中石油燃料油公司有着国内大部分石油销售企业的特点,本文以中石油燃料油
公司为例,从公司未来发展着眼,制定出较为完善的非标油品精细化管理方案,旨在
提高非标油品业务的核心竞争力,同时促进中石油燃料油公司非油品业务的利润增
长。本文运用精细化管理理论对中石油燃料油公司非油品业务精细化管理发展现
状进行具体分析,制定非标油品业务的精细化管理方案,对库存管理、油品质量管
理、定价机制、销售管理等环节提出建议,并设计精细化管理方案的保障措施,对整
个非标油品业务的精细化管理进程具有一定的实践意义
在设计中石油燃料油精细化方案过程中,在4P营销理论的基础上,结合6S
管理理论和“五精四细”理论,主要从产品、价格、相关业务途径、销售等环节
入手,完善非标油品业务精细化管理体系,加大监督考核力度,全面提升非标油品业
务的整体管理水平,实施精细化管理,扎实做好各项制度的落实。在落实精细化管
理的过程中,通过加强员工培训力度、完善奖励与管理制度的方式确保精细化管
理相关制度的有效实施
综上所述,精细化管理是未来企业经营管理发展的大势所趋,本文经过对精细
化管理理论的研究,为中石油燃料油公司非标油品业务设计科学的精细化管理方案,
力图有效地控制成本、提高工作效率,使中石油燃料油公司在激烈的市场竞争中立
于不败之地
关键词:非标油业务;精细化管理;方案设计;保障对策
iii 北京交通大学硕士专业学位论文
摘要
ABSTRACT
The integration of global economy has gradually become the trend of development.
In recent years, China&39;s non-standard oil market development is encountering obstacles
and market shares have been occupied by many foreign non-standard oil sales
enterprises and local refineries, causing unprecedented competition in the non-standard
oil marketing market. Consequently the relevant enterprises are facing huge pressure in
the operation management and declining in income, which affects the economic benefits.
The market competition among enterprises comes down to the competition of economic
benefits. The marketing is the key factor to improve the enterprise competitiveness in
the market. As the non-standard oil business is the major issue in the operation and
management of China5s non-standard oil sales enterprises, the fierce competition in the
market presents a new demand to the fuel oil enterprises for their marketing ability.
Delicacy management is a completely new enterprise management model and is aimed
to control the related business services from management concept and marketing model.
Therefore,in view of the enormous pressure and difficulties encountered by the
non-standard sales enterprises in China, the introduction of delicacy management with
the purpose of occupying more market shares and competition advantages will no doubt
improve the sales performance of the non-standard oil. Complete the sales targets of the
non-standard oil, achieve innovation and obtain more economic benefits through new
marketing idea and management methods. Additionally, it will enhance the market
competitive position and promote the orderly and sustainable development of
enterprises.
CNPC Fuel Oil Co. Ltd. shares the common characteristics of the petroleum sales
enterprises in China. This paper takes CNPC Fuel Oil Co.5 Ltd. as an example in which
the company with the future perspective develops a relatively perfect delicacy
management scheme of non-standard oil to improve the core competitiveness of
non-standard oil business and increase the profits of non-standard oil business of CNPC
Fuel Oil Co. Ltd. This paper uses the theory of delicacy management to conduct a
concrete analysis on the current situation of non-standard oil business delicacy
management of CNPC Fuel Oil Co. Ltd., develop delicacy management scheme for of
non-standard oil business, make recommendations on stock management, oil quality
management, pricing mechanism and sales management and design the security
iv 北京交通大学硕士专业学位论文
摘要
measures for delicacy management scheme, which will practically promote the delicacy
management process of non-standard oil business.
During the process of promoting delicacy management, CNPC Fuel Oil Co.5 Ltd.,
starting from products, price, related business channel and sales, uses the 6S
management theory and theory of five delicacies and four fines to improve the delicacy
management system of non-standard oil business, intensify the supervision and
inspection, improve the overall management level of non-standard oil business, and
implement the delicacy management and each system. CNPC Fuel Oil Co.5 Ltd.
guarantees the efficient implementation of delicacy management system through
increasing efforts on employees training and improving reward and management
system.
In summary, delicacy management is the trend of enterprise operation management
and development in the future. After the study on the delicacy management theory, this
paper designs a scientific delicacy management scheme for non-standard oil business of
CNPC Fuel Oil Co. Ltd. with the purpose of efficiently controlling the costs, improving
working efficiency and making CNPC Fuel Oil Co., Ltd. as invincible in the fierce
competition.
KEYWORDS: Non-standard Oil Business; Meticulous Management; Scheme Design;
Guarantee Measures;
V 北京交通大学硕士专业学位论文
目录
目录
III
ABSTRACT
IV
1弓丨W 9
1. 1研宄背景及意义1. 1. 1 研宄背景1.1.2研宄意义1.2相关概念阐释1. 2. 2精细化管理1.3研究内容与研宄方法1. 3. 1 研宄内容1. 3. 2 研宄方法2相关文献综述及理论基础2. 1文献综述2. 1.1精细化管理的概念2.1.2精细化管理模式2. 1. 3精细化管理的应用2.1.4文献述评2. 2理论基础2. 2. 1 6S管理理论2.2.2 “五精四细”理论
21
2. 2. 3 4P营销理论
22
3燃料油公司非标油销售业务管理现状
23
3. 1燃料油公司的非标油业务概述
23
3. 1. 1燃料油公司非标油业务概况
23
3. 1. 2组织结构和人员配置情况
23
3. 1. 3非标油的管控指标考核情况
24
3.2燃料油公司非标油销售业务的精细化管理现状
25
3. 2. 1精细化管理理念的应用缘由
25
3. 2. 2精细化管理的执行计划
26
vi 北京交通大学硕士专业学位论文
目录
3. 2. 3精细化管理的应用成效
28
3.3燃料油公司非标油销售业务精细化管理过程中存在的不足
28
3. 3. 1精细化管理制度不健全
28
3. 3. 2公司员工的积极性和工作热情较低
29
3. 3. 3实施方案不够科学合理
29
4燃料油公司非标油销售业务精细化管理方案设计
31
4. 1产品的精细化管理方案
31
4.1.1 实现产品组合
31
4. 1. 2构建品牌
32
4. 2价格的精细化管理方案
32
4. 2. 1非标油销售业务的定价原则
32
4. 2. 2定价方法的选用
33
4. 2. 3价格改动
33
4. 3销售业务途径管理方案
34
4. 3. 1选择合适的第三方质检机构
34
4. 3. 2 库存管控
35
4. 3. 3运输管控
36
4. 3. 4 采购管控
36
4. 3. 5研发管控
37
4. 4非标油业务销售管理方案
38
4. 4. 1业务销售种类
38
4. 4. 2销售活动的执行策略
39
5燃料油公司非标油销售业务的精细化管理保障对策
40
5. 1做好精细化管控的基础工作
40
5. 1. 1培养精细化管理理念
40
5. 1. 2合理调整工作环节
41
5. 1. 3强化班组构建
41
5. 2注重精细化管理的考核和评价
41
5. 2. 1开展全体公司人员培训工作
41
5. 2. 2 改善激励形式
42
5.2.3确保考核机制的系统严格
42
5. 2. 4构建个体宗旨责任制度
43
5.3健全并丰富精细化管理内容与制度
43
vii 北京交通大学硕士专业学位论文
5.3. 1确定工作宗旨
43
5. 3. 2调整资源配置
43
5. 3. 3完善工作模式
44
5. 3. 4创建系统化的组织结构
44
6研宄结论和展望
45
6. 1研宄结论
45
6. 2展望
45
参考文献 47
作者简历及攻读硕士 /博士学位期间取得的研宄成果
49
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