关于sb新加坡建筑集团规划与发展的研究

上海交通大学硕士学位论文关于SB（新加坡）建筑集团规划与发展的研究姓名：柯金明申请学位级别：硕士专业：工商管理指导教师：陈继祥20090111SB()SBSBSBSBSBSBTHERESEARCHONPLANNINGANDDEVEIOPMENTFORSB(SINGAPORE)GROUPHOLDINGLTDABSTRACTIntherecenttwoorthreeyears,theconstructionindustryinSingaporegrowsgradually.Inthisnearlyopeningmarket,however,innercompetitionamongcompaniesbecomesmoreandmoreimpetuous.Consequently,theprofitspaceofprojectsformanycompaniesbecomessmallerandsmaller.Theproject’sreturnrateoftheentireconstructionmarketislowandstable.Intherecentyears,althoughtheportfolioofprojectofSBcompaniesisincreasing,theprofitisnot.Onthecontrary,theprofithasadecreasingtrend.Therefore,itisimportantnowforSBtostudyandanalyzewhattheoriginofthisproblemis,suchthatSBcanre-plananddevelopthecompanystrategy,andimprovethecapabilityofthemarketpayoffandthemarketpervasion.Firstofall,weanalyzetheproblemfromthemacroeconomicsurrounding.WhatistheinstanceofeconomyinSingapore?Howtheeconomyaffectstheconstructionindustry?Whatisthecurrentsituationandfutureofthemarket?Secondly,weanalyzetheinternalmanagementofSBandtrytofindwhatistheoriginoftheproblem,includingorganizationstructure,projectbudget,bidderofproject,projectmanagement,projectdesign,materialpurchasing,productionandprocessetc.Basedonthestatusquoinsideandoutside,SBshouldreconsiderthevalidityofthecurrentplanninganddevelopmentstrategy,andthemarketapplicability.Synthesizingtheresultofvariousanalyses,wecanconcludethatSBmustlaunchinnovation,regardingcostreducingastheprimarystrategy.Meanwhile,SBneedstooptimizeandintegrateallthecurrentresource,digpotentialimprovementineverydepartmentsofthecompany,andimprovethemanagementefficiency.Bytheseinnovations,SBcanchangethestatusthatportfolioofprojectisincreasingwhileprofitisnon-increasing.Afterre-planninganddevelopment,thecompanywillbemoreagileandincreasetheadjustmentabilityinmarket,andalsoincreasethemarketcompetition.AlthoughthisresearchworkisonlymytheoreticalstudyonSB,itmightbeusedforreferencetosomesimilarcompaniesinthisareatohelpthemtoanalyzeandsolveproblems.Keywords:Potentialinnovation,validity,gains,payoffabilityMBASB1SBMBASB21.1708090GDPGDP12001200820012002200320042005200620072008220042007GDPGDP(20041107200511052006132120071410MBASB3320042007GDPGDP(200426120200525384200629475200732030200820091QQQ’Q’MBASB421.21.2.1401997244199820051009760%[1]1994200520006.33%,200020035.09%2004-20063.397%[1]GDPMBASB5419972001GDPGDP19979,431.006.919989,775.207.219998,929.706.120009,019.105.620018,986.105.720027,731.804.820037,035.904.220046,609.803.620056,536.203.4064,905.203.219972006GD1.2.2()20061.12000120062010MBASB6320082007200820082009200920081.6[1]1.3BCA200535000B2B2466199720062008MBASB790%109051090200661,,2,,3,,4,,,MBASB84[2]13%1234MBASB9SB2.1SBSBSB,,,SB,,,,SB,2000,SB,SB,,,SB7SBSB1976-1980,,,,,,,,1980-1990,,,,,,,,,1990-2000,,,,,,,,SB,,,,MBASB10,,2000SB,,,,,,,,,SBSBSB20058SB20042005SBAnnualReport2005SBGroup2005$'0002004$'000Sales(92,13679,506Costofsales-81,431-70,018Grossprofit10,7059,488Miscellanceous2,1072,281Exceptionalgain_2,468Administrative-6,465-4,149Miscellaneous-759-1,279Finance-1,100-2,022PBIT(4,4886,787Incometaxexpense-690-816Totalprofit3,7985,9712.2SBSB,SB,MBASB11SB8[3]///SBSB.D.9.D.,,,,,,,,,SB.D.SB,MBASB12SB,10[4],(what)?(how)?(when)?(who)?(why)?,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,SB2000MBASB13SBSBSBSB5[4]2.3SB,,,,,,,,,11[5],,,,,,,,,SBMBASB14,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,MBASB15SB6SBSBSBSBQSMBASB16””7SB[6]8[6]SBSB,SBMBASB17SB2.4SB,2.4.1SBSBSBQSSBQS,,,,,,,,,,,SB,QS,,,,QS,,,,QS,,,,,,QS,,SBQS,QS,,,,,MBASB18,(TR)=+=(TR)(TC)(TC)TR=TC+2.4.2SB,SB(NPV)SB,121,2,,3,.,4,5,,SBMBASB19,,,,SB9[7]10SB11[7]SBMBASB20,SBSB,2.4.3SBSB,,,,05SB,SBSB12COSTMBASB2120022005SBSBAnnualReport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f(X)QSQS19SBQS1,,2,,3,,20SBQS1,2,3,4,3.3.2SB:,,(TR)=+(TC)MBASB43(TC),,,SB1.,2.,SB(NPV)NPV()NPV0SB()[18]SBSBSBSBMBASB4430SB31SB3.3.3SBSB:MBASB45_32SBSB,(MBO)AQSMBASB46:1.2.3.4.5.,,.,,,,,,33[19]X2X1MBASB473.4SB3.4.1SBSBSBSB1.2.3.SBSBSB1.2.3.4.34SBMBASB483.4.2:21SBSB1.2.3.SB=f(X),,,SB35SB[20]YXSBMBASB4936,,SB22[21]B804016040A4012012080ABQQ’Q’QMBASB50SBSB3.537MichaelE.Porter(1980)MBASB51SBSB3.5.1SB,SB,,,,,SB,,SB,,,,,38SBQSMBASB5239SB3.5.2,SB40QSABCDABCDMBASB533.5.3,41[22]3.5.4,,,,,,,,QoptMBASB54:42SBSB3.5.5B2BSBSBSBMBASB55[23]:1.2.3.4.5.6.7.3.6SBSBSB43,,OEMMBASB56,SB3.6.1SBSBSB,,:44SB/MBASB5745,=