항공사의 RPA 도입 비용 최적화에 관한 연구 - 기술, 운용조직, 라이선스 구조를 중심으로 -

Before the fourth industrial revolution, information monopoly on prices had already been collapsed in the aviation industry. Aviation business has become a fully competitive market, and costs and productivity efficiency have become more urgent. As a cost competitive advantage, RPA(Robotic Process Automation) has become a very attractive alternative. RPA has broken the boundaries of white-collar business beyond conventional production facility automation by automatically performing regular, simple and repetitive tasks that humans were performing using software programs or other IT applications that robots were manipulating. Companies scrambled to introduce RPA to focus on improving productivity and maximizing human creativity. The RPA consists of a robot control system, a scenario design device, and a software robot. Among them, the scenario design device implements the business process, implements the scenario as a program code, enters scenes and events in the form of a Graphic User Interface (GUI), and implements the sequence in the form of a WYSIWYG (What you see is what you get). Of these, the program coding method require developers, and there are limitations that companies themselves cannot modify scenarios. Airline and other demand companies have introduced digital transformation through RPA as only new technology. In order to use RPA, the demand company had to pay for maintenance of robot management organizations and robot scenario developers. In addition, it cannot respond quickly to external environmental changes and changes in its policies, as the current business cannot modify the scenario on its own. In addition, the inability of knowledge assetization of outputs to be produced has resulted in the inability to enter into a period license agreement with the supplier to scrap the robot scenario that paid for the separate development costs at the end of the license agreement. In order to enable immediate response to environmental changes from the perspective of the consumer airline, RPA should be introduced and utilized as a simple production tool in the field, such as the MS Office. However, the reality is a provider-driven environment, which is not the case. To address its practical needs, the supplier-centric structure should be revisited from a user’s perspective. First, they should automate their own tasks by using WYSIWYG-style tools. If the fieldwork is able to modify its own business scenarios, separate developers and management organizations will become unnecessary, reducing the burden of overlapping labor costs. In addition, by changing the contract method from a period right to a perpetual right, the analysis output and scenarios created with a separate effort can be assetised. These considerations of introducing RPA from a demand perspective can optimize costs, allowing airlines to gain an edge in cost competitiveness over competitors.