【作者】 杨光；

【导师】 张金山；

【作者基本信息】 吉林大学 ， 工商管理（专业学位）， 2023， 硕士

【摘要】 建筑行业作为国民经济的支柱产业之一,在促进就业、维持社会稳定、促进经济发展发面发挥了重要作用。根据住房城乡建设部的数据统计,2021年,建筑业总产值达到29.3万亿元,是2012年的2.1倍;增加值达到8万亿元、占GDP的7%;吸纳就业超过5000万人。然而,近年来,建筑业所处的市场环境发生了较大程度的变化,一方面,由于受到新冠肺炎的冲击,部分中小型建筑企业面临着较为严重的生存与发展危机,亟待开展经营模式的转型。另一方面,以5G、工业互联网、物联网、大数据为代表的信息技术高速发展,这为“智能基建”的发展提供了必要条件,中大型建筑企业面临着转型升级的新契机。中交一航局第三工程公司作为大型央企,近年来发展规模不断扩大,根据2021年财报显示,公司营业收入达到80.58亿元,新增签订合同金额为85.1亿元,在建筑市场的地位日趋重要,同时,公司在发展中暴露出一系列的弊端和漏洞,比如公司财务风险加大、营运能力不强、人力资源管理效率低下等,而这些都同公司发展战略的制定和执行息息相关。首先,运用文献研究和案例研究方法,总结了公司运用发展中存在的问题,并运用SWOT分析方法,分别从优势、劣势、机会和威胁四个维度对公司所处环境和运营情况进行了剖析,并得出公司当前经营发展模式较为粗放、市场竞争激烈、技术优势不足、激励制度不完善等。其次,基于上述问题,中交一航局第三工程公司应在公司层面实施多元化发展战略和海外战略,在业务层面实施战略联盟战略和差异化战略,即聚焦传统水工和海外业务,全力以赴开拓市政业务、主业结构持续优化,重点发力水工、市政、公路项目、海外经营重点突出,经营质效实现跃升等。最后,在发展战略的制度保障措施方面,公司应该加强组织机构建设,成立战略管理部门、加强内控制度建设,完善风险管理机制、加强企业文化建设,塑造企业品牌、完善激励制度,提高员工积极性。期望文章的研究能对大中型央企发展战略的调整提供一定的参考和借鉴。更多还原

【Abstract】 As one of the pillar industries of the national economy,the construction industry plays an important role in promoting employment,maintaining social stability and promoting economic development.According to the statistics of the Ministry of Housing and Urban-Rural Development,the total output value of the construction industry in 2021 reached 29.3 trillion yuan,2.1 times that of 2012;The value added reached 8 trillion yuan,accounting for 7% of GDP;More than 50 million jobs have been created.However,in recent years,the market environment of the construction industry has changed to a great extent.On the one hand,due to the impact of the novel coronavirus pneumonia,some small and medium-sized construction enterprises are facing serious survival and development crisis,and it is urgent to carry out the transformation of the business model.On the other hand,the rapid development of information technology represented by 5G,industrial Internet,Internet of Things and big data provides necessary conditions for the development of "intelligent infrastructure".Medium and large construction enterprises are facing new opportunities for transformation and upgrading.As a large central enterprise,the Third Engineering Company of the First Aviation Bureau of China Communications has exposed a series of drawbacks and loopholes in its development,such as increased financial risks,weak operation capacity and low efficiency of human resources management,which are closely related to the formulation and implementation of the company’s development strategy.This paper uses literature research and case study methods to summarize the problems existing in the company’s application and development,and uses SWOT analysis method to analyze the company’s environment and operation from four dimensions,namely,strengths,weaknesses,opportunities and threats.And it is concluded that the company’s current operation and development mode is relatively extensive,the market competition is fierce,the technical advantage is insufficient,the incentive system is not perfect.Based on the above problems,the paper argues that the third engineering company of China Communications No.1 Aviation Bureau should implement the diversified development strategy and overseas strategy at the company level,and implement the strategic alliance strategy and differentiation strategy at the business level,that is,focus on the traditional hydraulic industry and overseas business,go all out to develop municipal business,and optimize the main business structure continuously.Focus on hydraulic,municipal,highway projects,overseas business focus,management quality and efficiency to achieve a jump.Finally,in terms of the institutional guarantee measures for the development strategy,the paper holds that the company should strengthen the construction of organizational structure,establish a strategic management department,strengthen the construction of internal control system,improve the risk management mechanism,strengthen the construction of corporate culture,shape the enterprise brand,improve the incentive system,and improve the enthusiasm of employees.It is expected that the study of this paper can provide some reference for the adjustment of the development strategy of large and medium-sized central enterprises.更多还原