Z公司非智能手机研发外包的风险识别和控制

发布时间：2018-05-23 21:02

本文选题：研发外包 + 风险管理　；参考：《复旦大学》2013年硕士论文

【摘要】：2012年以来手机市场面临非智能手机向ANDROID(安卓)智能手机的转变,需要Z公司及时转型把核心资源集中到ANDROID(安卓)智能手机的研发。而对于非智能手机,这类市场上已经广泛使用的成熟产品,技术也都已经很成熟,Z公司将其定为非核心业务产品,决定采用研发外包的方式来保持一定的市场份额。但由于研发外包模式与原先的自我研发模式有很多不同点,在研发、生产制造、出厂检测、物流等都是在企业外部完成。整个流程包含了很多不确定的因素,这些不确定因素就会给企业带来各种风险。本文研究的目的就是通过采用风险管理的方法,对于外包过程中存在的风险进行识别和控制,从而使得研发外包项目能够顺利实施。通过查阅文献,风险管理一般包括识别、评估、应对、控制四个阶段。在识别阶段,通过采用风险识别依据和工具、方法对风险做了充分的识别。对于识别出来的风险通过判断其综合影响程度来进行风险评估。对于评估出来的每个风险都有应对计划包括应对的责任人、预防计划、时间等,特别是对于识别出来的A类风险(关键风险)作了详细的应对计划说明。最后通过《项目风险清单》等方式来进行风险的监控。通过研究得出,对于Z公司非智能手机的研发外包共计识别出了56个风险。并特别对于其中的A类风险(关键风险)做了重点说明。指出：非智能手机研发外包项目应从市场风险、合作方选择、需求和验收标准、知识产权等方面重点加强风险控制。以及对于技术成熟产品的研发外包而言,外包风险主要集中在项目的论证阶段,这一阶段是需要重点关注的。由于机电类项目的产品运作流程和本项目研究对象基本一致,本文提出的非核心产品研发外包项目运作流程、项目风险识别和评估框架、风险应对、风险监控方法对于机电类产品的研发外包风险识别和控制具有较强的借鉴和参考意义。
[Abstract]:Since 2012, the mobile market has faced a shift from non-smartphone to android (Android) smartphone, which requires Z to focus its core resources on the development of android smartphones in a timely manner. But for the non-smart phone, this kind of mature product that has been widely used in the market, the technology has also been very mature, the company has decided to use the way of R & D outsourcing to maintain a certain market share. However, there are many differences between the R & D outsourcing model and the original self-R & D model. In R & D, manufacturing, factory testing, logistics and so on, all of them are completed outside the enterprise. The whole process contains many uncertain factors, which will bring a variety of risks to the enterprise. The purpose of this paper is to identify and control the risks in the process of outsourcing by adopting the method of risk management, so that the R & D outsourcing project can be carried out smoothly. Through literature review, risk management generally includes four stages: identification, evaluation, response and control. In the stage of identification, the risk identification method is used to fully identify the risk by means of risk identification basis and tools. The identified risk is assessed by judging its comprehensive impact. There is a response plan for each of the risks assessed, including the responsible person, the prevention plan, the time, etc., in particular, a detailed description of the identified category A risk (critical risk). Finally, the project risk list is used to monitor the risk. According to the research, 56 risks have been identified for R & D outsourcing of Z company. And especially for the A type of risk (key risk) to focus on the description. It is pointed out that non-smart phone R & D outsourcing projects should focus on strengthening risk control from aspects of market risk, partner selection, demand and acceptance criteria, intellectual property rights, etc. As for the outsourcing of mature products, the risk of outsourcing is mainly focused on the demonstration stage of the project, which needs to be paid more attention to. Because the product operation process of electromechanical project is basically consistent with the research object of this project, this paper puts forward the operating process of non-core product R & D outsourcing project, project risk identification and evaluation framework, risk response, The risk monitoring method has a strong reference and reference significance for R & D outsourcing risk identification and control of mechanical and electrical products.
【学位授予单位】：复旦大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F426.63

【参考文献】