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论文编号：	11180
作者编号：	2320170316
上传时间：	2019/12/8 21:04:54
中文题目：	石化企业ZS公司业务连续性管理的问题分析及体系构建研究
英文题目：	Problem Analysis and System Building of Business Continuity Management in ZS Petrochemical Company
指导老师：	梁峰
中文关键字：	业务连续性管理；风险分析；风险评估；业务中断；业务恢复
英文关键字：	Business continuity management; Risk analysis; Risk assessment; Business interruption; Business recovery
中文摘要：	随着全球经济体制和其经济形势的不断发展和变化，任何事件，无论大小，自然的、意外的或蓄意的，都可能会使组织的运营及其交付产品和服务的能力发生严重的中断。只有在各种环境下都有能力保持连续运营，才能实现成功的企业运营管理。自从上个世纪70年代末计算机系统开始得到广泛应用以来，专业的灾难恢复服务崭露头角，并逐渐地演变为成熟的业务连续性管理。尤其是在“9.11”恐怖袭击事件发生以后，业务连续性管理开始逐渐地得到更多国家和组织的关注，越来越多的国家开始要求企业建立业务连续性管理体系。随着我国对外开放的交流合作日益增加，特别是“一带一路”这个宏伟的发展战略为企业带来了更多国际合作的机会，国内企业应积极建立业务连续性管理体系，提升业务连续能力，增强对外合作机会和优势，实现长足发展。 同其他灾难管理一样，业务连续性管理也是按照事件发生前、过程中、发生后这样的时间顺序，在不同阶段进行响应。业务连续性管理经过近30年的发展历程，建立了国际标准，形成了相应的管理理论，包括本文提到的由国际灾难协会提出的业务连续规划生命周期方法论、业务持续协会提出的业务连续性六阶管理方法论，以及得到国际业务连续性管理权威组织认可的、有专业指导水平的、完整的业务连续性管理知识体系——业务连续性管理国际实施程序，都为各个组织实施业务连续性管理提供了必要的技术支持。 ZS公司作为一家中外合资的大型石油化工公司，同国内多数石化企业一样，业务连续性管理未能得到应有的重视。但是在一些原料断供、非计划停车等破坏性事件不断发生以后，企业的连续性运营能力面临着严峻的挑战，管理层意识到仅仅依靠安全理念、风险管理并不能及时高效地恢复主营业务的运行。必须建立有效的业务连续性管理体系，才能切实提升ZS公司应对灾难的能力，快速恢复中断业务，并将由于业务中断发生的损失降到最低。鉴于应急管理、危机管理及风险管理与业务连续性管理都是为了避免风险发生、降低损失的管理手段，文中对ZS公司现有的风险管理体系、应急管理体系与危机管理体系同业务连续性管理进行了评估比对，分析了业务连续性管理的不同与必要之处。 因此，本文基于对ZS公司业务连续性管理现状，及分析存在问题的基础上，将业务连续规划生命周期方法论做为理论参考，开展了ZS公司业务连续性管理体系的构建。首先，成立相关组织机构，确保项目得到公司高层的支持；设置执行小组，依据德尔菲法做具体的打分及评比工作，保证数据的合理。然后，按照风险分析与评估、业务影响分析、确定业务连续性策略、编制业务连续性计划、演练与测试五个主要实施步骤构建ZS公司业务连续性管理体系。同时，在实施过程中注意紧密结合ZS公司实际和企业文化，按照PDCA闭环管理过程方法进行建立、实施、检查及改进，以持续改进ZS公司的业务连续性管理体系的有效性，满足相关方提出的需求，实现体系全生命周期的动态管理。 ZS公司在建立和实施该管理系统后，公司业务连续性管理意识得到了提升，主要业务的连续性能力得到了保证。比如，主要供应商按要求对供应ZS公司的产品链开展业务连续性管理，上游供应链业务连续性增强；基于“互惠/合作协议”策略，在区域内建立常用、通用备品备件共享机制，减少库存资金占压的同时，实现了区域内的资源共享，系统性的提升了ZS公司生产运营业务连续性。同时，在现有ZS公司风险管理系统中增设了业务恢复团队的职能，负责组织实施业务连续性计划的各种活动，提升了ZS公司对抗风险的能力与韧性。ZS公司开展了系列保障业务连续性管理体系实施的具体措施。如对IT系统实施全流程改进，建设主、备数据中心，实现同城容灾等。并定期开展评审及演练来检查该系统的适用性和有效性，及时整改，并将整改情况纳入到ZS公司的绩效管理。持续做好培训与胜任力评价等工作来保障业务连续性管理体系的有效性。 需要说明的是，该体系不应仅仅作为应对灾难、提高企业的连续运营能力的一种工具，更是组织用来改善管理、承担社会责任的一个指导原则。石油化工企业实现安全稳定的连续运营，对于维持市场供需平衡、提高服务社会的能力有着重要而长远的战略意义。更加证实了业务连续性管理在石油化工类企业开展的必要性。 本文旨在通过研究如何建立一套结合石油化工行业自身特点的业务连续性管理体系，对有计划开展和实施业务连续性管理的石化企业提供一些可供参考的建议、方法和实践经验。以期助力业务连续性管理在石化企业的广泛应用和实施，从而提高石化行业安全生产以及可持续发展的能力。
英文摘要：	As the global economic system and its economic situation continue to evolve and change, any event, large or small, natural, accidental or deliberate, can cause serious disruption to the organization's operations and its ability to deliver products and services. Only by being able to maintain continuous operation in various environments can have successful enterprise operation and management be realized. Since computer systems began to be widely used in the late 1970s, professional disaster recovery services have emerged and gradually evolved into mature business continuity management. In addition, after the 9/11 incident, more and more countries have realized the importance of implementing business continuity management. Many countries with rapid economic development take business continuity management as the basic requirement for enterprises to conduct business and provide services. With the increasing exchanges and cooperation of China's opening up, especially the grand development strategy of " Belt and Road", which brings more opportunities for international cooperation for enterprises, domestic enterprises should actively establish a business continuity management system, enhance business continuity ability, enhance opportunities and advantages for foreign cooperation, and realize long-term development. As other disaster management, business continuity management responds at different stages in a chronological sequence before, during, and after an event. After nearly 30 years of development, international standards have been established, and corresponding management theories have been formed. Like what has been mentioned in this thesis, the mythology of Business Continuity Planning Lifecycle, 6-period of business continuity management and the Professional Practices for Business Continuity Practice, all of these provide a necessary technical support for the implementation. ZS company as a large Sino-foreign joint venture petrochemical company, is same as other similar enterprises, business continuity management has not received due attention. However, in the event of some material supply failure, unplanned shutdown and other destructive events, the capability of continuous operation is facing a strict challenge, the operation of the main business cannot be resumed timely and effectively only by relying on the safety concept and risk management. It’s necessary to build a valid BCM system to enhance the disaster- resistance capability of ZS company, and minimize the loss due to the business interruption. In view of the emergency management, crisis management and risk management and business continuity management is in order to avoid risk, to reduce the loss of management, ZS company's existing risk management system, emergency management system and crisis management system were evaluated compared with business continuity management, to analysis the different of business continuity management and necessary. Therefore, based on the status quo of business continuity management of ZS company and the analysis of existing problems, this paper takes the business continuity planning life cycle methodology as a theoretical reference to build the business continuity management system of ZS company. First, establish relevant organizations to ensure that the project is supported by the senior management of the company; Set up an executive team to do specific grading and evaluation according to Delphi method to ensure reasonable data. Then, according to the risk analysis and assessment, business impact analysis, determine business continuity strategy, prepare business continuity plan, exercise and test five main implementation steps to build ZS company business continuity management system. At the same time, in the implementation process, pay attention to the close combination of ZS company's actual situation and corporate culture, according to PDCA closed-loop management process method to establish, implement, check and improve, in order to continuously improve the effectiveness of ZS company's business continuity management system, meet the needs of the relevant parties, and realize the dynamic management of the entire life cycle of the system. After the establishment and implementation of the management system, ZS company's business continuity management awareness has been improved, and the continuity ability of its main business has been guaranteed. For example, major suppliers carry out business continuity management for product chains of ZS company as required, and the business continuity of upstream supply chain is enhanced. Based on the strategy of "mutual benefit/cooperation agreement", common and universal spare parts sharing mechanism is established in the region, which can reduce the pressure of stock capital and realize the resource sharing in the region, and systematically improve the continuity of production and operation business of ZS company. At the same time, the function of business recovery team was added into the existing risk management system of ZS company to be responsible for organizing and implementing various activities of business continuity plan, which improved the ability and resilience of ZS company against risks. ZS company has carried out a series of guarantee business continuity management system implementation of specific measures. Such as the IT system to implement the whole process improvement, the construction of master and standby data center, the realization of disaster recovery in the city. And regularly carry out review and exercise to check the applicability and effectiveness of the system, timely rectification, and the rectification into the performance management of ZS company. Continue to do a good job in training and competency evaluation to ensure the effectiveness of the business continuity management system. It should be noted that this system should not only be used as a tool to cope with disasters and improve the continuous operation ability of enterprises, but also as a guiding principle for organizations to improve management and assume social responsibility. To realize safe and stable continuous operation of petrochemical enterprises is of important and long-term strategic significance for maintaining the balance of market supply and demand and improving the ability to serve the society. It further proves the necessity of business continuity management in petrochemical enterprises. It is expected to facilitate the wide application and implementation of business continuity management in petrochemical enterprises so as to improve the safety production and sustainable supply of products in the petrochemical industry.
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