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目前,中国电力企业的机电设备成套业务,作为中国“走出去”转型模式中一个重要板块,发展迅速;但同样也受到同业产品同质化、利润率不断下降、业主要求日益严苛等考验。依然遵循以项目为中心的基础服务模式,往往在过程控制中会本着生产效率最大化来进行投标、设计、采购及项目管理;从而造成很多流程上不必要的浪费,增加了管理成本。此粗放型、低利润的业务流程管理模式不仅在未来难以适应绿色、节能的国际化发展的需要,同时无法对业主提供差异化服务。为此,根据目前中国机电设备成套项目的特殊性质,提出机电设备成套业务应该以向业主提供差异化服务为基础,将最终的增加价值通过可持续的供应链管理模式传递给业主的方式,来实现赢得国际市场的最终目的。
At present, the complete set of mechanical and electrical equipment of China’s power enterprises is developing rapidly as an important part in the transition mode of China’s “going out”. However, it is also subject to the homogeneity of its products in the same industry, declining profit margins and increasingly demanding owner requirements. test. Still follow the project-based basic service model, tendering, designing, purchasing and project management are often carried out in the process control in order to maximize the production efficiency. As a result, unnecessary waste of many processes and increase of management costs are caused. This extensive, low-profit business process management model not only in the future difficult to adapt to the green, energy-saving international development needs, while unable to provide differentiated services to owners. To this end, according to the special nature of the complete set of mechanical and electrical equipment projects in China, it is proposed that the complete set of mechanical and electrical equipment should be based on the provision of differentiated services to the owners, and the final value added should be passed to the owners via a sustainable supply chain management mode Achieve the ultimate goal of winning the international market.