本文關鍵詞： 鐵路建筑企業(yè) 中鐵五局 發(fā)展戰(zhàn)略 戰(zhàn)略規(guī)劃 戰(zhàn)略實施　出處：《西南交通大學》2013年碩士論文　論文類型：學位論文

【摘要】：我國建筑行業(yè)正處于發(fā)展的新時期,給鐵路建筑企業(yè)的發(fā)展和成長帶來了機遇和挑戰(zhàn)。隨著國家經(jīng)濟增速的放緩,建筑產(chǎn)品的逐步飽和,以及“7·23”溫州動車事故后鐵路市場的急速下滑,使中鐵五局等主要依賴鐵路市場的大型國有建筑企業(yè)陷入了困境,帶來了市場萎縮、規(guī)模下滑、資金緊張和運轉不靈等生存壓力。在未來幾年鐵路等基礎建設投資規(guī)模在經(jīng)歷峰值以后可能出現(xiàn)拐點,然后下行,而同時鐵路市場競爭卻日益激烈,利潤空間在不斷壓縮。在低迷中渡難關、在轉型中求生存、在競爭中求發(fā)展,成為中鐵五局等老牌鐵路基建企業(yè)不容忽視的重大命題。 發(fā)展戰(zhàn)略是企業(yè)生存與發(fā)展的主導問題,也是企業(yè)核心競爭力的重要保證。面對當前復雜多變的建筑行業(yè)形勢和競爭激烈的外部環(huán)境所帶來的挑戰(zhàn),中鐵五局與時俱進的進行戰(zhàn)略調(diào)整,制定科學的發(fā)展戰(zhàn)略,是企業(yè)求生存、謀發(fā)展的迫切要求和必然選擇。因此,結合當前鐵路建筑企業(yè)的特點和發(fā)展現(xiàn)狀,對中鐵五局發(fā)展戰(zhàn)略規(guī)劃和戰(zhàn)略實施中的關鍵問題展開研究,對于提升企業(yè)的競爭優(yōu)勢和國際競爭力,實現(xiàn)企業(yè)長期持續(xù)、穩(wěn)定的發(fā)展,具有重要的現(xiàn)實意義。 本文將中鐵五局(集團)有限公司發(fā)展戰(zhàn)略作為研究對象,以企業(yè)戰(zhàn)略理論為基礎,通過對集團公司多年的數(shù)據(jù)資料的收集整理,結合大量的現(xiàn)場走訪調(diào)研,綜合運用統(tǒng)計分析、PEST分析模型和SWOT分析等戰(zhàn)略管理工具,分析了中鐵五局內(nèi)外部環(huán)境、擁有的戰(zhàn)略資源及核心能力,總結了企業(yè)具備的優(yōu)勢和劣勢、面臨的機遇和威脅,在此基礎上制定了中鐵五局集團2013至2020年的戰(zhàn)略目標和戰(zhàn)略模式,明確了戰(zhàn)略實施的重點和支撐條件,并提出了提升中鐵五局集團競爭能力的建議。本文的研究結論包括： (1)通過對國內(nèi)宏觀環(huán)境和建筑業(yè)細分市場的綜合分析,得出中鐵五局擁有“鐵路建設市場仍將保持一定規(guī)模、公路建設市場將持續(xù)增長、地鐵與輕軌等基礎設施建設迅速增長、國際市場進一步開發(fā)”等發(fā)展機會,同時面臨著“行業(yè)經(jīng)營模式改變帶來的管理問題、建筑市場風險、建筑材料價格提升、競爭程度加劇、進軍國際市場及房地產(chǎn)市場的不確定性”等威脅； (2)通過對集團公司內(nèi)部環(huán)境的綜合分析,得出中鐵五局具備著專業(yè)和品牌綜合優(yōu)勢、資源和資產(chǎn)優(yōu)勢、產(chǎn)業(yè)經(jīng)營優(yōu)勢、企業(yè)文化優(yōu)勢等有利條件,同時存在著企業(yè)產(chǎn)業(yè)產(chǎn)品結構不盡合理、企業(yè)組織結構有待調(diào)整、企業(yè)整體管理水平有待提升、企業(yè)經(jīng)濟運行質(zhì)量不高、人才結構不夠合理等劣勢和不足； (3)中鐵五局目前的經(jīng)營實踐屬于多元化增長戰(zhàn)略,涉足多個行業(yè)但多元化程度較低,同時中鐵五局也在向國際化發(fā)展,但目前的規(guī)模不是很大,主要集中在相對落后的非洲和中亞地區(qū)。根據(jù)中鐵五局的實際情況,適宜采用的經(jīng)營發(fā)展戰(zhàn)略是“有限相關多元化戰(zhàn)略”和“國際化戰(zhàn)略”,應考慮業(yè)務的適度多元化,尋找和加大對盈利能力好、回報高的行業(yè)如海外業(yè)務板塊的關注和投入,提高企業(yè)的經(jīng)濟效益； (4)中鐵五局集團發(fā)展戰(zhàn)略實施應以科學發(fā)展、可持續(xù)發(fā)展為主題,以加快轉變發(fā)展方式為主線,以拓展市場、強化管控、調(diào)整結構為主措,以人才建設、科技進步為突破,突出抓好集約化經(jīng)營管理,推進企業(yè)發(fā)展轉型、管理升級； (5)為了促進中鐵五局集團發(fā)展戰(zhàn)略的實施和戰(zhàn)略目標的實現(xiàn),應對集團公司重新進行定位,健全和完善市場營銷、科技創(chuàng)新、項目管理、企業(yè)人才和文化管理等有力的戰(zhàn)略實施保障,不斷提升企業(yè)的戰(zhàn)略管理水平。
[Abstract]:The construction industry in our country is in a new period of development, has brought opportunities and challenges to the railway construction enterprise development and growth. With the slowdown in economic growth, building products gradually saturated, and the "7 - 23" Wenzhou accident after the rapid decline in the market of railway, China Railway five Bureau etc. mainly rely on the railway market the construction of large state-owned enterprises into a dilemma, brought a shrinking market, the scale of the decline, shortage of funds and poor functioning and survival pressures. The inflection point in the next few years the railway infrastructure investment might be experiencing peak, then down, while railway market competition is increasingly fierce, profit margins continue to compress in over. In the doldrums, survival in the transformation, in the competition and development, become a major topic of the five Bureau of China Railway and other old railway construction enterprises can not be ignored.
The development strategy is the dominant issue for the survival and development of enterprises, but also an important guarantee for the enterprise's core competitiveness. In the face of the current complex situation of construction industry and competitive external environmental challenges, China Railway five bureau with the strategic adjustment, formulate scientific development strategy, is the enterprise survival, development and the urgent requirement the inevitable choice. Therefore, according to the characteristics and current development of railway construction enterprise, research the key problems of the five Bureau of China railway development strategy planning and strategy implementation, to enhance the competitive advantage and international competitiveness, realize the enterprise long-term sustained, stable development, has important practical significance.
The five Bureau of China Railway (Group) Ltd. development strategy as the research object, with the enterprise strategic theory as the foundation, through to the group company for many years of data collection, combined with a large number of field visits to research, analysis on the integrated use of statistics, PEST analysis model and SWOT analysis of strategic management tool, analyzes the inside and outside of China Railway five bureau the Ministry of environment, strategic resources and core competence have, summarizes the advantages and disadvantages, opportunities and threats, on the basis of the development of the five Bureau of China Railway Group from 2013 to 2020 and the strategic objective, clear focus and support the implementation of the strategy, and puts forward to promote the five Bureau of China Railway Group competition the conclusions of this study include recommendations:
(1) through a comprehensive analysis of the macro environment and the domestic construction market, the China Railway five bureau with the railway construction market will still maintain a certain scale, the highway construction market will continue to grow, subway and railway infrastructure construction such as the rapid growth of the international market further development and other development opportunities, while facing "change the model of business management issues, the construction market risk, enhance the price of building materials, increase the level of competition, to enter the international market and the real estate market uncertainty and other threats;
(2) based on a comprehensive analysis of the internal environment of the group company, the China Railway five Bureau has a professional and comprehensive brand advantages, resources and assets, business advantage, enterprise culture advantages and favorable conditions, at the same time there are unreasonable industrial structure of enterprise products, enterprise organizational structure needs to be adjusted, the overall management level of enterprises to be to enhance the quality of economic operation, the enterprise is not high, personnel structure is not reasonable and the advantages and disadvantages;
(3) the current management practice of China Railway five bureau belongs to diversified growth strategy, in a variety of industries but the diversification degree is low, at the same time, China Railway five bureau is to the internationalization development, but the scale is not large, mainly concentrated in the relatively backward in Africa and Central Asia. According to the actual situation in iron five Bureau, suitable for use business development strategy is "limited related diversification strategy and international strategy, diversification should be considered for business, and to increase profitability, high return industries such as overseas business attention and investment, improve the economic efficiency of enterprises;
(4) the implementation of the development strategy of China Railway five bureau group should be based on scientific development, sustainable development as the theme, to accelerate the transformation of development as the main line, to expand the market, strengthen the control, adjust the structure of main measures, talent construction, the progress of science and technology as a breakthrough, give prominence to the intensive management, to promote the development of enterprise transformation, upgrading management;
(5) in order to promote the implementation of the development strategy of China Railway five bureau group and the strategic goals of the company to re positioning, improve and perfect marketing, technological innovation, project management, implementation of security strategy of enterprise talent and cultural management, powerful, and constantly improve the level of enterprise's strategic management.

【學位授予單位】：西南交通大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F426.92;F272

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