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论文编号：	5753
作者编号：	2120112792
上传时间：	2013/12/4 11:47:25
中文题目：	津能管业公司基于业务扩张的运营策略研究
英文题目：	Research about the Operational Tactics of Jinneng Pipe Company Based on Business Expansion
指导老师：	张金成
中文关键字：	管道制造业;业务扩张;供应链管理;产品设计;质量控制
英文关键字：	Pipe manufactory industry;Business expansion;Supply chain management;Quality control
中文摘要：	保温管的市场规模发展迅速，近十年从原来的每年二十多亿，增长到超过500亿元。预制保温管生产厂家也从二十年前的几家，上升到现在的几百家。数量众多的生产企业，在市场上激烈竞争。虽然不断有企业迅速扩张，但发展到一定规模就陷入瓶颈，整个行业中没有出现高市场占有率的大型企业。而在欧洲，通常一个国家只有一两家生产企业。津能管业公司正处在迅速增长的阶段，运营策略的研究是企业发展的要求，如果成功，行业中的其他企业也可以借鉴。在本文的研究中，主要应用了文献研究法、调查研究法、案例分析法和对比分析法。整个论文的框架分为几个部分，首先是介绍研究的背景和意义，然后对所借鉴的理论进行简单回顾，就进入本文的研究内容。津能管业公司业务扩张引发了一些运营问题。主要分为引发的供应链问题、引发的新产品和服务设计的问题、引发的产品质量问题三个内容。然后针对三个问题依次展开运营策略的研究，最后得出研究的结论。本文应用的主要理论有运营策略，供应链与供应链管理，敏捷制造，全面质量管理。津能管业公司成立于2006年，成立的目的是为母公司旗下的所有热电公司独家供应其生产的产品。管业公司从开始的1600万年产值，发展到2013年，预计年产值超过5亿元。而从2010年开始，企业开始向集团公司以外的市场销售产品，从2010年的1100万，到2013年已经完成2.2亿的对外年销售额。管业公司业务扩张十分迅速，这种扩张既有数量上的跳跃扩张，也有从内部走向市场的转型扩张。津能投资公司加大了对管业公司的投资数额，推动管业公司的业务扩张，集团的战略也要求管业公司加快业务扩张。津能管业公司实施业务扩张是为了适应了内外市场的需求和发展。2010年以后，市场竞争越来越激烈，要求管业公司必须保持快速扩张，不然很难以适应市场的需要。管业公司不断进行的业务扩张带来了很多运营管理问题，主要集中在供应链、新产品和服务、产品质量三个方面。这些运营管理问题并不是独立的，要解决这些问题必须使解决策略之间相互关联、匹配。业务迅速扩张给企业的供应链带来了巨大的压力，这个压力制约了供应链的效率。供应链的“市场适应性改造”是解决问题的根本解，也是对供应链设计的理念。按照这个理念，供应链必须有很强的柔性；供应链必须缩短产品制造时间；要求供应链上尽可能降低成本。实施对供应链的柔性改造，通过对各环节规格变化的适应能力和改造时间成本的分析，找出了需要改造的节点，实施改造策略。然后实施对供应链的能力匹配改造，根据企业实际的各环节生产能力汇总，查找出制约企业生产能力发挥的短板，提出改造的实施策略。最后实施对公司物流链的改造，公司外部的物流，无论原材料还是成品，都统一到一个物流公司。而负责企业厂内物流的仓储小组，将从一个小组转变成一个大的部门，包括采购部、生产（车间）、仓储都将作为内部物流部门的一个节点存在。在供应链结构上，建立虚拟的企业联盟，精心挑选联盟的成员，确定管业公司在联盟中的核心地位，明确利益分配方式和责任义务划分，联盟形成是一个渐进的过程。在虚拟的企业联盟的基础上，还将形成整个供应链的信息系统，这个系统以管业公司的信息系统为核心，整个供应链上都按统一的格式全面进行编码，以主生产计划为索引传递信息，这个信息的建立与联盟的建立一样，分步进行，逐步完善。公司新产品的设计主要从两个方向入手，一个是把现有的产品族范围进一步扩大，能够满足同一客户的全部产品要求；另一方面就是在现有产品的基础上升级一些实用的功能。公司新服务的设计也是从两个方向入手，一个方向是把新设计和发展的服务作为产品的附加部分；另一个方向就是设计出与原有产品相联系的增值服务。设计完新产品和服务后，就进入了实施的阶段。新产品设计方面，与原来的产品线结合起来，拓宽企业产品线，向客户提供齐全的产品，扩大企业市场规模，形成局部蓝海。新功能的开发，使企业产品形成独特的竞争优势。新服务设计方面，从提供免费的基础服务入手，吸引客户使用收费的增值服务，使服务不仅作为产品竞争的辅助手段，也将促进企业由制造型向服务型转变。产品质量在本文中定义为客户感受到的产品价值与预期的对比。在这里有两个重点，一个重点是“与预期的对比”。另一个重点是“客户感受到的”产品价值。对质量要求的识别既包括对合同文本或技术协议上书面的质量要求进行识别，也包括没有写在合同文本上的质量要求的识别，特别是一些隐性的质量偏好的识别。在产品质量控制流程上，提出把“质量信息”独立出来，独立的“质量信息”从材料起点开始正向流动，流动过程中各环节附加本环节信息，同时各环节反向反馈质量信息，质量要求与记录随产品传递，一旦出现问题很容易发现其根源。具体实施质量管理控制，首先应该在全供应链上实行全面质量管理的理念，成立专门的质量改进小组，持续改进质量水准。 保温管行业仍将持续调整发展，津能管业公司在企业扩张的大背景下运用好供应链管理、产品及服务的设计和质量管理方面的运营策略将是企业制胜的法宝。
英文摘要：	The pipe insulation market has developed rapidly in recent years from the original more than two billion a year, up to more than RMB 50 billion. Nowadays, Manufacturers have risen to hundreds for present from several ones of twenty years ago. A large number of producers in this market carry out the competition. Although there have been rapid business expansion, but to a certain size blocked in the bottle-neck, the industry does not appear high market share of large enterprises. In Europe, a country usually only has one or two manufacturers. Jinneng Pipe Industry Co., Ltd. is in a rapid growth phase, and running strategy research is the enterprise’s requirements of development. If successful, the other companies of the industry can learn from the cases. In this study, we mainly take the way of the literature study, investigation research, case study and comparative analysis. Framework for the entire thesis is divided into several parts, the first part is the introduction of the research background and significance, and then it goes by a brief review of the reference theory to the enter content of this study. Jinneng Pipe Industry Company's business expansion can lead to a number of operational issues. Supply chain issues caused by the design of new products, services issues and product quality problems caused by three elements are mainly included. Then the problem for the three operating strategies is taken research, and finally we come to conclusion of the study. In this paper, the main theories are operating strategy, supply chain, supply chain management, agile manufacturing and total quality management. Jinneng Pipe Industry Co., Ltd. founded in 2006, was established to be the sole supplier for the parent company of all thermoelectric products. Jinneng Pipe has the output value of RMB 16 million at the beginning increased to the estimated annual output value over RMB 500 million in 2013. And starting in 2010, Jinneng Pipe began to sell products to the market that are outside of the group. The market revenue for which the customer is not their group was raised from RMB 11 million in 2010 to 220 million in 2013. The pipe business is expanding very quickly. The expansion both for the sales amount of expansion and for the transformation from the inside towards the outside of the market. Jinneng investment company has increased the investment amount for the Pipe company, and meanwhile, it promoted the business expansion. The group's strategy also requires the Pipe Company to accelerate business expansion. Jinneng Pipe Industry Co., Ltd. took application of implement business in order to meet the demand and the development of internal and external market. After 2010, the market competition is increasingly intense, which requires Pipe Industry Company must maintain rapid expansion, otherwise it is difficult to adapt the needs of the market. Pipe Industry Company ongoing business expansion has brought so many problems on the management, mainly in three aspects of supply chain, new products and services, and the quality of the products. These management problems are not independent. To solve these problems we must solve how to interrelate and match between strategies. Rapid expansion of business has brought enormous pressure to the enterprise’s supply chain and this pressure restrained the working efficiency of the supply chain. The "Renovation of Market Adaptation" of supply chain is the fundamental solution to solve the problem, but also an idea on the concept of supply chain design. According to this concept, the supply chain must have strong flexibility, must be positive for shortening production time and requirements is necessary in the supply chain to reduce costs as much as possible. Implementation of the transformation of the supply chain flexibility is through the various aspects of the specification and the ability to adapt to changes in the cost of the transformation time analysis to identify the need for transformation of the node and it carries out the implementation of reform policies. And then the implementation of the supply chain’s ability to match the transformation is carried out according to their actual production capacity of various aspects summary. We find out the short board which constraints the production capacity to play and proposed implementation strategy for reforming. Final implementation of the company's transformation’s chain and outside transformation whether on raw materials or on finished products, is unified into a logistics company. And the logistics warehouse team which is responsible for the internal transformation will be changed from a group into a large department, including purchasing, production (workshop) and storage. And also they will be as a node of the existence of internal logistics department. In the supply chain structure, we establish a virtual enterprise alliance, carefully select members of the Federation, determine the Pipe Company’s core position in the league, and give a clear benefit obligations and responsibilities distribution division. Coalition formation is a gradual process. Based on the virtual enterprise alliance, the entire supply chain will form an information system which has Pipe Company’s information system as the core. The entire supply chain are carried out in full according to a uniform format encoded to the master production schedule and this index transmission of information is the same as the establishment of coalition-building , step by step , and gradually improved. Company's new products are designed primarily to start from two directions. One is the further expanding for the existing product family’s application scope to meet all product demands of the same customer. On the other hand it is to upgrade the existing products on the basis of a number of useful features. The company also designs the new service starting from two directions. One direction is to design and develop new products and services as an additional part. Another direction is to design products associated with the original value-added services. You entered the implementation stage after designing new products and services, such as new product design combined with the original product line, expanding the enterprise product line, offering a full range of products to customers, expanding the enterprise market scale, the formation of local blue-ocean. The development of new function makes the enterprise products forming unique competitive advantage. The new service design, starting from the provision of basic services free of charge, attracts customers with value-added service. The service not only works as auxiliary means of competition, but also promotes the enterprises shift from manufacturing to service. The quality of the products in this paper is defined as the contrast of product value and expectation for customers to feel. There are two important points here, one focus on "contrast with expectation ". Another key point is product value "perceived by customer ". To identify the quality requirements includes not only the identification of requirements written in quality contract or agreement, but also the identification of quality requirements which are not written in the contract of the text, especially the identification of some hidden quality preference. In product quality control process, we propose the "Quality Information" independently. The independent "quality information" starts from the point of material forward positive flowing. In the flow process this session is attached with various aspects of additional information, and at the same time it feedbacks quality information to various session. Quality records with the product requirements are delivered together with the product. If there are problems we can easily find its root. For the specific control of the implementation of quality management, we should implement the total quality management into the whole supply chain and set up a special group for improvement in quality with continuous improvement of quality standards Thermal insulation pipe industry will continue to adjust the development. Jinneng Pipe Industry Co., Ltd. May make good use of supply-chain management, product, service design and operation of quality management strategy. These will be the magic weapon for winning business under the background of Business expansion.
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