航空產業已列入國家十項政策推展的重點產業之一，世界航空市場需求量持續成長訂單穩定且仍有擴增的趨勢，國內航空產業蓬勃發展，訂單多到應接不暇，航空產業在好景當前，有計畫的策略運用進一步提升本身在全球供應鏈的地位，將產業仿『商業生態系統』(Moore,1993)觀點，以『共同創造價值與分享價值』的理念為基礎進行結盟，資源共享促進整體生態系統的成長，共同攜手提升產業層次及整體競爭力。

本研究整合商業生態系統和紫式決策分析架構(UNISON decision analysis framework)，針對台灣台灣航空產業導入「工業4.0」後，籌組聯盟過程中，以商業生態系統 概念導入現行產業策略運用，產業中不同業別廠商角色的互動，將企業之間的競爭、合作的共生基礎概念，透過了仿生態學的衍生，相互依存、相互制約互為環境的關係，形成一種功能協調、優勢互補、和諧共存的生態環境，進而提升競爭優勢。如何掌握商業生態系統中的成員角色「演替」、「進化」，「關鍵者」適時調整與「協助」，以超越傳統行業界限的觀點建構一互補的企業生態系統模式「拉抬」「利基者」、運用自身可提供的資源、知識技術創造的平台，提升產業整體的能力，另外更協助具影響力的「利基者」成長，建構本身為中心的「商業生態次系統」進一步，強化產業全球競爭力。

The aviation industry has been selected as one of the ten major national policy focuses. The world aviation market demand remains strong with stably orders and a tendency to grow. The domestic airline industry is flourishing as well, receiving more orders than they could process. With such a opportune moment, if planned strategically, the airline industry will be able to further enhance its own status within the global supply chain. By applying the concept of a Business Ecosystem(Moore, 1993) in the industry and building alliances based on the idea of co-creating and sharing values, the industry will enable the whole ecosystem growth, and join hands in elevate the industrial levels and overall competitiveness.

This study incorporates the idea of a Business Ecosystem(Moore, 1993) and Unison Decision Analysis Framework. After the Industry 4.0 model is introduced into Taiwan aviation industry, the airlines start to form alliances. By incorporating a Business Ecosystem concept into the current industry strategic planning, the interaction, the basic symbiotic competition and cooperation, and the interdependence between companies within the industry derives and grows through the ecosystem, conditioning each other and forming the environment of coordinating functions and complimenting and harmonious co-existence, so as to increase competitive strength. How to understand the transitions of the roles of players within the business ecosystem, and how the key players can provide timely adjustment and assistance beyond traditional boundaries between industries and establish a complemental business ecosystem model to elevate the platform that market nichers created by using the resources, knowledge, and technologies that key players provided to increase the overall abilities, which in return help the influential market nichers grow and establish their own business sub-ecosystem, which further strengthen the global competitiveness of the industry.

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