新产品开发项目的风险评估体系及管理研究 中文摘要
I
新产品开发项目的风险评估体系及管理研究
——以 M 公司为例
中文摘要
随着汽车工业在我国的深入发展，市场竞争日益激烈。面对巨大的中国市场，各
整车制造企业纷纷扩大产能，不断增加投资，加大对市场的新车型投放力度。这对于
广大的汽车零部件企业来说，既是机遇，同时面临着更大的挑战。汽车市场的扩大，
意味着汽车零配件企业的市场份额也相应扩大，同时零配件生产企业之间的竞争也更
为激烈。激烈的市场环境要求汽车零部件生产企业，特别是中小型的企业提高自身对
于生产经营存在的各种潜在风险的管理能力。鉴于汽车零配件行业的特点，提升企业
在新产品开发项目中的风险评估能力不仅关系到企业能否恰当应对纷繁复杂的市场
变化，及时有效的满足客户对新产品的要求，也在一定程度上关系着企业能否实现盈
利，并进一步完成企业的战略目标。

本文以 M 公司为研究基础，首先介绍了 M 公司在新产品开发项目风险管理方面
的情况，暴露其在新产品开发项目风险评估能力上的不足。随后以 M 公司为基础，
深入分析会对 M 公司新产品开发项目产生影响的所有风险因素，并根据一定的风险
指标选取原则选取了 6 大类共 31 项风险评估指标建立完整的风险评估指标体系。最
后，运用适当的风险计算方法建立起新产品开发项目的风险评估模型。本文以 M 公
司的一个真实案例，进行了实证研究。

本文的研究目的是建立适用于与 M 公司相类似的汽车零部件生产企业的新产品
开发项目的风险评估体系。本文在最后就新产品开发项目的风险评估体系的实施保障
和实施建议进行了简要阐述。

关键字：汽车零部件，风险，风险评估体系
作 者：何建华
指导老师：张方华Abstract Risk Assessment System of New Product Development Projects and Management Research
II
Risk Assessment System of New Product Development
Projects and Management Research
——In Company M case
Abstract
With the further development of automobile industry in China, the market competitive
is increasing. Faced with such a huge market in China, the vehicle manufacturers have
expanded production capacity with increasing investment, and increased efforts to issue
new models into market. For the majority of auto part enterprises, there is big opportunity
together with greater challenges. With the expanding of automotive market, the market
share of auto parts enterprises are expanding accordingly, also the competition among
enterprises is also becoming intense. Competitive market environment requires auto parts
enterprises, especially small and medium enterprises to improve their capabilities against
the variety of potential risk through management. Because of the special characteristics of
the automative industry, to enhance the risk assessment capabilities in the new product
development project is not only the factor, how enterprises meet customer demands for
new products promptly and effectively with dealing with the complicated market change,
but also the factor, which can affect how enterprises make the profit and then complete the
strategic objectives.
In this paper, the research is based on company M. With the introduction about how
risk is managed in its new product development project, we reach the conclusion that
company M is not good at evaluation the risk. Based on the deep analysis to the factor
affecting the project and proper principles, 31 indicators of risk factors divided by 6
categories are identified and used to establish a completed risk assessment system. Finally,
the risk assessment model for new product development project is established with the