發(fā)布時(shí)間：2018-04-26 16:29

  本文選題：石油天然氣 + 管道運(yùn)輸　； 參考：《蘭州大學(xué)》2017年碩士論文

【摘要】：管道運(yùn)輸已經(jīng)成為繼鐵路、公路、水運(yùn)、空運(yùn)之后的第五大運(yùn)輸業(yè),管道運(yùn)輸具有運(yùn)量大、不受氣候和地面因素限制、可連續(xù)運(yùn)行、成本低等傳統(tǒng)運(yùn)輸方式無(wú)法比擬的優(yōu)點(diǎn)。我國(guó)油氣管道的發(fā)展始于70年代,進(jìn)入二十一世紀(jì)以來(lái),國(guó)內(nèi)油氣管道運(yùn)輸業(yè)發(fā)展迅猛,油氣管道的運(yùn)輸距離迅速增加,油氣管道的口徑不斷增大,油氣管道周轉(zhuǎn)能力大幅度提高,油氣管道正在由傳統(tǒng)的線路模式發(fā)展成為網(wǎng)狀系統(tǒng)。截止2015年底,我國(guó)陸上油氣管道總里程達(dá)到12萬(wàn)公里,油氣管道運(yùn)輸業(yè)在國(guó)民經(jīng)濟(jì)社會(huì)建設(shè)中具有相當(dāng)重要的作用。油氣管道建成投用之后,其運(yùn)營(yíng)管理界面一般按照地理區(qū)域進(jìn)行劃分,本文所分析的西部管道有限責(zé)任公司即是負(fù)責(zé)運(yùn)營(yíng)管理我國(guó)西北地區(qū)新、甘、青三省內(nèi)中石油所屬油氣管道的管道運(yùn)輸企業(yè)。本文運(yùn)用戰(zhàn)略管理的理論、方法和工具,對(duì)西部管道有限責(zé)任公司進(jìn)行了戰(zhàn)略分析和戰(zhàn)略制定,并對(duì)戰(zhàn)略的實(shí)施與控制給出了措施。本文首先對(duì)公司所面臨的政治、經(jīng)濟(jì)、社會(huì)文化、科技等宏觀環(huán)境進(jìn)行了分析,對(duì)油氣管道運(yùn)輸行業(yè)與市場(chǎng)環(huán)境、行業(yè)競(jìng)爭(zhēng)結(jié)構(gòu)、顧客以及主要競(jìng)爭(zhēng)者進(jìn)行了分析,對(duì)公司的資源、能力、經(jīng)營(yíng)現(xiàn)狀以及企業(yè)文化等內(nèi)部環(huán)境進(jìn)行了分析。接著,本文對(duì)公司所面臨的內(nèi)外部環(huán)境關(guān)鍵影響因素進(jìn)行了分析和評(píng)價(jià),利用SWOT分析模型對(duì)公司所面臨內(nèi)外部環(huán)境關(guān)鍵影響因素進(jìn)行了匹配和分析,制定了公司總體戰(zhàn)略、業(yè)務(wù)戰(zhàn)略和職能戰(zhàn)略。最后,本文對(duì)公司戰(zhàn)略的實(shí)施與控制給出了措施。通過(guò)本文研究發(fā)現(xiàn),西部管道有限責(zé)任公司在當(dāng)前內(nèi)外部環(huán)境下應(yīng)當(dāng)實(shí)施維持型總體戰(zhàn)略,并在業(yè)務(wù)層面輔助以成本領(lǐng)先戰(zhàn)略。作為我國(guó)四大油氣戰(zhàn)略通道的西北通道,也是我國(guó)天然氣進(jìn)口的重要通道,天然氣管輸業(yè)務(wù)將成為其未來(lái)的業(yè)務(wù)增長(zhǎng)點(diǎn)。盡管公司未來(lái)的發(fā)展前景較好,但公司對(duì)大型關(guān)鍵設(shè)備的維檢修能力不足,在人才建設(shè)上缺乏有效的培養(yǎng)機(jī)制,公司應(yīng)當(dāng)在實(shí)施維持型總體戰(zhàn)略的同時(shí),將更多的資源和精力投入到人才培養(yǎng)和儲(chǔ)備工作中。本文對(duì)西部管道有限責(zé)任公司的戰(zhàn)略分析以及制定的戰(zhàn)略和相應(yīng)的實(shí)施與控制措施,對(duì)其今后的發(fā)展和戰(zhàn)略管理重點(diǎn)具有一定的參考意義,同時(shí)也為油氣管道運(yùn)輸行業(yè)其他企業(yè)的戰(zhàn)略管理提供了一定借鑒。
[Abstract]:Pipeline transportation has become the fifth largest transportation after railway, highway, waterway and air transportation. Pipeline transportation has many advantages, such as large volume, not restricted by climate and ground factors, continuous operation, low cost and so on. The development of oil and gas pipelines in China began in the 1970s. Since the 21 century, the domestic oil and gas pipeline transportation industry has developed rapidly, the transportation distance of oil and gas pipelines has increased rapidly, and the caliber of oil and gas pipelines has been increasing. The turnover capacity of oil and gas pipeline has been greatly improved, and the oil and gas pipeline is developing from the traditional line mode to a network system. By the end of 2015, the total mileage of onshore oil and gas pipelines in China has reached 120000 km, and oil and gas pipeline transportation plays an important role in the construction of national economy and society. After the oil and gas pipeline is put into use, its operation and management interface is generally divided according to the geographical area. The western pipeline limited liability company analyzed in this paper is responsible for the operation and management of the Northwest region of China. The pipeline transportation enterprises of PetroChina's oil and gas pipelines in the three provinces of Qinghai. Based on the theory, methods and tools of strategic management, this paper analyzes and formulates the strategy of the Western Pipeline Company Limited, and gives some measures for the implementation and control of the strategy. Firstly, this paper analyzes the macro environment of the company, such as politics, economy, social culture, science and technology, and analyzes the oil and gas pipeline transportation industry and market environment, industry competition structure, customers and main competitors. Analysis of the company's resources, capabilities, management status and corporate culture and other internal environment. Then, this paper analyzes and evaluates the key factors of the internal and external environment, matches and analyzes the key factors of the internal and external environment by using the SWOT analysis model, and formulates the overall strategy of the company. Operational and functional strategies Finally, this paper gives the measures to implement and control the company strategy. Through the research of this paper, it is found that the western pipeline limited liability company should implement the overall strategy of maintaining type under the current internal and external environment, and assist the cost leading strategy in the business level. As the four major strategic passage of oil and gas in China, the Northwest Passage is also an important channel for the import of natural gas in China. The pipeline transportation of natural gas will become its future business growth point. Although the future development prospect of the company is good, the maintenance and repair ability of the company to the large key equipment is insufficient and the effective training mechanism is lacking in the construction of talents, so the company should carry out the overall strategy of maintenance type at the same time. Put more resources and energy into talent training and reserve work. This paper has a certain reference significance to the strategic analysis, the strategy and the corresponding implementation and control measures of the Western Pipeline Co., Ltd., for its future development and strategic management emphasis. At the same time, it also provides some reference for the strategic management of other enterprises in oil and gas pipeline transportation industry.
【學(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.22;F272

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