| Summary: | 碩士 === 國立政治大學 === 經營管理碩士學程(EMBA) === 104 === In order to optimize its core competency and competitive advantage, the enterprise usually adopt the spin-off strategy towards its mature business units, so that a flat organization structure can be developed to reduce internal management layers and to improve operating synergy while the enterprise competitiveness can also be increased as well.
Since 2000, the air transport in Asia Pacific Region has continuously grown in volumes and values except for 2008 when global financial crisis slightly slowed the growth trend. Above all, China has shown the most dramatic growth rate. In 2014, the number of commercial aircraft in the Asia-Pacific Region has reached nearly 7200 to accommodate the demand in commercial aviation. In addition, Boeing has forecasted 6% growth rate for the passenger and freight traffic in Asia Pacific. Therefore, the number of aircraft will presumably reach 13000 in 2024.
Since the delivery of an aircraft, to extend its service life, it is necessary to continue the airworthiness of the aircraft, from which the maintenance business of the airframe, powerplant and accessories derives. Based on the statistics, the maintenance cost amounts to three or four times of the purchase price during the aircraft life cycle. Thus, the commercial aviation market value of the Asia-Pacific Region escalated to US$16.8 billion in 2014. Such a market size has become the major source of revenue for the aircraft manufacturers i.e. Boeing, Airbus, etc. Moreover, this region has proven to be a place of strategic importance for the maintenance, repair and overhaul (MRO) companies worldwide.
The MRO operating strategy is of utmost importance for the airlines. There are pros and cons of the different operational approaches, either spin-off or incorporation, which requires thorough consideration. This study aims to examine the operating synergy of spin-off or incorporation of the MRO function and the airlines.
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