本文選題：自動化　切入點(diǎn)：發(fā)展戰(zhàn)略　出處：《廣西大學(xué)》2015年碩士論文

【摘要】：近年,我國制造業(yè)“人工荒”的現(xiàn)象頻見報(bào)端,人口紅利的優(yōu)勢正在消失。隨著新勞動法的實(shí)施,勞動力成本也在不斷攀升,傳統(tǒng)制造業(yè)的人海戰(zhàn)術(shù)生產(chǎn)模式已不再適合時代的要求,工業(yè)機(jī)器人代替產(chǎn)線工人成未來必然趨勢。注塑行業(yè)由于產(chǎn)品的多樣化、制造工藝的特殊性需要耗費(fèi)大量的勞工,鑒于當(dāng)前招工難的形勢,越來越多的注塑企業(yè)使用機(jī)械手代替人工。由于近年機(jī)械手市場需求旺盛和國家政策鼓勵,越來越多的資金或創(chuàng)業(yè)者進(jìn)入本行業(yè),各機(jī)械手品牌競爭越來越激烈和無序,致使機(jī)械手企業(yè)不得不用戰(zhàn)略思維思考企業(yè)的發(fā)展。本文以RB自動化科技公司為對象,運(yùn)用戰(zhàn)略管理分析工具對企業(yè)所在的外部宏觀環(huán)境、產(chǎn)業(yè)環(huán)境以及自身資源和能力狀況進(jìn)行深入分析,結(jié)合SWOT矩陣結(jié)論,RB公司應(yīng)利用當(dāng)前國家政策支持和產(chǎn)業(yè)發(fā)展機(jī)遇期,選擇密集增長型總體戰(zhàn)略和差異化競爭戰(zhàn)略符合公司的發(fā)展需要,為使公司的發(fā)展戰(zhàn)略方案得到落實(shí),從產(chǎn)品擴(kuò)展和開拓新市場兩方面制定明確的發(fā)展戰(zhàn)略,并從研發(fā)、生產(chǎn)、營銷、服務(wù)、人力資源、財(cái)務(wù)等方面提供戰(zhàn)略實(shí)施保障措施。本文的研究對RB公司制定適合自身環(huán)境的發(fā)展戰(zhàn)略,有助于小企業(yè)在激烈的市場競爭中實(shí)現(xiàn)可持續(xù)性的發(fā)展,對RB公司的發(fā)展具有實(shí)際的指導(dǎo)意義。同時希望能對其他同類型企業(yè)的發(fā)展提供參考和借鑒意義。
[Abstract]:In recent years, the phenomenon of "labor shortage" in China's manufacturing industry has been frequently reported, and the advantages of the demographic dividend are disappearing. With the implementation of the new labor law, labor costs are also rising. Human wave attack's production mode in traditional manufacturing industry is no longer suitable for the requirements of the times. Industrial robots will become the inevitable trend in the future. Because of the diversification of products, the particularity of manufacturing technology needs a lot of labor. In view of the current difficulties in recruiting workers, more and more injection molding enterprises use robotic hands instead of labor. Due to the strong market demand for robots in recent years and the encouragement of national policies, more and more capital or entrepreneurs have entered the industry. The competition of each manipulator brand is becoming more and more fierce and disorderly, so the robot enterprise has to think about the development of the enterprise with strategic thinking. By using the strategic management analysis tool, the external macro environment, industrial environment, resources and capability of the enterprise are analyzed deeply, and the conclusion of SWOT matrix is that RB company should make use of the current state policy support and the opportunity period of industrial development. The choice of intensive growth strategy and differentiated competition strategy is in line with the development needs of the company. In order to implement the company's development strategy, a clear development strategy should be drawn up from two aspects: product expansion and the development of new markets, as well as research and development, production, Marketing, service, human resources, finance and other aspects provide strategic implementation protection measures. The research in this paper will help small businesses to achieve sustainable development in the fierce market competition by formulating a development strategy suitable for their own environment. It is of practical significance to the development of RB Company and hope to provide reference and reference to the development of other similar enterprises.
【學(xué)位授予單位】：廣西大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F272;F426.4

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