本文選題：競(jìng)爭(zhēng)維度　切入點(diǎn)：運(yùn)營(yíng)管理　出處：《華東理工大學(xué)》2014年碩士論文

【摘要】：半導(dǎo)體芯片行業(yè)分為兩大子行業(yè),分別是“芯片設(shè)計(jì)業(yè)”和“芯片生產(chǎn)業(yè)”。時(shí)至今日,中國(guó)的芯片生產(chǎn)業(yè)已經(jīng)達(dá)到了世界的水平,然而中國(guó)的芯片設(shè)計(jì)業(yè)卻仍然差距較大。從研發(fā)實(shí)力和資金投入水平上來說,中國(guó)的芯片設(shè)計(jì)企業(yè)已經(jīng)與國(guó)際最高水平差別不大,運(yùn)營(yíng)管理和運(yùn)營(yíng)戰(zhàn)略的運(yùn)用在芯片生產(chǎn)業(yè),已經(jīng)是深入人心并得到廣泛而深入地運(yùn)用；然而在數(shù)量眾多芯片設(shè)計(jì)企業(yè)里,運(yùn)營(yíng)管理尚不是一個(gè)受到高度重視的方面,大家多以為運(yùn)營(yíng)管理主要是芯片生產(chǎn)企業(yè)應(yīng)該重點(diǎn)考慮的事情。但是真的是這樣嗎? 本文以S公司為案例,以運(yùn)營(yíng)戰(zhàn)略理論為基礎(chǔ),分析得出S公司成立之初連續(xù)失敗的主要原因在于運(yùn)營(yíng)戰(zhàn)略的缺失。經(jīng)過S公司內(nèi)部分析,在肯定了其總體經(jīng)營(yíng)戰(zhàn)略和研發(fā)實(shí)力的基礎(chǔ)上,以權(quán)衡的觀點(diǎn)分析競(jìng)爭(zhēng)維度,并從中確定了訂單資格要素和訂單贏得要素,從而制定了適合S公司自身特點(diǎn)的差異化運(yùn)營(yíng)戰(zhàn)略,以CEO親自領(lǐng)銜C00的職責(zé)來進(jìn)行了運(yùn)營(yíng)戰(zhàn)略的實(shí)施,對(duì)產(chǎn)品開發(fā)過程、外包等進(jìn)行了優(yōu)化。在短短的12個(gè)月后,S公司的運(yùn)營(yíng)戰(zhàn)略效果顯現(xiàn),基本實(shí)現(xiàn)了制定的運(yùn)營(yíng)目標(biāo),同時(shí)也取得了初步的市場(chǎng)勝利。 本文試圖以此為例來說明運(yùn)營(yíng)管理和運(yùn)營(yíng)戰(zhàn)略的應(yīng)用不應(yīng)該僅僅限于芯片生產(chǎn)業(yè),對(duì)于芯片設(shè)計(jì)型企業(yè)來說同樣是十分重要、不可缺失的；且一旦將正確的運(yùn)營(yíng)戰(zhàn)略和芯片設(shè)計(jì)企業(yè)的總體經(jīng)營(yíng)戰(zhàn)略予以配合,就能取得立竿見影的效果。希望能以此為同業(yè)的其他芯片設(shè)計(jì)企業(yè)提供一個(gè)可供借鑒的發(fā)展思路。
[Abstract]:Semiconductor chip industry is divided into two major industries, respectively, "chip design industry" and "chip production industry."Today, China's chip industry has reached the level of the world, but China's chip design industry is still a big gap.In terms of R & D strength and investment level, the chip design enterprises in China are not different from the highest level in the world. The application of operation management and operation strategy in the chip manufacturing industry has been deeply rooted and widely used.However, in a large number of chip design enterprises, the operation management is not a highly valued aspect, most people think that the operation management is the chip manufacturing enterprises should focus on the matter.But is that true?Taking S Company as a case and based on the theory of operation strategy, this paper analyzes that the main reason for the continuous failure of S Company at the beginning of its establishment is the lack of operational strategy.Through the internal analysis of S Company, on the basis of affirming its overall management strategy and R & D strength, this paper analyzes the competitive dimension from the point of view of balance, and determines the qualification factor and the winning factor of the order.Therefore, the differentiated operation strategy suitable for S company's own characteristics is formulated, and the implementation of the operation strategy is carried out with the responsibility of CEO personally leading C00, and the process of product development and outsourcing are optimized.In a short period of 12 months, the company's operational strategy effect shows, basically achieved the formulated operational objectives, but also achieved a preliminary success in the market.This paper attempts to take this as an example to illustrate that the application of operation management and operation strategy should not only be limited to chip manufacturing industry, but also very important and indispensable for chip design enterprises.Once the correct operation strategy and the overall management strategy of the chip design enterprise are coordinated, the immediate effect can be achieved.It is hoped that this can be used as a reference for other chip design enterprises in the same industry.
【學(xué)位授予單位】：華東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272.3;F426.6

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