在供给侧结构性改革的大背景下，国内成品油产能过剩矛盾不断凸显，以新能源汽 车为代表的新技术快速发展，石油天然气行业改革持续深入，炼化 企业面临巨大的市场 竞争压力。国有炼化企业发展底蕴深厚，但在工艺技术、人力资源、运营管理等诸多方 面存在短板，而内陆型中小规模炼厂更是在区位条件、加工规模等方 面处于劣势，发展 前景堪忧。为探寻内陆型中等规模炼厂的生存发展路径，本文以河北省S炼化公司为研 究对象，以竞争战略研究为切入，运用企业战略相关理论进行分析，力争 为其持续健康 发展提出有价值的建议，同时也为面临同样问题的其他炼化企业提供参考。 河北省S炼化公司隶属于中国石油化工股份有限公司，是以国际原油为主要原料， 从事 炼油、化工生产的中型炼化企业，炼油综合加工能力为800万吨/年，化工己内酰胺 生产能力为20万吨/年。本文通过文献研究、问卷调查、访谈调查等方法，并运用PEST、 波特五 力分析模型等工具，分析了S炼化公司的宏观环境和微观环境，以及内部资源和 能力，进而使用EFE、IFE分析矩阵找出了S炼化公司的机会和威胁、优势和劣势；而 后利用SWOT— QSPM模型选定了S炼化公司的发展战略，并结合集团公司的战略部 署、基础性竞争战略的可行性分析，确定了其差异化竞争战略选择；最后，根据其战略 定位和选择，研究得出了 产品结构、生产组织、人员队伍三个差异化发展方向，并提出 了七项战略实施的保障性措施。 本文在研究S炼化公司竞争战略过程中，根据新的发展动态，综合运用蓝海战略、 柔性战略等新兴理论，在供给侧结构性改革、转型升级发展的时代背景下，寻求中小型 炼化企业持续健康发展道路，努力做到以点促面，为中小型炼化企业发展提供一定的借 鉴 。 关键词：炼化公司；炼油化工；竞争战略 II Abstract Under the background of supply side structural reform, the contradiction of excess production capacity of domestic refined oil is becoming increasingly prominent, new technologies represented by new energy vehicles are developing rapidly, the reform of oil and gas industry continues to deepen, and refining and chemical enterprises are facing huge market competition pressure. The development of state-owned refining and chemical enterprises has a deep foundation, but there are shortcomings in many aspects, such as technology, human resources, operation and management, etc., while the inland small and medium-sized refineries are at a disadvantage in terms of location conditions, processing scale, etc., and the development prospect is worrying. In order to explore the survival and development path of inland small and medium-sized refineries, this paper takes Hebei s refining and chemical company as the research object, takes the research of competitive strategy as the breakthrough, uses the relevant theories of enterprise strategy to analyze, and strives to put forward valuable suggestions for its subsequent sustainable and healthy development, at the same time, it also provides reference for other enterprises facing the same problems in the refining and chemical industry. Hebei s Refining & Chemical Co., Ltd. is a branch directly under China Petroleum & Chemical Co., Ltd. It is a medium-sized Refining & chemical enterprise engaged in refining and chemical production with international crude oil as the main raw material. The comprehensive refining processing capacity is 8 million tons / year, and the chemical caprolactam production capacity is 200000 tons / year. Through literature research, questionnaire survey, interview survey and other methods, first of all, using PEST and Porter five forces analysis model and other tools, this paper analyzes the macro environment and micro environment, as well as internal resources and capabilities of s refining branch, and determines the opportunities, threats, advantages and disadvantages of s refining branch through EFE and IFE analysis matrix; second, using SWOT-QSPM model to select The development strategy of s Refining & Chemical Company is put forward. Combined with the strategic deployment of the group company and the feasibility analysis of the basic competitive strategy, the selection III of its differentiated competitive strategy is determined. Finally, according to its strategic positioning and selection, three differentiation directions and seven guarantee measures for the implementation of the strategy are put forward. In the process of studying the competitive strategy of s refining and chemical company, combined with the new development trends, the paper comprehensively uses the emerging theories such as blue ocean strategy and flexible strategy, and under the background of supply side structural reform, transformation and upgrading development, seeks the sustainable and healthy development path of small and medium-sized refining and chemical enterprises, and strives to achieve the goal of "point to area", so as to provide certain reference for the development of small and medium-sized refining and chemical enterprises. Key words: Refining & Chemical Company; Refining & Chemical Industry; competitive strategy IV 目 录 第一章 绪 论 ....................... 1 1.1 选题背景与研究意义 ... 1 1.1.1 积极应对石油石化产业发展变数和挑战 ..................... 1 1.1.2 破解老牌炼化企业生 存发展难题 .. 1 1.2 研究思路与框架 ........... 2 1.3 研究方法 ....................... 4 1.3.1 文献研究法 ....... 4 1.3.2 比较研究法 ....... 4 1.3.3 问卷调查 法 ....... 4 1.3.4 访谈调查法 ....... 4 1.4 分析工具 ....................... 4 1.4.1 PEST分析 ......... 5 1.4.2 五力模型 ........... 5 1.4.3 SWOT分析 5 1.4.4 战略分析矩阵 ............................ 6 1.5 论文创新点 ................... 6 第二章 理论与文献综述 ....... 7 2.1 概念界定 ....................... 7 2.2 战略理论学派 ............... 8 2.2.1 行业结构学派 ... 8 2.2.2 战略资源学派 ... 8 2.2.3 核心能力学派 ... 9 2.3 其他战略学派 ............... 9 2.3.1 蓝海战略 ..... 9 2.3.2 柔性战略 ..... 9 2.4 炼油化工行业研究文献回顾 .................... 10 2.4.1 关于石油石化产业整体发展战略相关研究情况 ....... 10 V 2.4.2 关于炼 油企业战略相关研究情况 11 2.4.3 文献评价 ......... 14 第三章 外部环境分析 ......... 15 3.1 宏观环境分析 ............. 15 3.1.1 政治和法律力量 ............................ 15 3.1.2 经济力量 ......... 18 3.1.3 社会 ................. 21 3.1.4 技术 ................. 22 3.2 公司微观环境分析 ..... 23 3.2.1 行业总体状况分析 ........................ 23 3.2.2 行业五力分析 . 27 3.3 外部机遇与挑战分析 . 31 3.3.1 机遇 ................. 31 3.3.2 挑战 ................. 33 3.4 S炼化公司EFE矩阵分析 ....................... 34 3.4.1 关键因素权重的确定 .................... 34 3.4.2 EFE矩阵关键因素量化评分 ........ 35 3.4.3 EFE矩阵关键因素加权分数 ........ 36 第四章 内部资源与能力分析 ............................ 38 4.1 公司资源分析 ............. 38 4.1.1 有形 资源分析 . 38 4.1.2 无形资源分析 . 39 4.1.3 人力资源分析 . 41 4.2 公司能力分析 ............. 42 4.2.1 基本能力分析 . 42 4.2.2 核心能力分析 . 46 4.3 S炼化公司 优势与劣势 ............................ 47 4.3.1 主要优势 ......... 47 4.3.2 主要劣势 ......... 48 VI 4.4 S炼化公司IFE矩阵分析 ........................ 50 4.4.1 关键因素及其权重的确定 ............ 50 4.4.2 IFE矩阵关键因素量化评分 ......... 51 4.4.3 IFE矩阵关键因素加权分数 ......... 52 第五章 战略分析与选择 ..... 54 5.1 S炼化公司发展战略分析 ........................ 54 5.1.1 发展战略类型 . 54 5.1.2 QSPM矩阵分析 ............................ 56 5.2 S炼化公司竞争战 略选择 ........................ 58 5.2.1 集团公司战略分析 ........................ 58 5.2.2 备选竞争战略可行性分析 ............ 59 5.3 竞争战略的确定 ......... 60 第六章 战略实施与保障 ..... 62 6.1 战略实施 ..................... 62 6.1.1 产品结构差异化 ............................ 62 6.1.2 生产组织差异化 ............................ 63 6.1.3 人员队伍差异化 ............................ 64 6.2 战略保障措施 ............. 66 6.2.1 夯实HSSE基础，落实依法合规生产 ....................... 66 6.2.2 坚持苦练内功，深挖现有资产创效潜能 ................... 67 6.2.3 促进效率提升，持续推动管理系统高效、顺畅运转 .............................. 68 6.2.4 增强业务本领，着力提升业务可靠性 ....................... 69 6.2.5 抓好规划设计，有序实现转型升级 .....................