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泉州港务集团的发展战略研究_MBA硕士毕业论文DOC

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文本描述
摘要
随着全球一体化,枢纽港的竞争日趋激烈的背景下,泉州港务集团在发展
中在取得巨大成就的同时,同样存在在港口功能建设方面有待提高,货运结构
急需梳理,发展重量不重质的等多方面的问题。而正是由于这些问题的存在,
使得泉州港务集团最近几年业绩出现了明显下滑,泉州港的发展不仅落后于我
国其他主要港口的发展规模和速度,也在了福建三大港口竞争中处于的末端位
置。在这种情况下,泉州港务集团也一直没有制定出一个较为明确的发展战略
来改变目前的发展困境

为此本文以泉州港务集团有限公司为研究对象,运用理论与实践相结合、
定性分析等方法在界定相关概念的基础上,对泉州港务集团的发展概况、行业
环境和宏观环境进行系统分析,运用SWOT分析方法考察泉州港务集团的面临的
优势、劣势、机会、威胁。通过研究发现泉州港务集团在发展中存在着港口自
然资源丰富,区位条件较为优越、港口腹地经济发达,产业呈现多样化特征等
优势,也存在着物流意识不强、人才流失较为严重、研究与开发能力有待提高
以及货物运输信息化水平较低等劣势,同时有国家和地方政策的大力扶持、两
岸合作领域的拓展等机会,最后也面临着国际经济发展放缓、港口辐射能力有
限以及区域内竞争对手较多等发展威胁

笔者研究认为泉州港务集团的发展战略目标为:一、争取在“十三五”年
末,将泉州港务集团的年货物运输吞吐量提升到1亿吨以上、年集装箱运输能力
达到每年80万标准箱以上、在“十三五”期间争取每年建设1个以上深水泊位,
使得“十三五”年末生产性码头数量达到30个,万吨级以上深水泊位超过10个;
二、要大力缩小厦门港和福州港之间的差距,使得泉州港务集团成为福建省乃
至整个东南沿海地区的重要的现代化综合型港口。为了保障战略目标的顺利实
现,泉港集团要做好以下几点:一、调整组织结构,建立核心管理层;二、要
进行适当的分权和授权;三、要建立有效的激励机制;四、要积极争取政府部
门的资金和政策支持;五、要建立合理的人才管理制度,积极引进高端人才;
六、要加强集团物流和信息化建设

关键词:SWOT 分析,泉州港务集团,发展战略III
Abstract
With the globalization, under background of increasingly fierce competition in
pivotal port, Quanzhou Port Administrative Affair Group makes great achievements
in development. Meanwhile, it has problems such as in port function construction
which needs to improve, freight structure which is badly in need of sorting out, and
development which is focus on quantity instead of quality. And the existence of such
problems make Quanzhou Port Administrative Affair Group has obvious decline in
performance in recent years. The development of Quanzhou Port not only lags behind
to other main ports in our nation in development scale and speed, but also is at
terminal position among three ports in Fujian in competition. In this case, the Group
has not been formulating a specific development strategy to change the current
development dilemma.
For this purpose, with Quanzhou Port Administrative Affair Group as the
research object, applying methods of combination of theory and practice and
qualitative analysis, etc, based on defining relevant concept, this essay makes
systematic analysis into its general situation of development, industry environment
and macro-environment. And it applies SWOT analysis method to inspect advantages,
disadvantages, opportunity and threat the group faces. Through researches, it is found
that the group has advantages such as in abundant natural resources, favorable
locational conditions, developed hinterland economy and diversified industry during
development. It also has disadvantages such as in weak logistics consciousness,
severe outflow of talent, research and development competence which need to
improve and weak freight transport informatization. It also has opportunities such as
great support from national and local policies and expansion of cooperation fields of
both coasts. Finally it also faces development threats such as slowdown of
international economy, limited port radiating capacity and more competitors within
the region.IV
Through researches, the author thinks the development strategic target for
Quanzhou Port Administrative Affairs Group is: first, at the end of “the Thirteenth
Five-Year Plan”, endeavor should be made to enhance its annual handling capacity of
freight transport to above 0.1 billion tons and to make its annual transportation
capability of container achieve above 800,000 standardizing boxes each year. During
“the Thirteenth Five-Year Plan” , endeavor should be made to build above one
deepwater berth each year, and to make productbility wharf amount up to thirty,
and make deepwater berth with above ten thousand tons exceed 10 at the end of “the
Thirteenth Five-Year Plan”; secondly, gap should be energetically reduced between
Port of Xiamen and Port of Fuzhou, making Quanzhou Port Administrative Affairs
Group become important modernized and synthesizing port in Fujian Province and
even the whole southeastern coastal areas. To guarantee the successful realizing of
strategic objective, the group should work hard as below: first, it should adjust
organization structure, and builds core management; second, it should carry out
appropriate decentralization of authority and authorization; third, it should build
effective incentive mechanism; fourth, it should actively strive for support in capital
and policy from the government departments; fifth, it should build reasonable talent
management system, and actively introduce high-end talents; sixth, it should
strengthen logistics and information construction of the group.
Keywords: Quanzhou Port Administrative Affair Group, SWOT analysis,
development strategyV
目 录
第 1 章 绪论 ........1
1.1 研究背景及意义 ...........1
1.2 文献综述 .....1
1.2.1 国外研究综述 .........1
1.2.2 国内研究综述 .........2
1.3 研究内容与方法 ...........4
1.3.1 研究内容 .4
1.3.2 研究方法 .5
1.4 新颖之处 .....5
第 2 章 相关概念的界定和主要理论依据 ........7
2.1 关键概念 .....7
2.1.1 港口 .....7
2.1.2 发展战略 .7
2.2 相关理论......7
2.2.1 SWOT 战略分析.........8
2.2.2 PEST 分析.9
第 3 章 泉州港务集团发展环境分析 ..........11
3.1 宏观环境分析 11
3.1.1 经济环境 11
3.1.2 地理环境 15
3.1.3 政治环境 15
3.2 行业竞争分析 15VI
3.2.1 我国航运及港口行业发展概述 ......16
3.2.2 泉州港与周边港口竞争分析 ........17
3.3 泉州港务集团发展概况.....17
3.3.1 泉州港务集团的市场定位 ..........23
3.3.2 泉港集团各主要公司功能定位 ......23
第 4 章 泉州港务集团 SWOT 分析和发展战略 ....25
4.1 泉州港务集团 SWOT 分析....25
4.1.1 优势(s)分析 .........25
4.1.2 劣势(W)分析 .........27
4.1.3 机会(0)分析 .........33
4.1.4 威胁(T)分析 .........34
4.2 泉州港务集团发展战略制定 35
4.2.1 泉港集团的发展方向 ..35
4.2.2 泉港集团的战略目标 ..36
4.2.3 泉港集团发展战略的重点 ..........36
第 5 章 泉州港务集团发展战略的实施与保障 ...37
5.1 调整组织结构,建立核心管理层 ........37
5.2 建立有效的激励机制 ......38
5.3 积极争取政府部门政策和资金支持 ......40
5.4 建立合理人才管理制度,积极引进高端人才 ..........38
5.5 提高泉港集团的物流意识,加强集团物流建设和发展 ..41
5.6 加快泉港集团信息化建设 ..41
第 6 章 结论 .......43VII
6.1 本文的结论 ..43
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