企业战略合作已经成为当今世界较为流行的一种企业参与国际竞争的重要

战略,艾默生公司与华海联能之间的OEM战略合作主要是艾默生公司发挥华海联

能的钣金加工经验丰富、成本低廉的优势,利用华海联能设备及厂房等资源,应

对市场,包括ZC机柜独家供货、框架协议和战略统一等形式,形成全新的供应

链运作模式。该模式能够增加企业盈利能力,优化供应链流程和缩短合同执行周

期,提高艾默生公司电源产品在OEM战略合作中的经营效益。

本文通过对艾默生公司电源产品生产模式转型案例的分析,总结出企业在业

务外包方面的以下几点经验:第一,完整的外包决策评估报告是业务外包的关键;

第二,外包业务的实施需要公司高级管理层的不断支持。转型过程中会涉及到重

要岗位的人员调整及部门组织结构的变更等重大的决策,这些调整都需要公司的

高级管理层来批准;第三,采用项目管理的运作模式,项目负责人需制定详细外

包实施方案规划,定期回顾执行效果,主要包含项目时间规划,供应商选择、外

包方式选择及外包实施效果的评估等;第四,精心准备及签订外包协议;第五,

需要不断完善的外包业务管理机制,主要包含企业文化渗透、资源管理系统的上

线、明确的沟通机制、完善的培训计划等。

同时,通过分析发现,该案例也存在不足的方面。首先,转型造成物流成本

的增加。其次,多工厂发货造成合同齐套性变差等问题。这些问题仍然需要艾默

生公司不断的优化改善。

通过对艾默生公司生产模式转型案例的分析得出的经验及教训,希望能为我

国企业的业务外包提供有价值的建议和对策。

关键词:生产模式;转型;OEM;艾默生网络能源有限公司;华海联能

ABSTRACT

Enterprise strategy cooperation has became more popular today in the world,which is an

important strategy of enterprises participation international competition. OEM strategy

cooperation that is between Emerson Network Power CO.Ltd.and China Sea Alliance is that China

Sea Alliance has some advantages.such as rich experience of metal gold processing,low cost and

so on. Emerson Network Power CO.Ltd uses sources of equipments and plants in China Sea

Alliance,who faces to market, including ZC machine Cabinet exclusive supply, framework

agreement and strategy unified, founding new supply chain operation mode. It will increase

corporate profitability, optimize the supply chain process and reduce the implementation cycle of

the contract, and raise Emerson power products in OEM strategy for cooperation in operational

efficiencies.

Based on the case analysis of Emerson power production mode transformation, I sum up the

business following several experiences in outsourcing: Firstly, full of outsourcing decision

assessment reports are the key to business process outsourcing. Secondly, outsourcing

implementations require the continued support of senior management. Transformation process

involves important post of personnel adjustment and the sector organization structure of change,

major of decision-making, these adjustments need company of senior management layer approve;

Thirdly, used project management of operation mode, project heads needed developed detailed

outsourcing implementation programme planning, regularly recalled executive effect, mainly

contains project time planning, supplier selection, outsourcing way selection and the outsourcing

implementation effect of assessment; Lastly, carefully prepared and the signed outsourcing

agreement need constant perfect of outsourcing business management mechanism,Consists of

main corporation culture, on-line resource management system,clear communication mechanisms

and improved training program.

Meanwhile, the analysis is found that the lack of cases there. First of all,it caused the

increasing of the logistics costs. Secondly, the factory ship contracts caused poor alignment

problems. These problems still need Emerson company continued to improve.

Emerson model transition through the experiences and lessons learned from case analysis,

hoping for the outsourcing of Chinese enterprises to provide valuable suggestions and strategies.

Key Words: Mode of production; Transformation; OEM; Emerson Network

Power CO.Ltd; Huahai Lianneng