發(fā)布時(shí)間：2018-06-10 13:07

  本文選題：生產(chǎn)模式 + 轉(zhuǎn)型�。� 參考：《蘭州大學(xué)》2014年碩士論文

【摘要】：企業(yè)戰(zhàn)略合作已經(jīng)成為當(dāng)今世界較為流行的一種企業(yè)參與國際競爭的重要戰(zhàn)略,艾默生公司與華海聯(lián)能之間的OEM戰(zhàn)略合作主要是艾默生公司發(fā)揮華海聯(lián)能的鈑金加工經(jīng)驗(yàn)豐富、成本低廉的優(yōu)勢(shì),利用華海聯(lián)能設(shè)備及廠房等資源,應(yīng)對(duì)市場,包括ZC機(jī)柜獨(dú)家供貨、框架協(xié)議和戰(zhàn)略統(tǒng)一等形式,形成全新的供應(yīng)鏈運(yùn)作模式。該模式能夠增加企業(yè)盈利能力,優(yōu)化供應(yīng)鏈流程和縮短合同執(zhí)行周期,提高艾默生公司電源產(chǎn)品在OEM戰(zhàn)略合作中的經(jīng)營效益。 本文通過對(duì)艾默生公司電源產(chǎn)品生產(chǎn)模式轉(zhuǎn)型案例的分析,總結(jié)出企業(yè)在業(yè)務(wù)外包方面的以下幾點(diǎn)經(jīng)驗(yàn)：第一,完整的外包決策評(píng)估報(bào)告是業(yè)務(wù)外包的關(guān)鍵；第二,外包業(yè)務(wù)的實(shí)施需要公司高級(jí)管理層的不斷支持。轉(zhuǎn)型過程中會(huì)涉及到重要崗位的人員調(diào)整及部門組織結(jié)構(gòu)的變更等重大的決策,這些調(diào)整都需要公司的高級(jí)管理層來批準(zhǔn)；第三,采用項(xiàng)目管理的運(yùn)作模式,項(xiàng)目負(fù)責(zé)人需制定詳細(xì)外包實(shí)施方案規(guī)劃,定期回顧執(zhí)行效果,主要包含項(xiàng)目時(shí)間規(guī)劃,供應(yīng)商選擇、外包方式選擇及外包實(shí)施效果的評(píng)估等；第四,精心準(zhǔn)備及簽訂外包協(xié)議；第五,需要不斷完善的外包業(yè)務(wù)管理機(jī)制,主要包含企業(yè)文化滲透、資源管理系統(tǒng)的上線、明確的溝通機(jī)制、完善的培訓(xùn)計(jì)劃等。 同時(shí),通過分析發(fā)現(xiàn),該案例也存在不足的方面。首先,轉(zhuǎn)型造成物流成本的增加。其次,多工廠發(fā)貨造成合同齊套性變差等問題。這些問題仍然需要艾默生公司不斷的優(yōu)化改善。 通過對(duì)艾默生公司生產(chǎn)模式轉(zhuǎn)型案例的分析得出的經(jīng)驗(yàn)及教訓(xùn),希望能為我國企業(yè)的業(yè)務(wù)外包提供有價(jià)值的建議和對(duì)策。
[Abstract]:Corporate strategic cooperation has become an important strategy for enterprises to participate in international competition in the world. The OEM strategic cooperation between Emerson and Huahai Lianeng is mainly due to the fact that Emerson has rich experience in sheet metal processing. With the advantage of low cost, the new supply chain operation mode is formed by utilizing resources such as Huahai Union equipment and factory building to deal with the market, including exclusive supply of ZC cabinets, framework agreement and strategic unification. This model can increase the profitability of the enterprise, optimize the supply chain process and shorten the contract execution cycle. In this paper, through the analysis of Emerson power product production mode transformation case, summarized the following experience in business outsourcing: first, Complete outsourcing decision evaluation report is the key to outsourcing. Second, the implementation of outsourcing business needs the support of senior management. In the process of transformation, important decisions such as personnel adjustment in important positions and changes in the organizational structure of the department will be involved, and these adjustments will require the approval of the senior management of the company. Third, the operational mode of project management will be adopted. The project leader should draw up detailed plan of outsourcing implementation, review the effect of implementation regularly, mainly include project time planning, supplier selection, outsourcing method selection and evaluation of outsourcing implementation effect. Fourth, Elaborate preparation and signing of outsourcing agreements; fifth, the need for continuous improvement of outsourcing business management mechanism, including corporate culture penetration, resource management system online, clear communication mechanism, perfect training plan, etc. At the same time, Through analysis, it is found that this case also has some shortcomings. First of all, the transformation of logistics costs caused by the increase. Second, many factory delivery of goods caused by the contract set up a variety of problems such as. These problems still need to be optimized and improved by Emerson Company. By analyzing the experience and lessons of Emerson's production mode transformation, we hope to provide valuable suggestions and countermeasures for the outsourcing of Chinese enterprises.
【學(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F426.61;F274

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本文編號(hào)：2003328