【摘要】：當(dāng)前,經(jīng)濟(jì)全球化競(jìng)爭(zhēng)態(tài)勢(shì)加劇,尤其是2009年以來(lái),由美國(guó)次貸危機(jī)而引發(fā)的一場(chǎng)國(guó)際性金融海嘯,給世界經(jīng)濟(jì)造成了嚴(yán)重沖擊,并且從金融領(lǐng)域侵襲到實(shí)體經(jīng)濟(jì),從發(fā)達(dá)國(guó)家傳導(dǎo)到發(fā)展中國(guó)家。作為共和國(guó)“長(zhǎng)子”的央企,面對(duì)新的形勢(shì),如何結(jié)合實(shí)際,抓住機(jī)遇,調(diào)整結(jié)構(gòu),因地制宜地制定切實(shí)可行的發(fā)展戰(zhàn)略,成為企業(yè)迫在眉睫的重大課題。 截止到2011年底,我國(guó)鐵路運(yùn)營(yíng)里程為9.3萬(wàn)公里,居世界第2位；其中高速鐵路運(yùn)營(yíng)總里程突破1.3萬(wàn)公里,居世界第1位。近幾年,隨著鐵路跨越式發(fā)展的逐步推進(jìn),中國(guó)鐵路建設(shè)取得了一定成績(jī)；但是按人均來(lái)計(jì)算,人均鐵路里程僅一根香煙的長(zhǎng)度,還遠(yuǎn)遠(yuǎn)落后于美國(guó)等發(fā)達(dá)國(guó)家。鐵路“十二五”規(guī)劃已經(jīng)明確提出：到2020年,鐵路規(guī)劃里程數(shù)將提升到12萬(wàn)公里,我國(guó)的鐵路建設(shè)還有很大的發(fā)展空間。另一方面,鐵路建設(shè)已經(jīng)步入“后四萬(wàn)億”時(shí)代,雖然國(guó)家出臺(tái)了一系列政策拉動(dòng)經(jīng)濟(jì)增長(zhǎng),但是部分新建鐵路建設(shè)項(xiàng)目“下馬”或者停滯、房地產(chǎn)市場(chǎng)低迷、海外工程建設(shè)受阻以及地方項(xiàng)目資金緊張、任務(wù)不足等種種因素,給建筑業(yè)市場(chǎng)帶來(lái)了不小的沖擊。這些新情況新問(wèn)題在給鐵路建筑企業(yè)帶來(lái)新機(jī)遇的同時(shí),也帶來(lái)了前所未有的挑戰(zhàn)。 本論文的主題旨在幫助中鐵X局集團(tuán)進(jìn)一步分析所面臨的新形勢(shì),進(jìn)一步創(chuàng)新體制機(jī)制、化解結(jié)構(gòu)性矛盾、加強(qiáng)精益管理,提高核心競(jìng)爭(zhēng)力,帶領(lǐng)企業(yè)走出困境,切實(shí)擔(dān)負(fù)起加快國(guó)家基礎(chǔ)設(shè)施的建設(shè)、拉動(dòng)經(jīng)濟(jì)快速增長(zhǎng)的重大責(zé)任。本文運(yùn)用了SOWT分析法,具體剖析中鐵X局集團(tuán)企業(yè)本身存在的優(yōu)勢(shì)和劣勢(shì)；利用自己工作所在部門(mén)的優(yōu)勢(shì),多次與集團(tuán)董事長(zhǎng)、董事會(huì)秘書(shū)以及人力資源部長(zhǎng)等高級(jí)管理者進(jìn)行訪談,了解企業(yè)發(fā)展?fàn)顩r；同時(shí)對(duì)鐵路建筑施工企業(yè)進(jìn)行了調(diào)研、數(shù)據(jù)搜集,在此基礎(chǔ)上,科學(xué)制定出企業(yè)發(fā)展戰(zhàn)略：即采取多元化戰(zhàn)略,同時(shí)提出未來(lái)十年發(fā)展的總體目標(biāo)、戰(zhàn)略指導(dǎo)思路以及戰(zhàn)略各項(xiàng)具體目標(biāo),并且圍繞戰(zhàn)略實(shí)施制定了七個(gè)方面的保障措施。 本論文以中鐵X局集團(tuán)為研究對(duì)象,結(jié)合作者在董事會(huì)辦公室工作的實(shí)踐經(jīng)驗(yàn),以及自己所學(xué)的企業(yè)戰(zhàn)略管理知識(shí),對(duì)當(dāng)前鐵路施工企業(yè)面臨建設(shè)市場(chǎng)嚴(yán)峻形勢(shì)和復(fù)雜局面,特別是以既有線施工為主的企業(yè),如果需求突破和發(fā)展,具有一定指導(dǎo)和借鑒價(jià)值。
[Abstract]:At present, the competition situation of economic globalization intensifies, especially since 2009, an international financial tsunami caused by the subprime mortgage crisis in the United States has caused a serious impact on the world economy, and it has attacked the real economy from the financial field. From developed to developing countries. As the eldest son of the Republic, in the face of the new situation, how to combine the reality, seize the opportunity, adjust the structure and formulate feasible development strategy according to the local conditions has become an urgent and important task for the enterprises. Up to the end of 2011, China's railway mileage is 93000 km, ranking second in the world, and the total mileage of high-speed railway operation exceeds 13000 km, ranking first in the world. In recent years, with the development of railway leaps and bounds, China's railway construction has made certain achievements, but per capita, the length of a cigarette per capita railway mileage is far behind the United States and other developed countries. The 12th Five-Year Plan of Railway has clearly put forward: by 2020, the mileage of railway planning will be increased to 120000 km, and there is still great room for development of railway construction in China. On the other hand, railway construction has entered the "post-4 trillion" era. Although the state has introduced a series of policies to stimulate economic growth, some new railway construction projects have "dismounted" or stalled, and the real estate market is in a doldrums. The construction of overseas projects is blocked and the local projects are short of funds and the tasks are insufficient, which has brought a great impact to the construction market. These new situations and problems not only bring new opportunities to railway construction enterprises, but also bring unprecedented challenges. The theme of this paper is to help the China Railway X Bureau Group to further analyze the new situation, to further innovate the system and mechanism, to resolve structural contradictions, to strengthen lean management, to improve core competitiveness, and to lead enterprises out of the predicament. It is a major responsibility to speed up the construction of national infrastructure and stimulate rapid economic growth. In this paper, SOWT analysis is used to analyze the advantages and disadvantages of China Railway X Group. Take advantage of the advantages of the department where they work, many times with the chairman of the group, board secretary and human resources minister and other senior managers, to understand the status of enterprise development; On the basis of the investigation and data collection of railway construction enterprises, the paper scientifically formulates the enterprise development strategy: adopt diversification strategy, and put forward the overall goal of development in the next ten years. Strategic guiding ideas and specific objectives of the strategy, and around the implementation of the strategy to formulate seven aspects of security measures. This paper takes China Railway X Bureau Group as the research object, combined with the author's practical experience in the office of the board of directors, and his own knowledge of strategic management of the enterprise, to the current railway construction enterprises facing the severe situation and complex situation of the construction market. Especially for the enterprises with existing lines construction, if the demand breakthrough and development, it has certain guidance and reference value.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類(lèi)號(hào)】：F532

【參考文獻(xiàn)】

相關(guān)期刊論文 前1條

1 張江宇;;中國(guó)十二五期間鐵路、高速公路發(fā)展規(guī)劃與建設(shè)[J];建設(shè)機(jī)械技術(shù)與管理;2011年06期

，

本文編號(hào)：2398166