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  本文選題：研發(fā)外包 + 風(fēng)險管理��； 參考：《復(fù)旦大學(xué)》2013年碩士論文

【摘要】：2012年以來手機市場面臨非智能手機向ANDROID(安卓)智能手機的轉(zhuǎn)變,需要Z公司及時轉(zhuǎn)型把核心資源集中到ANDROID(安卓)智能手機的研發(fā)。而對于非智能手機,這類市場上已經(jīng)廣泛使用的成熟產(chǎn)品,技術(shù)也都已經(jīng)很成熟,Z公司將其定為非核心業(yè)務(wù)產(chǎn)品,決定采用研發(fā)外包的方式來保持一定的市場份額。 但由于研發(fā)外包模式與原先的自我研發(fā)模式有很多不同點,在研發(fā)、生產(chǎn)制造、出廠檢測、物流等都是在企業(yè)外部完成。整個流程包含了很多不確定的因素,這些不確定因素就會給企業(yè)帶來各種風(fēng)險。本文研究的目的就是通過采用風(fēng)險管理的方法,對于外包過程中存在的風(fēng)險進行識別和控制,從而使得研發(fā)外包項目能夠順利實施。 通過查閱文獻,風(fēng)險管理一般包括識別、評估、應(yīng)對、控制四個階段。在識別階段,通過采用風(fēng)險識別依據(jù)和工具、方法對風(fēng)險做了充分的識別。對于識別出來的風(fēng)險通過判斷其綜合影響程度來進行風(fēng)險評估。對于評估出來的每個風(fēng)險都有應(yīng)對計劃包括應(yīng)對的責(zé)任人、預(yù)防計劃、時間等,特別是對于識別出來的A類風(fēng)險(關(guān)鍵風(fēng)險)作了詳細(xì)的應(yīng)對計劃說明。最后通過《項目風(fēng)險清單》等方式來進行風(fēng)險的監(jiān)控。 通過研究得出,對于Z公司非智能手機的研發(fā)外包共計識別出了56個風(fēng)險。并特別對于其中的A類風(fēng)險(關(guān)鍵風(fēng)險)做了重點說明。指出：非智能手機研發(fā)外包項目應(yīng)從市場風(fēng)險、合作方選擇、需求和驗收標(biāo)準(zhǔn)、知識產(chǎn)權(quán)等方面重點加強風(fēng)險控制。以及對于技術(shù)成熟產(chǎn)品的研發(fā)外包而言,外包風(fēng)險主要集中在項目的論證階段,這一階段是需要重點關(guān)注的。 由于機電類項目的產(chǎn)品運作流程和本項目研究對象基本一致,本文提出的非核心產(chǎn)品研發(fā)外包項目運作流程、項目風(fēng)險識別和評估框架、風(fēng)險應(yīng)對、風(fēng)險監(jiān)控方法對于機電類產(chǎn)品的研發(fā)外包風(fēng)險識別和控制具有較強的借鑒和參考意義。
[Abstract]:Since 2012, the mobile market has faced a shift from non-smartphone to android (Android) smartphone, which requires Z to focus its core resources on the development of android smartphones in a timely manner. But for the non-smart phone, this kind of mature product that has been widely used in the market, the technology has also been very mature, the company has decided to use the way of R & D outsourcing to maintain a certain market share. However, there are many differences between the R & D outsourcing model and the original self-R & D model. In R & D, manufacturing, factory testing, logistics and so on, all of them are completed outside the enterprise. The whole process contains many uncertain factors, which will bring a variety of risks to the enterprise. The purpose of this paper is to identify and control the risks in the process of outsourcing by adopting the method of risk management, so that the R & D outsourcing project can be carried out smoothly. Through literature review, risk management generally includes four stages: identification, evaluation, response and control. In the stage of identification, the risk identification method is used to fully identify the risk by means of risk identification basis and tools. The identified risk is assessed by judging its comprehensive impact. There is a response plan for each of the risks assessed, including the responsible person, the prevention plan, the time, etc., in particular, a detailed description of the identified category A risk (critical risk). Finally, the project risk list is used to monitor the risk. According to the research, 56 risks have been identified for R & D outsourcing of Z company. And especially for the A type of risk (key risk) to focus on the description. It is pointed out that non-smart phone R & D outsourcing projects should focus on strengthening risk control from aspects of market risk, partner selection, demand and acceptance criteria, intellectual property rights, etc. As for the outsourcing of mature products, the risk of outsourcing is mainly focused on the demonstration stage of the project, which needs to be paid more attention to. Because the product operation process of electromechanical project is basically consistent with the research object of this project, this paper puts forward the operating process of non-core product R & D outsourcing project, project risk identification and evaluation framework, risk response, The risk monitoring method has a strong reference and reference significance for R & D outsourcing risk identification and control of mechanical and electrical products.
【學(xué)位授予單位】：復(fù)旦大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F426.63

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本文編號：1926376