NC物流有限公司发展战略研究
摘要
现代物流业是一个高度集成的行业,涉及到众多领域,提供的是综合性服务,需要合理配置及整合资源。随着全球经济一体化和科学技术的迅猛发展,物流业发展迅速。由于我国的物流业起步较晚,虽然经历了近年的快速发展,整体水平仍较低,目前已全面向外资开放,竞争日趋激烈。如何在复杂多变的环境中应对激烈的竞争、合理配置和整合资源是国内物流企业面临的二大挑战。本文以一个处于转型中的传统国有物流企业为例,在对其现状进行充分调研,并对调研材料进行认真分析的基础上,运用企业战略管理相关理论,结合一些定量与定性的分析方法,系统地研究了该企业的发展战略,力求能对同类企业起到一定的借鉴作用。
全文共分五章。首先,简要介绍国内外物流市场的现状、国内物流市场存在的问题以及物流市场未来的发展趋势,并简要介绍了NC公司的概况及目前存在的主要问题,提出了本文研究背景、思路、方法。其次,阐述了企业战略管理的基本理论,并阐述了我国战略管理运用状况及条件。第三,从经济环境、政策环境、技术环境三方面阐述了企业的外部环境,并进行了行业分析,划分了战略集团。对企业管理状况、组织结构与人力资源、营销、财务状况、企业整体绩效进行了分析,明确企业外部面临的机会和威胁、内部所拥有的优势和劣势。最后,运用SWOT矩阵制定出备选战略方案,并利用定量战略规划矩阵法(QSPM)对备选方案进行评价,从而得出NC公司的发展战略。
本文在研究中运用了理论研究、实证研究、模型研究等方法。理论研究主要有战略理论研究、环境扫描研究等;实证研究主要是以NC公司为例,将这些理论及模型应用其中;模型研究主要有层次分析法(AHP)、内外部要素的协同(EFAS)、内部要素的协同(IFAS)、模糊综合评价法(FCE)等方法模型。
As a highly integrated industry, modern logistics concerns a great many fields, offers comprehensive service and needs rational allocation and reorganization of resources. The logistics industry is boosting as the economy is globalized and science and technology are developing rapidly. China’s logistics, though having been advancing fast for the past few years, is as a whole at a low level due to late start. Currently, the industry is completely open to foreign investment so the competition becomes increasingly fierce. The domestic logistics enterprises face two major challenges, namely how to cope with the dramatic competition and reasonably allocate and restructure resources in a complex and changing environment. The paper takes a traditional state-owned enterprise under transition as an example. It is based on adequate investigation of the enterprise’s current situation and careful study on the materials thus obtained. Utilizing relevant enterprise strategy management theories combined with some quantitative and qualitative analytic methods, the paper systematically studies the development strategy of the enterprise so that enterprises in the same category may learn from it.
Divided into five chapters, the paper first briefly introduces the current situation of logistics markets both at home and abroad, problems existing in domestic logistics market, and the development trends of logistics market. Further more, it offers a summary of NC Company and its major problems at present, and presents the study background, thinking and methodology of the paper. Second, it illustrates the fundamentals of enterprise strategy management, and the situation and conditions of strategy management application in China. Third, it explains the external environment of the enterprise based on economy, policy and technology environments. It carries out industrial analysis and makes division of strategic groups. It analyzes the enterprise management, organization structure, human resources, marketing, finance, and overall performance of the enterprise as well. It also makes clear the external opportunities and threats the enterprise faces and the internal advantages and disadvantages the enterprise possesses.. In the end, the development strategy for NC Company is decided by first working out the alternative strategies through SWOT matrix and then evaluating the foregoing strategies through quantitative strategic planning matrix (QSPM).
The paper adopts methods such as theoretical study, empirical study, model study, etc. Theoretical study mainly includes strategic theory study, environmental scanning study, etc. Empirical study is related to NC Company to which the foregoing theories and models are applied. Model study primarily covers Analytic Hierarchy Process (AHP), External Factor Analysis Summary (EFAS), Internal Factor Analysis Summary (IFAS), Fuzzy Comprehensive Evaluation (FCE), and so forth.
全文共分五章。首先,简要介绍国内外物流市场的现状、国内物流市场存在的问题以及物流市场未来的发展趋势,并简要介绍了NC公司的概况及目前存在的主要问题,提出了本文研究背景、思路、方法。其次,阐述了企业战略管理的基本理论,并阐述了我国战略管理运用状况及条件。第三,从经济环境、政策环境、技术环境三方面阐述了企业的外部环境,并进行了行业分析,划分了战略集团。对企业管理状况、组织结构与人力资源、营销、财务状况、企业整体绩效进行了分析,明确企业外部面临的机会和威胁、内部所拥有的优势和劣势。最后,运用SWOT矩阵制定出备选战略方案,并利用定量战略规划矩阵法(QSPM)对备选方案进行评价,从而得出NC公司的发展战略。
本文在研究中运用了理论研究、实证研究、模型研究等方法。理论研究主要有战略理论研究、环境扫描研究等;实证研究主要是以NC公司为例,将这些理论及模型应用其中;模型研究主要有层次分析法(AHP)、内外部要素的协同(EFAS)、内部要素的协同(IFAS)、模糊综合评价法(FCE)等方法模型。
As a highly integrated industry, modern logistics concerns a great many fields, offers comprehensive service and needs rational allocation and reorganization of resources. The logistics industry is boosting as the economy is globalized and science and technology are developing rapidly. China’s logistics, though having been advancing fast for the past few years, is as a whole at a low level due to late start. Currently, the industry is completely open to foreign investment so the competition becomes increasingly fierce. The domestic logistics enterprises face two major challenges, namely how to cope with the dramatic competition and reasonably allocate and restructure resources in a complex and changing environment. The paper takes a traditional state-owned enterprise under transition as an example. It is based on adequate investigation of the enterprise’s current situation and careful study on the materials thus obtained. Utilizing relevant enterprise strategy management theories combined with some quantitative and qualitative analytic methods, the paper systematically studies the development strategy of the enterprise so that enterprises in the same category may learn from it.
Divided into five chapters, the paper first briefly introduces the current situation of logistics markets both at home and abroad, problems existing in domestic logistics market, and the development trends of logistics market. Further more, it offers a summary of NC Company and its major problems at present, and presents the study background, thinking and methodology of the paper. Second, it illustrates the fundamentals of enterprise strategy management, and the situation and conditions of strategy management application in China. Third, it explains the external environment of the enterprise based on economy, policy and technology environments. It carries out industrial analysis and makes division of strategic groups. It analyzes the enterprise management, organization structure, human resources, marketing, finance, and overall performance of the enterprise as well. It also makes clear the external opportunities and threats the enterprise faces and the internal advantages and disadvantages the enterprise possesses.. In the end, the development strategy for NC Company is decided by first working out the alternative strategies through SWOT matrix and then evaluating the foregoing strategies through quantitative strategic planning matrix (QSPM).
The paper adopts methods such as theoretical study, empirical study, model study, etc. Theoretical study mainly includes strategic theory study, environmental scanning study, etc. Empirical study is related to NC Company to which the foregoing theories and models are applied. Model study primarily covers Analytic Hierarchy Process (AHP), External Factor Analysis Summary (EFAS), Internal Factor Analysis Summary (IFAS), Fuzzy Comprehensive Evaluation (FCE), and so forth.
引文
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[36] 樊为刚,侯丽红,层次分析法的改进,科技情报开发与经济 2005,04
[37] 韦燕燕,模糊综合评判法在企业市场适应能力评价中的应用,工业工程,2005,03
[38] 陈共荣,凌志雄,曾峻,企业效绩的模糊综合评价法,财经问题研究,2004,03
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[43] 张星文,模糊层次分析法在企业财务活动诊断中的应用,工业技术经济,2004,02
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[2] 齐二石,周刚,物流工程,天津:天津大学出版社,2001
[3] 赵黎明,现代企业管理学,天津:天津大学出版社,2005
[4] 许树柏,层次分析原理,天津:天津大学出版社,1988
[5] 王莲芬,许树柏,层次分析法引论,北京:中国人民大学出版社,1990
[6] 中国物流发展蓝皮书编辑部,中国物流发展蓝皮书,北京:中国物流发展蓝皮书编辑部,2003
[7] (美)迈克尔·波特,竞争战略,北京:华夏出版社,2005
[8] (美)托马斯·L·惠伦,J·戴维·亨格,战略管理与企业政策,北京:清华大学出版社,2005
[9] (美)约翰·A·皮尔斯二世,小理查德·B·鲁滨逊,战略管理——制定、实施和控制(第 8 版),北京:中国人民大学出版社,2005
[10] (美)Ronald H.Ballou,企业物流管理——供应链的规划、组织和控制,北京:机械工业出版社,2005
[11] (美)斯蒂芬·P·罗宾斯,管理学(第四版),北京:中国人民大学出版社,2003
[12] (英)理查德·惠廷顿,战略是什么,北京:中国劳动社会保障出版社,2004
[13] (美)弗雷德·R·大卫等,战略管理(第 8 版),北京:清华大学出版社,2003
[14] (美)加里·德斯勒,人力资源管理(第六版),北京:中国人民大学出版社,2004
[15] 中国注册会计师协会,2005 年度注册会计师统一考试辅导教材:财务成本管理,北京:经济科学出版社,2005
[16] (美)罗伯特·卡普兰,平衡记分卡:化战略为行动,广州:广东经济出版社,2004
[17] (美)罗伯特·卡普兰,大卫·诺顿,战略中心型组织:如何利用平衡记分卡使企业在新的商业环境中保持繁荣,北京:人民邮电出版社,2004
[18] 韩伯棠,张平淡,战略管理,北京:高等教育出版社,2004
[19] 刘冀生,企业战略管理(第二版),北京:清华大学出版社,2003
[20] 国家发改委经济运行局,南开大学现代物流研究中心,中国现代物流发展报告(2005 年),北京:机械工业出版社,2005
[21] 丁俊发,中国物流,北京:中国物资出版社,2002
[22] 马士华,供应链管理,北京:机械工业出版社,2002
[23] 伊俊敏,物流工程,北京:电子工业出版社,2005
[24] (德)汉斯·克利斯蒂安·波弗尔,物流前沿:实践、创新、前景,北京:机械工业出版社,2004
[25] 徐文静,物流战略规划与模式,北京:机械工业出版社,2001
[26] (美)彼得·圣吉,第五项修炼,上海:上海三联书店,1994
[27] 王之泰,现代物流管理,北京:中国工人出版社,2001
[28] 蔡临宁,物流系统规划,北京:机械工业出版社,2003
[29] 张锦,物流系统规划,北京:中国铁道出版社,2004
[30] 程国全等,物流设施规划与设计,北京:中国物资出版社,2003
[31] 王又庄,现代企业经济分析,上海:立信会计出版社,2004
[32] 郑泓海,大连中远物流有限公司业务发展战略研究,[硕士学位论文],大连:大连理工大学,2004
[33] 孙家康,中远物流发展战略与规划研究,[硕士学位论文],大连:大连海事大学,2001
[34] 宋长胜,四川宏国际物流有限公司营销战略研究,[硕士学位论文],成都:西南交通大学,2004
[35] 吴国通,高雷阜,层次分析法在选择第三方物流供应商中的应用,科学技术与工程,2005,04
[36] 樊为刚,侯丽红,层次分析法的改进,科技情报开发与经济 2005,04
[37] 韦燕燕,模糊综合评判法在企业市场适应能力评价中的应用,工业工程,2005,03
[38] 陈共荣,凌志雄,曾峻,企业效绩的模糊综合评价法,财经问题研究,2004,03
[39] 李永,胡向红,乔箭,改进的模糊层次分析法,西北大学学报(自然科学版),2005,01
[40] 童艳,王丽,黄晓曼,基于模糊综合评判法的平衡记分卡指标量化分析,内江科技,2005,03
[41] 金颖,平衡记分卡的应用初探,商业会计,2005,24
[42] 蔡宁,胡杨成,基于模糊层次分析法的公共部门绩效评估,技术经济,2005,12
[43] 张星文,模糊层次分析法在企业财务活动诊断中的应用,工业技术经济,2004,02
[44] 刘波,我国物流发展对策,合作经济与科技,2006,04
[45] 张清,陈海峰,对物流发展的思考,合作经济与科技,2006,02 - 65 -
[46] 马玉,施祖美,我国传统物流企业 SWOT 分析和对策研究,物流科技,2004,01
[47] 袁伯友,物流企业转型的战略保障体系,商场现代化,2006.02
[48] 符向东,传统物流企业向第三方物流转化的途径,中国物流流通,2001,17
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