基于价值链的甘肃省苜蓿企业发展现状研究

发布时间：2018-03-09 12:08

本文选题：甘肃省　切入点：价值链　出处：《兰州大学》2014年硕士论文　论文类型：学位论文

【摘要】：随着我国奶牛养殖业的快速发展,对高品质苜蓿商品的需求量也越来越大,而每年持续增长的进口苜蓿总量以及2008的“三聚氰胺事件”,都直接或间接地反映出我国苜蓿产业发展的滞后。甘肃省一直以来作为全国紫花苜蓿种植面积最大的省份,却始终无法把本省巨大的资源优势转变为经济优势,其症结就就在于没有形成一条完整的集原料供给、生产加工、销售服务于一体的苜蓿产业价值链。而苜蓿企业又是苜蓿产业价值链上最重要的节点,所以本文以甘肃省30家苜蓿企业为研究对象,通过基于企业价值链的因素分析和基于企业价值链的整合分析,详细探讨了甘肃省苜蓿企业的发展现状,并对甘肃省苜蓿企业的未来发展提出了一些建议。所获主要结果如下： 1、甘肃省的苜蓿企业多为中小微型企业,按年销售额进行划分,在本文调查研究的30家苜蓿企业中,年销售额在500万元以上的有19家,占比63.3%,为中型企业；年销售额在50-500万元之间的有8家,占比26.7%,为小型企业；年销售额在50万元以下的有3家,占比10%,为微型企业。 2、甘肃省的苜蓿企业当前能够进行批量生产的苜蓿产品主要有苜蓿草捆、苜蓿草块、苜蓿草颗粒和苜蓿草粉这四种,产品结构单一且附加值含量低,主要原因还在于苜蓿企业的科研能力过于薄弱。在本文调查研究的30家苜蓿企业中,建立有产品技术研发部门的仅有9家,占比30%,研发经费占总销售额比重在8%以上的仅有3家,占比10%。 3、甘肃省大部分苜蓿企业的人才资源仍相当匮乏,普遍缺乏技术方面和管理方面的核心人才,在本文调查研究的30家苜蓿企业中,具有大专以上学历的员工在10人以下的有16家,占比53.3%,间接导致苜蓿企业管理层次的冗余以及管理信息系统的缺乏。 4、甘肃省的苜蓿企业还没有建立起一套比较完整的苜蓿质量分级标准和质量检测体系,所以难以保证苜蓿市场的规范化运作以及苜蓿产品的优质优价,在本文调查研究的30家苜蓿企业中,具有IS09000系列认证的仅有7家,占比23.3%。此外,苜蓿产品质量的参差不齐,也有碍于苜蓿品牌的成功打造,在本文调查研究的30家苜蓿企业中,具有苜蓿品牌的有12家,占比40%。 5、苜蓿企业在经营规模扩大时适当引进价值链管理,根据价值链管理的思想,不断完善质量管理、品牌管理、人才管理、研发管理和组织管理等相关工作。通过价值链管理不断降低苜蓿企业的各项成本,从而使苜蓿企业的产品和服务在市场上具有更强的竞争优势,有利于甘肃省中小型苜蓿企业早日做大做强。
[Abstract]:With the rapid development of dairy cattle industry in China, the demand for high quality alfalfa products is also increasing. However, the increasing amount of alfalfa imports each year and the melamine incident in 2008 reflect directly or indirectly the lag in the development of China's alfalfa industry. Gansu Province has always been the largest alfalfa planting area province in the country. However, it has never been possible to turn the province's huge resource advantage into an economic advantage. The crux of the problem lies in the failure to form a complete supply of raw materials, production and processing. Alfalfa industry value chain, which is integrated with sales and service, and alfalfa enterprise is the most important node in alfalfa industry value chain, so this paper takes 30 alfalfa enterprises in Gansu province as the research object. Through the factor analysis based on the enterprise value chain and the integration analysis based on the enterprise value chain, the development status of alfalfa enterprises in Gansu province is discussed in detail, and some suggestions for the future development of alfalfa enterprises in Gansu province are put forward. The main results are as follows:. 1. The alfalfa enterprises in Gansu Province are mostly small and medium-sized enterprises, which are divided into three groups according to the annual sales volume. Among the 30 alfalfa enterprises investigated in this paper, there are 19 alfalfa enterprises with annual sales of more than 5 million yuan, accounting for 63.33% of which are medium-sized enterprises. Eight of them with annual sales of between 50 and 5 million yuan, accounting for 26.7 percent, are small businesses, while three of them have annual sales of less than 500,000 yuan, accounting for 10 percent of microenterprises. 2. The alfalfa products which can be produced by alfalfa enterprises in Gansu province at present are mainly alfalfa bales, alfalfa blocks, alfalfa grains and alfalfa meal. The product structure is single and the added value content is low. The main reason is that the research ability of alfalfa enterprises is too weak. Of the 30 alfalfa enterprises investigated in this paper, only 9 have established product technology R & D departments. Accounting for 30%, R & D funds accounted for more than 8%% of the total sales of only 3, accounting for 10%. 3. The talent resources of most alfalfa enterprises in Gansu Province are still very scarce, and the core talents in technology and management are generally lacking. In the 30 alfalfa enterprises investigated and studied in this paper, There are 16 employees with college degree or above, accounting for 53.3%, which indirectly leads to the redundancy of management level and the lack of management information system in alfalfa enterprises. 4, the alfalfa enterprises in Gansu province have not established a set of relatively complete alfalfa quality grading standard and quality inspection system, so it is difficult to guarantee the standardized operation of alfalfa market and the high quality and high price of alfalfa products. Of the 30 alfalfa enterprises investigated in this paper, only 7 have IS09000 series certification, accounting for 23.3. in addition, the quality of alfalfa products is uneven, which also hinders the successful establishment of alfalfa brands. In the 30 alfalfa enterprises investigated in this paper, There are 12 alfalfa brands, accounting for 40%. 5. The alfalfa enterprise should introduce the value chain management when the business scale expands. According to the thought of value chain management, the quality management, brand management and talent management should be improved constantly. Through the value chain management, the cost of alfalfa enterprises is continuously reduced, so that the products and services of alfalfa enterprises have a stronger competitive advantage in the market. It is beneficial to small and medium alfalfa enterprises in Gansu province to become bigger and stronger at an early date.
【学位授予单位】：兰州大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F326.12

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