苏州工业园区C跨国公司新产品导入项目管理研究

发布时间：2018-03-22 13:30

本文选题：电子制造服务业　切入点：(EMS)项目管理　出处：《昆明理工大学》2014年硕士论文　论文类型：学位论文

【摘要】：全球经济飞速发展,发达国家通过其跨国公司生产体系的纵向分离,将重心集中在产品的研发、设计和营销等高附加值环节,与此同时将生产制造等低附加值环节转移到发展中国家,从而形成了某一产品不同工序或环节在空间上分布在不同国家或地区的格局,在人类追求工业化和现代化的长期过程中,工业特别是制造业一直是国民经济的支柱产业。以高新技术为特征的电子制造服务业是制造业的代表,制造产业链也越来越依赖于电子制造服务业(EMS)。在大多数国家,技术创新主要发生在工业和制造业；在主要发达国家,其作为强国的标志之一就是拥有世界一流的电子制造服务业(EMS)。从20世纪90年代开始,中国电子制造业依赖在规模和成本上的优势,通过承接全球价值链中的劳动密集型环节产业,参与全球产业分工的程度不断加深,迅速成为全球的制造业大国。近年来,中国制造业保持持续快速增长,增加值年均增长率为12.3%,但是,在目前经济全球化形势下,中国经济发展不仅受到国内因素如资源、灾害、人口等的影响,而且受到世界经济波动和国际金融动荡的冲击。应对如此剧烈而广泛的影响与挑战,临时刺激措施无法奏效,长期的决策应该是提高电子制造业的竞争力,增强综合国力。本文新产品导入项目管理的研究是在上述大背影下,以提高电子制造企业的竞争力为最终目标,通过学习国外先进的现代管理方法-项目管理联系实际,为国内制造企业新产品项目管理提供解决方案。本文以苏州工业园区C跨国公司为研究对象,分五个部分阐述,第一部分绪论,分析了电子服务制造业EMS宏观背景,新产品导入项目管理研究背景,研究意义,对国内外发展状况进行了综述和评价,进而提出了本文的逻辑框架和结构内容。第二部分,相关概念和理论简述。分别阐述了项目管理和新产品导入这两大知识体系,其中项目管理知识体系主要讨论了项目的生命周期,项目管理特性,运用性,优缺点和内容。新产品导入知识体系主要讨论了新产品的界定,特点,新产品导入项目管理模式,过程,组织结构和关键原则。第三部分,具体分析C公司新产品导入项目管理的流程即项目的启动,计划,实施运行,控制和收尾,研究了新产品导入项目管理工程中的关键因素(进度管理,质量管理,成本管理,沟通管理。第四部分主要研究C公司目前新产品导入项目管理关键因素存在的问题和对策(进度管理,成本管理和沟通管理),第五部分研究结论和进一步建议。
[Abstract]:With the rapid development of the global economy, developed countries, through the vertical separation of their multinational companies' production systems, focus on the high value-added links of product development, design and marketing. At the same time, low value-added links, such as production and manufacturing, are transferred to developing countries, thus forming a pattern in which different processes or links of a product are distributed in different countries or regions. In the long process of human pursuit of industrialization and modernization, industry, especially manufacturing industry, has always been the pillar industry of the national economy, and the electronic manufacturing service industry, characterized by high and new technology, is the representative of manufacturing industry. Manufacturing chains are also increasingly dependent on electronic manufacturing services. In most countries, technological innovation takes place mainly in industry and manufacturing; in major developed countries, One of its hallmarks as a powerful nation is the world class electronic manufacturing service industry. Since the 1990s, China's electronics manufacturing industry has relied on its advantages in scale and cost. By accepting the labor-intensive industries in the global value chain and increasing the degree of participation in the global industrial division of labor, China has rapidly become a manufacturing power in the world. In recent years, China's manufacturing industry has maintained a sustained and rapid growth. The annual growth rate of added value is 12.3%. However, under the current situation of economic globalization, China's economic development is not only affected by domestic factors such as resources, disasters, population, etc. And the impact of the world economic fluctuations and international financial turmoil. To deal with such a violent and widespread impact and challenge, temporary stimulus measures can not work, the long-term decision should be to improve the competitiveness of the electronic manufacturing industry and enhance the overall national strength. In this paper, the research of new product introduction project management is to improve the competitiveness of electronic manufacturing enterprises as the ultimate goal, through the study of foreign advanced modern management method-project management to connect with the reality, under the background of the above mentioned large background, the final goal of this paper is to improve the competitiveness of electronic manufacturing enterprises. This paper takes C multinational corporation in Suzhou Industrial Park as the research object, it is described in five parts. The first part is introduction, and analyzes the macro background of EMS in electronic service manufacturing industry. The research background and significance of new product introduction project management are summarized and evaluated, and the logical framework and structure of this paper are put forward. This paper expounds the two knowledge systems of project management and new product introduction, in which the project management knowledge system mainly discusses the life cycle of the project, the characteristics of the project management, the applicability of the project management system, The definition, characteristics, mode, process, organization structure and key principles of new product introduction are discussed. This paper analyzes the process of project management of new product introduction in C Company, that is, starting, planning, implementing, controlling and ending of the project, and studies the key factors (schedule management, quality management, cost management) in the project management of new product introduction. The fourth part mainly studies the problems and countermeasures (schedule management, cost management and communication management) existing in the key factors of C Company's current project management of new product introduction, and the fifth part of the research conclusions and further suggestions.
【学位授予单位】：昆明理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.63;F276.7;F273.2

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