走過新冠疫情幽谷-航空製造廠商之經營與發展策略分析-以Airbus商用客機為例

Abstract

航空製造產業為技術密集且價值鏈高度整合之產業，衍生的產業生態系廣泛。2019年新冠疫情對於航空運輸業產生立即、明顯的衝擊，需求面大幅降低60%，影響的期間及衰退幅度比2001年911恐怖攻擊、2002年SARS疫情、2008年全球金融風暴更長且深遠。 飛機製造產業在新冠疫情後，2020年需求大幅衰退。隨疫苗施打普及、各國邊境解封，跨城市飛行的窄體飛機需求回升，跨洲飛行的寬體客機短期尚難恢復到疫情前水準。因疫情產生供應鏈斷鏈，使航空公司貨運需求增加；由於防疫要求，乘客搭乘飛機過程的資訊整合更顯重要；航空公司面對營運成本增加，省油環保的飛機受到重視。 本研究分析國際著名飛機製造業標竿廠家Airbus，個案公司在疫情期間的策略定位為：創新設計與技術研發、價值鏈垂直整合、生產基地全球布局、新興市場拓展。生產活動包含快速反應管控疫情、整合價值鏈、調整國際化分工布局。行銷活動包含提供航空公司客制化的系統整合服務、建立各種業務合作關係。人力資源活動包含疫情期間調整人力規模、潛在市場開設訓練中心。研發活動包含現有飛機產品升級、工業系統整合、飛行淨零碳排、未來概念飛機研發。財務活動包含撙節各項經費、爭取政府補助、保持財務上的實力與流動性。企業社會責任包括提供人道醫療資源與協助、運用現有設備生產防疫物資。 個案公司成長策略包含：航空器設計、製造、維修的價值鏈垂直整合；商用飛機、直升機及國防太空三大事業相互挹注達成多角化；歐、亞、美洲設立生產基地達成國際化布局。個案公司之商用飛機事業層級採取差異化策略，升級現有窄體客機明星機種，降低碳排放量及營運成本；寬體客機發展衍生貨機，因應疫情後航空貨運增加的需求。

The aerospace manufacturing industry is technology-intensive with highly integrated value chain. The relative ecosystem is extensive. The COVID-19 occurred in end 2019, the air transportation reduced 60% immediately and impact the industry seriously. The impact duration and recession are longer and larger than the 911 terrorist attacks in 2001, SARS in 2002, and the global financial crisis in 2008. After the outbreak of COVID-19, the demand of aircraft manufacturing industry declined in 2020. With vaccination and unblocking borders, the demand for narrow-body aircraft has gradually recovered. But wide-body aircraft cannot back to former demand level in short term. The supply chain disconnection increases the demand of freighter; the information integration during passengers' boarding process is more critical; airlines need fuel-efficient and environment friendly aircraft to reduce the operating costs. This study selects Airbus as a case to analysis the management strategies and actions during COVID-19. The strategic positioning of the company are innovative design and technology development, vertical integration of value chain, globalization of production sites, and expansion of emerging markets. Production activities include: quick response and control the epidemic, integrate the value chain, and dynamically arrange work force. Marketing activities include: provide customized services for airlines, and establish business partnerships. Human resources activities include: adjust the manpower scale, and open training centers in potential markets. R&D activities include: upgrade existing aircraft, integrate industrial systems, net-zero carbon emissions, and next generation aircraft. Financial activities include: cost saving, government subsidies, and maintain financial strength and liquidity. Corporate social responsibility includes: medical support, and produce anti-epidemic materials. The growth strategy of Airbus includes: vertical integration of commercial aircraft value chain; harmonize major business units to achieve diversification; expand Europe, Asia, and America production bases to achieve internationalization. The business unit of commercial aircraft adopts differentiated strategy: upgrade narrow-body aircraft to reduce carbon emissions and operating costs; modify design of wide-body aircraft to freighter to meet the demand caused by epidemic.