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2022年 12月18日
2022年 12月 18日
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摘要
摘要
当前全球增材制造产业正处于萌芽期向成长期转变，市场空间被不断开创扩大，
技术的成熟与产业链的不断完善给企业发展带来了巨大的机遇。在此背景下， A增
材制造公司通过聚焦铁路与军工领域同一材质大批量耗损件的增材技术创新应用，
实现了价值创新与新市场空间的开辟，并取得连续 3年 60%左右的年增长率。但是
随着细分领域增材技术应用的逐渐成熟， A公司很快便陷入了利基市场核心客户与
新进者的双重竞争挑战之中。
为了有效应对危机挑战并构建企业的长期竞争优势，运用战略管理理论和分析
工具对 A增材制造公司竞争战略展开专题研究。采用 PEST分析模型、波特五力分
析模型、价值链分析理论以及 SWOT分析法等工具，对 A增材制造公司的内、外部
环境进行详细分析，结合产业生命周期理论与蓝海战略的价值创新思想，认为增材
制造产业发展的核心在于材料、设备与标准的创新研发，企业的战略选择需综合考
虑三者的互补关系。对公司层战略的选择，应采用 SO和 WO相结合的发展思路，
并根据客户需求及产业生命周期的发展变化，实施纵向一体化，即从下游增材加工
服务向中游设备与材料的研发生产延伸；对业务层战略的选择，应从产品定位开始
统筹短期与长远利益，迅速补位新增设备需求，并锁定材料的长期供应，选择设备
的集中低成本与材料的集中差异化相结合的竞争战略。为确保战略的成功实施，提
出与优质资源企业建立合资联盟，借外力转变商业模式，由增材制造加工服务商转
变为增材制造技术系统性供应商的措施。
通过上述战略组合的有效实施，A公司将能实现在设备、材料及工艺上的协同
发展，从而在细分领域取得市场主导地位。
关键词增材制造；竞争战略；集中低成本；集中差异化；价值创新
I
Abstract
Abstract
At present, the global Additive Manufacturing Industry is in the transition from the
embryonic stage to the growth stage. The market space has been constantly created and
expanded. The maturity of technology and the continuous improvement of the industrial
chain have brought great opportunities to the development of enterprises. In this context,
Company A has realized value innovation and opened up new market space by focusing
on the application of additive technology for large quantities of wearing parts of the same
material in railway and military industries. And achieved an annual growth rate of about
60% for three consecutive years. However, with the maturity of technology application in
the subdivided field, Company A fell into the double competition challenge of core
customers and new entrants in the niche market quickly.
In order toeffectively deal with thecrisis challenge andbuild a long-term
competitive advantage, strategic management theory and analysis tools are used to carry
out a thematic study on the competitive strategy of A Company. Using PEST analysis
model, Porter's five forces analysis model, value chain analysis theory, SWOT analysis
method and other tools, the internal and external environment of Company A is analyzed
in detail. Combining the industrial life cycle theory and the value innovation idea of blue
ocean strategy, it is believed that the core of AM industry development lies in the
innovative research and development of materials, equipment and standards. The strategic
choice of enterprises should fully consider the complementary relationship between the
three. For the company level strategy, the development idea of combining SO and WO
should be adopted, and vertical integration should be implemented according to the
customer demand and the development and change of the industrial life cycle, that is, the
downstream additive processing service should be extended to the R&D and production of
midstream equipment and materials; For the business level strategy, we should balance
short-term and long-term interests from the product orientation, fill the demand for new
equipment rapidly, and lock the long-term supply of materials. Choose a competitive
strategy that combines the centralized low costof equipment with the centralized
differentiation of materials. In order to ensure the successful implementation of the
strategy, a joint venture alliance with high-quality resource enterprises is proposed to
establish,which use external forces to transform the business model and transform from an
additive processing service provider to a systematic supplier of AM technology.
III