臺灣博碩士論文加值系統

摘 要

再龐大的企業皆有其資源的邊界，隨時要受環境變遷的因素影響，對於資本需求大，勞力需求多、技術需求廣泛的航空業而言，如何有效分配及運用資源就必須有策略以為路徑或校準使企業永續經營。從文獻探討裡了解到目前航空維修產業多集中於高度開發或GDP較高之歐美地區，這是已開發國家對於交通建設資源大量開放後的附加現象，惟隨著歐美地區人員工資提高、人力供應不足、產能利用率閒置等問題，航空維修產業如同其他行業一般，維修代工產業重心漸漸移至亞洲，以目前該地區工資低廉、人力供應充足，區域預訂航機數量增加等有利因素，促使該地區航空維修產業蓬勃發展。
航空公司對於現有維修產業環境，選擇策略就如同選擇重要投資案一般，藉由SWOT的分析限制，清楚面對公司內部及外部條件有多少優勢及劣勢因子，這些因子當然會隨著公司企業文化不同、競爭情勢、競爭對手不同而有不同解讀，尤如90年代前所成立之傳統航空公司，大部分皆擁有自修能量，而能利用外包策略來維持生存優勢則表現於90年代中期所大量成立之低成本航空公司，當安全與服務可以被委外處理時，則形成公司經營文化改變的重要一環，韓亞航空公司則改變模式以維修委外策略維持安全與服務之目標，取得外部優勢，對內則維持維修成本比例與對手相當，維持內部優勢。
在亞洲地區利用維修委外策略的優勢就是減少人力需求變異，機會則是來自高成長的維修市場前景，而所減少的劣勢則為利用競爭來控制資本支出，降低的威脅是不受景氣變化影響，在這些條件下，不論傳統航空公司或低成本航空公司能有效利用這四項因子，必定與其他行業一般轉化為企業生存力或競爭力。
企業最終目的為獲利以盡社會責任，企業的年度財報是策略執行後之戰果，管理者能否學習其他同行經營手法或跳出該產業以往規範影響中建立新的經營模式，避免以往經驗的投射，畢竟航空產業環境變遷的不確定性越來越高，利用維修外包策略將部份維修項目委外，實質取得廠商競爭下的利益，確實建立另一套經營模式。

Abstract

Most of the firm all have their resource boundary, also be affected by the change of the environment or other non-reasonable factor, for the airline business which own huge capital, labor power requirement highly, and knowledge base widely, how to distribute and utilize such firm resource which shall depend the company strategy to do the support the management forever, by analyzing the haul report and information, understand aviation maintenance industry be centralization on U.S.A. and. E.U. area which own highly GDP level, this is a particular situation after they spend a lot of capital on traffic infrastructures, but these well condition have been changed by the labor fee be raised, lack of man power supplement, and facility utilization rate down such problem, base on these factor the aviation maintenance industry is not different with other business, shall move the business focus to the Asia area as well as , on Asia area we all knew the labor fee is lower, fulfill man power supplement, and the prediction of more aircraft order in the future, these surroundings already speed the aviation maintenance industry to another space.
For airline they ought to appearance and think their strategy, and choice the corrected strategy which is a investment, through the SWOT analysis these restrictions, clarify the external and internal of the firm own how many strengths or weakness factor inside, such factor certainly to talented with company culture to deploy different performance, included the competitive circumstance be changed frequently, Especially the first of 1990 period conventional airlines be established at that moment, they owned the in-house repair capability to be a advantage and strengths, but Low cost carrier which be established around the middle of 90s, They usually utilized the out sourcing strategy forwarding the maintenance task to the third party even the safety and service items, to continue the core business inside the firm, to construction the novel business model of the airlines.
Out sourcing rule provided the strategy is to minimize the variation of the man power demand, the opportunity is supported by highly growing vision of the aviation maintenance industry, and reduced the weakness is to substantiate control the total operation cost, the purpose of minimized the threaten is avoiding the deflation, no matter what condition or business style these firm have ,the conventional airline and low cost carrier, they followed such four factor to enlarge the business scale or survivor on the this aviation market.
The final target of the enterprise is getting the earning from market, most of the judgments shall depend the annual report of the enterprise, the top management could learn the new style or followed the original business model, shall depend their deeply thinking to get the new knowledge and benchmarking, keep away from following the out-of-date experience or action, we all knew the state of the aviation business is variation often, efficient utilization the out sourcing on the aviation maintenance industry, to get the profit from the competition, the strategy really established a trade model in the aviation maintenance industry.

目 錄
摘要………………………………………………………………………… IV
致謝………………………………………………………………………… Ⅶ
目錄……………………………………………………………………………I
圖目錄……………………………………………………………………… II
表目錄…………………………………………………………………………… III
第一章、 緒 論…………………………………………………………………… 1
第一節、研究動機與目的………………………………………………1
第二節、研究範圍與限制………………………………………………3
第三節、研究流程………………………………………………………3
第四節、策略管理觀念之概述…………………………………………6
第二章、文獻探討………………………………………………………… 12
第一節、航空公司維修管理………………………………………… 12
第二節、航空維修市場分析………………………………………… 18
第三節、航空公司維修策略………………………………………… 27
第 三 章、個案研究……………………………………………………… 30
第一節、研究方法…………………………………………………… 30
第二節、執行三種維修策略之航空公司比較……………………… 30
第 四 章、討 論……………………………………………………………42
第一節、研究結果…………………………………………………… 42
第二節、航空公司維修策略與維修費用比例關連性……………… 43
第 五 章、結論與建議…………………………………………………… 46
第一節、結 論…………………………………………………………47
第二節、實務應用與建議…………………………………………….52
參考文獻…………………………………………………………………… 54

參考文獻
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