整合專案交付(IPD)之合約架構研究-以台灣某建築案為例

Abstract

整合專案交付 (Integrated Project Delivery, IPD) 之採購模式，美國建築師學會 (American Institute of Architects, AIA) 定義為一種專案交付方法，它將人員、系統、業務結構和實務整合到一個過程中，協同利用所有參與者的才能和見解來優化專案結果、增加業主的價值、減少浪費並通過設計、製造和施工所有階段的最大化提高效率。業主將開發需求提供給專業設計人員，進行概念設計。設計完成後，即進行施工廠商發包作業，讓施工團隊提早進入參與細部設計，將原本施工階段才會發現的問題，提早於設計階段發現並討論，如此既可達到設計與施工界面的整合、先設計邊施工以縮短工期等優勢，同時業主仍保有對工程的主控權力，設計專業人員負責設計與工程品質的把關，施工廠商提早進入專案，提供施工意見，而使設計方案與實際施工貼合，減少重複工作。 國外研究顯示，IPD之採購模式，對於專案成本、品質、進度、安全、溝通與變更管理之績效，優於傳統交付模式設計-投標-施工 (DBB)、統包 (DB) 及施工管理 (CM)，因此國外許多大型且複雜的專案，開始採用 IPD 交付模式。隨著案例增加的情形下，相關的研究也相應地增加，近來研究趨勢顯示，IPD 合約類別顯示出強勁的趨勢，其研究重點是協作和架構，以提高施工效率。 國內營建專案執行成本超支、進度逾期及變更頻繁已成常態，業界為解決問題，已朝發包模式的改良著手，建築業逐漸引進廠商早期參與 (ECI) 概念，近年開始有專案採用 IPD模式。IPD 之應用在國內尚屬萌芽階段，相關研究參考文獻數量有限，為使 IPD 之採購模式能讓國內業界了解其優勢及本質，順應國外研究趨勢，本研究主要就整合專案交付之合約架構，以國內某建築案為例，以專家訪談與問卷調查的研究方法，探討國內應用 IPD 之情形與對合約管理的看法，參考國外 IPD 合約範本及 IPD 合約管理相關研究，研討適用國內 之 IPD 合約架構，並就 IPD 原則在國內之應用及推廣提出建議。

Integrated Project Delivery (IPD), which is defined by AIA (American Institute of Architects) is a project delivery approach that integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to optimize project results, increase value to the owner, reduce waste, and maximize efficiency through all phases of design, fabrication, and construction. The owner provides the development requirements to the design professionals for Conceptual Design. After the Design is completed, the contracting work of the General Contractor will be carried out immediately so that the construction team can enter and participate in the detailed design early. The problems discovered in the initial construction stage can be found and discussed earlier in the design stage to achieve the integration of the design and construction interface, advance Design and construction to shorten the construction period, and other advantages. At the same time, the owner still retains the main control over the project; design professionals are responsible for the quality control of design and engineering; contractors and manufacturers enter the project early and provide construction opinions so that the design plan fits the actual construction, reducing duplication of work. Foreign studies have shown that the IPD procurement model is superior to the traditional delivery approach design-bid-build (DBB), design-build (DB), and construction management (CM), so many large and complex projects abroad have begun to adopt the IPD delivery mode. As the number of cases increases, the related research also increases accordingly. Recent research trends show that the IPD contract category shows a strong trend, and its research focuses on collaboration and structure to improve construction efficiency. Cost overruns, schedule overdue and frequent changes have become the norm in domestic construction projects. To solve the problems, the industry has started to improve the contracting model. The construction industry has gradually introduced the concept of early contractor involvement (ECI). In recent years, some projects have begun to adopt the IPD approach. The application of IPD is still in its infancy in Taiwan, and the number of relevant research references is limited. To enable the domestic industry to understand the advantages and essence of the IPD contracting model and to follow the trend of foreign research, this research mainly focuses on the contract structure of integrated project delivery. Studying a construction case in Taiwan as an example, using expert interviews and questionnaires to discuss the application of IPD in Taiwan and the views on contract management, referring to foreign IPD contract samples and related research on IPD contract management, discussing the application of domestic IPD contracts framework, and make suggestions on the application and promotion of IPD principles in Taiwan.