產業中製造控制的形式大多是基於大量生產，而所使用的生產方法多適用於製造相同的產品，在大量生產的模式中，生產線針對某一種產品進行大量製造，然而有些製造商專注於生產獨特的產品，這些製造商所接到的訂單不能夠藉由流程式生產或是重複性生產來完成，這些訂單需要藉由其他稱之為專案製造或是接單後設計的製造方法來生產，專案製造能夠符合大型訂單的生產需求，其允許製造商針對客戶的獨特訂單進行規劃、組織與控制。此外，專案製造是設計用來提供獨特但類似產品的作業形式，其不僅具有一般需求的效率，也具有客製化與提供特殊需求的好處，客戶的獨特訂單可當作一項專案來控管。 先前的研究很少論及專案製造關鍵實務作法的採用，因此本研究的目標包含四項，第一項目標為找出影響專案製造績效的關鍵實務作法，第二項目標為建構評估專案製造實務、專案製造績效與公司效益關係之模式，第三項目標為分析專案製造績效對於專案製造實務作法與公司效益之關係是否具有中介效果，而第四項目標為探討供應商製造程序的穩定度與專案特性是否會干擾專案製造實務之採用與專案製造績效之關係。本研究將針對專案資料進行分析，亦即所取得的資料將反映製造專案中製造實務之採用程度與製造目標的達成度。 Most production controls are based on mass production. The methods are tailored to manage production of the same product. In mass production, a production line produces a massive amount of units from a certain product. However, some manufacturers provide sets of unique products. Large manufacturing contracts received by the manufacturers can not be completely fulfilled by process manufacturing or repetitive manufacturing methods. They require a separate manufacturing method known as project manufacturing or engineer-to-order (ETO) manufacturing. Project manufacturing meets demand driven production requirements for large contracts. It allows manufacturers to plan, organize, and control a specific contract or for a customer. In addition, project manufacturing is an operation designed to provide unique but similar products. It not only takes advantage of common manufacturing requirements and efficiency, but also allows for customization into unique combinations. Unique customer orders are handled as a project. Prior research that supports the importance of key practices in project manufacturing is lacking. Thus, the purpose of this research is four-fold. The first objective of this study was to identify key project manufacturing practices that may contribute to project manufacturing performance. The second objective was to validate a model for assessing the relationships among project manufacturing practice, project manufacturing performance, and firm benefit. The third objective was to determine whether project manufacturing performance plays a mediating role in the relationship between project manufacturing practice and firm benefit. The fourth objective was to determine whether the impact of project manufacturing practice on project manufacturing performance was moderated by stability of supplier’s manufacturing process and project characteristics. The data analyzed in this study are project-specific, meaning the data are representative of the levels of practice implementation and goal attainment within manufacturing projects.