随着贸易全球化和经济一体化的深化和发展,石油天然气作为重要的战略

资源越来越成为各国共同关注和竞争的焦点。随着勘探开发难度逐渐加大和非

常规天然气项目开发,对石油石化装备要求越来越高,这给相关装备制造企业

带来了发展的机遇,同时也提出了严峻的挑战。作为一家专业从事石油钻采设

备制造,兰州兰石石油装备公司如何抓住机遇,迎接挑战,迫切需要重新审视

其自身,在制定公司发展战略的同时完善价值链管理流程,强化管理练内功,

从而获得行业内的竞争优势,引导企业持续健康发展。

价值链管理与优化是一种先进的管理方法,可以提高企业的竞争优势。企

业的活动分为基本活动和辅助活动两类,基本活动包括内部后勤、生产经营、
I

外部后勤、市场营销和服务;辅助活动包括企业的基础设施和管理系统、人力

资源管理、技术开发、采购等。对于培育企业的竞争优势来说,二者是同等重

要的。

本文的研究思路是运用迈克尔波特提出的价值链理论这一分析工具,通

过对兰石石油装备公司进行实地调查和现场取证,从访问公司管理人员、关键

员工以及供应商和公司主要用户,获取公司经营的第一手资料和相关数据入

手,对公司的价值链进行深入分析。首先,分析了兰石石油装备公司价值链外

部运行的环境,主要涉及到公司的总体环境、行业环境和主要竟争对手的情

况。其次,运用迈克尔波特的价值链理论模型,对公司现有的价值链进行分

析,找出影响公司价值创造活动的主要环节和关键因素,以及公司价值链中存

在的一些问题。然后,针对公司现存价值链的问题进行优化设计,确立优化的

基本原则和基本思路,提出组织结构、业务流程以及主要价值活动环节的优化

方案,并得出公司优化后的价值链。最后,对优化方案的实施提供一些具体可

行的措施和建议,并对优化后的价值链绩效进行定性的评价。

通过本文的研究,可以为石油钻机制造企业进行价值链的优化和调整,完

善内部管理流程,确立外部竞争优势提供一些有益的经验和参考。

关键词:兰石石油装备公司;价值链;价值链优化

Abstract

With the deepening of globalization of trade and development of economic integration, oil

and natural gas has increasingly become the focus and concerns of competition to all countries.

With the gradual increased difficulties in the exploration and development of unconventional gas

development projects, the demand for petroleum and petrochemical equipment gets increasingly

higher, which gives the relevant equipment manufacturing enterprises opportunities to

development, but also poses a severe challenge. As a professional manufacturer of oil field drilling

equipment company, how to seize opportunities and meet challenges are the urgent needs for

LSPE to re-examine itself, decide the company's development strategy meanwhile improve value

chain management processes,strengthen management skills, so that we can gain a competitive

advantage within the industry and guide a sustainable and healthy development.

Value chain management and optimization is an advanced management methods which can

improve enterprises' competitive advantage. Business activities are divided into two types of basic

activities and auxiliary activities. Basic activities Including internal logistics, production

management, external logistics, marketing and services; auxiliary activities including corporate

infrastructure and management systems, human resource management, technology development,

procurement, etc. For the cultivation of competitive advantage , these two activities are equally

important to an enterprise.

Research idea of this article is to use the theory of the value chain analysis brought up by

Michael Porter,starts from on-site investigation and evidence collection, visit executives from

key suppliers, employees and major users, get first-hand information and related data acquisition

of LSPE, then make in-depth analysis to its value chain. Firstly, analyze the external operating

environment of the company's value chain,mainly related to its overall environment, industry

competition environment and key competitors. Secondly, use Michael Porter's value chain theory

model to analyze the company's existing value chain, identify main aspects and key factors that

affect its value creation activities, as well as some of the problems that exist in its value chain.

Then,regarding the problems of existing value chain, we could optimize the design, establish

basic principles and basic ideas, propose organizational structure, business processes and main

aspects of the optimization value activities, and obtain optimized value chain. Finally, provide

specific and feasible measures and proposals regarding the implementation of the optimization

program, and make qualitative evaluation to the performance of the optimization program.

Through the study of this article, it can provide some useful experiences and references to Oil

rig manufacturing enterprises in optimizing and adjusting the value chain, improving their internal

management processes and establishing external competitive advantages.

Key words: LS Petroleum Equipment Company; LS group; Value Chain

Optimization