基于石油产业链价值分布不均状态下的石油公司一体化战略选择研究
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摘要
石油是现代工业的血液,是关系到国民经济命脉和国家安全的重要战略性物资。石油问题经常成为社会各界关注的热点,特别是石油产业和石油市场长期为那些上下游一体化经营的“石油巨头”所寡占,引来不少要求打破垄断的呼声。那么,石油产业为什么会出现一体化发展模式?石油市场上的竞争为什么会演变成石油公司一体化产业链的竞争呢?目前,围绕这类问题的研究和答案多集中于石油政治经济学范畴,简单使用概念、动因分析和实证介绍的多,而系统的、有深度的产业经济研究较少,特别是缺乏对石油产业链价值分布及其对石油公司一体化选择影响的研究,说服力不强。本文通过对石油产业价值链的分析,揭示出石油产业上下游环节价值分布不均的规律。基于此,综合运用多学科理论,系统地研究石油公司追求一体化发展的动因、功效及其战略、策略选择,为我国石油公司提升一体化发展水平提供决策支持。因此,本文的选题具有重大的理论意义和现实的应用价值。
石油产业链具有典型的上、中、下游业务分段特征,处于各环节的企业或经营单位的竞争优势,不仅取决于其自身的价值链或价值创造,还取决于其在整个产业链中的地位和所发挥的作用。本文率先从石油产业链的基本构成出发,针对上下游各环节不同的技术经济特征,全面、系统地分析了它们在价值创造、价值分配方面的差异及其主要影响因素,揭示了上下游环节价值分布严重不均的规律,分析了政府干预、现代期货市场在石油产业链价值分配中的角色和局限性,指出石油公司实施一体化发展战略的重要动因就是为了适应石油产业链价值分布不均,并由此形成独特的投资、盈利结构等。近几十年来,国际主要大石油公司的盈利结构大体保持在上游勘探开发占70%、下游炼油销售占20%、化工和其它占10%的水平；与之相对应的投资结构也保持着大致相同的比例。
在对国外大石油公司一体化发展问题的研究中,本文全面回顾总结了国际大石油公司一体化发展的历程以及不断调整、完善一体化业务结构的策略,也对主要国家石油公司发展一体化业务的背景、方式进行了专门的研究,突出分析了并购重组在石油公司发展一体化业务中的特殊作用,并列举实例剖析,系统地总结了石油公司一体化发展的主要功效。本文探索性地研究了石油公司一体化发展的博弈问题,为选择一体化或非一体化提供了决策支持模型。
在对国内主要石油公司一体化发展问题的研究中,本文从历史唯物主义的角度,全面分析研究了中石油、中石化及中海油的一体化业务格局形成的历史背景和物质基础,以及三大公司坚持实施一体化发展战略的路径、效果,尤其是一体化业务的组织管理体制、内部运行机制等。同时,从宏观层面,就国内石油公司一体化发展的障碍和潜在的问题进行了探讨性研究,具有较强的现实性、针对性和前瞻性,对政府和企业决策具有一定的参考价值。
国内外石油公司一体化发展比较研究是本文的重点和亮点,主要是将国内三大石油公司,特别是中石油、中石化的一体化发展与国际主要大石油公司进行对标分析,发现各方的竞争优势,指出国内石油公司的差距和不足。本文从一体化发展的动因和导向、业务结构和规模、国际化程度、发展方式与路径、运作能力和效益等方面,设计提出了一套对比分析指标,借助大量公司数据资料,得出了一些有价值的结论。比如,国际大石油公司的油品贸易和销售总量普遍大于其原油加工量,而原油加工量又要大于其原油产量,形成放射状的产炼销结构。由于国内石油公司的发展背景和路径不同,其上下游业务结构与国际大石油公司存在较大差异。尽管不同的业务结构各有利弊,但总起来看,国际大石油公司的结构利大于弊。再比如,与国际大石油公司相比,国内石油公司的一体化运作能力和效益水平也存在着较大的差距。
本文在全面总结一体化发展规律、国际大石油公司经验,并系统分析国内石油公司发展现状及存在问题与不足的基础上,专题研究了我国石油公司一体化发展的战略与对策问题。本文认为,应从政府层面进一步明确三大公司的国家石油公司性质,坚持一体化发展的大方向不动摇。三大公司要把完善一体化经营和管理的战略着眼点集中到：突出核心业务,构建科学合理的产炼销结构；创新体制机制,完善一体化组织保障体系；改进公司运作模式,加强产业链相邻环节的一体化管理。同时,在实施一体化国际合作过程中,要正视上下游项目合作的差异性,科学选择合作模式,有效规避风险等。
The oil, "the blood" of modern industry and the strategic material of importance, concerns the national economy and security. Issues related to oil always become hot topics attracting wide public attention. Particularly, the monopoly of petroleum industry and oil market by "oil giants" engaging in integrated businesses of upstream and downstream have led to the appeal for breaking the monopoly. Why a mode of integrated development has developed in petroleum industry? And why competitions in the oil market have developed into competitions of integrated industrial chain of oil companies? At present, the research and answers are mostly made within the field of political economics through using concepts, analyzing cause of act and introducing cases. By comparison, systematic and in-depth researches in the field of industrial economics are very few. And even fewer is the study on value distribution along petroleum industrial chain and its influence on oil companies'choice for integrated business. Therefore existing studies are less persuasive. This article, through analyzing petroleum industrial chain, argues the theory of unbalanced value distribution in upstream and downstream businesses along the chain. Based on the theory, the author utilizes multidisciplinary theories to make a systematic study on cause, efficiency, and strategic choice for oil companies in seeking for integrated business in order to provide a decision-making support to further improve integrated development in China. The theme is of greatly theoretical and practical significance.
Along oil industrial chain, upstream, midstream and downstream businesses are distinct by typical features. The competitive advantages of an oil company depends on not only its own value chain and value it has created, but also the position it holds along the industrial chain and the role it plays. This article, starting from the basic structure of petroleum industrial chain, makes an all-around and systematic analysis of differences in value creation and value distribution from the perspective of technical and economic features of upstream and downstream businesses, unveils the rule of extremely unbalanced distribution of value in upstream and downstream businesses. The article also analyzes the limited role of governmental intervention and modern futures market in the value distribution of the petroleum industrial chain, points out an important cause that leads a company to choose the strategy of integrated development is to suit the unbalanced value distribution along the petroleum industrial chain. And by implementing such a strategy, the company develops an accordingly and unique investment and profit-making structure. In recent decades, the profit structure of international oil majors is as follows,70% in upstream business of exploration and development,20% in downstream business of refining and marketing, and 10% in chemical and other businesses. And the investment structure has a similar percentage.
On the issue of integrated development of international oil majors, the author reviews and summarizes the evolution of integrated development of international oil majors and the method of improving their integrated business structure. The author studies the background and method of oil majors developing their integrated business and, particularly, makes an analysis of the special role of M & A in developing integrated business. The author also systematically summarizes the efficiency of integrated development by case study. Originally, the author studies the game of integrated development of oil companies, which provides a supporting mode for decision-making on integrated or non-integrated development.
On the issue of integrated development of domestic oil companies, the author, from the perspective of historical materialism, makes a complete analysis of background and basis of integrated business development of CNPC, Sinopec and CNOOC, the evolution and the efficiency of implementing the strategy of integrated development and particularly organization and management system and internal operational mechanism of integrated business. Meanwhile, on the macro level, the article probes into the barrier to and potential problems of integrated development. Therefore, the article is practical and forward-looking and has special reference to governments and companies in decision-making.
The study on the comparison of integrated development of domestic and international oil companies is the highlight of this article. The article presents a benchmarking analysis of integrated development of three domestic oil majors, namely CNPC, Sinopec and CNOOC, and its international counterparts, discovers competitive advantages of each company and points out weaknesses of domestic oil companies. The article provides a set of indexes for comparison and analysis in the field of cause, aim, business structure, scale, internationalization, development pattern and route, operational capacity and efficiency, and draws some valuable conclusion on the basis of a large number of data. For example, oil product trading and marketing volume of international oil companies is generally more than their oil processing volume, while their oil processing volume is more than their oil production. Due to different development background and route, the business structure of upstream and downstream of domestic oil companies is different from their international counterparts. Although different business structures are good in their own way, generally, advantages of business structures of international oil majors exceed disadvantages. Comparing with international oil majors, domestic oil companies are lagging behind in terms of integrated operational capacity and efficiency level.
After summarizing the rule of integrated development, experience of international oil companies and systematically analyzing the current development of domestic oil companies and their problems and shortcomings, the author studies strategies and tactics of integrated development of Chinese oil companies. The article argues that the character of three Chinese oil companies is clearly defined as the national oil company on the governmental level and integrated development should be maintained. the strategy of three Chinese oil companies to improve integrated operation and management need to focus on following points:firstly, focusing on core business and building up a scientific and reasonable structure of producing, refining and marketing; secondly, reforming system and mechanism and improving guarantee system for integrated development; thirdly, improving operational pattern and enhancing integrated management of neighboring business units along the industrial chain. At the same time, oil companies must face differences in upstream cooperation and downstream cooperation, choose right cooperative mode and effectively evade risks.
石油产业链具有典型的上、中、下游业务分段特征,处于各环节的企业或经营单位的竞争优势,不仅取决于其自身的价值链或价值创造,还取决于其在整个产业链中的地位和所发挥的作用。本文率先从石油产业链的基本构成出发,针对上下游各环节不同的技术经济特征,全面、系统地分析了它们在价值创造、价值分配方面的差异及其主要影响因素,揭示了上下游环节价值分布严重不均的规律,分析了政府干预、现代期货市场在石油产业链价值分配中的角色和局限性,指出石油公司实施一体化发展战略的重要动因就是为了适应石油产业链价值分布不均,并由此形成独特的投资、盈利结构等。近几十年来,国际主要大石油公司的盈利结构大体保持在上游勘探开发占70%、下游炼油销售占20%、化工和其它占10%的水平；与之相对应的投资结构也保持着大致相同的比例。
在对国外大石油公司一体化发展问题的研究中,本文全面回顾总结了国际大石油公司一体化发展的历程以及不断调整、完善一体化业务结构的策略,也对主要国家石油公司发展一体化业务的背景、方式进行了专门的研究,突出分析了并购重组在石油公司发展一体化业务中的特殊作用,并列举实例剖析,系统地总结了石油公司一体化发展的主要功效。本文探索性地研究了石油公司一体化发展的博弈问题,为选择一体化或非一体化提供了决策支持模型。
在对国内主要石油公司一体化发展问题的研究中,本文从历史唯物主义的角度,全面分析研究了中石油、中石化及中海油的一体化业务格局形成的历史背景和物质基础,以及三大公司坚持实施一体化发展战略的路径、效果,尤其是一体化业务的组织管理体制、内部运行机制等。同时,从宏观层面,就国内石油公司一体化发展的障碍和潜在的问题进行了探讨性研究,具有较强的现实性、针对性和前瞻性,对政府和企业决策具有一定的参考价值。
国内外石油公司一体化发展比较研究是本文的重点和亮点,主要是将国内三大石油公司,特别是中石油、中石化的一体化发展与国际主要大石油公司进行对标分析,发现各方的竞争优势,指出国内石油公司的差距和不足。本文从一体化发展的动因和导向、业务结构和规模、国际化程度、发展方式与路径、运作能力和效益等方面,设计提出了一套对比分析指标,借助大量公司数据资料,得出了一些有价值的结论。比如,国际大石油公司的油品贸易和销售总量普遍大于其原油加工量,而原油加工量又要大于其原油产量,形成放射状的产炼销结构。由于国内石油公司的发展背景和路径不同,其上下游业务结构与国际大石油公司存在较大差异。尽管不同的业务结构各有利弊,但总起来看,国际大石油公司的结构利大于弊。再比如,与国际大石油公司相比,国内石油公司的一体化运作能力和效益水平也存在着较大的差距。
本文在全面总结一体化发展规律、国际大石油公司经验,并系统分析国内石油公司发展现状及存在问题与不足的基础上,专题研究了我国石油公司一体化发展的战略与对策问题。本文认为,应从政府层面进一步明确三大公司的国家石油公司性质,坚持一体化发展的大方向不动摇。三大公司要把完善一体化经营和管理的战略着眼点集中到：突出核心业务,构建科学合理的产炼销结构；创新体制机制,完善一体化组织保障体系；改进公司运作模式,加强产业链相邻环节的一体化管理。同时,在实施一体化国际合作过程中,要正视上下游项目合作的差异性,科学选择合作模式,有效规避风险等。
The oil, "the blood" of modern industry and the strategic material of importance, concerns the national economy and security. Issues related to oil always become hot topics attracting wide public attention. Particularly, the monopoly of petroleum industry and oil market by "oil giants" engaging in integrated businesses of upstream and downstream have led to the appeal for breaking the monopoly. Why a mode of integrated development has developed in petroleum industry? And why competitions in the oil market have developed into competitions of integrated industrial chain of oil companies? At present, the research and answers are mostly made within the field of political economics through using concepts, analyzing cause of act and introducing cases. By comparison, systematic and in-depth researches in the field of industrial economics are very few. And even fewer is the study on value distribution along petroleum industrial chain and its influence on oil companies'choice for integrated business. Therefore existing studies are less persuasive. This article, through analyzing petroleum industrial chain, argues the theory of unbalanced value distribution in upstream and downstream businesses along the chain. Based on the theory, the author utilizes multidisciplinary theories to make a systematic study on cause, efficiency, and strategic choice for oil companies in seeking for integrated business in order to provide a decision-making support to further improve integrated development in China. The theme is of greatly theoretical and practical significance.
Along oil industrial chain, upstream, midstream and downstream businesses are distinct by typical features. The competitive advantages of an oil company depends on not only its own value chain and value it has created, but also the position it holds along the industrial chain and the role it plays. This article, starting from the basic structure of petroleum industrial chain, makes an all-around and systematic analysis of differences in value creation and value distribution from the perspective of technical and economic features of upstream and downstream businesses, unveils the rule of extremely unbalanced distribution of value in upstream and downstream businesses. The article also analyzes the limited role of governmental intervention and modern futures market in the value distribution of the petroleum industrial chain, points out an important cause that leads a company to choose the strategy of integrated development is to suit the unbalanced value distribution along the petroleum industrial chain. And by implementing such a strategy, the company develops an accordingly and unique investment and profit-making structure. In recent decades, the profit structure of international oil majors is as follows,70% in upstream business of exploration and development,20% in downstream business of refining and marketing, and 10% in chemical and other businesses. And the investment structure has a similar percentage.
On the issue of integrated development of international oil majors, the author reviews and summarizes the evolution of integrated development of international oil majors and the method of improving their integrated business structure. The author studies the background and method of oil majors developing their integrated business and, particularly, makes an analysis of the special role of M & A in developing integrated business. The author also systematically summarizes the efficiency of integrated development by case study. Originally, the author studies the game of integrated development of oil companies, which provides a supporting mode for decision-making on integrated or non-integrated development.
On the issue of integrated development of domestic oil companies, the author, from the perspective of historical materialism, makes a complete analysis of background and basis of integrated business development of CNPC, Sinopec and CNOOC, the evolution and the efficiency of implementing the strategy of integrated development and particularly organization and management system and internal operational mechanism of integrated business. Meanwhile, on the macro level, the article probes into the barrier to and potential problems of integrated development. Therefore, the article is practical and forward-looking and has special reference to governments and companies in decision-making.
The study on the comparison of integrated development of domestic and international oil companies is the highlight of this article. The article presents a benchmarking analysis of integrated development of three domestic oil majors, namely CNPC, Sinopec and CNOOC, and its international counterparts, discovers competitive advantages of each company and points out weaknesses of domestic oil companies. The article provides a set of indexes for comparison and analysis in the field of cause, aim, business structure, scale, internationalization, development pattern and route, operational capacity and efficiency, and draws some valuable conclusion on the basis of a large number of data. For example, oil product trading and marketing volume of international oil companies is generally more than their oil processing volume, while their oil processing volume is more than their oil production. Due to different development background and route, the business structure of upstream and downstream of domestic oil companies is different from their international counterparts. Although different business structures are good in their own way, generally, advantages of business structures of international oil majors exceed disadvantages. Comparing with international oil majors, domestic oil companies are lagging behind in terms of integrated operational capacity and efficiency level.
After summarizing the rule of integrated development, experience of international oil companies and systematically analyzing the current development of domestic oil companies and their problems and shortcomings, the author studies strategies and tactics of integrated development of Chinese oil companies. The article argues that the character of three Chinese oil companies is clearly defined as the national oil company on the governmental level and integrated development should be maintained. the strategy of three Chinese oil companies to improve integrated operation and management need to focus on following points:firstly, focusing on core business and building up a scientific and reasonable structure of producing, refining and marketing; secondly, reforming system and mechanism and improving guarantee system for integrated development; thirdly, improving operational pattern and enhancing integrated management of neighboring business units along the industrial chain. At the same time, oil companies must face differences in upstream cooperation and downstream cooperation, choose right cooperative mode and effectively evade risks.
引文
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