本研究以中鼎工程公司為個案，針對各專業設計部門主管以問卷調查的方式，探討國際統包工程公司設計部門應有的核心能耐，並採取知識管理的觀點，探討此核心能耐的建構機制。 研究結果發現國際統包工程公司設計部門的核心能耐為「工程設計整合能力」。此整合能力包括（一）跨設計部門整合（二）軟硬體資訊平台整合（三）EPCK整合（四）專案目標整合（五）企業文化整合。國際統包工程公司為確保設計的品質，會訂定嚴謹的作業準則、進行紮實的教育訓練；並全力發展整合性設計平台，以縮短設計時程與減少重做成本；除此之外，也強調總成本觀念，在設計階段即考量採購、建造與試車的各種要求。國際統包工程公司為能在國際市場充分發揮出團隊的效能，設計人員需具備充分的專業技術能力，並輔之以管理領導能力與英語溝通能力。而公司的企業文化，諸如專業、誠信、團隊合作與創新，則是促進整合的關鍵底蘊。業主對國際統包工程公司品牌商譽特別重視，品牌商譽是所有努力的綜合結果，有賴長期的蓄積。國際統包工程公司設計部門為蓄積核心能耐，會致力促使知識載體與知識活動產生正向循環，以提升競爭優勢。 研究結果也提出個案公司亟待努力的改善建議，包括（一）應持續召募適合員工，以利長遠之發展，就既有之人力斷層，則應加速訓練養成（二）應加強供應鏈管理，嚴格管控設備廠商設計文件到位時程（三）應採取適切的績效考核與究責方式，使員工產生積極整合態度（四）應加強設計、採購、建造與試車部門之間的互動（五）應加強投入公司層級的研發活動（六）應加強與Licenser和Client等之合作，以拓展上游端（基本設計）與下游端（試車）的核心能耐。 / This case study investigates the core competence of the engineering department of international turnkey contractors and the establishing mechanism of such competence in terms of knowledge management. A survey is conducted on the engineering department managers of CTCI Corporation to supplement this study. Results show that engineering design integration is the core competence of the engineering department of international turnkey contractors. This includes the integration of (1) engineering departments, (2) hardware and software information platforms, (3) EPCK, (4) project objectives, and (5) corporate culture. International turnkey contractors will establish strict SOPs and provide solid education and training to ensure the quality of engineering work, and develop integrated design platforms to shorten design lead-time and reduce rework cost. Additionally, they emphasize cost concepts and consider the procurement, construction and commissioning requirements right at the beginning of design. Designers are equipped with adequate professional core competence, management and leadership competence, and English communication competence for international turnkey contractors to fully display team efficiency. Meanwhile, corporate culture, such as professionalism, sincerity, teamwork, and innovation, are also the keys to integration. As brand reputation is the synergy of all efforts and long-term accumulation, project owners pay special attention to the contractor’s brand reputation. Therefore the contractor’s engineering department is devoted to promote positive circulation of knowledge carriers and activities in order to build up core competence and enhance competitiveness. Suggestions for immediate improvement of the case company were also proposed, including (1) continue to recruit suitable employees to facilitate long-term development and accelerate training process to close the gap of existing interrupted staffing; (2) strengthen supply chain management and apply strict deadline on suppliers’ technical documents; (3) adopt appropriate and fair performance assessment to motivate employees; (4) encourage interactions among engineering, procurement, construction and commissioning departments; (5) reinforce corporate level R&D activities; and (6) promote cooperation with licenser and client to expand upstream (basic design) and downstream (commissioning) core competence.