上海燃料浦东有限责任公司发展战略研究.pdf

本文分五章，前两章对上燃经营的内外部环境进行了评估，为 下一步战略制定提供基础，其中着重指出目前上燃面临的外部环境 相当有利，威胁相对较小，上燃有能力利用外部机会和避免威胁， 而上燃的内部环境同样较为理想，上燃有能力扬长避短，选择进取 性的战略。 本文的第三章对上燃的主营业务价值链和所处燃料油流通行业 进行了五力分析。价值链分析着重指出上燃的燃料油货源组织、加 工调和以及分销是价值链的关键环节，需在制定最终战略时加以重 点考虑；而对上燃所处行业的五力分析可以看到上燃目前所在的燃 料油流通行业情况较佳，潜在竞争者进入壁垒较高、供应商讨价还 价能力一般、区域目前竞争者威胁不大，但若中字头石油公司下定 决心进入的话威胁极大、客户的讨价还价能力一般，但能力逐渐增 强、替代品目前的威胁不大，但鉴于燃料油产品本身环保的限制， 一些清洁能源的未来威胁性很强。 在前三章的基础上，本文第四章首先通过TOWS 矩阵分析得出 一些备选发展战略，随后通过SPACE 矩阵和大战略矩阵进一步选 择，最后通过定量战略计划矩阵确定最优战略，即定位于工业燃料 流通和专业性物流服务为主业，以战略联盟等方式整合供应链上下 游资源，通过自建或联营等方式迅速发展运输、仓储能力，建设配 送网络，借助信息化手段提供综合性的物流服务，满足客户对服务 的种类和质量的多样化需求。 在提出明确的发展战略后，文章第五章针对该战略从战略、经 营、组织三方面细化了战略目标体系之后给出了发展战略具体的实 施内容和评估方法。 关键词：燃料油,发展战略，TOWS 矩阵，SPACE 矩阵，大战略 矩阵，定量战略计划矩阵 THE RESEARCH ON THE DEVELOPMENT STRATEGY OF SHANGHAI FUEL COMPANY ABSTRACT Generally speaking, the province grade oil circulation companies were established in early 1950s, the purpose of the companies is supplying coal and its products for the use of industry and public, along with the gradual change of national energy structure ，fuel oil becomes the main product. The same circumstance occurs in Shanghai Fuel Company. When the government sets up Sinopec and China Oil (so called south company and north company ), the overall oil industry is mostly occupied by them, and with the changing from planned economy towards market economy, more private companies set up, these two factors caused big problem to the province grade companies who were working with planned supply mode. But Shanghai Fuel Company is still alive, now the net asset of the company is valued as 27 million Yuan, turnover in 2006 is 5 billion Yuan, Market share for fuel oil is 60% in Shanghai area, total sales volume is more than 2 million tons, and the company occupies a leading position in Shanghai even East China fuel oil market. However, desp