太原重工油膜轴承业务经营战略研究

发布时间：2018-01-09 04:12

本文关键词：太原重工油膜轴承业务经营战略研究　出处：《兰州交通大学》2015年硕士论文　论文类型：学位论文

【摘要】：太原重工作为国有大型企业是我国重型机械行业的第一家上市公司,被誉为“国之瑰宝”和“国民经济的开路先锋”。公司主要产品有起重设备、轧钢设备、锻压设备、挖掘设备、焦炉设备、煤化工设备、风力发电设备、油膜轴承、齿轮传动、铁路轮轴、铸锻件等,其中,太原重工的TZ牌油膜轴承是具有自主知识产权的拳头产品,对于结束我国轧机油膜轴承依赖进口的历史、促进世界冶金业均衡发展具有重要意义。虽然TZ牌油膜轴承是在美国技术的基础上进行自主创新的,但这也为其国际化提供了便利。太原重工在2000年对自己进行大规模的技术改造后已经成为全球最大的油膜轴承制造商,其在国内的市场占有率已经超过了80%。伴随着复杂多变的国际经济形势和经济增速放缓的国内经济形势,我国的钢铁市场逐渐疲软,与钢铁企业业绩息息相关的太原重工也深受影响。在国内市场上,虽然全国有79家钢厂的154条轧机生产线使用油膜轴承,但是随着国内钢铁产能的逐渐过剩,靠投资拉动的新项目已经不可能开工建设,预计这种情况在五年内将不会有所转变;此外,摩根公司、达涅利公司、西马克公司已经在国内投资建厂,新产品将会对太原重工的市场占有率和价格造成较大冲击。在国际市场上,虽然太原重工的轧机油膜轴承能够出口到十五个国家和地区,但是在出口过程中也面临着国外厂商的专利壁垒,目前太原重工只有借助中间商的力量才能获取有限的油膜轴承备件订货。论文首先对目前国内外油膜轴承技术的发展现状进行了梳理,并对相关战略分析工具进行了介绍;然后,运用PEST分析模型和波特五力竞争模型分别对太原重工油膜轴承业务的宏观环境和产业环境进行了分析;其次,在介绍了太原重工发展历程的基础上,对其财务能力、营销能力、组织管理能力和生产管理能力进行了分析,并结合外部环境中的机会和威胁、太原重工自身的优势和劣势建立了SWOT矩阵;再次,论文提出了太原重工应当选择的经营战略:在总体战略层面,太原重工应当组建战略联盟,进入新兴的国际市场;在竞争战略层面,太原重工应当选择成本领先战略和服务差异化战略;在职能战略层面,太原重工应当重新进行市场定位、构建合理的人力资源计划、降低融资成本。最后,在战略实施过程中,太原重工应当建立扁平化的组织结构、重塑与国际化经营战略相适应的企业文化。
[Abstract]:Taiyuan heavy Industry, as a large state-owned enterprise, is the first listed company in the heavy machinery industry of our country. It is praised as "the treasure of the country" and "the pioneer of the national economy". The main products of the company are lifting equipment and rolling equipment. Forging equipment, excavating equipment, coke oven equipment, coal chemical equipment, wind power equipment, oil film bearing, gear transmission, railway axle, casting forging, etc. The TZ oil film bearing of Taiyuan heavy Industry is the leading product with independent intellectual property rights, which ends the history of imported rolling mill oil film bearings in China. It is important to promote the balanced development of the world metallurgical industry, although TZ oil film bearings are based on American technology for independent innovation. But this has also facilitated its internationalization. Taiyuan heavy Industries has become the world's largest manufacturer of oil-film bearings since its massive technological transformation in 2000. Its market share in the domestic market has exceeded 80%. With the complex and changeable international economic situation and the domestic economic situation of slowing economic growth, the steel market of our country is gradually weakening. Taiyuan heavy Industries, which is closely linked to the performance of iron and steel enterprises, is also deeply affected. In the domestic market, though there are 154 rolling mill lines in 79 steel mills across the country, oil film bearings are used. But with the gradual overcapacity of domestic steel, investment-led new projects are no longer possible to start construction, this situation is not expected to change in five years; In addition, Morgan, Danieri and Seimak have invested in building factories at home. The new products will have a strong impact on Taiyuan heavy Industries' market share and prices. Although Taiyuan heavy Industries rolling mill oil film bearings can be exported to 15 countries and regions, but in the export process also faces the patent barriers of foreign manufacturers. At present, Taiyuan heavy Industry can only obtain limited oil film bearing spare parts order with the help of middlemen. Firstly, the development status of oil film bearing technology at home and abroad is combed in this paper. And related strategic analysis tools are introduced; Then, the macro environment and industrial environment of oil film bearing business of Taiyuan heavy industry are analyzed by using PEST analysis model and Porter's five-force competition model. Secondly, on the basis of introducing the development course of Taiyuan heavy Industry, it analyzes its financial ability, marketing ability, organization management ability and production management ability, and combines the opportunities and threats in the external environment. The SWOT matrix is established by Taiyuan heavy Industry's own advantages and disadvantages. Thirdly, the paper puts forward the management strategy that Taiyuan heavy Industry should choose: at the overall strategic level, Taiyuan heavy Industry should set up strategic alliance to enter the emerging international market; At the level of competition strategy, Taiyuan heavy Industry should choose cost leading strategy and service differentiation strategy. At the functional strategic level, Taiyuan heavy Industry should re-market positioning, build a reasonable human resources plan, reduce financing costs. Finally, in the implementation of the strategy. Taiyuan heavy Industry should establish a flat organizational structure and reshape the corporate culture suitable to the international management strategy.
【学位授予单位】：兰州交通大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F426.4

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