本文關鍵詞：上海石化低成本戰(zhàn)略實施案例研究　出處：《華東理工大學》2013年碩士論文　論文類型：學位論文

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【摘要】：上海石化是中國石油化工股份有限公司的控股子公司,是國內最早最大的煉油化工一體化綜合性石油化工企業(yè)之一。2004年被列入了《美國化學周刊》世界最大的100家化工生產企業(yè)名單。公司具有原油綜合加工能力1200萬噸／年、乙烯84.5萬噸／年能力,2011年加工原油1000萬噸,實現銷售收入955億元,上交利稅96.75億元,在上海市企業(yè)中排名第五位。隨著08年以來全球經濟活力持續(xù)減弱,國際原油價格大幅震蕩,國內經濟增速下行,化工產品市場需求疲軟,成品油價格不到位等形勢的變化,上海石化也面臨著巨大的生產經營壓力。面對嚴峻的形勢,上海石化借鑒國內外大型化工企業(yè)的先進經驗,結合公司實際,09年全面推進低成本戰(zhàn)略,通過瞄準八個方面充分挖掘潛力,努力控制和降低運營成本,不斷提高石化產品的規(guī)模經濟效應和石油資源的綜合利用率,通過產品結構優(yōu)化、業(yè)務流程優(yōu)化以及技術創(chuàng)新等,以低于競爭對手的最終成本向用戶提供同等品質的產品,從而在企業(yè)發(fā)展中獲取并保持持續(xù)的競爭優(yōu)勢。 上海石化基于對公司宗旨、理念和目標的規(guī)劃,選擇了低成本戰(zhàn)略,通過實踐,尋找到了實施低成本戰(zhàn)略的穩(wěn)定的關系和規(guī)律,便于其他的石化企業(yè)借鑒。本案例表明,戰(zhàn)略實施意味著戰(zhàn)略必須轉化為公司成員日�；顒拥闹改�,必須反映在公司組織活動的方式和公司的價值觀、信念和氛圍上,深化低成本戰(zhàn)略的實施需要公司所有環(huán)節(jié)、所有崗位的員工共同參與,降低成本貫穿于企業(yè)的每一個經營環(huán)節(jié)、牽涉到公司的所有工作崗位,只有每個員工真正意識到降低成本的重要性,結合自身崗位特點,從大事抓起、小事做起,才有可能使企業(yè)得到最大限度的成本降低,從而獲得競爭優(yōu)勢。
[Abstract]:Shanghai Petrochemical Company is a subsidiary of China Petroleum Chemical Co, is the earliest and largest integrated refining and chemical integrated petrochemical enterprises of.2004 years were included in the list of "American Chemical weekly > 100 of the world's largest chemical production enterprises. The company has integrated oil processing capacity of 12 million tons / year of ethylene, 845 thousand tons / year, 2011 10 million tons of crude oil, the sales revenue of 95 billion 500 million yuan, profits and taxes paid 9 billion 675 million yuan, in the city of Shanghai enterprises ranked fifth. With the global economic activity continued to decline in 08 years, the international crude oil price volatility, the domestic economic growth down, the market demand for chemical products is weak, oil price changes in the situation, Shanghai Petrochemical also faced with the enormous pressure on the operation of the production. In the face of the grim situation, Shanghai Petrochemical from large chemical enterprises at home and abroad advanced experience, With the actual 09 years, comprehensively promote the low cost strategy, by aiming at the eight aspects fully tap potential, efforts to control and reduce operating costs, improve the comprehensive utilization of economies of scale and the rate of oil resources of petrochemical products, through the optimization of product structure, business process optimization and technical innovation, to provide the same quality products the user to cost less than competitors, and in the development of enterprises to obtain and maintain the competitive advantage.
Shanghai Petrochemical Company based on the purpose, ideas and goals, choose the low cost strategy, through practice, relationship and rules of the implementation of low-cost strategy to find a stable, other petrochemical enterprises for the reference. This case shows that the implementation of the strategy means that the strategy must be transformed into a guide member of the company's daily activities, must reflect the and companies in the activities of the organization's values, beliefs and atmosphere, deepening the implementation of the strategy of low cost to all aspects of the company, participation of all staff, reduce costs throughout every aspect of a business enterprise, involving all the jobs, only every employee realize cost reduction the importance, combined with its own characteristics of the post event, from the trivial, grabbed, to make it possible for enterprises to maximize the cost reduction, thus gain a competitive advantage.

【學位授予單位】：華東理工大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F426.22

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本文編號：1407692