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论文编号：	7966
作者编号：	2120132701
上传时间：	2015/12/9 10:40:46
中文题目：	XX计算技术研究所发展战略研究
英文题目：	Research on development strategy of the XX Institute of Computing Technology
指导老师：	薛红志
中文关键字：	发展战略;价值链;企业生命周期;核心竞争能力
英文关键字：	development strategy;value chain; enterprise life cycle;core competitiveness
中文摘要：	当前，全球的政治、经济、军事、科技领域变幻莫测，孕育着新的历史性变革。国内的经济发展也步入了产业转型升级、经济增长方式优化，以及如何更多地改善民生与增加内需等艰巨的历史时期。航天产业是我国军事工业的重要组成部分，长久以来统一执行军事工业领域的战略政策。建国初期，我国的军事工业采取的是前苏联“军民分离”的产业发展模式，到上个世纪九十年代，这种模式造成军工行业中常规武器装备生产能力过剩，而高精尖武器装备的研发生产能力却远远不足，军工体系庞大而低效，给国家带来了沉重的经济负担。为了提高产业效率， 1999年军工行业引入市场经济体制，各研究院所由事业型单位转变为事业型企业单位。除保障国家基本计划外，企业要到市场上自我谋生存，军工行业内的许多企业因此而破产或被兼并重组，也有部分完全转入民用产业，一些具有高端核心技术的科研院所虽然生存了下来，但却有生产成本过高等问题。为进一步改善生产成本过高的问题，创造新的经济增长点，中国政府持续推进“军民融合”战略，陆续出台《关于建立和完善军民结合寓军于民武器装备科研生产体系的若干意见》、《关于鼓励和引导民间资本进入国防科技工业领域的实施意见》等政策文件，军工行业的产业调整在所难免。可以预计，在今后的一段时间内，航天企业的发展将面临着市场竞争日益激烈、经营环境日趋复杂、甚至企业如何生存等问题。2014年中国航天科工集团做出“转型升级，二次创业”的整体战略预警，并要求下属各家单位深入思考，积极布局。本文主要研究XX计算技术研究所转型背景下的发展战略内容。在军民融合全面推进、军方比价机制运行，新的竞争者不断加入，市场竞争日趋激烈的格局下，对XX研究所的外部宏观环境、行业竞争环境，内部资源优势、核心竞争能力进行全面剖析，运用定性、定量相结合的分析方法，结合研究所的使命、愿景制定出进攻型整体战略方针和维持兼顾发展的战略目标。从研究所所处的产业类型、竞争态势、业务扩张等角度出发，制定出XX计算技术研究所的业务层发展战略，并从市场营销、人力资源、财务、技术研发、生产制造等发面提出了详细的职能战略方案。为保障战略内容的准确实施，本文还制定出战略实施过程控制和绩效考核的KPI体系。本文的研究价值在于将现代企业的战略管理方法引入到较为传统的军工研究所中，并提议建立专业的战略管理组织机构。本文为研究所制定出多层级的战略体系内容，提出当前较为紧迫的战略举措。本文的研究结论可为研究所未来发展战略的选择提供参考和借鉴。
英文摘要：	At present, the situation about the political, economic, military, science and technology changed a lot around the world and may turn to be new historical period. China's economic development has entered to the difficult historical period that the industrial need to be upgraded, the growth in economy should be improved, the Consumption should be increased and the level of people's livelihood should be improved. Aerospace industry is an important part of China's military industry, it has long been a strategic policy of uniform implementation of the military-industrial sphere. In the early days, the military industry in China took the former of Soviet Union that the civil industry and the military industry developed respectively, to the 1990s, this pattern of military industry caused excess production capacity of conventional weaponry, and sophisticated weaponry R & D capacity is far less than the demand. The huge and inefficient military system brought a heavy financial burden to the state. In order to improve industrial efficiency, the market economy was introduced to the military industry in 1999, the research institutes change to be business enterprise units. The companies have to survive on the market by self-seeking when they were working for the national basic plan. Many companies in the defense industry went bankrupt or being merged, as well as some joined into civilian industry. A number of research institutes owing advanced technology survived finally, but there was a very high cost of production and other issues. To further improve the problem of high cost of production and create new economic growth point, the Chinese government continues to promote the "civil-military integration" strategy, and have drawn up policy documents ,for example, "The advice on the establishment and improvement of a number of military and civilian combine military of weaponry and equipment research and production system" , "The implement Opinions on Encouraging and guide private capital to enter the field of the defense industry" and other, industrial restructuring in military industry is inevitable. It can be expected the development of aerospace companies will face an increasingly competitive market that business environment is becoming increasingly complex and corporate is looking for how to survive in the next period of time. China Aerospace Science and Industry Corporation makes the overall strategy and early warning named "Transformation and promotion & The second entrepreneurship" in 2014, and advise subordinate units to think and layout. This paper studies the development strategy of XX computing technology research institute under the background of transition. In the civil-military integration and with increasingly fierce market competition, the external macro environment, industry competition environment, conduct a comprehensive analysis to XX Institute , including the external macro environment, industry competition environment internal resources, core competencies. Using qualitative and quantitative analysis methods, combing with the Institute's mission, vision, develop offensive and maintain overall strategic approach. Make out the business layer development strategies of the XX Institute of Computing Technology. Put forward a detailed strategic plan functions from marketing, human resources, finance, technology development, manufacturing and other leavened dough. Also develop the process control of implementation and KPI system of performance evaluation. The value of this research is the modern enterprise strategic management methods can be used into the traditional military institute, and a professional strategic management organization is proposed to create. In this paper, a strategic system of multi-level content is made for the institute, current strategic initiatives are very necessary. Conclusions of this paper can provide reference for selecting the future development strategy for the Institute.
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