G涂料公司并购后内部供应链整合策略研究
发布时间：2018-10-05 20:19
【摘要】：随着世界经济一体化进程的不断深入，世界政治格局的变革和科技的迅速发展，很多跨国企业为了提高自身的竞争优势以及适应快速变化的市场，都会选择通过企业并购来实现全球化的战略资源配置和合作。自20世纪90年代起，越来越多的跨国公司为了快速实现其全球化战略，开始了大规模的跨国并购，掀起了新一轮全球范围内的并购浪潮。 然而，从已有的统计数据显示，企业并购的成功率并不高。企业并购是一个复杂的经济现象，实施过程一般需要经过准备、谈判、内部整合、外部整合等阶段，而并购的失败往往是由于收购方和被收购方在整合管理和资源重新调配过程中产生冲突。从业务需求上看，供应链的整合和协同是企业并购中最为重要的，而内部供应链整合作为避免原有两条供应链各自为政的必要手段，以及外部供应链整合的前提条件，则是企业并购后首要研究解决的核心问题，，也是决定并购能否成功的关键。 本文研究的G涂料公司是一家大型的跨国涂料原材料供应商，在行业和市场上有着重要地位。在经济全球化的大背景下，企业在跨国经营中面临着不断变化的市场需求，激烈的竞争，以及提高产品质量、改善服务、降低成本、缩短交货期等压力。为了支持快速实现本地化生产，完善业务产品线的战略目标，G涂料公司近年来正经历着一系列企业并购活动。最近一次的并购规模较大，对整个业务线、产品线和组织架构都有非常大的影响。由于跨国并购过程中会涉及多方面的整合，包括企业文化同化、业务重组、人员组织结构调整、供应链和营销网络合并等，整合期间的不稳定势必会影响到公司运营的效率，特别是具有由于供应不稳定而造成客户流失的风险。因此，为企业制定适合的内部供应链整合策略在企业并购中显得尤为重要。 本文通过研究相关的企业并购和供应链整合理论，结合G涂料公司自身的经营战略以及针对企业在并购整合期所面临的供应链问题，提出并购后的内部供应链组织结构重组策略，业务流程再造策略，构建产品及客户的分析模型并制定相应的销售预测和产品供需策略等，为企业顺利度过并购整合期，制定长效的供应链管理策略提供理论支持。
[Abstract]:With the deepening of the world economic integration process, the transformation of the world political structure and the rapid development of science and technology, many multinational enterprises in order to improve their competitive advantage and adapt to the rapidly changing market. They will choose to achieve global strategic resource allocation and cooperation through mergers and acquisitions. Since the 1990s, more and more multinational corporations have started large-scale cross-border M & A in order to realize their globalization strategy quickly, and set off a new wave of M & A in the global scope. However, the existing statistics show that the success rate of M & A is not high. M & A is a complex economic phenomenon, and the implementation process usually needs to go through the stages of preparation, negotiation, internal integration, external integration, etc. The failure of M & A is often due to the conflict between the acquirer and the acquirer in the process of integration management and resource reallocation. From the point of view of business demand, the integration and coordination of supply chain is the most important in M & A, while the integration of internal supply chain is the necessary means to avoid the original two supply chains, as well as the precondition of external supply chain integration. It is the core problem after M & A and the key to the success of M A. G coating Company is a large multinational paint raw material supplier, which plays an important role in industry and market. Under the background of economic globalization, enterprises are faced with changing market demand, fierce competition, and the pressure of improving product quality, improving service, reducing cost, shortening delivery time and so on. In order to support the rapid realization of localized production, the strategic goal of perfecting the line of business products is going through a series of M & A activities in recent years. The latest M & A is large and has a great impact on the whole line of business, product line and organizational structure. Due to the integration of various aspects in the process of cross-border mergers and acquisitions, including corporate culture assimilation, business restructuring, personnel organizational structure adjustment, supply chain and marketing network merger, the instability during the integration period will inevitably affect the efficiency of the company's operation. In particular, there is a risk of customer turnover due to supply instability. Therefore, it is very important to establish suitable internal supply chain integration strategy for enterprises. In this paper, by studying the related theories of M & A and supply chain integration, combining with the management strategy of G paint Company and aiming at the supply chain problems faced by enterprises in the period of M & A integration, The organizational structure reengineering strategy, business process reengineering strategy, the analysis model of product and customer, the corresponding sales forecast and product supply and demand strategy are put forward, so that the enterprise can pass the M & A integration period smoothly. Develop long-term supply chain management strategy to provide theoretical support.
【学位授予单位】：上海外国语大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F274;F426.72
本文编号：2254743
[Abstract]:With the deepening of the world economic integration process, the transformation of the world political structure and the rapid development of science and technology, many multinational enterprises in order to improve their competitive advantage and adapt to the rapidly changing market. They will choose to achieve global strategic resource allocation and cooperation through mergers and acquisitions. Since the 1990s, more and more multinational corporations have started large-scale cross-border M & A in order to realize their globalization strategy quickly, and set off a new wave of M & A in the global scope. However, the existing statistics show that the success rate of M & A is not high. M & A is a complex economic phenomenon, and the implementation process usually needs to go through the stages of preparation, negotiation, internal integration, external integration, etc. The failure of M & A is often due to the conflict between the acquirer and the acquirer in the process of integration management and resource reallocation. From the point of view of business demand, the integration and coordination of supply chain is the most important in M & A, while the integration of internal supply chain is the necessary means to avoid the original two supply chains, as well as the precondition of external supply chain integration. It is the core problem after M & A and the key to the success of M A. G coating Company is a large multinational paint raw material supplier, which plays an important role in industry and market. Under the background of economic globalization, enterprises are faced with changing market demand, fierce competition, and the pressure of improving product quality, improving service, reducing cost, shortening delivery time and so on. In order to support the rapid realization of localized production, the strategic goal of perfecting the line of business products is going through a series of M & A activities in recent years. The latest M & A is large and has a great impact on the whole line of business, product line and organizational structure. Due to the integration of various aspects in the process of cross-border mergers and acquisitions, including corporate culture assimilation, business restructuring, personnel organizational structure adjustment, supply chain and marketing network merger, the instability during the integration period will inevitably affect the efficiency of the company's operation. In particular, there is a risk of customer turnover due to supply instability. Therefore, it is very important to establish suitable internal supply chain integration strategy for enterprises. In this paper, by studying the related theories of M & A and supply chain integration, combining with the management strategy of G paint Company and aiming at the supply chain problems faced by enterprises in the period of M & A integration, The organizational structure reengineering strategy, business process reengineering strategy, the analysis model of product and customer, the corresponding sales forecast and product supply and demand strategy are put forward, so that the enterprise can pass the M & A integration period smoothly. Develop long-term supply chain management strategy to provide theoretical support.
【学位授予单位】：上海外国语大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F274;F426.72
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