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在90年代的头5年中,世界民航业大衰退,大的发动机制造商为了弥补新发动机销售量的减少而积极转变经营策略,开始扩展其维修、修理和大修(MR＆O)的能力.发动机制造商通过发展综合性的单位飞行小时维修一揽子计划和其他一些新产品供货方式来降低维修价格,以赚取发动机维修的利润.发动机原设备制造商之所以能够在维修业市场大发展,得益于航空公司改变经营方式,即把自修业务转包出去,以集中精力经营其核心业务——航空运输.
In the first five years of the 1990s, the world’s civil aviation industry slumped, and large engine manufacturers actively changed their business strategy to compensate for the reduction in sales of new engines, and began to expand their ability to repair, repair and overhaul (MR&O). The company reduced the maintenance price by developing a comprehensive unit flight hours maintenance package and other new product supply methods to earn profit from engine maintenance. The original equipment manufacturer of the engine was able to make great progress in the maintenance market and benefit from it. When airlines change their operating methods, they subcontract their self-study operations to concentrate their efforts on their core business—air transportation.