Page 24 - 捷運技術 第31期

14 ! "#$%&'()*+,-.

A Review of the Management and Strategy of

MRT Project Technical Consultancy Service

Roger Liu Agfa Hsu

Abstract

Technical service is a subset of knowledge economy. In the “knowledge society”of the
future, knowledge is the source of opportunities and competitive advantage of an organization. This
article discusses the relationships between the knowledge economy and the management of
technical service. Michael Porter’s five-force model is used to analyze the competitive advantage of
DORTS, as well as the short, medium and long term development goals of consultancy service. In

order to effectively promote the service performance of the organization, DORTS’ many years of
hands-on experience in the construction of MRT systems can be collated to establish its knowledge
base. Through the integration of core expertise, tangible and intangible knowledge assets of the
organization can be structured.
Expertise in the MRT system is an indicator of the core competencies of DORTS. This
involves basic route planning, network planning, feasibility studies, quality management of MRT
project materials, civil work planning, depot planning, construction of bored tunnel trackwork,
planning of electrical and mechanical systems, design reviews of electrical and mechanical systems,
joint development planning, and the analysis of development potentials and benefits. These
competencies are the main drivers of development of MRT expertise, and are the competitive
advantage through which a leadership position is maintained and innovated. Short, medium and
long term goals are identified for the development of technical consultancy services. In the short

term, DORTS has been involved in the Kaohsiung MRT project in the capacity as a electrical and
mechanical system design-review consultant. In addition to providing expertise for the Kaohsiung
MRT project, it is also hoped that through sharing Taipei s MRT experiences, the system will

achieve a higher the level of public transportation service driven by customer satisfaction and
quality. In the medium to long term , DORTS will be actively involved in bidding for domestic and
foreign MRT project consultancy services in the Chinese-language market. To this end,
organizational functions need to be adjusted, and a knowledge and technical information base
established through team work to realize high performance. For the consultancy service to grow
and develop, functional models of European, American and Japanese MRT consultancy firms were
studied. This calls for an expansion of domestic and foreign consultancy and training services, the
establishment of a technical information network and cultivating employees in new concepts and
new expertise, so as to promote the consultancy service and perpetual development of DORTS in
the knowledge economy.

Keywords core competency, technical consultancy service