本文關(guān)鍵詞： 本土化 跨國公司 工程機(jī)械　出處：《華南理工大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著近10年來中國基礎(chǔ)設(shè)施建設(shè)，房地產(chǎn)等大型項目的投資與發(fā)展呈持續(xù)高速增長狀態(tài)。國內(nèi)工程機(jī)械的需求量也越來越大。因此對其配套件液壓元件需求量也持續(xù)升溫。 工程機(jī)械用的液壓元件技術(shù)要求與質(zhì)量要求相對較高，因此從改革開放以來，由于國內(nèi)液壓件制造商的設(shè)計制作水平仍然較為落后，工程機(jī)械用的核心液壓元件基本采用國外進(jìn)口的方式，因此就集中在國外該行業(yè)的幾家供應(yīng)商身上，并在20世紀(jì)以來都是賣方市場。直到21世紀(jì)，國外同行不斷地通過自我提升與發(fā)展進(jìn)入國內(nèi)市場，國內(nèi)的制造商質(zhì)量開始穩(wěn)定下來，客戶的認(rèn)知程度與技術(shù)水平不斷提高的情況下，工程機(jī)械的液壓元件開始從賣方市場變?yōu)橘I方市場。因此許多國外液壓元件的制造商各自開始了其本地化的進(jìn)程。 總部設(shè)在德國的R公司作為全球最大的幾個液壓元件供應(yīng)商之一，早在1978年進(jìn)入了中國市場，開始其在中國市場的銷售業(yè)務(wù)，并在接下來的20多年內(nèi)逐步建立起兩個國內(nèi)工廠，然而其本地化程度仍然不足。面對市場急劇膨脹，，國內(nèi)國際同行的競爭越來越激烈，客戶不斷有新的需求情況下，R公司的中國管理層于2008年提出并了五個本地化的概念，即本地化采購、本地化生產(chǎn)、本地化管理、本地化工程、本地化調(diào)試。并且在接下來幾年逐一實(shí)施，在市場上收到了一定的效果。然而在2011年的下半年開始國家對于整個房地產(chǎn)與基礎(chǔ)設(shè)施建設(shè)的調(diào)控下，行業(yè)發(fā)生了持續(xù)下滑。而R公司由于本地化所帶來的一些問題也同時逐漸體現(xiàn)出來。 本文主要通過詳細(xì)介紹R公司在實(shí)施五個本地化前后的經(jīng)營情況，然后詳細(xì)用多種科學(xué)方法與不同的角度描述R公司近年來五個本地化的實(shí)施的與市場不斷變化情況下這些工作進(jìn)行研究。以R公司為例子闡述并分析R公司的跨文化管理，本土化動因以及本土化實(shí)施方面的一些前因后果。最后得出結(jié)論并結(jié)合事實(shí)揭示R公司在本土化建設(shè)過程中的得失以及提出相關(guān)一些建議。
[Abstract]:With the construction of infrastructure in China in the past 10 years. The investment and development of large projects such as real estate are in a state of continuous rapid growth. The demand for domestic construction machinery is also increasing. The technical requirements and quality requirements of hydraulic components used in construction machinery are relatively high, so since the reform and opening up, the level of design and manufacture of domestic hydraulic components manufacturers is still relatively backward. The core hydraulic components used in construction machinery are mainly imported from abroad, so they are concentrated on several foreign suppliers in this industry and have been the seller's market since 20th century. Until 21th century. Foreign peers constantly through self-improvement and development into the domestic market, the quality of domestic manufacturers began to stabilize, customer awareness and technical level continues to improve. The hydraulic components of construction machinery began to change from the seller's market to the buyer's market. Therefore, many foreign manufacturers of hydraulic components began the process of localization. As one of the world's largest suppliers of hydraulic components, R, headquartered in Germany, entered the Chinese market as early as 1978 to begin its sales operations in the Chinese market. And in the next 20 years and gradually set up two domestic factories, but its localization is still insufficient. Facing the rapid expansion of the market, domestic and international counterparts are increasingly competitive. In 2008, the Chinese management of R Company put forward five localization concepts, namely, local procurement, local production, localization management and localization engineering. Localization debugging. And in the next few years one by one, in the market has received certain results. However, in the second half of 2011, the country began to control the entire real estate and infrastructure construction under the control. The industry has continued to slide, and some of the problems that R has caused by localisation are also emerging. This article mainly through the detailed introduction of R company before and after the implementation of five localization business situation. Then it describes in detail the five localization practices of R Company in recent years and the changing situation of the market with various scientific methods and different angles. Taking R Company as an example, this paper expounds and analyzes the cross-section of R Company. Cultural management. Finally, the author draws a conclusion and combines the facts to reveal the gain and loss of R Company in the process of localization construction and puts forward some relevant suggestions.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.3;F416.4

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