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研究生： 張慧柔
Claudia - Finella
論文名稱： A Case Study of Constellation Alliance Strategy Applied by Independent Third-party MRO Company
A Case Study of Constellation Alliance Strategy Applied by Independent Third-party MRO Company
指導教授： 劉代洋
Day-Yang Liu
口試委員: 繆維中
Dr. Miao, Wei-Chung
曾盛恕
Dr.Tsang, Seng-Su
學位類別： 碩士
Master
系所名稱： 管理學院 - 管理學院MBA
School of Management International (MBA)
論文出版年： 2013
畢業學年度： 101
語文別： 英文
論文頁數： 83
中文關鍵詞： MRO 、strategic alliance 、partnership 、constellation alliance 、collective competition
外文關鍵詞： MRO, strategic alliance, partnership, constellation alliance, collective competition
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    • This study performs an evaluation toward cooperative strategy that adopted by an independent third-party maintenance, repair and overhaul (MRO) company in order to sustain and grow in a unique MRO industry's competition. The evaluation approached a case study on a private Taiwanese independent third-party MRO company in implementing cooperative strategy through
    sets of allied firms or multi- firm "constellations" alliance, as recommended by Benjamin Gomes-Casseres (2003). MRO, itself is a unique industry that characterized by 1) opportunistic and dynamic shifting role of players where customers and suppliers simultaneously become competitors and partners; 2) dominant collective competition which mainly due to increasing OEMs presence
    in aftermarket industry.
    Main conclusions of this study are: 1) In order to sustain competitive advantage and grow business in the MRO industry which dominated by collective competition, the Case Company must participate in several OEM's constellation alliance, such as: Boeing's constellation alliance, GE's constellation alliance, and Airbus's constellation alliance and also some other MRO players'
    constellation alliance, such as: GECAS, Aeroturbine, Aviation Partners Boeing and SOAR. 2) The Case Company attempts to maintain and manage its alliances by applying: Quality Control Management; Safety Policy; Human Capital Management and Investment; and Supplier Relationship
    Management. 3) By become more aligned with OEMs and other MROs through joining established constellation alliances, the Case Company is able to sustain its competitive advantages and growth in the MRO industry that dominated by collective competition. Speci fically, some synergies that the Case Company gained from these collaborations are: high company performance; increased
    capacity; broad customer portfolio despite premium pricing; enhanced skill and technology; minimum marketing e fforts; less direct customer retention eff orts; and effi cient inventory management.

    This study performs an evaluation toward cooperative strategy that adopted by an independent third-party maintenance, repair and overhaul (MRO) company in order to sustain and grow in a unique MRO industry's competition. The evaluation approached a case study on a private Taiwanese independent third-party MRO company in implementing cooperative strategy through
    sets of allied firms or multi- firm "constellations" alliance, as recommended by Benjamin Gomes-Casseres (2003). MRO, itself is a unique industry that characterized by 1) opportunistic and dynamic shifting role of players where customers and suppliers simultaneously become competitors and partners; 2) dominant collective competition which mainly due to increasing OEMs presence
    in aftermarket industry.
    Main conclusions of this study are: 1) In order to sustain competitive advantage and grow business in the MRO industry which dominated by collective competition, the Case Company must participate in several OEM's constellation alliance, such as: Boeing's constellation alliance, GE's constellation alliance, and Airbus's constellation alliance and also some other MRO players'
    constellation alliance, such as: GECAS, Aeroturbine, Aviation Partners Boeing and SOAR. 2) The Case Company attempts to maintain and manage its alliances by applying: Quality Control Management; Safety Policy; Human Capital Management and Investment; and Supplier Relationship
    Management. 3) By become more aligned with OEMs and other MROs through joining established constellation alliances, the Case Company is able to sustain its competitive advantages and growth in the MRO industry that dominated by collective competition. Speci fically, some synergies that the Case Company gained from these collaborations are: high company performance; increased
    capacity; broad customer portfolio despite premium pricing; enhanced skill and technology; minimum marketing e fforts; less direct customer retention eff orts; and effi cient inventory management.

    Contents Abstract i Acknowledgement ii Contents ii List of Tables v List of Figures vi 1 Introduction 1 1.1 Research background and motivations . . . . . . . . . . . . . . . . . . . . . . . . . 1 1.2 Research Objective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 1.3 Research Content and Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 1.4 Research Limitation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 2 Literature Review 5 2.1 Traditional View of Cooperative Strategy "Strategic Alliances" . . . . . . . . . . . 5 2.1.1 De nition of Strategic Alliances . . . . . . . . . . . . . . . . . . . . . . . . . 5 2.1.2 Motives of Strategic Alliances . . . . . . . . . . . . . . . . . . . . . . . . . . 6 2.1.3 Critical Success Factors A ecting Strategic Alliances . . . . . . . . . . . . . 6 2.1.4 Types of Strategic Alliances . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 2.2 Revolutionary View of Cooperative Strategy "Constellation Alliance" . . . . . . . 7 2.2.1 Traditional Competition to Collective Competition . . . . . . . . . . . . . . 8 2.2.2 Interaction between Competition and Collaboration in Collective Competition 8 2.2.3 From Alliances to Constellations . . . . . . . . . . . . . . . . . . . . . . . . 9 2.2.4 Creating Value: Constellation Strategy and Structure . . . . . . . . . . . . 10 2.2.5 Claiming Value by Members of Constellation . . . . . . . . . . . . . . . . . 11 2.2.6 Managing Constellation Strategy . . . . . . . . . . . . . . . . . . . . . . . . 11 3 Research Methodology 13 3.1 Research Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 3.1.1 Purpose of Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 3.1.2 Research Approach and Logic . . . . . . . . . . . . . . . . . . . . . . . . . . 14 3.2 Collecting Research Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 3.2.1 Data Collecting Method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 3.2.2 Data Source . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 3.3 Analyzing Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 4 Industry Analysis 19 4.1 Aviation Maintenance, Repair and Overhaul . . . . . . . . . . . . . . . . . . . . . . 19 4.1.1 MRO Segments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 4.1.2 MRO Market Players . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 4.1.3 MRO Industry Outlook . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 4.1.4 Global Major Third-party MRO Companies . . . . . . . . . . . . . . . . . . 25 4.1.5 MRO Industry in Taiwan . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 4.1.6 MRO Industry Trend Driving Forces . . . . . . . . . . . . . . . . . . . . . . 28 4.1.7 Importance of Partnership Strategy for Independent Third-party MRO Players 36 4.2 Aerospace Industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 4.3 Airline Industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 4.4 Company Pro le . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 4.4.1 History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 4.4.2 Main Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 4.4.3 Culture and Objective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 4.4.4 Facility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 4.4.5 Main Competitors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 4.4.6 SWOT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 5 Case Study Analysis 48 5.1 Case Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 5.2 Companys Strategic Alliance Analysis . . . . . . . . . . . . . . . . . . . . . . . . . 50 5.2.1 Companys Alliance Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . 50 5.2.2 Maintaining and Managing The Alliance . . . . . . . . . . . . . . . . . . . . 53 5.2.3 Company's Strategic Alliance Outcomes . . . . . . . . . . . . . . . . . . . . 57 6 Conclusion and Recommendation 61 6.1 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 6.1.1 Case Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 6.1.2 Companys Strategic Alliance Analysis . . . . . . . . . . . . . . . . . . . . . 61 6.2 Recommendation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64 6.3 Suggestion for Further Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 Bibliography 66 Appendix 70 Appendix 1: List of Queries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70 Appendix 2: Current Constellation Alliance Mapping in MRO Industry . . . . . . . . . 74

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