| Summary: | 碩士 === 東海大學 === 工業工程與經營資訊學系 === 107 === 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.
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