發(fā)布時間：2018-10-10 10:54

【摘要】：額河建管集團經(jīng)過二十年經(jīng)營發(fā)展,取得了顯著的經(jīng)濟效益和社會效益。累計供水83億方,發(fā)電46億度。為北疆地區(qū)經(jīng)濟社會可持續(xù)發(fā)展提供了水資源保障,為石油重鎮(zhèn)克拉瑪依市存續(xù)與發(fā)展,生態(tài)環(huán)境改善、人民生活質量提高發(fā)揮了重要作用,保障了準東煤電煤化工基地開發(fā)建設、烏昌經(jīng)濟大發(fā)展等戰(zhàn)略的實施;調水工程沿途開發(fā)土地資源,發(fā)展農(nóng)牧業(yè),促進了當?shù)剞r(nóng)牧民脫貧致富。自治區(qū)“十三五”規(guī)劃明確提出,破解制約全面建成小康社會的難題,補短板、消瓶頸,需加快北疆供水二期工程等一批重大水資源配置工程,明顯提高區(qū)域水資源調配能力,為額河建管集團提供了良好的發(fā)展機遇。但近年來集團除了利用A河流主體開發(fā)權和國家基礎設施投資開發(fā)的供水、發(fā)電兩項主業(yè)發(fā)展良好外,其他項目的發(fā)展出現(xiàn)戰(zhàn)略模糊、定位不準,運營不佳的狀況。為了使企業(yè)逐步發(fā)展壯大,額河建管集團應主動抓住政策機遇,時時關注企業(yè)的環(huán)境變化,研究和決定企業(yè)的發(fā)展戰(zhàn)略,選擇制定切實可行的戰(zhàn)略方法,通過發(fā)展戰(zhàn)略的調整與實施,提高自身的綜合競爭能力,不斷推進集團的發(fā)展。本文以額河建管集團為研究對象,根據(jù)集團的發(fā)展歷程和經(jīng)營現(xiàn)狀,運用企業(yè)戰(zhàn)略管理、多元化經(jīng)營等相關理論,通過對集團內(nèi)部環(huán)境、外部環(huán)境進行分析,利用SWOT分析法得出,額河建管集團擁有A河水能、水資源開發(fā)的專屬權;水利工程建設管理經(jīng)驗豐富,已具備多元化經(jīng)營的產(chǎn)業(yè)雛形等優(yōu)勢;受自治區(qū)流域管理改革政策推進速度慢影響,存在水資源開發(fā)市場受到擠占,事業(yè)單位管理體制向企業(yè)化管理轉變,內(nèi)部經(jīng)營觀念不強,自身追求經(jīng)濟效益動力不足。產(chǎn)品結構單一,自主定價能力弱等劣勢。指出額河建管集團應抓住二期供水項目開發(fā)、烏魯木齊工業(yè)和城市供水市場需求增大、自治區(qū)水利工程旅游開發(fā)政策等機遇,充分分析經(jīng)營風險,找出對策,重點培育和強化供水、發(fā)電兩大核心競爭力,在水產(chǎn)養(yǎng)殖、水利旅游開發(fā)等相關領域開展多元化經(jīng)營。退出一些核心競爭力無關,盈利能力、市場成長能力差的產(chǎn)業(yè)。確定了額河建管集團今后的發(fā)展戰(zhàn)略為多元化經(jīng)營戰(zhàn)略,并提出了以歸核化和相關多元化為中心的實施策略。
[Abstract]:After twenty years of operation and development, the group has achieved remarkable economic and social benefits. The accumulative total water supply is 8.3 billion square meters and the power generation is 4.6 billion degrees. It has provided water resources guarantee for sustainable economic and social development in northern Xinjiang, played an important role in the survival and development of Karamay, an important oil town, the improvement of ecological environment and the improvement of people's quality of life. It ensures the development and construction of coal, electricity and coal chemical industry base in Zhundong, and the implementation of strategies such as the development of economic development in Wuchang, the exploitation of land resources along the way by the water transfer project, the development of agriculture and animal husbandry, and the promotion of local farmers and herdsmen to get rid of poverty and become rich. The 13th Five-Year Plan of the Autonomous region clearly put forward that solving the difficult problems that restrict the building of a well-off society in an all-round way, mending weaknesses and eliminating bottlenecks, requires speeding up a number of major water resources allocation projects, such as the second phase of the North Xinjiang Water supply Project, in order to obviously improve the capacity of regional water resources allocation. It provides a good development opportunity for the Yanhe Construction and Management Group. But in recent years, in addition to the main development right of A River and the water supply invested in the national infrastructure, the two main projects of power generation have developed well, and the development of other projects has appeared the situation of vague strategy, incorrect positioning and poor operation. In order to make the enterprise develop gradually, the Yanhe Construction and Management Group should take the initiative to seize the policy opportunity, pay close attention to the environment change of the enterprise, study and decide the development strategy of the enterprise, and choose the feasible strategic method. Through the adjustment and implementation of the development strategy, improve their comprehensive competitiveness, and constantly promote the development of the group. According to the development course and management status of the group, this paper analyzes the internal and external environment of the group by using the relevant theories such as enterprise strategic management, diversification management and so on. By means of SWOT analysis, it is concluded that the Yanhe River Construction and Management Group owns the exclusive right of A river water energy and water resources development, and has the advantages of rich experience in water conservancy project construction management and the embryonic form of diversified management industry, etc. Influenced by the slow speed of the reform policy of watershed management in the autonomous region, the water resources development market is overrun, the management system of the institution changes to the enterprise management, the internal management concept is not strong, and the motive force of pursuing economic benefits is insufficient. Single product structure, weak pricing ability and other disadvantages. It is pointed out that the Yanhe Construction and Management Group should grasp the opportunities of the second stage water supply project development, the increasing demand of Urumqi industry and urban water supply market, the tourism development policy of water conservancy projects in the autonomous region, and fully analyze the management risks and find out the countermeasures. Emphasis is placed on cultivating and strengthening the core competitiveness of water supply and power generation, and developing diversified management in aquaculture, water conservancy tourism and other related fields. Withdraw from some core competitiveness, profitability, poor market growth ability of the industry. This paper determines that the future development strategy of Yanhe Jianguan Group is a diversified management strategy, and puts forward the implementation strategy centered on the centralization and related diversification.
【學位授予單位】：石河子大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F272;F299.24

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