the biggest challenges that exist in the work with procurement and implementation of design in the tendering stage of design-build contracts.  In order to answer the study's purpose and aim, the study has been carried out with a qualitative research strategy where the focus has been on creating a deeper understanding of the problem. The data collection for the study was primarily carried out through two different methods, a literature study and an interview study. The interview study is the main data collection and consists of a total of ten semi-structured interviews, three with consultants and seven with contractors. By interviewing both consultants and contractors, the opportunity to analyse the process and compare the opinions between the parties involved is obtained. The study shows that routines and methods for procurement, assignment specification and project management of design in the tendering stage of design-built contracts are inadequate. The tendering stage in design-build contracts is a complex process where the parties lack experience and knowledge. It also appears in the study that the contractor would need to implement alternative working methods in order to be able to lead this process. Contractors are used to traditional, control-focused project management with a focus on time and money, whilst the tendering process, which is fraught with uncertainties and time pressure, requires a flexibility-focused project leadership with a focus on collaboration, exploratory learning and adaptation.