A Study On Operation Transform Strategies of The ROCN Shipyards: A Case Study of Keelung Logistical Support Command

• Main Author: 王國強
• Other Authors: Chih -Ching Chang
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/53724356711474502952

碩士 === 國立臺灣海洋大學 === 航運管理學系 === 98 === It has been continuously carried out internal reformation based on “the ROC Armed Forces Streamlining Program” and “the ROC Armed Forces Refining Program”, in order to cope with the changes of outside environmental situations of reducing opportunities of berthing at Keelung port. The Naval Keelung Logistic Support Command (KLSC) also facing other problems such as internal human resources retrenchment and aging workforces. Faceing both interior and exterior impacts of today’s environment , the navy logistics staffs need to overcome the dilemma and figure out the best developing strategies for KLSC to implement in the future. The KLSC has an exclusive market with the qualities of monopolization, multi-objectives, inefficiency, and restrictions derive from legislations and policies that competitions can’t access easily. Moreover, the multi sources of procurement of naval ships increase the complexity of maintenances. Aging workforces and technical gap of Naval Logistic Support Command make the situation getting worse. “The ROC Armed Forces Streamlining Program” also causes problems of accomplishing the naval ships’ readiness. All on these problems make it critical for the KLSC to transform their organization as soon as possible. As the result of this KLSC research, the privatization of government-owned enterprise is feasible. The key point to succeed is the cooperation among the enterprise conditions, the policy of national defense and the procedures of outsourcing. An efficient way to improve traditional maintenance and repairs of warships will be through the PBL (Performance Based Logistics). But without cooperation with transformation of the Logistic Support Command, such as privatization, it will face the same problem of how how to implement outsourcing policy. With the two characteristics of shipyard and military factory, the KLSC is suitable for the requirements of transformation. Reorganization of naval shipyard will be the best strategy for navy warships maintenance and repairs mission. Furthermore, the best way to establish outsourcing for our national defense industry is step by step. The outsourcing needs cooperation between military and industry, from few quantities and small items to large quantities and whole systems or equipments. The problem of the outsourcing nowadays is tried to pursue the final result soonest and made the whole process at first priority. It will result in reason the argument or litigation problems easily in each phases of outsourcing. That’s why all staffs get into the dilemma of love and hatred of the outsourcing. Lastly, it can improve the outsourcing of naval shipyard repair task by using PBL. However, the PBL process of US military isn’t suitable for the environment of our national situations, budgets, and operation. The proper strategy of the KLSC to manage repair in the future will be the combination of PBL and organized transformation. The combination strategy can reduce disadvantages relevant to low performance of the KLSC which is run as a public sector organization, and can take advantage of flexibility to meet the requirement of outsourcing operation. This kind of combination strategy probably will be the best strategy of the KLSC to operate the maintenance and repair tasks for naval warships in the future.