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论文编号：	15640
作者编号：	2320234123
上传时间：	2025/12/8 17:59:18
中文题目：	基于五维一体框架的施耐德梅兰日兰公司人工成本优化策略研究
英文题目：	Research on the Optimization Strategy of Labor Cost in Schneider Merlin Gerin Based on the Five-Dimensional Integrated Framework
指导老师：	林润辉
中文关键字：	人工成本；技术替代；价值链；成本控制
英文关键字：	Labor Cost; Technology Substitution; Value Chain; Cost Control
中文摘要：	摘要 全球制造业正面临“成本压力加剧”与“数字化转型加速”的双重变革，低压电器行业作为电力系统、工业自动化等领域的基础配套产业，竞争已从“技术竞争”转向“成本-效率综合竞争”。施耐德梅兰日兰低压（天津）有限公司（以下简称“SELV”）作为施耐德电气在中国的第一个低压电器生产工厂，虽在行业内占据领先地位（2024年施耐德中国低压市场份额15.9%），但面临人工成本结构刚性（2020年人工成本占总可变成本12.9%）、人员结构老化（一线正式工40岁以上占比57.6%）、效率与成本失衡（新建产线非增值活动占比65%）等核心挑战，亟需通过系统性策略优化人工成本，以实现2021-2023年“固定成本降低10%、人工可变成本降低14%”等战略目标。 本研究以SELV为案例，遵循“问题提出-理论支撑-案例分析-策略总结-结论启示”的逻辑思路，综合运用文献研究的方法、案例研究的方法、数据分析的方法与比较研究的方法，构建“流程优化-要素优化-人力重构-组织变革-文化赋能”的“五维一体”人工成本优化框架。在理论层面，系统性归纳了人工成本控制的方法论，深化了技术替代与人力资本等协同理论，完善了外资企业在华人工成本管理的理论实践；在实践层面，针对SELV的核心痛点，提出分阶段技术替代路径（成熟高回报→定制化中回报→技术卡点低回报）、弹性人力配置方案（三元薪酬+小时工竞争+返聘差异化）、价值链组织重构等具体策略，并通过月度协同评审会、KPI联动设计、成本节约共享机制保障策略协同落地。 研究结果显示，截至2023年，SELV核心产品线非增值活动占比从65%降至42%，自动化率从55%提升至75%，人工小时成本从2019年59元降至2023年56元（同期施耐德中国区其他工厂平均每年增长2.5元），成功实现人工成本优化的目标。本研究提炼的可复制经验，不仅为SELV达成战略目标提供支撑，更为低压电器行业及同类制造企业应对人工成本压力、平衡成本与效率提供实践范式，同时为跨国制造企业本地化成本管理提供理论参考与操作指南。
英文摘要：	Abstract The global manufacturing industry is currently undergoing the dual transformation of "intensified cost pressure" and "accelerated digital transformation". As a fundamental supporting industry for power systems, industrial automation, and other fields, the low-voltage electrical industry has shifted its competition from "technological competition" to "comprehensive cost-efficiency competition". Schneider Merlin Gerin Low Voltage (Tianjin) Co., Ltd. (SELV), as Schneider Electric's first low-voltage electrical production base in China, maintains a leading position in the industry (with a 15.9% market share of Schneider's low-voltage market in China in 2024). However, it faces core challenges such as rigid labor cost structure (labor costs accounted for 12.9% of total variable costs in 2020), aging personnel structure (57.6% of frontline regular employees are over 40 years old), and imbalance between efficiency and costs (non-value-added activities account for 65% of new production lines). There is an urgent need to optimize labor costs through systematic strategies to achieve the 2021-2023 strategic goals such as "reducing fixed costs by 10% and variable labor costs by 14%". Taking SELV as a case study, this thesis follows the logical framework of "problem proposal - theoretical support - case analysis - strategy summary - conclusion and implication". It comprehensively applies case study method, literature research method, data analysis method, and comparative research method to construct a "five-dimensional integrated" labor cost optimization framework consisting of "process optimization – element optimizaton - human resource re-structuring - organizational optimization - cultural empowerment". Theoretically, it enriches the application scenarios of cost control theory, deepens the collaborative theory of technological substitution and human capital, and improves the localized cost management theory for foreign-funded enterprises. Practically, aiming at SELV's core pain points, it proposes specific strategies such as phased technological substitution path (mature high-return → customized medium-return → technical bottleneck low-return), flexible human resource allocation plan (triple salary + hourly worker competition + differentiated reemployment), and value chain organizational restructuring. Moreover, it ensures the collaborative implementation of strategies through monthly collaborative review meetings, KPI linkage design, and cost-saving sharing mechanism. The thesis results show that by 2023, the proportion of non-value-added activities in SELV's core product lines has decreased from 65% to 42%, the automation rate has increased from 55% to 75%, and the hourly labor cost has decreased from 59 yuan in 2019 to 56 yuan (while the average of other Schneider factories in China increased by 2.5 yuan during the same period), successfully achieving the dual goals of labor cost optimization and production efficiency improvement. The replicable experience extracted from this thesis not only supports SELV in achieving its strategic goals but also provides a practical model for the low-voltage electrical industry and similar manufacturing enterprises to address labor cost pressure and balance costs and efficiency. Meanwhile, it offers theoretical references and operational guidelines for the localized cost management of transnational manufacturing enterprises.
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