摘要

中铁八局集团有限公司于2003年12月在成都市工商行政管理局注册成立。基于

建筑业是国民经济的重要支柱产业,全社会对建筑施工企业的关注越来越高,相应的

行业竞争也越来越大,在政策、市场、人才、资金、技术等重要因素影响下,集团在

机遇与挑战并存的情况下,如何抓住机遇、迎接挑战,实现集团全面协调可持续发展,

已成为中铁八局人迫切需要考量的问题。

本文结合中铁八局的实际情况,探讨了集团战略管理问题。

第一章首先通过对中铁八局的产业背景、发展历程进行分析。针对目前集团发展

存在的问题进行了思考,提出了本文研究的内容、思路和方法。

第二章对集团外部发展环境进行分析。利用PEST模型对外部发展环境因素进行

分析,通过对政治(Political)、经济(Economic)、社会(Social)和技术(Technological)

四个方面的若干影响因素进行分析,特别是对影响集团的关键因素和重要因素进行分

析,为集团确立战略目标奠定基础。

第三章对集团内部资源现状进行分析。通过对企业组织结构、资质、人员、设备、

科研现状以及生产经营情况进行列示,利用价值链与VRIO框架和内部因素(IFE)评

价矩阵进行分析,得出集团内部状况的基本评价。

第四章利用SWOT模型矩阵对四大业务战略进行了组合分析,并利用定量战略计

划(QSPM)矩阵分析各项参数,得出了 SO战略是最适合集团的长远发展战略。在分

析集团内部资源现状和外部发展环境的基础上,提出了集团发展的总体战略。

第五章对集团战略实施提出总体要求,探讨各业务战略实施的主要管理措施,通

过如何构建战略实施的绩效评价系统,以确保集团战略的有序推进和全面实施。

关键词:中铁八局;建筑业;战略管理;SWOT分析

西南交通大学硕士研究生学位论文
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Abstract

China Railway No. 8 Engineering Group Co., Ltd. (hereinafter referred to as the Group)

was set up in December of 2003 and registered in Chengdu Industry and Commerce

Administration. Because construction industry is an important pillar industry of the national

economy,the whole society is paying more and more high attention to the construction

enterprises. The competition in this field is also becoming fiercer. Influenced by many

important factors, such as policy, market, talent, capital, technology and so on, and facing the

opportunities and challenges as same time, how to catch the opportunities and face the

challenges to realize the comprehensive and sustainable development, is an urgent problem

need to be solved by the people of the Group.

According to the practical situation of the Group, this paper took some investigation

and discussion on the Group's strategic management.

In chapter one, this paper analyzed the industry background and development process

of the Group and investigated the problems in development, after that, put forward the

content, ideas and methods of this research.

In chapter two, this paper analyzed the external developing environment of the Group.

Through the analysis on external developing environment by PEST model and influencing

factors from four aspects e.g. political, economic, social and technological, a solid

foundation was laid for the establishment of the Group's strategic objective.

In chapter three, this paper analyzed the status of the Group's internal resources. The

paper set forth the Group's organization structure, qualification, personnel, equipment,

scientific research and production and management status, and analyzed by value chain,

VRIO frame and internal factor evaluation matrix, and got the basic evaluation of the

Group's internal situation.

In chapter four, based on the general strategic development of the group, this paper

analyzed the operation strategy by using SWOT model, and analyzed each parameter by

quantitative strategic planning matrix (QSPM), and found that SO strategy is the most

suitable strategy for the Group's long-term development, based on the analysis of the

Group's internal resource situation and external development environment, this paper put

forward the general strategic development of the group.

In chapter five, this paper put forward the general requirements for the Group's strategy

implementation, discussed the main management measures of each business strategy. The

establishment of performance evaluation system for the strategy implementation can ensure

the orderly improvement and fully implementation of the Group's strategy.