【作者】 杨明；

【导师】 李新春；

【作者基本信息】 中国矿业大学 ， 工商管理硕士（专业学位）， 2023， 硕士

【摘要】 露天矿山机械设备因其价值量大、技术含量高的原因,被誉为工程机械行业“皇冠上的明珠”。近年来,随着中国经济的不断发展,“中国制造”也必然会向“中国智造”转型。矿山资源开采更加突显规模化、高效化和清洁化,露天矿山机械也由研发技术、营销服务、智能制造等多层次竞争替代了之前单一的产品价格竞争。基于此,XZ公司作为母公司的战略性产业板块,历经十年孵化,成为极具成长前景的全新板块,在产品、技术、质量和市场上实现了突破性提升。但作为一个成立只有5年的年轻企业,XZ公司在露天矿山机械行业面临着卡特、小松这样长期占据行业前列的强劲对手,并且公司内部存在诸多短板和不足,短时间内难以达到全球一流露天矿山机械世界级企业的高度。尤其在产品技术研发、市场体系建设、供应链管理等方面,和卡特、小松有着很大的差距。XZ公司如何能在日益残酷的行业竞争中脱颖,成为中国第一、全球一流露天矿山机械世界级企业,需要制定行之有效的产品竞争战略,全面提升核心竞争力,同时也为其他企业的产品竞争战略制定提供一定的依据。本文先是从政治、经济、技术、社会等四个方面分析XZ公司所处的外部环境,从供应商、购买者、替代品、潜在进入者、竞争对手等五个方面分析露天矿山机械的产业竞争环境,得出外部环境的机会与威胁,借助EFF矩阵进行定量综合评价。其次,从研发技术、营销服务、智能制造等多个方面综合分析XZ公司的内部能力,得出内部环境的优势和劣势,借助IFE矩阵对内部运营能力进行了整体评价。然后,通过SWOT分析工具确定了XZ公司的基本战略方向后,运用QSPM矩阵确定了最终的产品竞争战略,并列出了战略实施路径。最后,结合XZ公司综合情况和产品竞争战略,确定了产品研发、营销服务、智能制造、供应链管理、质量管理、经营管理六大方面的战略实施举措,最终保障产品竞争战略目标的落地。该论文共计有图12幅,表格16个,参考文献66篇。更多还原

【Abstract】 Because of its large value and high technical content,open-pit mining machinery and equipment is known as the "crown jewel" of the construction machinery industry.In recent years,under the continuous development and further transformation of China’s economy,the pattern of "Made in China" will inevitably change and gradually upgrade to "Intelligent Manufacturing in China".Mining of mine resources is more prominently large-scale,efficient and clean,and open-pit mining machinery has also replaced the previous product price competition by multiple levels of competition such as R&D technology,marketing services,and intelligent manufacturing.Based on this,XZ,as the strategic industrial segment of the parent company,has become a new sector with great growth prospects after nearly ten years of incubation,and has achieved breakthroughs in products,technology,quality and market.However,as a young enterprise established only 5 years ago,XZ Company faces strong competitors such as Carter and Komatsu who have occupied the forefront of the industry for a long time in the open-pit mining machinery industry,and there are many shortcomings and shortcomings within the company,and it is difficult to reach the height of the world’s first-class open-pit mining machinery world-class enterprise in a short period of time.Especially in product technology research and development,market system construction,supply chain management,etc.,there is a big gap with Carter and Komatsu.How can XZ stand out in the increasingly cruel industry competition and become the first in China and the world’s first-class open-pit mining machinery world-class enterprise,it needs to develop effective product competition strategy,improve the core competitiveness in an all-round way,and also provide a certain basis for other enterprises to develop product competition strategy.This thesis first analyzes the external environment of XZ Company from four aspects,such as politics,economy,technology and society,analyzes the industrial competition environment of open-pit mining machinery from five aspects,including suppliers,buyers,substitutes,potential entrants and competitors,obtains the opportunities and threats of the external environment,and conducts quantitative and comprehensive evaluation with the help of the EFF matrix.Secondly,from the aspects of R&D technology,marketing services,intelligent manufacturing and other aspects,the internal capabilities of XZ Company are comprehensively analyzed,the advantages and disadvantages of the internal environment are obtained,and the internal operation capabilities are evaluated as a whole with the help of the IFE matrix.Then,the basic strategic direction of XZ Company was determined through the SWOT analysis tool,the final product competition strategy was determined by using the QSPM matrix,and the strategy implementation path was listed.Finally,combined with the comprehensive situation and product competition strategy of XZ Company,the strategic implementation measures of product research and development,marketing services,intelligent manufacturing,supply chain management,quality management and operation management were determined,and finally ensured the implementation of the strategic goals of product competition.This thesis has12 figures,16 tables and 66 references.更多还原