本文選題：研發(fā)外包 + 風(fēng)險(xiǎn)管理　； 參考：《復(fù)旦大學(xué)》2013年碩士論文

【摘要】：2012年以來(lái)手機(jī)市場(chǎng)面臨非智能手機(jī)向ANDROID(安卓)智能手機(jī)的轉(zhuǎn)變,需要Z公司及時(shí)轉(zhuǎn)型把核心資源集中到ANDROID(安卓)智能手機(jī)的研發(fā)。而對(duì)于非智能手機(jī),這類(lèi)市場(chǎng)上已經(jīng)廣泛使用的成熟產(chǎn)品,技術(shù)也都已經(jīng)很成熟,Z公司將其定為非核心業(yè)務(wù)產(chǎn)品,決定采用研發(fā)外包的方式來(lái)保持一定的市場(chǎng)份額。 但由于研發(fā)外包模式與原先的自我研發(fā)模式有很多不同點(diǎn),在研發(fā)、生產(chǎn)制造、出廠檢測(cè)、物流等都是在企業(yè)外部完成。整個(gè)流程包含了很多不確定的因素,這些不確定因素就會(huì)給企業(yè)帶來(lái)各種風(fēng)險(xiǎn)。本文研究的目的就是通過(guò)采用風(fēng)險(xiǎn)管理的方法,對(duì)于外包過(guò)程中存在的風(fēng)險(xiǎn)進(jìn)行識(shí)別和控制,從而使得研發(fā)外包項(xiàng)目能夠順利實(shí)施。 通過(guò)查閱文獻(xiàn),風(fēng)險(xiǎn)管理一般包括識(shí)別、評(píng)估、應(yīng)對(duì)、控制四個(gè)階段。在識(shí)別階段,通過(guò)采用風(fēng)險(xiǎn)識(shí)別依據(jù)和工具、方法對(duì)風(fēng)險(xiǎn)做了充分的識(shí)別。對(duì)于識(shí)別出來(lái)的風(fēng)險(xiǎn)通過(guò)判斷其綜合影響程度來(lái)進(jìn)行風(fēng)險(xiǎn)評(píng)估。對(duì)于評(píng)估出來(lái)的每個(gè)風(fēng)險(xiǎn)都有應(yīng)對(duì)計(jì)劃包括應(yīng)對(duì)的責(zé)任人、預(yù)防計(jì)劃、時(shí)間等,特別是對(duì)于識(shí)別出來(lái)的A類(lèi)風(fēng)險(xiǎn)(關(guān)鍵風(fēng)險(xiǎn))作了詳細(xì)的應(yīng)對(duì)計(jì)劃說(shuō)明。最后通過(guò)《項(xiàng)目風(fēng)險(xiǎn)清單》等方式來(lái)進(jìn)行風(fēng)險(xiǎn)的監(jiān)控。 通過(guò)研究得出,對(duì)于Z公司非智能手機(jī)的研發(fā)外包共計(jì)識(shí)別出了56個(gè)風(fēng)險(xiǎn)。并特別對(duì)于其中的A類(lèi)風(fēng)險(xiǎn)(關(guān)鍵風(fēng)險(xiǎn))做了重點(diǎn)說(shuō)明。指出：非智能手機(jī)研發(fā)外包項(xiàng)目應(yīng)從市場(chǎng)風(fēng)險(xiǎn)、合作方選擇、需求和驗(yàn)收標(biāo)準(zhǔn)、知識(shí)產(chǎn)權(quán)等方面重點(diǎn)加強(qiáng)風(fēng)險(xiǎn)控制。以及對(duì)于技術(shù)成熟產(chǎn)品的研發(fā)外包而言,外包風(fēng)險(xiǎn)主要集中在項(xiàng)目的論證階段,這一階段是需要重點(diǎn)關(guān)注的。 由于機(jī)電類(lèi)項(xiàng)目的產(chǎn)品運(yùn)作流程和本項(xiàng)目研究對(duì)象基本一致,本文提出的非核心產(chǎn)品研發(fā)外包項(xiàng)目運(yùn)作流程、項(xiàng)目風(fēng)險(xiǎn)識(shí)別和評(píng)估框架、風(fēng)險(xiǎn)應(yīng)對(duì)、風(fēng)險(xiǎn)監(jiān)控方法對(duì)于機(jī)電類(lèi)產(chǎn)品的研發(fā)外包風(fēng)險(xiǎn)識(shí)別和控制具有較強(qiáng)的借鑒和參考意義。
[Abstract]:Since 2012, the mobile market has faced a shift from non-smartphone to android (Android) smartphone, which requires Z to focus its core resources on the development of android smartphones in a timely manner. But for the non-smart phone, this kind of mature product that has been widely used in the market, the technology has also been very mature, the company has decided to use the way of R & D outsourcing to maintain a certain market share. However, there are many differences between the R & D outsourcing model and the original self-R & D model. In R & D, manufacturing, factory testing, logistics and so on, all of them are completed outside the enterprise. The whole process contains many uncertain factors, which will bring a variety of risks to the enterprise. The purpose of this paper is to identify and control the risks in the process of outsourcing by adopting the method of risk management, so that the R & D outsourcing project can be carried out smoothly. Through literature review, risk management generally includes four stages: identification, evaluation, response and control. In the stage of identification, the risk identification method is used to fully identify the risk by means of risk identification basis and tools. The identified risk is assessed by judging its comprehensive impact. There is a response plan for each of the risks assessed, including the responsible person, the prevention plan, the time, etc., in particular, a detailed description of the identified category A risk (critical risk). Finally, the project risk list is used to monitor the risk. According to the research, 56 risks have been identified for R & D outsourcing of Z company. And especially for the A type of risk (key risk) to focus on the description. It is pointed out that non-smart phone R & D outsourcing projects should focus on strengthening risk control from aspects of market risk, partner selection, demand and acceptance criteria, intellectual property rights, etc. As for the outsourcing of mature products, the risk of outsourcing is mainly focused on the demonstration stage of the project, which needs to be paid more attention to. Because the product operation process of electromechanical project is basically consistent with the research object of this project, this paper puts forward the operating process of non-core product R & D outsourcing project, project risk identification and evaluation framework, risk response, The risk monitoring method has a strong reference and reference significance for R & D outsourcing risk identification and control of mechanical and electrical products.
【學(xué)位授予單位】：復(fù)旦大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F426.63

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