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论文编号：	10834
作者编号：	2220160415
上传时间：	2018/12/18 21:43:52
中文题目：	电子制造企业搬迁项目进度 电子制造企业搬迁项目进度 电子制造企业搬迁项目进度 电子制造企业搬迁项目进度 管理 研究 —— 以富士康搬迁天津项目为例 以富士康搬迁天津项目为例 以富士康搬迁天津项目为例 以
英文题目：	Research on relocation project management of electronic manufacturing enterprises ——Take Foxconn relocation project in Tianjin as an example
指导老师：	于仲鸣
中文关键字：	：电子制造企业 ，搬迁 ，项
英文关键字：	electronic manufacturing enterprise，relocation project，project progress control
中文摘要：	在上世纪80年代，深圳在“三来一补”的政策导向下实现了经济的快速腾飞，成为了中国经济制度改革的排头兵，但在上世纪90年代，我国开始实行全面的经济政策改革，使得深圳的政策红利逐渐消失，直接影响到以深圳作为生产大基地的富士康，各项经营成本节节升高，在国际经济大环境的影响下，电子制造企业产品利润越来越低，内迁成为以富士康为代表的电子制造企业的新的发展机遇。 由于现代电子制造企业具有生产交期紧，人员流动量大，配套供应链冗长等特点，在搬迁过程中需要一套科学、完善并具有较高实用性的工程项目管理体系和管理工具来应对出现的各种挑战和问题。在当今科学发展下，项目管理逐渐发挥出其愈发重要的地位，进度计划作为项目管理的一部分，也是项目管理工作中的基础内容，其保障了项目的实施进度是有据可依的，对项目的实施发挥着关键性的作用。项目不能如期交付将会给项目相关方带来直接的经济损失，并关乎着各项目相关方的近期和远期的发展，如何利用好各种资源，按照预期时间点完成项目进度，项目进度计划在其中起着贯穿的作用。 本论文从项目背景开始谈起，结合自己实际工作经验确立了本项目的研究方向和实际意义，分析了各种对本项目进度计划会产生影响的现实因素，并建立了对应的应对控制对策和计划，并对自己切身经历过的富士康天津公司搬迁的案例进行分析并论证了项目进度计划的实际可行性，并在最后的结论中对本研究存在的缺陷进行了声明，本论文的创新之处在于建立了电子制造企业异地搬迁的项目进度设计系统，并对其关键环节进行了分析和论证，从而为本领域其他企业异地搬迁项目提供了一些参考资料。
英文摘要：	In the 1980s, Shenzhen achieved rapid economic growth under the policy of "three to one subsidy" and became the leading force in the reform of China's economic system. However, in the 1990s, China began to implement comprehensive economic policy reform, which made Shenzhen's policy dividend gradually disappear and directly affected Shenzhen as a living. Foxconn, which is a big manufacturing base, is experiencing rising operating costs. Under the influence of the international economic environment, the profits of electronic manufacturing enterprises are getting lower and lower. At this time, the mainland government has thrown olive branches at such large manufacturing enterprises. The electronic products manufacturing enterprises represented by Foxconn are standard labor-intensive industries. The advantage of Southeast Asia is obvious only in terms of manpower cost, but as far as the actual individual ability of workers is concerned, Chinese laborers are far superior to other countries in Southeast Asia. The industrial cluster effect formed by the mainland during the years of economic construction is incomparable with other low-cost labor countries and regions. The government in the mainland is retreating. Under the incentive of tax policy and the improvement of investment environment, inward migration has become a new development opportunity for the electronic manufacturing enterprises represented by Foxconn. Because modern electronic manufacturing enterprises have the characteristics of tight production schedule, large flow of personnel and long supply chain, a set of scientific, perfect and practical engineering project management system and management tools are needed to cope with various challenges and problems in the process of relocation. Whether the relocation process is carried out smoothly or not is related to the lifeline of the enterprise. In today's scientific development, project management has gradually played an increasingly important role. As a part of project management, progress plan is also the basic content of project management. It guarantees the implementation progress of the project is reliable and plays a key role in the implementation of the project. If the project can not be delivered on schedule, it will bring direct economic losses to the project stakeholders, and it is related to the short-term and long-term development of the project stakeholders. How to make good use of various resources to complete the project schedule according to the expected time point, the project schedule plan plays a penetrating role. Starting from the background of the project, this paper establishes the direction and practical significance of the project based on my own practical work experience, analyzes various realistic factors that will affect the project schedule, and establishes corresponding control countermeasures and plans, and relocates Foxconn Tianjin Company which I have experienced personally. The case of relocation is analyzed and the practical feasibility of the project schedule is demonstrated, and the defects of this study are stated in the final conclusion. The innovation of this paper lies in the establishment of the project schedule design system for relocation of electronic manufacturing enterprises, and the analysis and demonstration of its key links. It provides some reference materials for other enterprises relocation projects in other fields.
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