目前全球汽車車輛總數已突破10億輛，台灣地區也隨著汽車的全國普及，大幅增加汽車代檢業的持續成長，每年汽車定期檢驗的總驗車次數已超過千萬輛次；雖然汽車代檢業的設立、監督、評鑑、稽核、處分均已相當有制度和嚴格，但還是有相當多的業者投入此產業，因此造成全國檢驗線的數量供過於求。
本研究的重點是探討汽車代檢業能發揮最佳之檢驗效能，以確保車輛之公共行車安全之外，並參考策略管理相關理論為基礎，再依據個案公司外部環境與內部資源分析（VRIO架構），歸納出個案公司目前在整體環境中可採行的策略管理模式，更能因應監理機關的督導考核制度，以及整合關係企業維持長期競爭優勢。
綜合研究結果：個案公司不應再單打獨鬥，可以合併與收購，確保生存；另外，也可以策略聯盟的合作關係，善用機會與避開威脅來創造價值。做為業者必須提升服務品質與顧客滿意度之品質要求，本研究期望有助於業者創造合理的獲利空間，並能授權員工和支持團隊合作成為持續性競爭優勢的來源。

In 2011, Ward's Auto, an automotive trade journal, reported that the world vehicle population had risen to over 1 billion units for the first time ever. Last year, according to OICA's survey, the annual vehicles sales in the world reached 88 million units. Meanwhile, the population of automobiles in Taiwan surpassed 7.55 million, and at a rough estimate, the number of automobiles submitted for regular inspections yearly exceeded over 10 million. The rapid expansion of the automobile inspection industry gave rise to a soaring number of private inspection stations (hereinafter called the "Contractors"). Many of them who were attracted by low capital requirement of entry and modest profit margins entered into this market one after another, despite the fact that Taiwanese government's Motor Vehicles Office (MVO) has strict and rigid regulations for contractors in terms of their certification, observation, supervision, auditing, and violation. Over time, the industry overcapacity problem has caused many inspection lines to idle nationwide.
This research references some well-known strategic management theories and puts emphasis on the discussion about one automobile inspection contractor's strategic position with respect to its external environment and internal resources and competences. The purpose of the study is to advise what strategies this company may pursue in order not only to comply with MVO's regulations but also to sustain competitive advantage in the long run.
In conclusion, it is advisable that the company recognize that going it alone is not a feasible strategy any more. It should use its internal strengths to take advantage of opportunities and to avoid threats in the directions of developing strategies. Then, for the means by which above strategic directions can be pursued, the company should merge or acquire its competitors, or form strategic alliances with them to increase its company value. In addition, it should continue differentiating from the competitors based on value-added service, quality, and high customer satisfaction. It is expected that this study may help the company find new profit zones and enhance the collaboration between the supporting team and staffs so as to achieve sustainable competitiveness in the near future.

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