【摘要】：當前全球IT產(chǎn)業(yè)的幾大巨頭,都是通過代工企業(yè)完成其生產(chǎn)的最后環(huán)節(jié),富士康是這個電子代工行業(yè)的典型代表,隨著2008年金融危機的爆發(fā),以富士康為代表的代工企業(yè)面臨寒冬,文章對當前國際國內(nèi)經(jīng)濟環(huán)境的分析,分析代工企業(yè)的生存環(huán)境和富士康在代工行業(yè)的地位和優(yōu)勢,對其未來的持續(xù)健康發(fā)展的發(fā)展戰(zhàn)略進行研究,為代工企業(yè)的發(fā)展戰(zhàn)略提供建設(shè)性參考意見。 本文以富士康為研究對象,在查閱資料和實際工作檢驗相結(jié)合的基礎(chǔ)上,通過于相關(guān)人士的了解,運用企業(yè)發(fā)展戰(zhàn)略和經(jīng)濟管理等相關(guān)理論,分析過程中運用SWOT分析的手法,探討了富士康發(fā)展戰(zhàn)略的問題。通過介紹富士康的背景、發(fā)展歷程以及現(xiàn)狀,分析了目前的經(jīng)濟、政治、行業(yè)發(fā)展等宏觀環(huán)境；通過內(nèi)部環(huán)境分析與評價得出其在代工行業(yè)的核心競爭力,快速交貨與垂直整合；通過外部環(huán)境的分析與評價,得出結(jié)論,富士康原來擁有的成本領(lǐng)先的優(yōu)勢不再,國外IT客戶的訂單不確定性增加,在此環(huán)境下,結(jié)合公司發(fā)展戰(zhàn)略理論,本文給出建設(shè)性建議,如何在代工行業(yè)增強其行業(yè)領(lǐng)先地位,以及在代工的基礎(chǔ)上進行戰(zhàn)略轉(zhuǎn)型,通過自有品牌戰(zhàn)略獲取更好的利潤發(fā)展空間,從而保持企業(yè)持續(xù)、健康地發(fā)展。 本文得出的結(jié)論對代工行業(yè)的戰(zhàn)略轉(zhuǎn)型有積極的參考價值,可以為公司的轉(zhuǎn)型提供建設(shè)性的建議。
[Abstract]:At present, several giants of the global IT industry have completed the final stage of their production through contract manufacturing enterprises. Foxconn is a typical representative of this electronic contract industry. With the outbreak of the financial crisis in 2008, The contract manufacturing enterprises, represented by Foxconn, are facing the cold winter. The article analyzes the current international and domestic economic environment, analyzes the living environment of the contract manufacturing enterprises and the position and advantages of Foxconn in the contract industry. The development strategy of its future sustainable and healthy development is studied to provide constructive reference for the development strategy of contract manufacturing enterprises. This paper takes Foxconn as the research object, on the basis of the combination of consulting materials and actual work inspection, through the understanding of relevant personages, using the relevant theories such as enterprise development strategy and economic management, using the SWOT analysis technique in the process of analysis. The development strategy of Foxconn is discussed. By introducing Foxconn's background, development history and current situation, this paper analyzes the current macro-environment, such as economy, politics and industry development, and finds out its core competitiveness in contract industry through internal environment analysis and evaluation. Through the analysis and evaluation of the external environment, it is concluded that Foxconn no longer has the advantage of cost leading, and the uncertainty of foreign IT customers' orders is increasing in this environment. Based on the theory of company development strategy, this paper gives some constructive suggestions on how to strengthen its leading position in contract industry, and how to make strategic transition on the basis of contract industry, and gain better profit development space through its own brand strategy. In order to maintain sustainable and healthy development of the enterprise. The conclusion of this paper has positive reference value for the strategic transformation of contract industry and can provide constructive suggestions for the transformation of the company.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F426.6;F272

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