本文選題：甘肅省　切入點：價值鏈　出處：《蘭州大學》2014年碩士論文　論文類型：學位論文

【摘要】：隨著我國奶牛養(yǎng)殖業(yè)的快速發(fā)展,對高品質(zhì)苜蓿商品的需求量也越來越大,而每年持續(xù)增長的進口苜�？偭恳约�2008的“三聚氰胺事件”,都直接或間接地反映出我國苜蓿產(chǎn)業(yè)發(fā)展的滯后。甘肅省一直以來作為全國紫花苜蓿種植面積最大的省份,卻始終無法把本省巨大的資源優(yōu)勢轉(zhuǎn)變?yōu)榻?jīng)濟優(yōu)勢,其癥結(jié)就就在于沒有形成一條完整的集原料供給、生產(chǎn)加工、銷售服務于一體的苜蓿產(chǎn)業(yè)價值鏈。而苜蓿企業(yè)又是苜蓿產(chǎn)業(yè)價值鏈上最重要的節(jié)點,所以本文以甘肅省30家苜蓿企業(yè)為研究對象,通過基于企業(yè)價值鏈的因素分析和基于企業(yè)價值鏈的整合分析,詳細探討了甘肅省苜蓿企業(yè)的發(fā)展現(xiàn)狀,并對甘肅省苜蓿企業(yè)的未來發(fā)展提出了一些建議。所獲主要結(jié)果如下： 1、甘肅省的苜蓿企業(yè)多為中小微型企業(yè),按年銷售額進行劃分,在本文調(diào)查研究的30家苜蓿企業(yè)中,年銷售額在500萬元以上的有19家,占比63.3%,為中型企業(yè)；年銷售額在50-500萬元之間的有8家,占比26.7%,為小型企業(yè)；年銷售額在50萬元以下的有3家,占比10%,為微型企業(yè)。 2、甘肅省的苜蓿企業(yè)當前能夠進行批量生產(chǎn)的苜蓿產(chǎn)品主要有苜蓿草捆、苜蓿草塊、苜蓿草顆粒和苜蓿草粉這四種,產(chǎn)品結(jié)構(gòu)單一且附加值含量低,主要原因還在于苜蓿企業(yè)的科研能力過于薄弱。在本文調(diào)查研究的30家苜蓿企業(yè)中,建立有產(chǎn)品技術(shù)研發(fā)部門的僅有9家,占比30%,研發(fā)經(jīng)費占總銷售額比重在8%以上的僅有3家,占比10%。 3、甘肅省大部分苜蓿企業(yè)的人才資源仍相當匱乏,普遍缺乏技術(shù)方面和管理方面的核心人才,在本文調(diào)查研究的30家苜蓿企業(yè)中,具有大專以上學歷的員工在10人以下的有16家,占比53.3%,間接導致苜蓿企業(yè)管理層次的冗余以及管理信息系統(tǒng)的缺乏。 4、甘肅省的苜蓿企業(yè)還沒有建立起一套比較完整的苜蓿質(zhì)量分級標準和質(zhì)量檢測體系,所以難以保證苜蓿市場的規(guī)范化運作以及苜蓿產(chǎn)品的優(yōu)質(zhì)優(yōu)價,在本文調(diào)查研究的30家苜蓿企業(yè)中,具有IS09000系列認證的僅有7家,占比23.3%。此外,苜蓿產(chǎn)品質(zhì)量的參差不齊,也有礙于苜蓿品牌的成功打造,在本文調(diào)查研究的30家苜蓿企業(yè)中,具有苜蓿品牌的有12家,占比40%。 5、苜蓿企業(yè)在經(jīng)營規(guī)模擴大時適當引進價值鏈管理,根據(jù)價值鏈管理的思想,不斷完善質(zhì)量管理、品牌管理、人才管理、研發(fā)管理和組織管理等相關(guān)工作。通過價值鏈管理不斷降低苜蓿企業(yè)的各項成本,從而使苜蓿企業(yè)的產(chǎn)品和服務在市場上具有更強的競爭優(yōu)勢,有利于甘肅省中小型苜蓿企業(yè)早日做大做強。
[Abstract]:With the rapid development of dairy cattle industry in China, the demand for high quality alfalfa products is also increasing. However, the increasing amount of alfalfa imports each year and the melamine incident in 2008 reflect directly or indirectly the lag in the development of China's alfalfa industry. Gansu Province has always been the largest alfalfa planting area province in the country. However, it has never been possible to turn the province's huge resource advantage into an economic advantage. The crux of the problem lies in the failure to form a complete supply of raw materials, production and processing. Alfalfa industry value chain, which is integrated with sales and service, and alfalfa enterprise is the most important node in alfalfa industry value chain, so this paper takes 30 alfalfa enterprises in Gansu province as the research object. Through the factor analysis based on the enterprise value chain and the integration analysis based on the enterprise value chain, the development status of alfalfa enterprises in Gansu province is discussed in detail, and some suggestions for the future development of alfalfa enterprises in Gansu province are put forward. The main results are as follows:. 1. The alfalfa enterprises in Gansu Province are mostly small and medium-sized enterprises, which are divided into three groups according to the annual sales volume. Among the 30 alfalfa enterprises investigated in this paper, there are 19 alfalfa enterprises with annual sales of more than 5 million yuan, accounting for 63.33% of which are medium-sized enterprises. Eight of them with annual sales of between 50 and 5 million yuan, accounting for 26.7 percent, are small businesses, while three of them have annual sales of less than 500,000 yuan, accounting for 10 percent of microenterprises. 2. The alfalfa products which can be produced by alfalfa enterprises in Gansu province at present are mainly alfalfa bales, alfalfa blocks, alfalfa grains and alfalfa meal. The product structure is single and the added value content is low. The main reason is that the research ability of alfalfa enterprises is too weak. Of the 30 alfalfa enterprises investigated in this paper, only 9 have established product technology R & D departments. Accounting for 30%, R & D funds accounted for more than 8%% of the total sales of only 3, accounting for 10%. 3. The talent resources of most alfalfa enterprises in Gansu Province are still very scarce, and the core talents in technology and management are generally lacking. In the 30 alfalfa enterprises investigated and studied in this paper, There are 16 employees with college degree or above, accounting for 53.3%, which indirectly leads to the redundancy of management level and the lack of management information system in alfalfa enterprises. 4, the alfalfa enterprises in Gansu province have not established a set of relatively complete alfalfa quality grading standard and quality inspection system, so it is difficult to guarantee the standardized operation of alfalfa market and the high quality and high price of alfalfa products. Of the 30 alfalfa enterprises investigated in this paper, only 7 have IS09000 series certification, accounting for 23.3. in addition, the quality of alfalfa products is uneven, which also hinders the successful establishment of alfalfa brands. In the 30 alfalfa enterprises investigated in this paper, There are 12 alfalfa brands, accounting for 40%. 5. The alfalfa enterprise should introduce the value chain management when the business scale expands. According to the thought of value chain management, the quality management, brand management and talent management should be improved constantly. Through the value chain management, the cost of alfalfa enterprises is continuously reduced, so that the products and services of alfalfa enterprises have a stronger competitive advantage in the market. It is beneficial to small and medium alfalfa enterprises in Gansu province to become bigger and stronger at an early date.
【學位授予單位】：蘭州大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F326.12

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