攀钢集团江油长城特殊钢有限公司发展战略研究

发布时间：2018-05-19 07:37

本文选题：战略管理 + 发展战略　；参考：《西南交通大学》2015年硕士论文

【摘要】：钢铁产业不仅是资源能源密集型产业,更是资本技术密集型产业,作为一个国家实现工业化的支撑产业,为实现进一步深入发展我国工业化,无论是资源还是资本或是技术都需要进一步提升。近几年我国国民经济经历了快速增长,钢铁工业也迎来黄金增长期。相较于普通钢铁来说,特殊钢铁领域的技术门槛更高,产业更为集中。除此之外,特殊钢材料寿命更长,更加节能环保的特性使其成为钢材行业发展的新前景。然而我国的普钢企业数量较多,在这种背景下均面临转型升级的问题,出现很多钢铁企业的兼并收购,重组进程较快,普钢企业向特殊钢转型升级,出现产能过剩,并且特殊钢材领域内企业生产制造水平良莠不齐,特钢企业竞争加剧,保持竞争优势,进而转型升级是大部分特钢企业的首要发展战略考虑。作为生产特殊钢产品的攀钢集团长特公司,企业发展历史悠久,在有一定资本技术积累的同时也存在许多历史带来的弊病,公司运营管理体制僵化,内部组织层级冗杂,在近几年不断出现的中小型民营企业的竞争下,经营状况每况愈下,虽然管理层有心改变局面,但效果微弱,人才流失仍较为严重。在这种情况下,进行公司新一轮的竞争与战略选择与实施显得尤为重要。本文通过PEST模型与五力模型对攀钢长特公司的外部环境进行分析,并借助EFE矩阵量化公司的外部环境评价；接着对公司的生产能力、技术能力以及盈利能力进行了分析并借助IFE矩阵量化得出公司内部资源的状况；随后使用SWOT分析,并借助大战略矩阵模型得出公司应该进行生产方面的重新设计以降低能耗,减少成本,在与竞争对手的战略中应实施成本领先和差异化战略。通过QSPM矩阵对公司的稳定型与发展战略进行了量化比较,最后发现现阶段公司应实施稳定型战略,通过发挥公司自身技术、品牌等优势,降低生产成本,有针对性的开发新产品,增加产品竞争力,在稳固现有市场的情况下,积蓄力量待公司度过难关,开拓更大的市场。
[Abstract]:The iron and steel industry is not only a resource-energy intensive industry, but also a capital-technology-intensive industry. As a supporting industry for a country to realize industrialization, in order to realize the further development of China's industrialization, Both resources, capital and technology need to be further improved. In recent years, China's national economy has experienced rapid growth, the iron and steel industry also ushered in the golden growth period. Compared with ordinary iron and steel, the technical threshold of the special steel field is higher and the industry is more concentrated. In addition, special steel material has longer life and more energy saving and environmental protection, which makes it a new prospect of steel industry. However, there are many ordinary steel enterprises in our country. Under this background, many steel enterprises are facing the problem of transformation and upgrading. There are many steel enterprises merger and acquisition, and the process of reorganization is relatively fast, and the ordinary steel enterprises transform and upgrade to special steel, and there is overcapacity. Moreover, the production and manufacturing level of special steel enterprises are mixed, the competition of special steel enterprises is intensified, the competitive advantage is maintained, and the transformation and upgrading is the primary development strategy consideration of most special steel enterprises. As the production of special steel products, Changte Company of Panzhihua Iron and Steel Group has a long history of development. While there is a certain amount of capital and technology accumulation, there are many drawbacks brought about by history, the company's operation and management system is rigid, and the internal organization levels are jumbled. In recent years, under the competition of small and medium-sized private enterprises, the management situation is getting worse and worse. Although the management wants to change the situation, the effect is weak, and the brain drain is still serious. In this case, the company's new round of competition and strategic choice and implementation is particularly important. This paper analyzes the external environment of Panzhihua Iron and Steel Co., Ltd through PEST model and five force model, and quantifies the external environment evaluation of Panzhihua Iron and Steel Company with the help of EFE matrix. The technical capability and profitability are analyzed and quantified by IFE matrix to get the status of the internal resources of the company. Then the SWOT analysis is used and the large strategic matrix model is used to conclude that the company should redesign its production to reduce energy consumption. Reduce costs and implement cost leadership and differentiation strategies with competitors. Through the quantitative comparison of the stable type and the development strategy of the company through the QSPM matrix, it is finally found that the company should implement the stable strategy at the present stage, and reduce the production cost by taking advantage of the company's own technology and brand, etc. Development of new products, increase product competitiveness, in the case of the existing market, savings of strength to wait for the company to tide over the difficulties, open up a larger market.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F426.31

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