【摘要】：從2002年國發(fā)5號(hào)文件明確電力改革方案開始,勘測(cè)設(shè)計(jì)企業(yè)面臨由國家控股改制為企業(yè)競(jìng)爭的局面。在國家政策的指導(dǎo)下,國有電力企業(yè)進(jìn)行優(yōu)化重組,打破壟斷,適應(yīng)市場(chǎng)規(guī)律,與國際接軌。電力勘測(cè)設(shè)計(jì)行業(yè)的市場(chǎng)正在逐漸開放,從計(jì)劃經(jīng)濟(jì)時(shí)代的完全壟斷市場(chǎng)過渡到接軌國際的完全競(jìng)爭市場(chǎng)。缺乏必要的競(jìng)爭意識(shí)已經(jīng)成為所有電力勘測(cè)設(shè)計(jì)企業(yè)必須考慮并解決的問題,這影響到企業(yè)能否繼續(xù)生存與長期發(fā)展。S電力設(shè)計(jì)院目前還沒有建立完全適合企業(yè)的競(jìng)爭戰(zhàn)略,作為行業(yè)領(lǐng)軍企業(yè),體量龐大,業(yè)務(wù)繁多,必須在現(xiàn)在占據(jù)國內(nèi)市場(chǎng)份額較大的優(yōu)勢(shì)上總結(jié)形成適合企業(yè)的競(jìng)爭戰(zhàn)略,以期盡快取得市場(chǎng)競(jìng)爭優(yōu)勢(shì),使企業(yè)能夠生存并持久的發(fā)展。本文以S電力設(shè)計(jì)院為研究對(duì)象,詳細(xì)對(duì)外部宏觀環(huán)境、內(nèi)部環(huán)境進(jìn)行分析,建立SWOT矩陣對(duì)S電力設(shè)計(jì)院自身的優(yōu)勢(shì)和劣勢(shì)、面臨的機(jī)會(huì)和威脅進(jìn)行匯總和提出應(yīng)對(duì)措施,分析得出差異化競(jìng)爭戰(zhàn)略是最適合當(dāng)前S電力設(shè)計(jì)院的競(jìng)爭戰(zhàn)略。國內(nèi)所有的180個(gè)電力設(shè)計(jì)企業(yè)尚未形成完善的競(jìng)爭戰(zhàn)略,本文主要在以下方面提出創(chuàng)新性意見：(1)通過分析S電力設(shè)計(jì)院的實(shí)際情況,提出營造差異化的具體實(shí)施方法和保障措施：在打造企業(yè)核心競(jìng)爭力的基礎(chǔ)上,創(chuàng)建品牌、服務(wù)、市場(chǎng)、質(zhì)量管理等差異化；塑造企業(yè)文化,建立科學(xué)管理體系,調(diào)整組織結(jié)構(gòu),建立資源配置機(jī)制,最終建立學(xué)習(xí)型組織等方面來保障競(jìng)爭戰(zhàn)略的實(shí)現(xiàn)。(2)詳細(xì)剖析S電力設(shè)計(jì)院當(dāng)前的組織架構(gòu),有針對(duì)性的提出建議：將現(xiàn)有的職能部門進(jìn)一步細(xì)分、成立業(yè)務(wù)支持部門、增加業(yè)務(wù)領(lǐng)導(dǎo)層、成立專門的培訓(xùn)機(jī)構(gòu)、增設(shè)新能源開發(fā)部室等,使S電力設(shè)計(jì)院的矩陣式組織結(jié)構(gòu)更加扁平化,以項(xiàng)目管理為中心,從組織構(gòu)架上與國際市場(chǎng)接軌。(3)目前國內(nèi)的勘測(cè)設(shè)計(jì)企業(yè)還沒有成型的競(jìng)爭戰(zhàn)略,S電力設(shè)計(jì)院競(jìng)爭戰(zhàn)略的制定具有其特殊性和很好的延展性,競(jìng)爭戰(zhàn)略的實(shí)施和保障對(duì)整個(gè)電力勘測(cè)設(shè)計(jì)行業(yè)都有重大的借鑒意義,對(duì)我國能順利接軌國際市場(chǎng)也有非凡的意義。
[Abstract]:Since 2002, when the plan of electric power reform was clearly defined in document No. 5 of Guofa, survey and design enterprises were faced with the situation that the system of survey and design was changed from state control to enterprise competition. Under the guidance of the national policy, the state-owned electric power enterprise carries on the optimized reorganization, breaks the monopoly, adapts the market law, and connects with the international. The market of electric power survey and design industry is opening up gradually, from the complete monopoly market in the planned economy era to the completely competitive market in line with the international market. The lack of necessary competitive consciousness has become a problem that must be considered and solved by all electric power survey and design enterprises, which affects whether the enterprise can survive and develop for a long time. At present, the electric power design institute has not established a competitive strategy that is fully suitable for the enterprise. As a leading enterprise in the industry, it has a large volume and a wide range of services. It is necessary to sum up and form a competitive strategy suitable for the enterprise on the basis of its large share of the domestic market now, in order to obtain the competitive advantage in the market as soon as possible. To enable the enterprise to survive and sustainable development. This paper takes S Electric Power Design Institute as the research object, analyzes the external macro environment and internal environment in detail, establishes the SWOT matrix to sum up the strengths and weaknesses of S Electric Power Design Institute, the opportunities and threats it faces, and puts forward some countermeasures. It is concluded that the differentiated competitive strategy is the most suitable for the current S electric power design institute. All 180 domestic electric power design enterprises have not formed a perfect competitive strategy. This paper mainly puts forward some innovative suggestions in the following aspects: (1) by analyzing the actual situation of S electric power design institute, The concrete implementation methods and guarantee measures of building differentiation are put forward, such as building brand, service, market and quality management on the basis of building core competence of enterprises, shaping enterprise culture, establishing scientific management system, and so on. Adjust the organizational structure, set up the resource allocation mechanism, and finally establish the learning organization to ensure the realization of the competitive strategy. (2) analyze the current organization structure of S Electric Power Design Institute in detail. Targeted suggestions: further subdivide existing functional departments, set up business support departments, increase business leadership, set up specialized training institutions, create new energy development departments, etc. Make the matrix organization structure of S electric power design institute more flat, take project management as the center, From the organizational structure and international market. (3) at present, the domestic survey and design enterprises have not formed the competitive strategy. The formulation of the competitive strategy of S electric power design institute has its particularity and good ductility. The implementation and guarantee of competitive strategy have great reference significance for the whole electric power survey and design industry, and also have special significance for our country to be able to connect with the international market smoothly.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2016
【分類號(hào)】：F426.61;F271

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