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论文编号：	1446
作者编号：	2220070804
上传时间：	2010/1/19 9:02:48
中文题目：	中国联合水泥集团有限公司发展战略研究
英文题目：	中国联合水泥集团有限公司发展战略研究
指导老师：	薛有志
中文关键字：	中国联合水泥集团 发展战略 联合重组 管理整合
英文关键字：	China United Cement Group Development Strategy
中文摘要：	水泥工业一直是在我国经济建设中占有重要地位的基础原材料产业，改革开放以来，随着国民经济的高速发展，我国的水泥工业取得了令世界瞩目的成就。面对行业的重要发展机遇，大型水泥产业集团应运而生，企业并购浪潮风起云涌。中国联合水泥集团有限公司通过联合、重组、技改、建设等发展方式，从成立之初仅有一家年产130万吨的水泥企业，迅速成长为跨越山东、江苏、河南、河北、安徽、四川等省，拥有代表世界先进水平的日产10000吨级和多条代表国内先进水平的日产6000吨级、日产5000吨级新型干法水泥生产线，30余家分、子公司的大型水泥企业。 本文着眼于我国水泥行业的发展，结合中国联合水泥的发展特点及存在问题，对新形势下企业的发展和策略进行探讨，通过对行业现状和业内重点企业的分析，进一步明确本企业的行业定位和发展方向；通过对财务指标的分析和对比，明确企业运营中存在的主要问题和改进思路。结合中国联合水泥快速发展的成功案例，在对中国联合水泥目前的现状、内外部环境及竞争对手进行了详尽的分析的基础上，结合企业并购、产业结构和产业部布局等产业经济理论，确定与本研究有关的方法和理论依据，本研究旨在为中国联合水泥的运营和发展提供参考和借鉴,着重对中国联合水泥的优劣和机遇进行对比，从而明确了中国联合水泥的行业定位和战略选择，提出了中国联合水泥的战略目标、发展区域及实施方案，并针对中国联合水泥在运行中存在的问题，提供了对策和解决方案。 通过对整个研究的分析总结，明确了本文的研究结论。形成结论如下： 1中国联合水泥在的发展速度和产能规模处于领先地位，未来发展面临对手的激烈竞争，面对发展机遇存有一定的竞争优势。 2中国联合水泥由于发展模式的特殊性，企业素质参差不齐、产能布局不均衡，企业运营效率和先进企业有差距，需进行管理整合。 3中国联合水泥在品牌、资金、技术、理念等方面具有优势，可以支持企业通过联合重组，抓住机遇开拓新市场。 4避免恶性竞争，建立大型企业集团的区域联盟，实现竞合共赢，促进行业的和谐发展。 2009年－2010年是中国联合水泥快速发展的关键，中国联合水泥将以央企的有利地位，抓住行业整合的有利机遇，做中国水泥行业的整合者和引领者。2010年中国联合水泥通过联合重组及新建（扩建）项目，将达到年产水泥10000万吨的产能规模。2015年将达到年产15000万吨的产能规模，实现2010年中国联合水泥跻身国内水泥集团前二强，并为2015年迈入国际化水泥公司的目标奠定坚实基础。 本文的研究形成以下结论：中国联合水泥的发展速度和产能规模处于领先地位，在品牌、资金、技术、理念等方面具有优势，未来的发展应加强区域联盟、联合重组、管理整合。
英文摘要：	Cement industry has occupied an important position in the basic raw materials industries in our economic development. Since the reform and opening up, China's cement industry has made the remarkable achievements along with the rapid development of the national economy. Facing the important development opportunity of the cement industry, large-scale cement groups came into being. A large number of mergers and acquisitions among enterprises began to appear. Through ways of combination, regroup, technological upgrading and construction, China United Cement Group Co., Ltd. which was a company with an annual output of only 1.3 million tons, has become a large cement corporation with the word's most advanced new-dry-process cement production line of daily output 10,000t and many domestic advanced new-dry-process cement production line of daily output 6,000t or 5,000t. So far, China United Cement has more than 30 subsidiaries which distribute in the Shandong, Jiangsu, Henan, Hebei, Anhui and Sichuan province. This article focuses on the development of China's cement industry, combines the development characteristics and existing problems of China United Cement and explores development and strategy of enterprise under the new situation. With the rapid development of China United Cement success stories as a case-study, based on detailed analysis of the status quo of China United Cement, internal and external environments and competitors, combining industrial economic theories such as the mergers and acquisitions, industrial structure and industrial layout, the methods and theoretical basis related to this study are determined. This study is designed as a reference and learning for operations and development of China United Cement, focusing on the comparison of the advantages and disadvantages and opportunities of this corporation, which defines the industry positioning and strategic options for it and puts forward the strategy objectives, the growth areas and implementation programs for it. And solutions to operational problems in China United Cement are also provided. The summaries of this research are made clear through the analysis of the whole study. The conclusions are drawn as follows: I. China United Cement is in a leading position in the rate of development and scale of production capacity. Its future development is faced with fierce competition from rivals and there is a certain competitive advantage when confronted with development opportunities in the future. II. Due to the particularity of development model, China United Cement is in need of management integration because of the irregularity of enterprise quality, the imbalance of productivity and the gap with the advanced enterprises. III. China United Cement has an advantage in its brand, capital, technology, belief, etc. which can support the enterprise to seize the opportunity to open up new markets by joint reorganization. IV. To avoid the vicious competition, some large enterprise groups can establish a regional alliance to achieve win-win situation and promote the harmonious development in the cement field. It is the crucial period of the rapid development for China United Cement between 2009 and 2010. As one of the central enterprises, the China United Cement will use its advantageous position to seize favorable opportunities for industry consolidation to be a leader in the integration. The annual productivity scale of China United Cement will reach 100 million tons of cement by joint reorganization and new projects (including expansion programs) in 2010. And the annual cement output will stand at 150 million tons in 2015, which will make China United Cement one of the top two strong domestic cement groups in 2010, laying a solid foundation to achieve its goal of an international cement corporation in 2015. The study of this paper reached the following conclusions: China United Cement’s production capacity and the speed of development are in a leading position; it has its own advantages in the brand, capital, technology, ideas and other aspects; it should strengthen regional alliances, and management integration in future development.
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