The corporate strategy is the overall planning of the long-term
The corporate strategy is the overall planning of the long-term development of the company and is the result of a comprehensive reflection of the breakthroughs made on the major issues such as the overall situation, structure, and future of the company. The corporate strategy is the product of the commodity economy at a certain stage of development, and it is produced when the enterprise's survival and development are often faced with severe challenges.
Enterprises need strategic management as a requirement of environmental change, and environmental changes have also promoted the development of strategic management of enterprises. The dynamic nature of the market requires companies to adjust their management strategies. As political, economic, social, and technological factors continue to increase and become more complicated, the business environment is changing and shows a high degree of uncertainty and probabilistic characteristics. Making business decisions and plans often deviate from actual ones. This trend of environmental development will shift the focus of corporate management from one-way management to strategic management that adapts to changes in the environment. This requires companies to increase their strategic awareness and improve their strategic guidelines so that they can use one or more strategic thinking to guide their business. development of. Petroleum machinery manufacturers must also establish new strategic concepts and consider the corporate development strategy as a multi-factor and multi-level complex system.
Analysis of Environment and Status Quo of Petroleum Machinery Manufacturing Enterprises
1. The environment
In the new era of consumerism, users have demanded diversification, individuation, and emotionalization of petroleum machinery, and their demands for appearance, functions, and services have become higher and higher. The market changes faced by the petroleum machinery manufacturers are not only the changes in their own user needs, but also the changes in the market supply made by counterparty opponents, and their manifestations are the enterprise competition. From the perspective of China's oil and petrochemical two major group policies, the Group's internal machinery factory and its oilfield main business part of the implementation of related transactions, in principle, the Group's oilfield internal machinery factory can produce the main oilfield business must be purchased internally. In the past two years, oilfield internal machinery factories have relied on internal market protection policies, and many products have shown a trend of increasing convergence. In addition, oilfield internal machinery factories are familiar with the oilfield market, and demand information is quickly grasped. Therefore, the cooperation with oilfield machinery manufacturers It has also become an important sales channel.
With the requirements for the transformation of petroleum machinery products to high-grade and high-level, as well as the need to participate in the competition in the international oil market, the cooperation of petroleum machinery products is advancing towards internationalization. For example, Caterpillar diesel engines are mostly used for power support for large-tonnage workover rigs, and Cummins and Detroit are used for supporting drilling power. Since the mid-1990s, the degree of internationalization of the oil industry has greatly increased, and the competitiveness between China and other major oil machinery producing countries, such as the United States and Canada, has increased significantly. With the continuous expansion of economic opening, China's domestic petroleum machinery market has become an important part of the international oil machinery market. The competition between the United States, Canada and other oil machinery producing countries to seize the Chinese market is fierce, and foreign products with strong competitiveness Entering the Chinese market has brought tremendous impact and competitive pressure on domestic oil machinery manufacturers.
2. Situation Analysis
With the development of China's petroleum industry, China's petroleum machinery manufacturing companies have grown from scratch, from small to large, from a single variety to a complete range of categories, from high-precision petroleum equipment mainly relying on imports to localization, it should be said that China's petroleum machinery has made great progress progress. Taking major petroleum machinery and equipment as an example, the three pumping equipment used in oil extraction (pumping units, sucker rods, and oil pumps), hot car washes, oil recovery vehicles, workover rigs, and well-washing vehicles, etc. Logging winches, electric drilling rigs and supporting equipment used in drilling engineering can be produced domestically, and the types and structures of domestic petroleum machinery have been systematically and professionally transformed. The situation mainly depends on imports, and some products have been exported to the Middle East and Central Asia. And other countries. For example, in 1998 China Petroleum Technology Development Corporation alone exported domestic petroleum machinery to 18 countries and 60 products totaling 120 million U.S. dollars. However, with the transformation of our country from a planned economy to a socialist market economy, the overall economic efficiency of petroleum machinery manufacturing enterprises is generally not good, and they are basically in a predicament, and some even go to the brink of bankruptcy.
In summary, the petroleum machinery manufacturing enterprises face inevitably various problems in the process of their development in the face of a complex market environment. Enterprises need a clear new strategy if they want to solve these problems satisfactorily. As a guide.
Integrated supply chain strategy management
Evans believes that supply chain management (SCM) integrates suppliers, manufacturers, distributors, retailers, and end users into an overall management model through feed-forward information flow and feedback of large material flows and information flows; or Say, SCM is through the design and planning, control and optimization of the material flow and information flow in the supply chain to meet the customer's entire management process, while ensuring that the members of the supply chain achieve corresponding results. Philip believes that supply chain management is a new management strategy that integrates different companies to increase the efficiency of the entire supply chain.
The integrated supply chain strategic management integrates and optimizes the three elements related to people, technology, and operation management in the production and operation process through information, manufacturing, and modern management technologies, through the material flow and management process of the production and operation process. The information flow and the decision flow of the decision process are effectively controlled and coordinated. The internal supply chain of the company is organically integrated with the external supply chain of the enterprise to manage, and the overall dynamic optimal goal is achieved to adapt the market to the new competitive environment. High-quality, high-flexibility and low-cost requirements put forward in the production and management processes improve the company's ability to respond quickly.
Supply chain strategic management is characterized by complexity and dynamics. Because of the span of supply chain node companies, supply chain strategic management often involves integration and management issues between multiple, multi-type, and even multinational companies. Therefore, the supply chain strategic management model is more complex than the general management model. Implementing supply chain strategic management is a new trend in business management. Designing and running an effective supply chain is crucial for every petroleum machinery manufacturing company. It helps companies to adapt to the new competitive environment, improve the level of service to users, reach an effective balance between cost and service, improve the competitiveness of enterprises, penetrate into new markets, and improve work efficiency by reducing inventory.
With the advent of the era of knowledge-based economy, international and dynamic market competition has become increasingly fierce, and the uncertainty of economic, technological, and user demands has increased. Many companies have actively practiced and firmly believe that implementing strategic management in the supply chain can increase new competitive advantages. An Effective Way for Enterprises to Adapt to Global Competition after the 21st Century .
"Market Response First" Strategic Management
In the 1990s, companies in Japan, the United States, and other countries changed their market environment and based on time, implemented strategic management based on flexible manufacturing, rapid response, rich variety, and increased innovation cycles, and achieved competitive advantages. development of. As the world enters a rapid economy, the business community generally adopts the view of "survivors of survival" and implements the "market response first" strategic management.
“Market Response First” strategic management refers to an organization that responds quickly to changing market conditions, has a high degree of response and adaptability, and adjusts its operating principles centered on users, formulating and realizing the systemic future of the organization. Overall plan.
(1) Business philosophy First, user-centricity is to be taken into consideration, and the requirements of users can be met quickly to create a higher value for users. The actual needs and potential needs of users are fundamental to the development of products, manufacturing, and sales services. The company's behavior should be oriented toward customer satisfaction. The concept of user benefit runs through the entire process of enterprise development, production, operations and services.
(2) The strategic management goal is to quickly and effectively respond to the market. Information is an important resource and time is money. Enterprises should have insight into market changes at any time, respond in a timely manner, make quick decisions, and meet user needs as quickly as they can.
(3) The strategic management approach is to form a strong market rapid response capability and resilience through the market responsiveness system and integration of internal and external resources. The products and services provided are highly competitive and products and services can meet current and potential needs of users.
(4) Responses to the market In addition to the needs of users, they also include competitors in the same industry, supporting suppliers, national policies, and market supply relationships. Make quick decisions based on market changes.
(5) "Market response first" strategic management requires that the organization is efficient, and if necessary, establish strategic alliances and establish quasi-virtual organizations. (Source: Wanfang Data)