【摘要】：隨著經(jīng)濟(jì)的飛速發(fā)展，我國制造業(yè)逐漸成為整個世界制造業(yè)中非常重要的一環(huán)。但是，在良好的發(fā)展形式下，中國制造業(yè)也必須應(yīng)對各種內(nèi)部和外部的不利因素。國內(nèi)方面，制造業(yè)的生產(chǎn)成本持續(xù)上升，再加上近幾年日益嚴(yán)重的“用工荒”，使那些傳統(tǒng)的低端制造業(yè)面臨著巨大的生存危機(jī)。國際方面，伴隨著人民幣對美元的持續(xù)升值，中國制造業(yè)在生產(chǎn)成本方面的優(yōu)勢被削弱了；國際貿(mào)易摩擦的日漸頻繁，使得中國制造的產(chǎn)品面臨著日益增加的出口壓力；此外，還有一些其它的因素制約著中國制造業(yè)的發(fā)展，如防止全球變暖，發(fā)展低碳經(jīng)濟(jì)等等。 在世界制造業(yè)服務(wù)化轉(zhuǎn)型的大背景下，“服務(wù)型制造”是綜合了世界制造業(yè)與服務(wù)經(jīng)濟(jì)的整體發(fā)展趨勢和中國制造業(yè)的具體實(shí)際所提煉出來的一種全新的制造企業(yè)服務(wù)化的概念。實(shí)際上就是制造企業(yè)的服務(wù)化，是在之前良好的制造業(yè)基礎(chǔ)之上，有機(jī)地融合制造業(yè)與服務(wù)業(yè)，并且實(shí)現(xiàn)制造業(yè)與服務(wù)業(yè)的良性互動與共同發(fā)展。 在這樣一種新的市場環(huán)境和經(jīng)濟(jì)形勢下，施耐德電氣(中國)公司從2008年開始，在公司內(nèi)部進(jìn)行了一場全面的變革，提出了從一個“電氣和自動化產(chǎn)品的制造商”轉(zhuǎn)變?yōu)椤澳苄Ч芾韺＜摇钡摹耙粋�公司”轉(zhuǎn)型戰(zhàn)略，在與國內(nèi)和國際同行業(yè)企業(yè)的競爭中搶占了先機(jī)。 施耐德電氣（中國）投資有限公司成立于1995年，是法國施耐德電氣在中國的全資子公司，2010年更名為施耐德電氣（中國）有限公司，以下簡稱為施耐德電氣（中國）。施耐德電氣（中國）在國內(nèi)有2個研發(fā)中心，6個物流中心，22家工廠以及9000多名員工。從公司成立到現(xiàn)在，平均每年的增長速度在20％至30％之間。2010年施耐德電氣（中國）的銷售額達(dá)到了120億元人民幣，同比增長45％，比全球平均24％的增長率高出21個百分點(diǎn)。 雖然施耐德電氣（中國）在過去20多年的發(fā)展歷程中有著不錯的業(yè)績，但其在國內(nèi)進(jìn)一步發(fā)展的阻力也越來越大。首先，中國勞動力成本的優(yōu)勢正在受到越來越多的發(fā)展中國家尤其是鄰國的挑戰(zhàn)，印尼、越南、菲律賓、印度擁有大量比中國更低廉的勞動力；其次，由于世界經(jīng)濟(jì)周期循環(huán)，以及新興經(jīng)濟(jì)體對需求的拉動，近年來國際原材料價(jià)格持續(xù)走高。最后，施耐德電氣（中國）的主要競爭對手ABB和西門子，紛紛加大在中國的投資和布局，而且隨著中國本土企業(yè)的成長和壯大，大家為了爭奪更大的市場份額，導(dǎo)致電氣產(chǎn)品的價(jià)格戰(zhàn)愈演愈烈，競爭不斷加劇，利潤不斷下降。 面對日益嚴(yán)峻的發(fā)展難題，施耐德電氣開始了服務(wù)化轉(zhuǎn)型。通過這種產(chǎn)品服務(wù)系統(tǒng)的構(gòu)建，就是根據(jù)制造企業(yè)當(dāng)前的實(shí)際狀況，通過采取各種策略（如品牌融合，企業(yè)并購，，業(yè)務(wù)外包等）來實(shí)現(xiàn)服務(wù)功能的增強(qiáng)。施耐德電氣通過統(tǒng)一品牌戰(zhàn)略將若干個旗下品牌整合成一個“施耐德”品牌，既增強(qiáng)了品牌宣傳效果也帶給客戶一種解決方案的整體感和專業(yè)感；通過對國內(nèi)相關(guān)企業(yè)的不斷并購，施耐德電氣（中國）在眾多相關(guān)領(lǐng)域迅速拓展了市場，為整體解決方案的實(shí)行提供了堅(jiān)實(shí)的產(chǎn)品基礎(chǔ)。它的這種既發(fā)展產(chǎn)品市場又加強(qiáng)服務(wù)市場的做法，是其服務(wù)化轉(zhuǎn)型的一大特色，使產(chǎn)品與服務(wù)產(chǎn)生一種良性互動；將非核心業(yè)務(wù)外包，使其資源集中于為客戶提供節(jié)能產(chǎn)品和節(jié)能服務(wù)上，增強(qiáng)了其在能源行業(yè)的市場競爭力。 商業(yè)模式的轉(zhuǎn)變和新的產(chǎn)品服務(wù)系統(tǒng)構(gòu)建最終還是需要由人來完成，由人的行為來進(jìn)行保證，所以，必須通過有效的組織來實(shí)現(xiàn)人力資源與企業(yè)戰(zhàn)略的匹配，用規(guī)則的建設(shè)來保證戰(zhàn)略的實(shí)施。施耐德電氣（中國）通過對組織模式的改造，來保證其轉(zhuǎn)型戰(zhàn)略的順利實(shí)施，其主要有以下幾種做法：首先，進(jìn)行部門的合并，將資源集中起來，減少解決方案執(zhí)行中的溝通障礙；其次，創(chuàng)立“商務(wù)合同中心”，規(guī)范商務(wù)合同行為，管理整個合同執(zhí)行期內(nèi)的風(fēng)險(xiǎn)；最后，由各個BU和中國區(qū)總裁組成施耐德電氣中國理事會，分享和協(xié)調(diào)宏觀議題，以保持中國地區(qū)所有實(shí)體的行事一致。 商業(yè)模式，產(chǎn)品服務(wù)系統(tǒng)和組織模式是服務(wù)化轉(zhuǎn)型的三個重要組成部分，通過分析施耐德電氣（中國）在這三個方面的成功經(jīng)驗(yàn)，證明了制造企業(yè)服務(wù)化轉(zhuǎn)型是一種科學(xué)的選擇和必然的趨勢。只有進(jìn)行服務(wù)化的轉(zhuǎn)型，制造企業(yè)才有可能走出價(jià)格競爭的泥潭，走向更為廣闊的“藍(lán)�！薄Ｍ瑫r(shí)，希望能為中國本土制造企業(yè)的服務(wù)化轉(zhuǎn)型提供借鑒，并且希望中國的制造企業(yè)能夠沖出國門，在世界的舞臺上發(fā)揮更大的能量。
[Abstract]:With the rapid development of economy, China's manufacturing industry has become a very important part of the whole world manufacturing industry. However, in the form of good development, China's manufacturing industry must also deal with various internal and external disadvantages. In the domestic area, the manufacturing cost of the manufacturing industry has continued to rise, combined with the increasing "labor shortage" in recent years, so that the traditional low-end manufacturing industry faces a huge crisis of survival. In the international arena, with the continued appreciation of the Chinese currency for the US dollar, the advantages of Chinese manufacturing in terms of production costs have been weakened; the increasingly frequent friction in international trade has led to an increasing export pressure for China-made products; in addition, There are other factors that restrict the development of Chinese manufacturing, such as the prevention of global warming, the development of a low-carbon economy, and so on. In the background of the transformation of the world manufacturing service, the "service-oriented manufacturing" is a brand-new service of manufacturing enterprise, which integrates the overall development trend of the world manufacturing and service economy and the concrete practice of China's manufacturing industry. In fact, it is the service of manufacturing enterprises, which is based on a good manufacturing basis, organically combines the manufacturing and service industry, and realizes the benign interaction and common development of the manufacturing industry and the service industry In such a new market environment and economic situation, Schneider Electric (China) Company started in 2008 and made a comprehensive change in the company, and put forward the "a company" of transition from one "Manufacturer of electrical and automation products" to "Energy Efficiency Management Specialist" The strategy is to be pre-empted in the competition with the domestic and international enterprises in the same industry Established in 1995, Schneider Electric (China) Investment Co., Ltd., a wholly-owned subsidiary of Schneider Electric in China, was renamed to Schneider Electric (China) Co., Ltd. in 2010, hereinafter referred to as Schneider Electric Gas (China). Schneider Electric (China) has 2 R & D centers in China,6 logistics centers,22 factories and 900 Over 0 employees. From the company to now, the average annual growth rate is between 20% and 30%. In 2010, the sales of Schneider Electric (China) reached 1.2 billion yuan, an increase of 45% on a year-on-year basis, a 2% higher than the global average of 24% Although Schneider Electric (China) has a good performance over the past 20 years, it has developed further in the country First, the advantages of China's labour costs are being challenged by a growing number of developing countries, especially neighbouring countries, Indonesia, Vietnam, the Philippines, India with a much lower labour force than China, and, secondly, due to the world The cycle of the business cycle, as well as the pull of demand from emerging economies, in recent years the international raw material In the end, ABB and Siemens, the main competitor to Schneider Electric (China), have increased their investment and layout in China, and with the growth and expansion of local enterprises in China, all of us compete for a larger market share and lead to electric products The price war is becoming more and more intense and the competition is increasing. In the face of the growing problem of development, Schneider Electric The service transformation is started in the air. The construction of this product service system is based on the actual situation of the manufacturing enterprises, and through the adoption of various strategies (such as brand integration, enterprise merger, business outsourcing, etc.) The enhancement of the service function is realized. Schneider Electric integrates several brands into a "Schneider" brand through the unified brand strategy, which not only enhances the brand promotion effect but also brings the overall feeling and professional feeling of the solution to the customer; and through the domestic and foreign policy, the brand promotion effect also brings the overall feeling and the professional feeling of a solution to the customers, With the continuous M & A of the relevant enterprises, Schneider Electric (China) has rapidly expanded the market in many relevant fields, and the implementation of the overall solution It provides a solid foundation for the product. It's not only the development of the product market but also the service market, is a characteristic of its service transformation, which makes the products and services a kind of benign interaction; the non-core business is outsourced, and its resources are concentrated in providing the customer with the section can be used on the product and the energy-saving service, The market competitiveness of the source industry. The transformation of the business model and the construction of the new product service system finally need to be completed by the person, and the human behavior is guaranteed. Therefore, the matching of the human resources and the enterprise strategy must be realized through the effective organization, and the rules The construction of Schneider Electric (China) to ensure the implementation of the strategy. Schneider Electric (China) ensures the smooth implementation of its transformation strategy through the transformation of the organizational model, which mainly includes the following: firstly, the consolidation of the departments, the concentration of the resources and the reduction of communication barriers in the implementation of the solution; and secondly, the creation of the "trunk>" Business Contract Ce nter ", regulate the business contract behavior and manage the risk of the whole contract execution period; and finally, the Schneider Electric China Council shall be formed by each BU and the President of China to share and coordinate the macro issues so as to keep China The business model, product service system and organization model are three important components of service transformation. By analyzing the successful experience of Schneider Electric (China) in these three aspects, it is proved that the transformation of manufacturing enterprise service transformation is A scientific choice and an inevitable trend. Only in the transformation of service, the manufacturing enterprise can get out of the quagmire of price competition and go to a broader "trunk>" b. At the same time, we hope to provide reference for the service transformation of Chinese domestic manufacturing enterprises, and hope that China's manufacturing enterprises will be able to run out of the national gate.
【學(xué)位授予單位】：首都經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F416.6;F272

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