現階段我國刻正發展航空工業，而維修係屬我國發展航空工業之一環，其重要性不言可喻，爰特探討我國航空維修工業發展策略為何？本研究先以檢視組織優勢、劣勢、機會與威脅，據以擬定組織未來所應採取策略之SWOT分析法探討我國航空維修工業未來可能發展；再以腦力激盪方式，在國家整體利益立場下，依政策、經濟、技術、社會及執行等五個層面，研擬十三項評估準則；並從各種研討會、公聽會、蒐集資料及參酌產官學研界所提出發展我國成為「亞太飛機維修中心」策略，擬出我國適合四個策略，再運用社會科學統計方法中之層級分析法(AHP)及模糊優先方案選擇(TOPSIS)法可進行優勢排序之特性，即以問卷方式結合國內產官學研界專家之意見，利用多評準決策方法(MADM)中之AHP法，得出各評估準則之相對重要度，在各準則下，將所研擬各策略依專家知識進行直觀之評點；最後以模糊優先方案選擇(TOPSIS)法將評估矩陣結合各準則之權重，得出各策略之優勢排序，以得知產官學研界認為我國發展航空工業最適維修策略，並做為我國發展航空工業政策之參考。 　　本文研究發現，由華航、長榮、亞航及軍方形成策略聯盟在現有維修能量基礎上，採分工合作，資源共享方式，最符合航空產業各層面需求，而政府僅需扮演導航與輔導者角色即可。其次，為全面提昇我國航空工業科技水準，建議後續研究者，可對航空工業合作及軍機製造模式作更深入之研究，俾有助我國航空工業之健全發展。

More and more organizations and enterprises adopt the Strategy Map and Balanced Scorecard(BSC). However, did they really reach their strategy goal or do they have a mature method to assess their performances? When they finish contructing their strategy map and lauching the balanced scorecard, they may face the same problems, such as how to sucessfully implement strategy? How to effectively set up KPI? How to apply the limited resources into the most important strategy? Some researches mention that there is no interactive relationship among BSC, Strategy goal, Performance Indicators, and the actions they took. That is the limit of the current BSC theory. However, it do exists the complicated dynamics relation between the BSC strategy actions and the internal process of organization. Most of the top management only pay attention to the short-term performance and neglect the side effect and unintended consequences caused by the improper actions they took. They even misjudge the feedback information from the wrong messages because of the system delay. Therefore, the whole strategy planning turn out to be imperfect and the effectiveness of promoting strategy goal is not so good as they expected. But if they incorporate the system dynamics method into BSC, then it may resolve the dynamic and complex issue that happen in their system. The purpose of this study is toresearch and find out the interactive mechanism and method between strategy goal and performance measurement for the enterprises. According to the causal relationship found in the process of establishing the strategy map and examining its various measuring items, construct the system dynamics model and analyze the simulation outcomes. And then find out the driving factors to succeed and the Key Indicators for achieving the strategic goal. In this way, two objectives could be accomplished: (1) Launch and develop the strategy map and Balanced Scorecard, and then utilize the system dynamics to conduct the planning, simulation and test. (2) Through this interactive simulation and test between performance indicators and strategy goal, look for the best key performance indicators and revise the policy actions and strategy. System dynamics is the main approach adopted in this study. By following its modeling procedure, I undertook the data collecting and analyzing for the target company as my case study. And then, conducted the construction, simulation, test, and analysis of system dynamic model. According to the results, I made the conclusions of this study as follows: (1) Within the causal relationship between the strategy goal and performance measurement items of the BSC, there do exists an influence of side effect and unintended consequences. (2) The simulation outcomes of this system dynamics model could be taken as reference for planning and adjusting the strategy goal of BSC, and also could be the basis of finding out the leading index of the system. (3) Conclude and set up the basic system dynamics model for Balanced Scorecard. Trough this study, we hope that enterprises could adopt the system dynamic to help them improve their long- term integral effectiveness. At last, this study brings up the suggestions and proposes some idea for follow-up research.

依據我國國防報告書指出，國防部近年基於我國「國防法」之立法精神，結合行政院「擴大內需」與「激勵市場」之政策指導，逐步推展各項「國防資源釋商」規劃及相關作為，藉以將國防資源挹注國內市場，提升我國科技及工業水準。 依現階段我國國防資源釋商規劃，除了增加國防預算投注國內金額比例，期達成有效提高民間參與國防建設之意願與能力，促進國家產業及經發展等目的，並且逐步落實一般性軍需全部向國內採購，現有武器裝備之非核心維持能量，亦逐步規劃釋出民間承接；新武器裝備需求，民間能自製者，則不向外採購，軍方得不建立能量；運用「減少軍中自辦業務」、「降低國外採購金額」及「擴大釋商預算規模」等3原則，進行國防資源配置調整，以擴大國內釋商規模。 以「國有民營」計畫為例，國防部自民國88年進入實驗規劃階段，並於民國90年11月依「國防法」第22條授權制定完成「國防部科技工業機構委託民間經營管理辦法」，業經行政院召開跨部會會議審核通過，於民國91年3月1日施行，據以加速國有民營個案推動。國防部現已完成軍備局第302經理品生產工廠轉型，成為軍方國有民營成功首例，未來可針對機敏性低且軍民通用性高之國防科技工業機構，逐依執行成效檢討辦理委託民營；本研究旨在探討國防資源釋商政策─國有民營案執行成效，並提出未來策略規劃精進建議。 / The National Defense Report indicates that the MND has been prosecuting various privatization plans of national defense resources. These plans are based on the conception of the National Defense Act and are to cooperate with the Executive Yuan's policy to expand domestic needs and to stimulating market. It also aims to inject capital to the domestic markets and to improve domestic technology levels. MND will reduce military engagement and foreign procurement expenditure to expand privatization budget. The capital injection into domestic market is intended to encourage non-military industries to participate in defense developments and to promote domestic economics. General military necessities will continuously be purchased from domestic supplier and the maintainance of the subordinate military components will be taken over by non-military industries. The future purchase of new weapons and equipment which can be domestically manufactured will be exclusive to non-military suppliers in Taiwan. Take the Government-Owned Company-Operated project (GOCO) for example. MND has initiated the test-run phase of the project since 1999. In November 2001, MND promulgated the draft of “Regulations of the Operation and Management of National Defense Technology Institutions by Private Entities”, according to Article 22 of the National Defense Act. The draft has been reviewed and approved by the Executive Yuan and took effect on March 1 2001 to boost the promotion of GOCO system. MND has completed the privatization of Military Necessity Factory No. 302, which is the first success of GOCO. MND will keep privatizing national defense industry of low confidentiality and high common utilities. This thesis aims to analyse the policy of defense resources privatization, by virtue of the case study of GOCO, and to offer suggestions for policy formulation in the future.