| Summary: | 碩士 === 國立中央大學 === 土木工程研究所 === 90 === Aerospace industry has experienced a rapid growth in the Asian countries during the last decade. As a consequence, demands of repair materials are accordingly increased. Note that items of repair materials are numerous and manufactured by far apart factories around the world. In the present, each repair shop handles the work of purchasing and warehousing by itself. Since the amount of each repair material is relatively few and not sufficient to meet the scale of economy, the operational cost associated with the maintenance department of the aerospace industry is not easy to be lowered. To fulfill the high quality service required by customers and in the mean time to maintain the low level of stock are deemed necessary for enterprises to succeed. One way to enhance the efficiency of each repair shop and benefit the entire supply chain is to adopt the strategic alliance among enterprises. Note that mechanism integration is an essential part of strategic alliance to reduce the operational cost.
After investigating the current situation of aerospace industry by reviewing relevant literature and consulting with experts, three Logistics models for repair materials in aerospace industry were come up to which the Analytic Hierarchy Process (AHP) method is applied for evaluation. Four levels are structured: the overall benefit of the aerospace industry is indicated in the first level, three objectives (economic cost, Logistics mechanism and enterprise integration) are identified in the second level, nine criteria are further differentiated in the third level, and the three Logistics models are listed in the fourth level. To determine the relative weights of attributes and the priority order of the three Logistics models, a questionnaire is designed and surveys were conducted to two groups of experts. The result shows that the second model is preferred by both groups of experts, which implies that neither progressive nor conservative model is preferred based on the current environment.
To ensure the second model to be successful in the future, necessary strategies were summarized and in addition, issues related to the development of global logistics in Taiwan are also intensively discussed. Few remarks and some suggestions are given in the end.
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