新型態發動機維修模式對非原廠供應體系商之影響-以Ｃ公司為例

近年來由於商用飛機發動機的維修在原廠對售後市場的經營型態轉變，以客戶機隊的發動機管理為前提與航空公司簽訂售後服務合約的情況下，造成非原廠體系而從事零件原廠方式維修、DER（Designated Engineering Representatives）維修的廠商及PMA（Parts Manufacturer Authority）零件的供應商遭受到經營上的衝擊。本研究根據Osterwalder & Pigneur「Business Model Generation」書中提出的企業營運模式的九大因素，分析同時具備原廠方式維修、DER維修及PMA零件的C公司，在遭遇市場環境變革前後經營的變化、因應的方向及策略，以提供業界及相關產業對於未來規劃公司整體的營運方向經營策略擬定之參考。本研究採質性研究的個案研究法，經過結構式深度訪談及產業資料蒐集發現C公司在價值主張、顧客區隔、行銷通路、關鍵合作夥伴及營收模式在環境變革後經營策略及發展方向產生具體調整，而研究也於結論處綜整並分析該公司分別在新、舊型發動機的經營挑戰及因應策略。由於C公司在發動機零件修理及PMA零件製造這方面的經營已十分成熟且具相當規模，因此本研究結果提出重點建議供相關業者經營參考：1、與原廠合作成為其授權指定的廠商；2、與航空公司、發動機營運商或發動機MRO（Maintenance、Repair、Overhaul）修理廠合作；3、增加附加營業項目以拓展公司營運營收範圍；4、開發新興市場，尤其是亞洲地區因經濟快速發展下帶動航空產業的的內需市場龐大，投資於當地進行合資企業以增進該區域市場的接受度。

關鍵字

商用發動機；售後市場；維修合約；發動機維修

並列摘要

In recent years, commercial aircraft powerplant manufacturers have change their business policy toward aftermarket, and tend to contract with customer under the premise that allow them to acquire full control of powerplant management for their clients’ fleet. Under such condition, repair stations that are out of original manufacturers supply chain, whether providing maintenance service in OEM (Original Equipment Manufacture）or DER (Designated Engineering Representatives) methods, or supplying PMA (Parts Manufacturer Authority) components, are significantly impacted. This thesis is developed based on the nine factors of the business model proposed in the book "Business Model Generation" written by Osterwalder & Pigneur. The subject of study is a “C Company”, which have the capability to perform OEM and DER repair, and manufacturing PMA components. The thesis focus on analyzation of the strategies and alterations that may be taken by the C Company in respond to impact mentioned above. The result shall provide a reference for the industry and other relative business for developing their future strategy.This thesis is performed by using case study from qualitative research. Through in-depth structural interview and data collection, this research reveals the adjustment of operation policy and development direction taken by C Company in value proposition, market segmentation, marketing channel, key partnership and business model. In the conclusion paragraph of this thesis, the company's operational challenges and responding strategies for new and old engines type are summarized and analyzed. Because the C Company already well experienced, and growth in remarkable scale on powerplant component maintenance and PMA manufacturing, this thesis provides key recommendations for other business entities as reference: 1. Cooperate with original manufacturer and become authorized service provider; 2. Cooperate with airlines, engine operators or engine MRO (Maintenance, Repair, Overhaul) shops; 3. Industrialize additional servicing project to expand sources of income; 4. Develop new market, especially the Asia regions where domestic demands in aviation industry are rapidly expanding due to economy growth. Joint venture with local entities may improve market acceptance.