## 5 Discussion
### Management Implications  
This study investigated pathways for traditional manufacturers to enter the aviation manufacturing sector, a high-value-added technology industry. Our methodology consisted of three main steps: identifying 12 key factors from 23 expert-suggested factors, integrating expert opinions using grey numbers and the Aczel-Alsina function, and employing DEMATEL-ISM to analyze factor interactions and hierarchical structure. The results are shown in Table 10 and Figures 2 and 3. According to Table 8, the most important factors by total influence are (\(C_{11}\)) OEM outsourcing policies and regulations and (\(C_{12}\)) aviation manufacturing certification regulations. This reflects the aviation industry's extremely high technological barriers, where traditional manufacturers typically require technology transfer or OEM support for market entry. Since aviation prioritizes safety, countries es  
Figure 3: Hierarchical framework of key influence factors. tablish civil aviation regulations requiring sound certification to verify technological and manufacturing capabilities for consumer acceptance. Aviation manufacturing certification regulations issued by authorities (FAA and EASA) define required certifications for each product/component, establishing qualifications, procedures, and standards. Applicants must define test methods and demonstrate regulatory compliance. These high regulatory thresholds make it difficult for newcomers to complete manufacturing and achieve compliant product functions without OEM-provided information on materials, designs, and test methods. The results indicate that meeting aviation certification requirements is the most critical decision-making factor for new entrants. We recommend that governments establish appropriate verification regulations and organizations while developing aviation industries, providing clear manufacturer guidelines. Companies should enhance technological capabilities and obtain OEM certification to become suppliers. The INRM (Figure 2) demonstrates that \(C_{11}\) and \(C_{12}\) serve as foundational industry entry requirements, substantially influencing all other key factors. These findings align with our expert interview results. To demonstrate the reliability and robustness of our findings, we employed a dual validation approach. First, we conducted an empirical case study of a mid-sized precision machining company located in Taichung. This firm underwent a strategic transformation from traditional mechanical manufacturing to aerospace supply chain integration by securing AS9100 certification, enhancing CNC machining technologies, and implementing comprehensive organizational restructuring. By analyzing the company's transformation pathway through the lens of our identified critical success factors--particularly C\({}_{11}\) (OEM policies) and C\({}_{12}\) (certification mechanisms)--we validated the practical relevance and real-world applicability of our theoretical model. Second, to ensure the stability of our analytical framework, we performed a comprehensive sensitivity analysis by introducing \(\pm\)10% perturbations to the grey number intervals established by our expert panel. The analysis revealed that the hierarchical ranking of pivotal factors, including C\({}_{11}\), C\({}_{12}\), and C\({}_{9}\), remained consistent across all perturbation scenarios. This stability demonstrates that our model maintains its predictive accuracy and reliability even when accounting for reasonable variations in expert judgment, thereby reinforcing confidence in the validity of our research outcomes. Table 10 shows that (\(C_{1}\)) organizational culture and employee quality has the strongest net influence. A company cannot transform without changing its culture. Traditional industries must first change their organizational cultures to succeed. This change requires developing talent and bringing in new people with fresh ideas. Senior management must fully support these changes. These steps are essential for entering high-value industries.