| Abstract: | 隨著臺灣經濟成長以及消費水準提高，消費者對於飛機的服務需求也跟著增加，因此許多外籍航空業者的加入，使得整體航空業的競爭更加劇烈。長榮航空為了因應大環境快速的改變而選擇在2013年加入星空聯盟，希望透過聯盟資源共享以降低公司的整體營運成本。策略聯盟屬於航空公司外部的資源配置與整合，對於長榮航空長期發展而言，勢必有多項的投資項目要執行。另長榮航空目前服務全球51條航線，如何協助公司決策者在龐大航空公司的規模以及資源有限的情況下，即時顯示各航線營運績效，適時進行資源調整，以避免產生不必要的資源浪費，是為航空業永續經營的重要議題，進而剖析航線營運可能遭遇的問題如下五點：（1）如何即時顯示每條航線的營運狀況？（2）哪些航線是屬於獲利／虧損狀態？（3）哪些航線是重要且必須立即改善？（4）收納必須改善的航線後，其航線改善的優先順序又為何？（5）另航線改善所需投資金額數目為何？本研究透過重要度-績效度分析（Important-Performance Analysis，IPA）方法，將重要度、載客率以及營收成本比等三個指標，建立一個三維度的重要度-績效度分析的航線營運視覺化儀表板，藉以輔助決策者檢視航線所表現的績效，以及評估哪些航線需優先投資改善。另外藉由「資源配置模型」的建立，其中包含「成本估算模型」以及「優先排序模型」兩個模型，用以協助排列航線改善的優先順序，以及提供公司決策者最佳的投資組合方案，進而協助航空公司找出提高整體營收成本比的最佳資源配置組合。另外本研究當中，以國內的長榮航空為案例說明，蒐集2003-2016年每條航線的飛行、營收以及成本的數據，並區分成三種情境，分別為（1）情境一：有限資源；（2）情境二：無限資源；（3）情境三：額外資源投入，模擬各航線在三種情境下的營運結果，以作為航空業對於下一年度或下一階段公司營運績效改善的重要參考依據。
With the economic growth of Taiwan and the increase of consumption level, consumers' demand for aircraft service have increased. The participation of foreign airlines makes the whole industry more competitive. Due to rapidly changing environment, EVA Air chose to join the STAR ALLIANCE in 2013, hoping to reduce the operating cost of the company through sharing resources in the alliance. Strategic alliance is the allocation and integration of external resources. For the long-term development of EVA Air, some investments need to be implemented. EVA Air has 51 air routes in the world. It is important to assist the decision-makers in reviewing performance immediately and thus adjusting the resources in order to avoiding unnecessary wastes of resources, in the case of large-scale airline business and limited resources. There are five issues that may be encountered in analyzing the route operations: i) immediately present the operation status of each route, ii) figure out which air routes are profitable or nonprofitable, iii) figure out which air routes are vital and needed to improve immediately, iv) the priorities of the air routes after closing down other routes, v) the amount of money invested in routes improvement.This study establishes a three-dimensional air routes visual instrument panel by IPA, consisting of significance, passenger load factor, and the revenue cost ratio. Utilizing the panel to assist the decision-makers in reviewing the performance of air routes and evaluate the needs of investment and improvement. Furthermore, the establishment of resource allocation model, which includes “cost estimation model” and “priority ranking model”, assists in determining the order of improvement priority and providing the best investment portfolios to the company for making appropriate decisions and boosting its revenue cost ratios. In this study, we select EVA Air as an example and collect data from 2003 to 2016, emphasizing on air routes, revenue, and cost. Sorting the data into three scenarios as follows: i) limited resources investment, ii) unlimited resources investment, iii) additional resource investment. To simulate the air routes operation under three scenarios and provide the results to airlines as a reference for upcoming planning and execution. |
