【作者】 刘静；

【导师】 冯文娜；

【作者基本信息】 山东大学 ， MBA（专业学位）， 2020， 硕士

【摘要】 纺织业是我国的传统优势行业,发展历史悠久,市场化程度高,长期以来一直依靠我国廉价的劳动力获得很强的价格优势。但随着全球经济动荡源和风险点的增多,原料、用工成本上升,以及国家环保标准的提高,行业竞争越来越激烈,一系列问题喷涌而出:产品同质化、产能过剩、消费者需求个性化、出口和内需增长乏力等。纺织企业必须厘清自身优势和不足,顺应经济发展趋势,制定恰当的竞争战略,形成核心竞争力,才能实现企业的可持续发展。L公司为外商投资股份制企业,A、B股上市公司,目前,已发展成为一家拥有从棉花育种与种植、纺纱、漂染、织布、后整理、制衣为一体的具有综合垂直生产能力的纺织服装企业。主要生产高档色织布面料和成衣制造,出口业务占到60%以上,公司业务范围除了纺织服装行业外,还涉及棉花、电、汽等行业,但纺织服装的业务量占总业务量的92%以上。随着外部环境的日趋复杂,公司发展遇到非常多的阻碍。企业必须结合自身实际及时作出战略调整,才能实现转型升级。本文主要使用文献研究、专家评价等研究方法,运用PEST、五力模型、因素评价矩阵等工具对L公司纺织业务所处的内、外部环境进行综合分析。外部环境方面机遇与挑战并存,挑战更为突出;内部资源条件优势大于劣势。在内部外环境分析基础上,针对L公司纺织业务进行竞争战略的可行性分析,运用定量战略计划矩阵(QSPM)分析确定公司应选择最佳成本提供者战略。最佳成本提供者战略的实施需要在低成本和差异化之间寻求平衡,本文从采购与物流、产品开发、生产制造、市场营销、客户服务几个方面提出最佳成本提供者战略的实施措施。最后从企业文化建设、组织架构、人力资源管理、财务管理和信息化建设五个方面提出改进意见,保障最佳成本提供者战略的成功实施。公司过去按照生产计划进行采购的方式产生大量库存,资金周转速度慢。实施最佳成本提供者战略,要求企业减少资金占用,提高资金利用率。本文在战略实施和保障措施中提出建立以订单为核心的信息管理系统集成,可以有效促使采购、配送、生产、物流等环节的高效衔接,提高运营效率,降低生产成本;另一方面也有助于提高生产制造的柔性,为差异化产品的混流生产提供保障。本文还提出在纺织企业从化学品管控、生产技术改进、废弃物能量转换、排污监测等方面推行全面的清洁生产方式,努力构建绿色、可循环的发展理念,一方面可以有效应对不断提升的环保标准,另一方面也迎合了消费者对绿色产品的要求。纺织行业消费者需求呈现多样化的特点,并且顾客对产品价格和价值都比较敏感,结合案例企业所具备的核心竞争力,制定最佳成本提供者竞争战略,可以帮助案例企业明确未来发展方向,促进公司实现转型升级。另外,对于行业内的其他企业也具有一定参考价值。更多还原

【Abstract】 The textile industry is my country’s traditional advantageous industry with a long history of development and a high degree of marketization.It has advantage in price because my country’s cheap labor.However,with the increasing of global economic risk points,raw material and labor costs,and the improvement of national environmental protection standards,industry competition has become increasingly fierce,and a series of problems have spewed out:product homogeneity,overcapacity,consumers’ demand diversity,weak growth in exports and domestic demand,etc.Textile enterprises must figure out their own advantages and disadvantages,follow the trend of economic development,choose appropriate competitive strategies,and form core competitiveness in order to achieve sustainable development of the company.Company L is a foreign-invested joint-stock company,A and B-share listed company.At present,it has developed into a company with comprehensive vertical production capabilities that integrates cotton breeding and planting,spinning,bleaching and dyeing,weaving,finishing,and garment making.It mainly produces upscale yarn-dyed fabrics and garment manufacturing.Export business accounts for more than sixty percent.Except the textile and garment industry,the company’s business scope involves cotton,electricity,and automobile industries.However,the textile and garment business volume accounts for 92%of the total business volume.With the complexity of the external environment,the company’s development has encountered many obstacles.The company must adjust its strategy based on their own actual conditions timely in order to achieve transformation and upgrading.This article mainly uses literature research,expert evaluation research methods,using PEST,five forces model,factor evaluation matrix and other tools to comprehensively analyze the internal and external environment of L company’s textile.Opportunities and challenges coexist in the external environment,and the challenges are more prominent,the advantages of internal resource conditions outweigh the disadvantages.According to the feasibility analysis of the competitive strategy of the textile business of the L company,the article point that the company should choose the best-cost provider strategy with the quantitative strategic planning matrix(QSPM).The implementation of the best-cost provider strategy needs to find the balance between low cost and differentiation.This article proposes the best-cost provider strategy implementation measures from the aspects of procurement and logistics,product development,manufacturing,marketing,and customer service.Finally,in order to ensure the successful implementation of the best-cost provider strategy,improvement suggestions are put forward from five aspects,corporate culture construction,organizational structure,human resource management,financial management and information construction.In the past,the company purchasing is based on the production plan that brought a large amount of inventory and tardiness of the capital turnover.The company chooses the best-cost provider strategy,requires to reduce capital occupation and increases capital utilization.This paper proposes to establish the order-centric information management system integration in the implementation and safeguard measures part of strategy.It can promote the efficient connection of procurement,distribution,production,logistics and other links to improve operational efficiency and reduce production costs,also will be helpful for improving the flexibility of manufacturing,thereby providing a guarantee for mixed production of differentiated products.This paper also proposes to implement a comprehensive clean production method in textile enterprises from chemical control,production technology improvement,waste energy conversion,pollution monitoring etc,and strive to build a green and recyclable development concept.On the one hand,it can effectively respond to the continuous improvement of environmental protection Standards,on the other hand it also can cater to consumers’ requirements for green products.Diversification becomes the prominent feature of consumer demand in textile industry.Besides,customers are more sensitive to product prices and value.The best-cost provider strategy can help the case company to clarify the future development direction and develop its competitiveness,accordingly promoting the company’s transformation and upgrading.In addition,it also has some reference value for other firms in the industry.更多还原