【摘要】：隨著世界經(jīng)濟一體化進程的不斷深入，世界政治格局的變革和科技的迅速發(fā)展，很多跨國企業(yè)為了提高自身的競爭優(yōu)勢以及適應快速變化的市場，都會選擇通過企業(yè)并購來實現(xiàn)全球化的戰(zhàn)略資源配置和合作。自20世紀90年代起，越來越多的跨國公司為了快速實現(xiàn)其全球化戰(zhàn)略，開始了大規(guī)模的跨國并購，掀起了新一輪全球范圍內(nèi)的并購浪潮。 然而，從已有的統(tǒng)計數(shù)據(jù)顯示，企業(yè)并購的成功率并不高。企業(yè)并購是一個復雜的經(jīng)濟現(xiàn)象，實施過程一般需要經(jīng)過準備、談判、內(nèi)部整合、外部整合等階段，而并購的失敗往往是由于收購方和被收購方在整合管理和資源重新調(diào)配過程中產(chǎn)生沖突。從業(yè)務(wù)需求上看，供應鏈的整合和協(xié)同是企業(yè)并購中最為重要的，而內(nèi)部供應鏈整合作為避免原有兩條供應鏈各自為政的必要手段，以及外部供應鏈整合的前提條件，則是企業(yè)并購后首要研究解決的核心問題，，也是決定并購能否成功的關(guān)鍵。 本文研究的G涂料公司是一家大型的跨國涂料原材料供應商，在行業(yè)和市場上有著重要地位。在經(jīng)濟全球化的大背景下，企業(yè)在跨國經(jīng)營中面臨著不斷變化的市場需求，激烈的競爭，以及提高產(chǎn)品質(zhì)量、改善服務(wù)、降低成本、縮短交貨期等壓力。為了支持快速實現(xiàn)本地化生產(chǎn)，完善業(yè)務(wù)產(chǎn)品線的戰(zhàn)略目標，G涂料公司近年來正經(jīng)歷著一系列企業(yè)并購活動。最近一次的并購規(guī)模較大，對整個業(yè)務(wù)線、產(chǎn)品線和組織架構(gòu)都有非常大的影響。由于跨國并購過程中會涉及多方面的整合，包括企業(yè)文化同化、業(yè)務(wù)重組、人員組織結(jié)構(gòu)調(diào)整、供應鏈和營銷網(wǎng)絡(luò)合并等，整合期間的不穩(wěn)定勢必會影響到公司運營的效率，特別是具有由于供應不穩(wěn)定而造成客戶流失的風險。因此，為企業(yè)制定適合的內(nèi)部供應鏈整合策略在企業(yè)并購中顯得尤為重要。 本文通過研究相關(guān)的企業(yè)并購和供應鏈整合理論，結(jié)合G涂料公司自身的經(jīng)營戰(zhàn)略以及針對企業(yè)在并購整合期所面臨的供應鏈問題，提出并購后的內(nèi)部供應鏈組織結(jié)構(gòu)重組策略，業(yè)務(wù)流程再造策略，構(gòu)建產(chǎn)品及客戶的分析模型并制定相應的銷售預測和產(chǎn)品供需策略等，為企業(yè)順利度過并購整合期，制定長效的供應鏈管理策略提供理論支持。
[Abstract]:With the deepening of the world economic integration process, the transformation of the world political structure and the rapid development of science and technology, many multinational enterprises in order to improve their competitive advantage and adapt to the rapidly changing market. They will choose to achieve global strategic resource allocation and cooperation through mergers and acquisitions. Since the 1990s, more and more multinational corporations have started large-scale cross-border M & A in order to realize their globalization strategy quickly, and set off a new wave of M & A in the global scope. However, the existing statistics show that the success rate of M & A is not high. M & A is a complex economic phenomenon, and the implementation process usually needs to go through the stages of preparation, negotiation, internal integration, external integration, etc. The failure of M & A is often due to the conflict between the acquirer and the acquirer in the process of integration management and resource reallocation. From the point of view of business demand, the integration and coordination of supply chain is the most important in M & A, while the integration of internal supply chain is the necessary means to avoid the original two supply chains, as well as the precondition of external supply chain integration. It is the core problem after M & A and the key to the success of M A. G coating Company is a large multinational paint raw material supplier, which plays an important role in industry and market. Under the background of economic globalization, enterprises are faced with changing market demand, fierce competition, and the pressure of improving product quality, improving service, reducing cost, shortening delivery time and so on. In order to support the rapid realization of localized production, the strategic goal of perfecting the line of business products is going through a series of M & A activities in recent years. The latest M & A is large and has a great impact on the whole line of business, product line and organizational structure. Due to the integration of various aspects in the process of cross-border mergers and acquisitions, including corporate culture assimilation, business restructuring, personnel organizational structure adjustment, supply chain and marketing network merger, the instability during the integration period will inevitably affect the efficiency of the company's operation. In particular, there is a risk of customer turnover due to supply instability. Therefore, it is very important to establish suitable internal supply chain integration strategy for enterprises. In this paper, by studying the related theories of M & A and supply chain integration, combining with the management strategy of G paint Company and aiming at the supply chain problems faced by enterprises in the period of M & A integration, The organizational structure reengineering strategy, business process reengineering strategy, the analysis model of product and customer, the corresponding sales forecast and product supply and demand strategy are put forward, so that the enterprise can pass the M & A integration period smoothly. Develop long-term supply chain management strategy to provide theoretical support.
【學位授予單位】：上海外國語大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F274;F426.72

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