發(fā)布時間：2018-01-26 15:36

  本文關鍵詞： 本土化 跨國公司 工程機械　出處：《華南理工大學》2014年碩士論文　論文類型：學位論文

【摘要】：隨著近10年來中國基礎設施建設，房地產等大型項目的投資與發(fā)展呈持續(xù)高速增長狀態(tài)。國內工程機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。 工程機械用的液壓元件技術要求與質量要求相對較高，因此從改革開放以來，由于國內液壓件制造商的設計制作水平仍然較為落后，工程機械用的核心液壓元件基本采用國外進口的方式，因此就集中在國外該行業(yè)的幾家供應商身上，并在20世紀以來都是賣方市場。直到21世紀，國外同行不斷地通過自我提升與發(fā)展進入國內市場，國內的制造商質量開始穩(wěn)定下來，客戶的認知程度與技術水平不斷提高的情況下，工程機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程。 總部設在德國的R公司作為全球最大的幾個液壓元件供應商之一，早在1978年進入了中國市場，開始其在中國市場的銷售業(yè)務，并在接下來的20多年內逐步建立起兩個國內工廠，然而其本地化程度仍然不足。面對市場急劇膨脹，，國內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、本地化管理、本地化工程、本地化調試。并且在接下來幾年逐一實施，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與基礎設施建設的調控下，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。 本文主要通過詳細介紹R公司在實施五個本地化前后的經營情況，然后詳細用多種科學方法與不同的角度描述R公司近年來五個本地化的實施的與市場不斷變化情況下這些工作進行研究。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施方面的一些前因后果。最后得出結論并結合事實揭示R公司在本土化建設過程中的得失以及提出相關一些建議。
[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.
【學位授予單位】：華南理工大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F272.3;F416.4

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相關期刊論文 前2條

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本文編號：1465969