商电铝业集团公司发展战略规划

上海交通大学硕士学位论文商电铝业集团公司发展战略规划姓名：陈涛申请学位级别：硕士专业：工商管理指导教师：管毅平20050319EMBAI1228EMBAIISWOTEMBAIIIEMBAIVTHEDEVELOPMENTSTRATEGYOFSHANGDIANALUMINUMCORPORATIONABSTRACTShangdianCorporationisthe12stlargecompanyinChinaproducingsmeltingaluminum.It’sacomprehensiveenterprisegroupmergingelectricity-generating,aluminum-smelting,heat-supplying,transportationandchemicalfertilizeretc.andoneofthebackboneenterprisegroupswithsufficientprofitandtaxinShangqiuCity,HenanProvince.Nowthecorporationhasabout4000staffmembersandanassetof1.2billionyuan,acurrentvalueof1.93billionyuan.Atpresent,ShangdianCorporation,aswellasthewholealuminumindustry,isconfrontedbyaseriesofchallengesi.e.rawmaterialshortagelikealuminumandelectronicpower,environmentalprotectionrestriction,governmentregulation,environmentprotectionrequirement,andincreasedcompetition.Thisnewmarketsituationrequiresnewcompetitionstrategytomaintainmarketpositionandmarketshare.Wediscussnewstrategyinthefollowingchapters:First,wegiveacompleteandcomprehensiveanalysisoftheoutsidebusinessenvironmentespeciallyChinesealuminum-meltingindustry.Currently,theindustryisdepressedbyrawmaterialshortageandpricesurgeplusotherchallenges.Thesephenomenaarederivedfromtherawmaterialandenergysupplier'spowerintheindustryvaluechainandindustrystructure.Tomovetheenergythreatening,someenterprisesadoptthehorizontalintegrationstrategywhichisprovedsuccessful.Next,wedoathoroughsurveyofcurrentandpotentialcompetitorstofindoutShangdianCooperation'sopportunityandchallengesinthemarket.Inthesecondchapter,weturntochecktheenterprise'sinnerresources.First,webrieflyintroducethecorporation'sdevelopmenthistory.Next,wetakealookatthecorporation'sfourbusinessunitsandtherelationsbetweenthem.Thesebusinessunitscanfunctionascomplementstoeachotherandformanecologicalindustrygarden,whichsavesproductioncostandbuildsthecorporation’scompetitionadvantage.Further,wediscussthecooperation'sadvantageanddisadvantageinsixaspects:technology,equipments,bandname,capital,organizationandhumanresourcesanddrawtheconclusionthatthecorporationisweakatproductionoperation,financingandhumanresources,butstrongattechnology,overallefficiencyandbandname.Thethirdchaptersuggestsaclearanddown-to-earthstrategyforShangdianCorporation.Basedonthecorporation’sbusinessvisionandcorevalue,weuseindustryattraction-businessunitadvantagematrixtolocatethefourbusinessunitsoastofindoutaccordingappropriatestrategiesforeachunits.WewillgiveprioritytoEMBAVthedevelopmentofmeltingaluminumprojectsandindustry-relatedprojects.UsingSWOTmatrix,wedeterminethemeltingaluminumunitdevelopingstrategy.Finally,wecometothestrategicobjectiveforShangdianCorporation:ShangdianCooperationisdeterminedtobecomeoneoftopenterprisesinChinameltingaluminumindustrythroughthreesteps:focusonandstrengthenaluminum-meltingunit,investinrecycling-aluminumunit,andcontinuetoreinforceecologicalindustrygarden.Thecorecompetitiveadvantagewilllieinlowcost.Intheforthchapter,wegotodetailsaboutfunctionstrategiesinproductionoperation,technologyupdating,financing,marketing,andhumanresource.Accordingtotheruleofscaleofeconomy,wecomparehistorydatafromfactoriesofdifferentscalesandgetthebestscalefortheenterprise.Basedonthisquantitiesanalysis,weplantoexpandShangdianCorporationlargersoastoexploreloweraverageproductcost.Underthetheoryofecologicalindustrygardenandmaterialcirculation,wecontinuetoenhancetheindustrychainandparticularlyestablishrecyclingaluminumbusinessunit.Tocarryoutlowcoststrategy,technologyupdatingisnecessaryandwewillestablishacostcontrolsystembasedonsupplychainmanagement.Theenterprisewillbere-organizedtoimproveitspersistentdevelopingabilityandanti-riskability.Finally,weshouldsetupaperformanceassesssystemtoinspireemployees’passionanddevotiontothesenewchanges.AndelectronicHRexpertsoftwarewillsoonbeincorporatedtosupportdecisionmaking.Thelastchaptergivessuggestionabouthowtocontrolandassessastrategywhileimplementingstrategy.First,weshouldsetupaleadergrouptodirectthere-constructingprocess.Next,thestrategywllbedecomposedtodifferentfunctionobjectiveandincorporatedintoeachdepartment’sannualplanandeachemployee’sperformanceassesssysteminordertoassurethestrategy’seffectiveimplementing.KEYWORDS:strategyprogramindustrialanalyzeproducingstrategyfinancingstrategy,marketingstrategyEMBA2005319EMBA20053192005319320027010200320022.711-1EMBA42002200359222969633120032801500350235502000421200353620042004292529151-220801.2.203.5042001200420200013870060011421204226EMBA51990,13%,20%2000281.9,2001338.88,2002433.620035001-11995-20032000200350/2000“”12002EMBA620024[2002]29200358[2003]1032004426203520048[2004]1791“”2004111582004127200582004110.8200222003240200320021014718302004310()2900320032113EMBA7200512003702002EMBA81-220041381-3321403351022401.1994EMBA92.28AES2*12.5303.1995304.10EMBA10107:1.“”20019102001121244.4%202000669,80023.7%20.8%1996200012.1%(1),(2)EMBAEMBA11(3)(4):(1)(2)(3)(4)(5)(6)(7)(Alcoa)(8)2.992002200217.0321.620048.9515.875521206020EMBA12101-32004Q3t33.7668.9525280KA2003201045/30/13.6918.3320KA15.8713186KA300KA3013.220.62004200642.636.72.3580%