四川广元启明星铝业有限责任公司发展战略研究
|
摘要
改革开放以来，中国铝工业有了长足的发展，特别是近几年实施积极的财政政策和稳健的货币政策的综合作用下，我国的经济增长迅速。铝作为作钢铁之外的第二大基础金属材料，在相关产业发展的拉动下，显现出惊人的发展态势，我国已由铝净进口国成为铝净出口国。1997年初电解铝产量为180万吨猛增到2003年末为560万吨，产能更是达到了750万吨。中国现在是世界上铝产量最大的国家，同时中国也正迅速成为世界上铝消费量最大的国家。
中国铝工业迅速发展的同时，也伴随着国内电解铝投资过热，产能快速膨胀，造成国内氧化铝严重短缺。2003年国内氧化铝供给缺口达520万吨，大概占总需求的47%。氧化铝必须从国际市场上进口才能满足国内铝业生产所需，从而使国际市场氧化铝价格由2002年末的每吨不到180美元暴涨到2003年末的每吨450美元。同时由于国内电力供应紧张，使一些电解铝厂难以正常生产。
四川广元启明星铝业有限责任公司作为四川省具有代表性的原铝生产企业，要适应外部环境发生的变化和国际国内激烈的竞争，必须加强内部管理，充分发挥自身优势，利用市场机会，打造企业可持续发展的核心竞争力，并制定企业长期生存的发展战略。
论文分为五大部分。第一部分主要是研究对象介绍。说明研究的背景，企业情况，期望达到的研究目的和研究方法。第二部分主要是基于国内外经济、产业形势和政策、行业与竞争对手的企业外部环境，用“五力模型”进行分析。第三部分是企业现有资源和综合能力的内部环境分析。第四部分是企业的SWOT分析、商业运作模式分析及制定战略目标。第五部分是企业战略实施和关键性对策。即通过战略选择，塑造广元启明星的核心竞争力，并提出战略实施的关键性对策。
本文主要以四川省电解铝行业的广元启明星铝业为研究对象，运用战略管理的基本理论对企业所处的内外部环境进行了比较全面和深入的分析研究，在总结企业所面临的机会和威胁，优势和劣势基础
上，结合实际对广元启明星的发展提出基本的战略构想和关键性对策。并希望能对四川广元启明星铝业乃至四川省电解铝企业发展中出现的一些问题提出有益的建议或可行的解决方案。
Since China’s Opening to the outside world over the past years， the Primary aluminium industry of China has been developing rapidly. Especially for the latest few years， with the integrated effect of both active financial policy and steady currency policy， China’s economic is developing dramatically .As the 2nd basic mental materials besides Steel， the Primary aluminium has shown its amazing developing speed， with the pulling up by the relevant industry development .China had changed from net import to net export of Primary aluminium. Prime aluminium production reached 5.60Mt in 2003 from 1.80Mt in 1997，especially the primary aluminium capacity reached 7.50Mt. Currently ，China has become the biggest country in the production volume of Primary aluminium in the world. According to the current consuming status of Primary aluminium， China is growing rapidly to become the biggest country in Primary aluminium consuming in the world.
Though the Primary aluminium industry of China has developed so rapidly .A lack of alumina for domestic alumina production is due to large investment and the rapidly growth in primary smelting capacity . The domestic alumina supply shortfall reached 5.20Mt in 2003， accounting for about 47% of total demand. This requires imports of alumina from the international market to meet the rapidly growing primary smelting capacity， which pushed alumina’s price to US$450/t in Nov.2003 from less than US$180/t in Nov.2002. Due to power shortage， some smelters are affected and forced to trim output.
As the typical primary aluminium industry enterprise， in order to adapt to the changing outside environment and intensive domestic and international competition， Sichuan Guangyuan Aostar Aluminium Co. Ltd.(hereafter referred to as SGA) must strengthen its internal controls and fully exert its advantages. It must make full use of market
opportunities， and build up continuously developing core competitive ability. Furthermore， it must work out the long-term strategy for enterprise’s survival and development.
This article is divided into five parts as follows:
Part I : Introduction on the research object， the background information of the enterprise，the motivation of the research， the expected research objectives and the research method to meet the goals.
Part II : Analysis of external economic environment， including domestic and international economic situation， industry developing trend， competitor and State policy etc. Using “ 5 Power model” as analysis tool.
Part III : Analysis of internal economic environment， including enterprise current resources and integrated capacity .
Part IV : Use SWOT model and organizational business model as analysis tools，make strategic goal.
Part V : Explore implementation of enterprise developing strategy and essential countermeasures， which follows the selected strategies to make core competitiveness of SGA ，and meanwhile puts forward key solutions for strategy implementation.
This article chooses selecting SGA as the research object， and conduct complete and deep analysis and research on enterprise’s internal and external environment using the basic theory of Strategy management .Based on the summarizing of enterprise’s market opportunities and threats and advantages and disadvantages， with close integration with practice， this article is proposing the basic strategy structure and key solutions for SGA’s developing. And also proposing some useful suggestions or workable solutions on some specific problems found in the current developing in aluminium industry.
中国铝工业迅速发展的同时，也伴随着国内电解铝投资过热，产能快速膨胀，造成国内氧化铝严重短缺。2003年国内氧化铝供给缺口达520万吨，大概占总需求的47%。氧化铝必须从国际市场上进口才能满足国内铝业生产所需，从而使国际市场氧化铝价格由2002年末的每吨不到180美元暴涨到2003年末的每吨450美元。同时由于国内电力供应紧张，使一些电解铝厂难以正常生产。
四川广元启明星铝业有限责任公司作为四川省具有代表性的原铝生产企业，要适应外部环境发生的变化和国际国内激烈的竞争，必须加强内部管理，充分发挥自身优势，利用市场机会，打造企业可持续发展的核心竞争力，并制定企业长期生存的发展战略。
论文分为五大部分。第一部分主要是研究对象介绍。说明研究的背景，企业情况，期望达到的研究目的和研究方法。第二部分主要是基于国内外经济、产业形势和政策、行业与竞争对手的企业外部环境，用“五力模型”进行分析。第三部分是企业现有资源和综合能力的内部环境分析。第四部分是企业的SWOT分析、商业运作模式分析及制定战略目标。第五部分是企业战略实施和关键性对策。即通过战略选择，塑造广元启明星的核心竞争力，并提出战略实施的关键性对策。
本文主要以四川省电解铝行业的广元启明星铝业为研究对象，运用战略管理的基本理论对企业所处的内外部环境进行了比较全面和深入的分析研究，在总结企业所面临的机会和威胁，优势和劣势基础
上，结合实际对广元启明星的发展提出基本的战略构想和关键性对策。并希望能对四川广元启明星铝业乃至四川省电解铝企业发展中出现的一些问题提出有益的建议或可行的解决方案。
Since China’s Opening to the outside world over the past years， the Primary aluminium industry of China has been developing rapidly. Especially for the latest few years， with the integrated effect of both active financial policy and steady currency policy， China’s economic is developing dramatically .As the 2nd basic mental materials besides Steel， the Primary aluminium has shown its amazing developing speed， with the pulling up by the relevant industry development .China had changed from net import to net export of Primary aluminium. Prime aluminium production reached 5.60Mt in 2003 from 1.80Mt in 1997，especially the primary aluminium capacity reached 7.50Mt. Currently ，China has become the biggest country in the production volume of Primary aluminium in the world. According to the current consuming status of Primary aluminium， China is growing rapidly to become the biggest country in Primary aluminium consuming in the world.
Though the Primary aluminium industry of China has developed so rapidly .A lack of alumina for domestic alumina production is due to large investment and the rapidly growth in primary smelting capacity . The domestic alumina supply shortfall reached 5.20Mt in 2003， accounting for about 47% of total demand. This requires imports of alumina from the international market to meet the rapidly growing primary smelting capacity， which pushed alumina’s price to US$450/t in Nov.2003 from less than US$180/t in Nov.2002. Due to power shortage， some smelters are affected and forced to trim output.
As the typical primary aluminium industry enterprise， in order to adapt to the changing outside environment and intensive domestic and international competition， Sichuan Guangyuan Aostar Aluminium Co. Ltd.(hereafter referred to as SGA) must strengthen its internal controls and fully exert its advantages. It must make full use of market
opportunities， and build up continuously developing core competitive ability. Furthermore， it must work out the long-term strategy for enterprise’s survival and development.
This article is divided into five parts as follows:
Part I : Introduction on the research object， the background information of the enterprise，the motivation of the research， the expected research objectives and the research method to meet the goals.
Part II : Analysis of external economic environment， including domestic and international economic situation， industry developing trend， competitor and State policy etc. Using “ 5 Power model” as analysis tool.
Part III : Analysis of internal economic environment， including enterprise current resources and integrated capacity .
Part IV : Use SWOT model and organizational business model as analysis tools，make strategic goal.
Part V : Explore implementation of enterprise developing strategy and essential countermeasures， which follows the selected strategies to make core competitiveness of SGA ，and meanwhile puts forward key solutions for strategy implementation.
This article chooses selecting SGA as the research object， and conduct complete and deep analysis and research on enterprise’s internal and external environment using the basic theory of Strategy management .Based on the summarizing of enterprise’s market opportunities and threats and advantages and disadvantages， with close integration with practice， this article is proposing the basic strategy structure and key solutions for SGA’s developing. And also proposing some useful suggestions or workable solutions on some specific problems found in the current developing in aluminium industry.
引文
1、罗珉著：《组织管理学》，成都：西南财经大学出版社，2003.8。
2、罗珉著：《资本运作-模式 案例与分析》，成都：西南财经大学出版社，2001.4。
3、罗珉著：《资本运作-案例精选》，成都：西南财经大学出版社，2002.1
4、罗珉、李永强等著：《公司战略管理理论与实务》，成都：西南财经大学出版社，2003.3。
5、王德中著：《企业战略管理》，西南财经大学出版社，2002年。
6、迈克尔·波特著，陈小悦译，《竞争战略》，北京：华夏出版社，1997年。
7、迈克尔·A·希特（Michael A.Hitt）等著，吕巍译，《战略管理-竞争与全球化》，北京：机械工业出版社，2002年。
8、于建原主编，《营销管理》，西南财经大学出版社，2001年。
9、袁志刚主编，《管理经济学》，复旦大学出版社，2002年。
10、斯蒂芬·P·罗宾斯（Stephen P.Robbins）等著，孙建敏等译，《组织行为学》，中国人民大学出版社，2002年。
11、威廉·J·史蒂文森（Willian J.Stevenson）著，张群、张杰等译，《生产与运作管理》，机械工业出版社，2003年。
12、厉以宁箸，《非均衡的中国经济》，广东经济出版社，2003年
13、《四川省有色金属》，四川省有色金属学会。
14、《2003年中国有色金属行业分析》，国研网。
2、罗珉著：《资本运作-模式 案例与分析》，成都：西南财经大学出版社，2001.4。
3、罗珉著：《资本运作-案例精选》，成都：西南财经大学出版社，2002.1
4、罗珉、李永强等著：《公司战略管理理论与实务》，成都：西南财经大学出版社，2003.3。
5、王德中著：《企业战略管理》，西南财经大学出版社，2002年。
6、迈克尔·波特著，陈小悦译，《竞争战略》，北京：华夏出版社，1997年。
7、迈克尔·A·希特（Michael A.Hitt）等著，吕巍译，《战略管理-竞争与全球化》，北京：机械工业出版社，2002年。
8、于建原主编，《营销管理》，西南财经大学出版社，2001年。
9、袁志刚主编，《管理经济学》，复旦大学出版社，2002年。
10、斯蒂芬·P·罗宾斯（Stephen P.Robbins）等著，孙建敏等译，《组织行为学》，中国人民大学出版社，2002年。
11、威廉·J·史蒂文森（Willian J.Stevenson）著，张群、张杰等译，《生产与运作管理》，机械工业出版社，2003年。
12、厉以宁箸，《非均衡的中国经济》，广东经济出版社，2003年
13、《四川省有色金属》，四川省有色金属学会。
14、《2003年中国有色金属行业分析》，国研网。
© 2004-2018 中国地质图书馆版权所有 京ICP备05064691号 京公网安备11010802017129号 地址：北京市海淀区学院路29号 邮编：100083 电话：办公室：(+86 10)66554848；文献借阅、咨询服务、科技查新：66554700 |