A油脂公司绩效管理优化研究

发布时间：2018-06-03 12:02

本文选题：平衡记分卡(BSC) + 关键绩效指标(KPI)　；参考：《中国海洋大学》2014年硕士论文

【摘要】：当前从国内食用油脂行业竞争态势来看，一是行业增长缓慢，对市场份额的争夺激烈，竞争者数量较多，竞争力量大抵相当，而且差异性小；二是食用油脂行业顾客的议价能力及供应商的议价能力在不断提高；三是那些可能进入行业参与竞争的企业不断增加，它们争夺已有的资源和市场份额，导致企业生产成本和销售成本上升，行业内竞争加剧，产品价格下降，行业和企业利润减少；四是满足同样需求从而可以相互替代的产品竞争压力也在不断加大；五是玉米、大豆等国际期货价格与运输的不确定性；六是国家对油脂企业的管控也越来越严格。因此企业如何在低产能利用率、低利润、高竞争、高风险的市场环境中立足，伺机做大做强，一是需要提高企业运营的管理水平，，向管理要绩效。二是建立一套完整的风险管理体系包括层次分明的风险管理团队和科学严谨的风险管理机制，因此企业应该在战略目标引导下，强化内部运营管理尤其是绩效管理体系，充分调动干部和员工的创造性和积极性，在产能、质量、成本、利润、时间、品牌上形成相对优势，生产出消费者满意的产品，在生存的基础上壮大与发展，是油脂企业必须面对的现实。本文正是在这种背景下，首先通过对A油脂公司的绩效管理现状进行大量的调查和分析，找到主要问题及问题产生的主要原因，然后通过优化部门职责与权限划分,调整组织架构、然后通过完善企业薪酬体系、优化管理流程、业务流程和业务单据管理等措施，为优化绩效管理体系做好铺垫，再运用国内外先进的管理理念和工具，如系统动力学、平衡积分卡、供应链、目标管理等，构建科学合理的KPI体系，最后通过PDCA循环的理念及绩效管理相关理论，完善和优化绩效管理体系。本文通过对A油脂公司绩效管理体系的优化研究,以期为快速消费品行业尤其是油脂企业的绩效管理体系改进与提升提供一种新的思路和参考。
[Abstract]:At present, from the domestic edible oil industry competition situation, the first is the slow growth of the industry, fierce competition for market share, the number of competitors is more, the competitive power is probably equal, and the difference is small; Second, the bargaining power of consumers in the edible oil industry and the bargaining power of suppliers are constantly improving; third, the number of enterprises that may enter the industry to participate in competition is constantly increasing, and they compete for existing resources and market share. As a result, the production and sales costs of enterprises have increased, competition in the industry has intensified, product prices have fallen, and industry and enterprise profits have been reduced; fourth, competition pressures for products that can be replaced by each other by meeting the same demand are also increasing; fifth, corn, International futures prices such as soybeans and transportation uncertainty; sixthly, the state of oil and fat enterprises are more and more strict control. Therefore, how to base on the market environment of low capacity utilization, low profit, high competition and high risk, waiting for the opportunity to be bigger and stronger, first, it is necessary to improve the management level of the enterprise operation, and to improve the performance of the management. The second is to establish a complete risk management system, including a well-defined risk management team and a scientific and rigorous risk management mechanism. Therefore, enterprises should strengthen the internal operation management system, especially the performance management system, under the guidance of strategic objectives. Fully mobilize the creativity and enthusiasm of cadres and employees, form a comparative advantage in capacity, quality, cost, profit, time and brand, produce products that are satisfactory to consumers, and expand and develop on the basis of survival. Oil and fat enterprises must face the reality. Under this background, first of all, through a large number of investigations and analysis of the performance management status of A grease company, to find out the main problems and the main causes of the problems, and then to optimize the division of responsibility and authority of the department. Adjust the organizational structure, and then, through perfecting the enterprise compensation system, optimizing the management process, business process and business document management and other measures, to optimize the performance management system, and then use the advanced management concepts and tools at home and abroad, Such as system dynamics, balanced scorecard, supply chain, objective management, etc., to construct a scientific and reasonable KPI system. Finally, through the idea of PDCA cycle and the theory of performance management, improve and optimize the performance management system. This paper studies the optimization of performance management system of A grease company in order to provide a new way of thinking and reference for the improvement and promotion of performance management system in fast moving consumer goods industry, especially in oil and fat enterprises.
【学位授予单位】：中国海洋大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F426.82

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