統包工程（Engineering, Procurement and Construction，EPC）已是國際性工程之工程承攬方式的主流，相較以往由於競爭模式的轉變，所以統包工程承攬廠商所需要的，是更全球化、更專業、更嚴苛的競爭力。
由於統包工程龐大，所以統包總包商與次包商和供應商之間的供應鏈管理，相形重要。供應鏈的本質是從競爭轉移到合作，並強調相互依存的程度，所以統包廠商間需要實施供應鏈管理，以提高競爭優勢和應對市場動態。
截至2011年，國內有關採購發包作業的研究文獻，乃以一般營造業工程為主要探討對象，鮮少針對EPC工程，探討如何透過供應鏈管理的改進，以提升採購部發包作業之績效。根據學者Cooper和Ellram研究，傳統營造業的管理方式，著重於產品的改變，每個生產階段被獨立的控制著，而統包工程之供應鏈管理則是對於整個生產過程的流程管理，再以國內中油的EPC石化工程為例，通常超過60%以上的資源必須透過工程採購發包作業取得，而採購作業的績效，直接影響工程的進度、利潤和品質，所以採購發包作業的執行過程，對於專案績效確實是具有決定性的影響。
本研究以文獻回顧及實際案例，試圖從公司實際執行運作的需求及角度來觀看，深入的探討如何透過供應鏈管理的改進，以提升工程採購作業之績效。

Since the turnkey projects are usually huge, the supply chain management between the general contractor and sub-contractors and suppliers is very important. The essence of the supply chain is transferred from competition to cooperation and enhances the degree of interdependence. Therefore general contractors shall implement the supply chain management to improve their competitive capability and react properly to the market conditions.
So far, the domestic research literatures about sub-contracting operations focus mainly on the general construction works. It is rare to discuss how the procurement performance of EPC projects can be elevated through effective supply chain management.
According to the research by Cooper and Ellram, the conventional construction management emphasizes on the product changes and each stage of production is controlled independently. Instead, the supply chain management of turnkey projects emphasizes on the process management of the entire production flow. Taking the example of CPC’s petrochemical construction projects, more than 60% of the resources are acquired through procurement, and the performance of the procurement activities leads to direct impact on the progress, quality and profits of the projects. Thus effective control over procurement execution is absolutely crucial to the overall performance of projects.
In this study, by review of the literature and real cases of practice, endeavor has been made to explore how the procurement performance can be elevated through improvement of the supply chain management from the point of view of corporate operations.

中文部分：
1.林俊華，「台灣工程公司國際化成長策略的個案研究」國立台灣大學，碩士論文，2008。
2.陳兵兵，「SCM供應鏈管理」，第33~45頁，五南圖書出版公司，2007。
3.任惠昌，「BRIGHTEN OUR BRAND CALLED CTCI」季刊，中鼎集團，2010月。
4.李效良， 「 AAA供應鏈〈The triple-A Supply Chain〉 」 ，第96~110頁，天下遠見出版社，2005。
5.謝克強，「建構統包工程專案之供應鏈管理」國立臺灣科技大學，碩士論文，2008。
6.吳明毅，「跨國企業對供應商選擇之比較」國立中山大學，碩士論文，2002。
7.CSCMP網站，「 What is supply chain management? 」， CSCMP 美國供應鏈協會，2012。
8.Thomas Friedman， 「世界是平的The World is FLAT」，第116~128頁，雅言文化出版公司，2005。
9.江柏謙，「以層級分析法探討海軍裝備系統維修廠商評選之研究」，義守
大學工業工程與管理學系，碩士論文，2003。
10.陳振邦，「採購與供應管理」，智勝文化事業出版，2011。
 
英文部分：
11.Andrew Cox, ” MANAGING CONSTRUCTION SUPPLY CHAINS: THE COMMON SENSE APPROACH FOR PROJECT-BASED PROCUREMENT”, The 10th International Annual IPSERA Conference, 2001.
12.Ruben Vrijhoef and Lauri Koskela, ” Roles of Supply Chain Management in Construction”, University of California, Berkeley, CA, USA, 2009.
13.Syed Mahmood Ahmed and Salman Azhar, ” SUPPLY CHAIN MANAGEMENT IN CONSTRUCTION”, Delhi Business Review Vol. 3, No. 1, 2002.
14.Gary Gereffi and John Humphrey, ” The governance of global value chains”, Review of International Political Economy, pp.78–104, 2005.
15.Ruben Vrijhoef And Lauri Koskela, ” The four roles of supply chain management in construction”, European Journal of Purchasing & Supply Management 6,pp.169-178, 2000.
16.Umar, S and A.K. Tewary,“Creating Supply Chain Flexibility in the Flattening World”, SETLabs Briefings, Vol.5, No.3, 2007.
17.Cooper, M.C., Ellram, L.M., “Characteristics of supply chain management and the implications for purchasing and logistics strategy.”, International Journal of Logistics Management, 1993.