【摘要】：醫(yī)藥是一個(gè)與國(guó)計(jì)民生息息相關(guān)的行業(yè),自改革開(kāi)放以來(lái)它就不斷地發(fā)展壯大。作為醫(yī)藥行業(yè)的一個(gè)分支,小分子類(lèi)化學(xué)藥物的仿制在中國(guó)也呈現(xiàn)出蓬勃發(fā)展的趨勢(shì)。S制藥公司是一家專(zhuān)門(mén)從事該領(lǐng)域原料藥研發(fā)與生產(chǎn)的企業(yè),在行業(yè)內(nèi)有一定的代表性。通過(guò)對(duì)該企業(yè)所在行業(yè)國(guó)內(nèi)外發(fā)展趨勢(shì)的分析,結(jié)合企業(yè)轉(zhuǎn)型升級(jí)的需要,認(rèn)為該企業(yè)的長(zhǎng)期戰(zhàn)略目標(biāo)應(yīng)該是研發(fā)生肽類(lèi)新藥,但是目前暫時(shí)沒(méi)有能力去開(kāi)展。因此,S制藥公司近期可以采用合同研發(fā)與合同生產(chǎn)為主的CRAM業(yè)務(wù)模式,作為從小分子原料藥仿制到生肽類(lèi)新藥轉(zhuǎn)型升級(jí)的過(guò)渡。本論文評(píng)估了企業(yè)的外部環(huán)境,分析了企業(yè)的競(jìng)爭(zhēng)能力,同時(shí),結(jié)合CRAM業(yè)務(wù)的實(shí)際需求,預(yù)判了在這個(gè)過(guò)程中,S制藥公司可能會(huì)遇到的問(wèn)題,并給出對(duì)策,即:第一,優(yōu)化職能結(jié)構(gòu);第二,建立系統(tǒng)的項(xiàng)目管理制度;第三,建立合適的內(nèi)外部評(píng)估機(jī)制;第四,建立企業(yè)戰(zhàn)略聯(lián)盟。
[Abstract]:Medicine is an industry closely related to the national economy and people's livelihood. It has been developing and expanding since the reform and opening up. As a branch of the pharmaceutical industry, the imitation of small molecular chemical drugs is also showing a booming trend in China. S Pharmaceutical Company is an enterprise specializing in the research and production of API in this field, which has a certain representative in the industry. Based on the analysis of the development trend of the enterprise at home and abroad and the needs of enterprise transformation and upgrading, it is considered that the long-term strategic goal of the enterprise should be to develop new biopeptide drugs, but at present it is not able to carry out them. Therefore, S pharmaceutical company can adopt the CRAM business model of contract R & D and contract production in the near future, as the transition from small molecular raw drug imitation to biopeptide new drug transformation and upgrading. This paper evaluates the external environment of the enterprise, analyzes the competitive ability of the enterprise, at the same time, combined with the actual demand of CRAM business, predicts the problems that the S pharmaceutical company may encounter in this process, and puts forward the countermeasures: first, Optimizing the functional structure; Second, establish systematic project management system; third, establish appropriate internal and external evaluation mechanism; fourth, establish enterprise strategic alliance.
【學(xué)位授予單位】：蘇州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F426.72;F272

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本文編號(hào)：2296785