论TCL白电公司内部价值链管理优化

发布时间：2018-10-31 21:16

【摘要】：经过30多年的长足发展，我国家电行业逐渐趋于成熟，一定数量的优秀企业如雨后春笋般地滋润着生长。然而，在取得辉煌业绩的同时，家电行业也存在很多问题，特别是企业内部管理的非价值增值活动变得更为冗长与繁琐。可见，及时矫正企业不合时宜的管理举措，从各管理环节微观角度与整个管理活动宏观两方面入手，加强企业内部的协同效应，有效整合各项战略活动，从而促进企业价值创造的连续性，降低企业成本，增强企业竞争优势。本文鉴于国内外学者理论研究成果的基础上，以TCL白电公司为例，通过考察该企业的管理现状来揭露其内部价值链的运作情况发现，其存在生产过程的非增值作业控制不到位、销售管理内部控制乏力、基于价值链的成本控制环节存在缺陷、薄弱的信息系统难以成为价值链管理的有效技术支撑等问题。鉴于此，本文通过探讨价值链优化的思路、方法和方向，得出相应的优化方案，即改进生产作业中的价值链作业，适当削减与消除生产过程中不必要的业务流程，加强生产订单执行过程中的成本控制，建立健全监督管理机制，加大对生产检验的执行力度；加强销售管理控制力度，细分岗位职责，完善奖惩制度，加强对销售定价的控制力度；严格把控成本，加强对显性与隐性成本的控制力度；完善信息管理系统，，建立价值链管理应用系统以期加强内部控制，升级公司信息管理系统，提高个子模块的耦合度，实现资源及时有效的共享。
[Abstract]:After more than 30 years of rapid development, the household appliance industry in China is gradually maturing, and a certain number of excellent enterprises are springing up to nourish the growth. However, at the same time, there are many problems in the household appliance industry, especially the non-value added activities in the internal management of enterprises become more lengthy and cumbersome. It can be seen that timely correction of the inappropriate management measures of the enterprise, from the micro perspective of each management link and the whole management activities macro two aspects, strengthen the synergy within the enterprise, effectively integrate the various strategic activities, In order to promote the continuity of enterprise value creation, reduce enterprise cost, enhance enterprise competitive advantage. In view of the theoretical research results of domestic and foreign scholars, taking TCL White Power Company as an example, this paper reveals the operation of its internal value chain by reviewing the management status of the company. It is found that the non-value-added operation control of the production process is not in place. The internal control of sales management is weak, the cost control based on the value chain is defective, and the weak information system is difficult to become the effective technical support of the value chain management. In view of this, through discussing the train of thought, method and direction of value chain optimization, this paper comes up with the corresponding optimization scheme, that is, to improve the value chain operation in production operation, to reduce and eliminate unnecessary business process in production process. Strengthen the cost control in the execution of production orders, establish and improve the supervision and management mechanism, and strengthen the execution of production inspection; Strengthen the control of sales management, subdivide the post responsibility, perfect the system of reward and punishment, strengthen the control of the sale pricing, strictly control the cost, strengthen the control of the explicit and implicit cost; Improve the information management system, establish the value chain management application system to strengthen the internal control, upgrade the company information management system, improve the coupling degree of sub-modules, and realize the timely and effective sharing of resources.
【学位授予单位】：湘潭大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F275;F426.6

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