發(fā)布時間：2018-04-30 13:55

  本文選題：供給側(cè)改革 + 煤炭企業(yè)��； 參考：《北京交通大學(xué)》2017年碩士論文

【摘要】：2016年,深化國企改革進(jìn)入全面落實(shí)年。隨著供給側(cè)改革的不斷深入,國務(wù)院提出以化解過剩產(chǎn)能實(shí)現(xiàn)國有企業(yè)的結(jié)構(gòu)性調(diào)整。本文選取大同煤業(yè)轉(zhuǎn)型升級案例作為研究對象,以國有煤炭企業(yè)轉(zhuǎn)型升級的制約因素為案例研究的出發(fā)點(diǎn),對于煤炭企業(yè)轉(zhuǎn)型升級是否能夠提高企業(yè)價值、改善財務(wù)績效,提高企業(yè)競爭力進(jìn)行系統(tǒng)而深入的研究。本文試圖以供給側(cè)結(jié)構(gòu)性改革為背景探索國有煤炭企業(yè)轉(zhuǎn)型升級過程中面對各種制約因素如何選擇應(yīng)對策略,以大同煤業(yè)為例,通過分析大同煤業(yè)在轉(zhuǎn)型升級過程中所面臨的制約因素以及對這些制約相應(yīng)的應(yīng)對策略,為國有煤炭企業(yè)如何應(yīng)對轉(zhuǎn)型升級所帶來的問題提出建設(shè)性的解決方案和思路。本文以供給側(cè)改革、供給學(xué)相關(guān)理論為基礎(chǔ),采用案例研究的研究方法進(jìn)行論證。本文研究思路與已有研究的區(qū)別在于本文重點(diǎn)是從公司經(jīng)營的視角通過指標(biāo)分析歸納出論證結(jié)論。目前已有研究多是基于現(xiàn)有的我們國家之前的改革經(jīng)驗(yàn)做出的推斷性總結(jié),論據(jù)比較單薄,論證的力度也不夠大。鑒于目前改革才剛剛開始一年多的時間,已有研究往往都是對于改革的必要性等角度來分析,對于改革如何繼續(xù),如何解決各種改革中的困難,缺乏真正落地的分析。對于改革進(jìn)程中的難點(diǎn),幾乎全盤落腳在國有企業(yè)人員安置的困難上,對于企業(yè)結(jié)構(gòu)性調(diào)整過程中受到企業(yè)經(jīng)營發(fā)展方面的制約尚無實(shí)際有效的研究。本文有以下發(fā)現(xiàn):(1)煤炭企業(yè)的轉(zhuǎn)型升級除了受到來自社會責(zé)任方面的壓力,更多是企業(yè)自身經(jīng)營方面的問題。國有煤炭企業(yè)在經(jīng)歷了黃金十年的高速發(fā)展期之后,產(chǎn)能過剩問題相當(dāng)嚴(yán)重,去除過剩產(chǎn)能,退出落后產(chǎn)能,發(fā)展優(yōu)良產(chǎn)能,已經(jīng)是企業(yè)不得不做的選擇。(2)我們所說的“去產(chǎn)能”,并不是簡單的去煤化,而是對于現(xiàn)有產(chǎn)能結(jié)構(gòu)的合理化調(diào)整,對于優(yōu)良產(chǎn)能我們更要保護(hù)和培育。(3)產(chǎn)融結(jié)合這種模式不只解決了公司融資壓力巨大,資金鏈緊張的問題,同時還解決了公司產(chǎn)業(yè)鏈單一,發(fā)展不平衡的問題。(4)轉(zhuǎn)型升級使得企業(yè)實(shí)現(xiàn)了公司價值的提升,同時促進(jìn)了公司財務(wù)績效的改善,市場地位得以鞏固和不斷加強(qiáng)。本文的特色及創(chuàng)新之處在于:(1)總結(jié)煤炭企業(yè)在轉(zhuǎn)型升級過程中的制約因素的基礎(chǔ)上提出針對性的應(yīng)對策略,對企業(yè)的制約因素以及轉(zhuǎn)型升級后的效果評價,并不停滯于理論總結(jié)與主觀推斷,而是做出了具體的數(shù)據(jù)分析,從而論證自身觀點(diǎn),結(jié)論具有可參考性和可信度。(2)多角度同一指向地論證影響轉(zhuǎn)型升級的制約因素,以單個案例研究展示出共性。
[Abstract]:In 2016, deepening the reform of state-owned enterprises entered the year of full implementation. With the deepening of supply-side reform, the State Council proposes to eliminate excess capacity to realize structural adjustment of state-owned enterprises. This article selects Datong coal industry transformation and upgrade case as the research object, taking the state-owned coal enterprise transformation and upgrading factor as the starting point of the case study, whether the coal enterprise transformation and upgrade can improve the enterprise value and improve the financial performance. Improve the competitiveness of enterprises to carry out systematic and in-depth research. This paper attempts to explore how to choose coping strategies in the process of transformation and upgrading of state-owned coal enterprises under the background of supply-side structural reform, taking Datong coal industry as an example. Through the analysis of the constraints faced by Datong coal industry in the process of transformation and upgrading and the corresponding countermeasures to these constraints, this paper puts forward constructive solutions and ideas on how to deal with the problems brought about by the transformation and upgrading of state-owned coal enterprises. On the basis of supply-side reform and supply-related theory, this paper uses case study method to demonstrate. The difference between this paper and the existing research is that the main point of this paper is to conclude the argumentation from the perspective of company management through index analysis. At present, most of the existing studies are based on the previous reform experience of our country, the argument is weak and the strength of the argument is not strong enough. In view of the fact that the reform has only been started for more than a year, the existing researches have often analyzed the necessity of the reform, and lack of real analysis on how to continue the reform and how to solve the difficulties in the reform. For the difficulties in the process of reform, almost all the difficulties in the placement of personnel in state-owned enterprises, there is no practical and effective research on the constraints of enterprise management and development in the process of structural adjustment of enterprises. In addition to the pressure from social responsibility, the transformation and upgrading of coal enterprises is more a problem of enterprises' own management. After going through a period of rapid development in the golden decade, the state-owned coal enterprises have a serious problem of overcapacity, remove excess capacity, withdraw from backward production capacity, and develop excellent production capacity. This is already the choice that enterprises have to make. (2) what we call "de-production capacity" is not simply decarbonization, but a rationalization of the existing production capacity structure. For the excellent production capacity, we must protect and foster the combination of industry and finance. This model not only solves the problem of huge financing pressure and tight capital chain, but also solves the single industrial chain of the company. The problem of unbalanced development makes the enterprise realize the promotion of company value, at the same time promote the improvement of company financial performance, and the market position can be consolidated and strengthened. The features and innovations of this paper lie in: 1) on the basis of summarizing the restrictive factors in the process of transformation and upgrading of coal enterprises, the paper puts forward the corresponding countermeasures, the restrictive factors of the enterprises and the evaluation of the effect after the transformation and upgrading. It does not stop at the theoretical summary and subjective inference, but makes concrete data analysis to prove its own viewpoint. The conclusion has the reference and credibility. A single case study shows commonality.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F426.21

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