EPC (Engineering, Procurement, Construction) 工程公司受業主委託執行大型工程之設計、採購、建造工作，在目前的環境下存在許多風險，以內部環境而言，由於台灣目前半導體等AI相關產業快速擴展，所有的勞工、材料、設備及機具皆以服務高科技產業為第一優先，EPC公司面臨缺料、缺工及成本疊高的狀況；以外部環境而言，由於地緣政治不穩定、區域軍事衝突頻繁，影響石油價格上漲及波動，航運費用及運輸時間無法估算，造成工程成本增加及逾期違約的風險。以上內部及外部的因素，使得EPC公司與供應商不確定性增高，風險也隨之劇增。因此，建立一個韌性供應鏈 (Resilient Supply Chain)，對 EPC 工程公司而非常重要。
本研究發現在不確定的環境下，建立一個韌性供應鏈最好的方式是與供應商建立策略聯盟(Strategic Alliance)，而聯盟的方式以共同分攤風險及建立一套完整的供應商績效評估後協同作業最為有效。本論文以個案公司供應商策略聯盟執行標準作業程序SOP為基礎，包含選商、技術及商務審查、合約型態、履約評估、及淘汰機制，說明這些程序能有效選擇供應商及確認其履約績效。本論文也舉出四個個案公司策略聯盟案例，包含：工程保險、重電設備採購、海運工作及消防工程，研究顯示與最好策略聯盟執行的方式是風險共同承擔，且利用雙方的強項協同作業，在不確認的環境下，才能如期如質完成專案工作。

EPC (Engineering, Procurement, and Construction) companies are commissioned by owners to undertake the design, procurement, and construction of large-scale projects. Under the current global landscape, these firms face multifaceted risks. Internally, the rapid expansion of Taiwan's semiconductor and AI-related industries has prioritized the allocation of labor, materials, and equipment toward the high-tech sector, leaving EPC companies to contend with shortages and escalating costs. Externally, geopolitical instability conflicts have driven oil price volatility and rendered shipping costs and transit times unpredictable. These internal and external factors have heightened uncertainty between EPC firms and their suppliers. Consequently, establishing a Resilient Supply Chain has become paramount for EPC companies.
This research finds that the most effective way to build a resilient supply chain in this uncertain environment is through the establishment of Strategic Alliances with suppliers. Specifically, risk-sharing models and a comprehensive supplier performance evaluation system are the most impactful strategies. Based on the Standard Operating Procedures (SOP) for strategic alliances of a case company- which include supplier selection, technical and commercial reviews, contract types, performance evaluation, and phase-out mechanisms- this paper illustrates how these procedures effectively verify supplier capabilities. Furthermore, this study examines four case studies: insurance, heavy electrical equipment, ocean freight, and fire protection. The findings indicate that the optimal execution of a strategic alliance involves sharing risks and leveraging the mutual strengths of both parties through collaborative operations.

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