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论文编号：	5646
作者编号：	2220100937
上传时间：	2013/11/27 16:53:07
中文题目：	中国海洋石油总公司发展战略研究
英文题目：	Research on Development Strategy of China National Offshore Oil Corporation
指导老师：	于斌
中文关键字：	中国海洋石油总公司;能源行业;核心竞争力;发展战略
英文关键字：	CNOOC;Energy Industry;Core Competence;Development Strategy
中文摘要：	能源是现代工业社会发展的血液，是影响世界经济发展和涉及国家安全的十分重要的因素。海洋石油工业在我国能源工业体系中具有特殊而重要的作用。据统计，海洋蕴藏了全球70%以上的油气资源，海洋石油约占世界石油产量的30%。目前我国海上油气产量已占全国油气总产量的1/4强，我国新增石油产量大约50%来自海洋。中国海洋石油总公司（以下简称中国海油）作为我国海洋资源开发的排头兵、“国家队”，肩负着建设海洋强国的重要使命。因而，对中国海油发展战略的研究具有十分重要的现实意义。 中国海油成立于1982年，是伴随着我国改革开放发展壮大的国有大型企业集团。国内油气年产量由成立之初的9万吨增加到目前的5000多万吨，2010年建成了“海上大庆油田”，海洋油气产量也已成为保障国家能源供给的一个新的重要来源。经过30多年的发展，截止2012年，中国海油实现营业收入5266亿元，利润总额1050亿元，年末资产总额8181亿元，各项指标分别比公司成立之初实现了成百甚至上千倍的增长，已进入中央企业前列。2008年，中国海油首次入选《财富》杂志“世界500强排行榜”位列409名，2013年已上升至93名。 本文尝试运用战略管理的基本原理，在对中国海油外部宏观发展环境、油气行业发展趋势、国际综合性能源公司对标分析的基础上，对其内部条件进行深入剖析，指出了存在的主要问题表现在：一是油气主业发展与产业结构转型矛盾较为突出；二是管理体制与机制还不适应企业快速发展的需要；三是健康安全环保管理还不适应快速发展的新挑战；四是科技创新能力不适应可持续发展需要；五是信息化和制度建设不适应管理提升的新要求；六是人才和队伍建设不适应做强做优的新任务。在战略分析的基础上，就战略选择提出了增长型战略，将协调发展战略、差异化战略、成本领先战略、科技驱动战略、人才兴企战略、绿色低碳战略定位为中国海油的核心发展战略，并就业务层战略、职能层战略及相应的保障措施提出应对之策。文中还对进一步推动我国海洋石油工业的又好又快发展提出了有针对性的意见和建议。
英文摘要：	Energy serves as the lifeblood for the development of modern industrial society and is a key factor impacting the development of global economy and national security. The offshore oil industry plays a unique and significant role in the energy industry system of China. According to statistics, offshore oil and gas reserves take 70% of the world’s total, while production takes 30% of the total. In China, the offshore oil and gas production now takes 1/4 of the domestic production, and about 50% of the incremental volume comes from the ocean. China National Offshore Oil Corporation (CNOOC) as the pioneer and the “National Team” for China’s ocean resources development, shoulders the important mission of constructing a maritime power. Thus, the study of CNOOC’s development strategy is of great practical significance. Established in 1982, CNOOC is a major state owned enterprise growing with China’s reform and opening up. The Company’s domestic production increased from 90,000 tpa at the beginning to 50 mmtpa in 2010, which means it has built an “Offshore Daqing Oilfield” and the offshore oil and gas production has become a new major source to ensure the national energy supply. With 30 years of expansion, CNOOC realized sales revenue of RMB 526.6 billion and total profit of RMB 105 billion in 2012. The total assets of the Company reached RMB 818.1 billion at the year end. All the indicators have increased by hundreds and thousands of times upon those at the very beginning of the Company’s establishment and have now ascended to the front row among the SOEs. In 2008, CNOOC was shortlisted in Fortune Global 500 for the first time and ranked NO.409. In 2013, CNOOC’s ranking has risen up to NO.93. Based on the analysis of the external macro development environment and the development trend of oil and gas industry as well as benchmarking analysis with international integrated energy companies, the thesis uses the rationales of strategic management to drive deep into the internal environment of the Company and identify the existing major problems as following: 1. Contradiction between the development of its core business and the industrial structure transformation. 2. The management system’s inadaptability to the fast growth of the Company. 3. The HSE management’s incompetence to cope with the new challenges along with the fast growth. 4. Imbalance between technology innovation capabilities and the demand of sustainable development. 5. The informatization system’s inadaptability to the new requirements by management improvement. 6. Lack of talents and qualified human resources to fulfill the new task of building a stronger and better company. On the basis of strategic analysis, the thesis recommends the growth-oriented strategy as the strategic choice and positions coordinated development strategy, differentiation strategy, cost leadership strategy, science and technology driven strategy, talent strategy and green and low carbon strategy as the core development strategies for the Company. It also raises solutions from the perspectives of business tier strategies, function-level strategies and relevant supporting measures and provides targeted opinions and suggestions on further promoting better and faster development of China’s offshore oil industry.
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