Abstract
Automobile industry in Taiwan was founded by Mr. Tjing Ling Yen in June, 1953. From then on, it has been over 50 years in the development history. Being restricted by Taiwan’s limited market, inconsistent government’s automobile industry policy, confined technical support, much more competitive market after entering WTO in 2002, and more than one million potential customers moving to Mainland China, all these factors made Taiwan’s automobile industry face more serious and awkward situation than other countries’ automobile industry. As a result, the vehicle sales volume declined from 577,621 in 1994 to 415,892 in 2003. In 2001, the sales volume even dropped to only 349,421. The market recession made Taiwan’s automobile companies have low capacity utilization. For example, SAN-YI plant of YULON motor company can produce 120,000 vehicles per year, but the utilization rate is less than 50% in recent years. This situation makes people anxious about the future of Taiwan’s automobile industry. In order to make a breakthrough, numerous Taiwan’s automobile companies entered the Mainland China market. Based on the research of ITIS(Industrial Technology Intelligence Services), satellite factories will be led to Mainland China market by central factory, regardless of their willings. Typical examples include YULON motor company’s investment in the GUANGZHOU FENGSHEN motor company (DONGFENG auto motive industry investment) and CMC’s (China Motor Corporation) investment in South East Motor Co.. They all profited from the investment in the recent two years, though they also suffered the interference from their technical supporters. Facing these situations, Taiwan’s automobile companies importing vehicles or purchasing parts for assembly or after-sale service parts from Mainland China cannot be avoided in the future. It is predictable that the supply chain will become much more complicated than before. Since Customers Satisfaction Index (CSI) has close relationship with the supply chain management of after-sale service parts, this research intends to establish the CSI for the after-sale service parts in six aspects including order management, purchase management, warehouse management, distribution management, demand management, and information management.This research will firstly develop the key performance index (KPI) for after-sale service market based on the concept of the Delphi Method. The Analytical Hierarchy Process (AHP) method will then be applied to decide the relative weights of these KPIs. Finally, some data will be collected to demonstrate the procedure of generating KPIs figures. Hopefully this approach can be a good refrerence for the development of KPIs in the automobile after-sale service market.