中国建筑工程总公司发展战略规划

上海交通大学硕士学位论文中国建筑工程总公司发展战略规划姓名：姜加平申请学位级别：硕士专业：工商管理指导教师：曾赛星20050319EMBA3652005228EMBA46520052282005228EMBA6652003ENR2251650018WTOEMBA765WTOEMBA865THEDEVELOPMENTSTRATEGYOFCHINASTATECONSTRUCTIOMENGINEERINGCORPORATIONABSTRACTChinaStateConstruction&EngineeringCorporation(hereinafterreferredasCSCEC),asanbackbonestate-ownedenterprise,takethoroughcompetitiveconstructionandrealestateasitscorebusiness,prosperinginarchitecturemarkethomeandabroad.CSCECnowgrowsupasNo.1constructiongroupandinternationalprojectcontractorwithinChina.Amongtop225projectcontractorspublicizedbyauthoritativeAmericanengineeringjournalENRin2003,CSCECboostsasNo.16.CSCECalsoliesatNo.18inChinaTop500EnterpriseslistedbyStateCommissionofEconomyandTrade.UpontheveryentrytoWTO,theconstructiontradeinChinafacesbothopportunityandchallengeunprecedented;thehomeconstructionmarketwillsmashthepresentdividedlayoutandsubmergeintointernationalreadjustmentcourse.Tocopewithit,CSCEC,asuniquenationalcraftcarrierinChinahastokeepupwiththepaceoftheworld,readjuststrategyplanningtoimprovethecomprehensivecompetence.ThethesismainlyfocusesonthemanagementandoperationsystemandnecessaryindustrialreformandreadjustmentoftheCSCEC,withabackgroundofrobustinternationaleconomicincreaseandbroaderdevelopmentspaceforconstructionenterprise,meanwhile,thepressingneedtoaggregateandstrengthenthestate-ownedenterpriseowningtointernationalcompetenceandtoenhancemanagementlevel.CSCEC,asleaderofthetradeandrepresentativeofmodernproductivity,hasamusttoradiateitsunsubstitutableinfluence.Hence,reformandimprovementseemsnecessarilyanddemandingly.Thefirstpartofthethesisistooverviewitsouterenvironment,namely,makeathoroughanalysisonthedevelopmentenvironment.Firstly,analysesthedevelopmenttrendofChinaconstructionmarket,theauthorholdviewpointthattheconstructionmarketenlargesfurtherandsubdividedeeper,whichprovideopportunityforfurtherdevelopment;secondly,theauthoranalysesthechangeinnowdayChinaconstructionmarketafterWTOentry,pointsouttheinfluenceofWTOentrytoChinaconstructiontradeandpressurefromtherein,whichnaturallyEMBA965drawschallengesandrisks;lastly,theauthorexplainspositionandimportanceofthosestate-ownedenterprisesinnationaleconomybasedontherealityandfutureofstate-ownedconstructionenterprise.Thesecondpartundertakeadetailedanalysisonthecompetenceofthecompany,theassessmentindexmainlyinclude:technology,brand,scale,capitalandhumanresource,productivitybenefitetc.theauthortakesananalysisonthecompetenceofthecompanywithcompetenceanalysismodelandfindsthattheproductivityisonthedecrease,thereislargerandlargerscissorsgapbetweenthescaleandrevenue.Usingvaluechainmodel,theauthordefinitethecorecompetenceofthecompanyviaperanalysisoneconomicbasisandrevenueacquisition.Thethirdpartconcentratesonthegeneralprocessofstrategyplanningofthecompany.Inthefirstplace,toframetheblueprintofthecompanyandmaintainasleadingcompanyofthetrade;then,todescribethemissionofthecompanytocreatevalueandestablishaCSCECofinternationallyrenowned;atlast,onthemakingofthestrategygoalofthecompany,includingsectionalgoalandgeneralgoal,itisalsocanbedismemberedasmarketcoveragepercentageandfinancialstatusetc.Thefourthpartundergoasummarystatementofthecompany’smakingofthebrandstrategy,marketingstrategy,managementandoperationstrategyplanningwithaaimtoenhancethecompany’scorecompetence,whichbasedontheanalysisofthecompany’sindustrialstructure,operationalcapacityandmanagementflow.KEYWORDS:ConstructionMarket,ConstructionEnterprise,DevelopmentStrategy,CoreCompetenceEMBA126520035.5126.7%2.1923%816611.9%GDP7%1.509.2%26.3522.2%138.44720032252003200335.6Bechtel(FosterWheeler)401006751EMBA1365200320WTO3511EMBA146523419982778.91002100221998909269458269724529210.4029.6649.81”52EMBA1565123,BOTBOOT456199912EMBA1665315.8%50%41EMBA17651123452WTOGATSEMBA1865WTOBOTBOOTPFI(Private-Finance-Initiation)DPCDesign-Purchase-ConstructionWTO319925EMBA196542WTOEMBA20652%2003ENR225494719.55164783.33115.041EMBA216522000654.1836.2200012076%914727%13EMBA226534BOT5EMBA2365WTO123EMBA246545612WTO3EMBA256512122000EMBA2665GDP34.83%7%1318%3.65.02.33.2EMBA27652-1432102-111--2200380020041000EMBA2865200364822052003----6016%6.21.235456EMBA29651234100%565%61954EMBA30652122EMBA31652345631234EMBA3265112340PMC2000PMC2EMBA3365PKPM3EMBA3465EMBA3565•1234EMBA366556(stakeholder)7131EMBA37652PEST32EMBA3865333EMBA3965434EMBA40651—1—23135EMBA416521232/336EMBA4265123337EMBA436511232135234561EMBA44652112342123EMBA4565(4)3N-1N+1NN-1N+1NEMBA46651232010500112EMBA47653-4511238EMBA48653421234531234541235123452PESTEMBA49651231239EMBA50651234312341250020%EMBA516580%38000100020041~101.32.19III1.511.89402010500EMBA526512341280%4012EMBA536534375%12345630%20%25%4-1—EMBA54654-11122EMBA5565BOT.BOO.BOOT3PMCMDBEPCBOTBTDBFOBTSBTBOTDBFO214-2EMBA56654-317%1318%3.65.02.33.224-3EMBA57654-434-54-44-5EMBA58654-64Ps4Cs1101-9104Ps4Csproductcustomersolutionpricecosttothecustomerplaceconveniencepromotioncommunication4-6EMBA59652311EMBA6065232EMBA61651233EMBA6265[1].2000[2]2003[3]2004415[4]ENR,“2003225[5]2003[6]2003[7],,.[M].2003.[8].[M].1997.[9].[M].2001.