G钢铁集团重组及转型发展的战略分析

发布时间：2018-01-09 15:08

本文关键词：G钢铁集团重组及转型发展的战略分析　出处：《广东工业大学》2013年硕士论文　论文类型：学位论文

【摘要】：钢铁产业是社会发展和国民经济运行的基础性产业,是一个国家经济发展水平与综合国力发展程度的重要标志,对国防、基础设施建设、造船、汽车制造、机械制造、家电生产等行业有着举足轻重的影响。我国钢铁产业成就巨大,尤其是进入21世纪后,随着消费量的持续增长,以惊人的速度迅猛发展,钢材的品种结构以及质量都在不断优化。但与此同时,产能过剩、产业布局不合理、重复建设、资源浪费的矛盾也逐步凸显出来。在这种情况下,国家不断加大宏观调控力度,按照《钢铁工业“十二五”发展规划》确定的目标,我国钢铁产业将进一步完善结构,落后产能陆续淘汰,产业集中化程度不断提高,产业布局持续调整优化,其中表现之一就是原有的以大型企业为主、中小型企业并存的组织格局将被打破,跨省、跨地区的钢铁企业将实现重组整合,形成更加合理的生产力布局,相当一部分钢铁生产企业必须转型升级。在这一过程中,广东省作为原有的钢铁产业大省,也面临着前所未有的结构调整和转型升级的阵痛。钢铁行业是广东省传统的重要工业之一,在十几年的精心经营运作下,通过兼并重组、以大代小等方式,形成了以G钢铁集团和韶关钢铁厂(以下简称韶钢)等分布于不同地区、产品结构各有侧重的大型企业,尤其是G钢铁集团,拥有曾获多项世界第一的中国第一条薄板坯连铸连轧生产线,曾经是广东最好、历史最悠久的钢厂,以这些大型企业为领军的产业布局、成熟稳定的发展模式持续了比较长的一段时期。但从2000年开始,随着钢铁产能过剩矛盾的不断加剧,在国家宏观调控政策的要求下,广东省最终做出了韶钢和宝钢合作重建湛江钢铁项目、G钢铁集团实施战略转型的选择。本文结合G钢铁集团的实际情况,对该集团重组和转型发展过程中的企业战略进行了调研和分析。在深入调查G钢铁集团重组和转型发展过程中面临问题的基础上,本文以G钢铁集团所处的政治、经济、社会、技术环境,以及内部优势和劣势、外部面临的机会和威胁等因素为基本研究对象,通过综合运用资料查阅法、深度访谈法、调查研究法和归纳分析法、SWOT分析、波特五力模型、PEST分析等研究方法对G钢铁集团企业战略转型的相关问题进行了研究,并提出了G钢铁集团重组和转型发展的战略对策和保障机制。通过调查和分析,发现G钢铁集团存在部分企业受到严重冲击、转型发展债务费用巨大、人员分流安置情况复杂、新旧产业衔接风险较大等多重问题,但同时存续企业仍具备一定的市场竞争基础,有优质的土地资产待盘活,大量设备资产可变现,而且可获得一定的补偿金和无息过渡资金,潜在人员安置的多种途径。本文综合现代企业战略管理理论,针对G钢铁集团在重组和转型发展过程中存在的主要问题,从有序关停产能、盘活资产、科学规划产业体系、组建融资平台、人员分流安置、资金平衡、政策支持等方面提出了G钢铁集团战略转型的具体解决措施。面对日益加剧的企业竞争,及时和科学可行的企业转型战略至关重要。因此,对企业转型战略管理开展研究和探索具有理论和实践的双重意义。希望本文的工作能为G钢铁集团企业战略转型工作起到抛砖引玉的作用。
[Abstract]:The steel industry is the foundation of social development and national economy industry, is an important symbol of a country's economic development level and comprehensive national strength development of national defense, infrastructure construction, shipbuilding, automobile manufacturing, machinery manufacturing, have a decisive influence to the production of home appliances and other industries. The iron and steel industry of China and great achievements, especially after entering twenty-first Century, with continued growth in consumption, with amazing speed rapid development, variety and quality of steel structure has been optimized. But at the same time, excess capacity, industry structure is not reasonable, duplication and waste of resources, contradictions emerge gradually. In this case, the state has increased the macro according to the regulation, "iron and steel industry" 12th Five-Year "development plan > target, China's steel industry will further improve the structure, gradually eliminated backward production capacity, industry concentration degree continuously Improve the industrial layout, continuous adjustment and optimization, which is one of the manifestations of the original to large enterprises, small and medium enterprises coexist organization pattern will be broken, inter provincial, cross regional iron and steel enterprises will realize the reorganization and integration, the formation of a more rational distribution of productive forces, the transformation and upgrading must be quite a part of iron and steel production enterprises.
In this process, Guangdong Province as the iron and steel industry, the original, is also facing structural adjustment and transformation and upgrading of the hitherto unknown pain. The iron and steel industry is an important industry in Guangdong province is one of the traditional, in ten years of careful operation, through mergers and acquisitions, big generation small, formed by G iron and Steel Group and Shaoguan iron and steel factory (hereinafter referred to as Shaoguan) distributed in different regions, the product structure of large enterprises have focused on, especially G iron and Steel Group, has won a number of the world's first Chinese first thin slab casting and rolling production line, Guangdong used to be the best, the oldest mills, with these large enterprises the leader of the industrial layout, the development mode of mature and stable for a long period of time. But from the beginning of 2000, with steel overcapacity contradictions intensified, at the national macro-control policy requirements, Guangzhou The eastern province eventually made Shaoguan Steel and Baosteel Zhanjiang steel project cooperation reconstruction, the choice of strategic transformation implementation of G iron and steel group. Combining with the actual situation of G iron and Steel Group, the Group restructuring and transformation of the development process of enterprise strategy research and analysis.
In the face of a thorough investigation of G iron and Steel Group restructuring and the transformation of the development process based on the problems, this paper G iron and Steel Group in the political, economic, social, environment, and the internal strengths and weaknesses, external opportunities and threats of such factors as the basic research object, through the integrated use of data access method, depth interview method, investigation method and inductive analysis, SWOT analysis, Potter five forces model, PEST analysis and other research methods to study the relevant problems of transformation of G iron and steel group company strategy, and puts forward the strategic countermeasures and safeguard mechanism of G iron and Steel Group restructuring and transformation and development.
Through the investigation and analysis, found that G iron and steel group exists some serious business impact, debt restructuring and development costs are huge, complex personnel shunt placement, cohesion risk and other multiple problems of old and new industries, but also the existence of enterprises still have a certain market foundation, quality of land assets to be invigorated, a lot of equipment and assets. Get some compensation and interest free transition funds, a variety of ways. The potential placement strategy management theory this paper integrated modern enterprise, aiming at the problems existing in G Steel Group restructuring and the transformation of the development process, make an inventory of assets from the orderly shut down production, scientific planning, industrial system, the formation of financing platform, personnel shunt placement, the balance of funds, proposed specific measures to solve the transformation of G iron and steel group strategy, policy support and so on.
Faced with the increasingly fierce competition, timely and scientific and feasible business transformation strategy is essential. Therefore, to carry out research and exploration has both theoretical and practical significance to enterprise strategic management transformation. I hope this work can play a valuable role for G iron and Steel Group Corporation strategic transformation.

【学位授予单位】：广东工业大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F271;F272;F426.31

【参考文献】