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探索对标管理模式,深化对标管理与综合管控的有效结合、对标管理与绩效考核的紧密结合,探索通过对标管理实现持续提升的有效途径,以及强化对标工作执行力的模式。实施背景陕西化建主营业务为石油化工施工总承包,近年来在参与市场竞争、工程招投标及施工管理中,明显感觉到在市场开拓、成本核算、行业竞争力、品牌影响力等方面与国内中石油、中石化、中化集团等下属工程公司差距甚大。这些公司不断延伸产业链,整合资源,提升资金、技术及管理能力,市场份额、规模与效益不断扩大,陕西化建面临的行业竞争愈演愈烈,在竞争对手势头强劲、市场竞争日益激烈的状况下,市场环境不容乐观。
Explore the benchmarking management model, deepen the effective combination of benchmarking management and comprehensive management and control, closely integrate benchmarking management and performance evaluation, explore effective ways to achieve continuous improvement through benchmarking management, and strengthen the execution mode of benchmarking work. Implementation background Shaanxi Chemical Industry’s main business for the petrochemical construction general contracting, in recent years to participate in market competition, project bidding and construction management, it is clear that in the market development, cost accounting, industry competitiveness, brand influence, etc. Domestic CNPC, Sinopec, Sinochem and other subordinate engineering company a great gap. These companies continue to extend the industrial chain, integrate resources, improve capital, technology and management capabilities, market share, scale and benefits continue to expand, Shaanxi Chemical Industry Construction Industry is facing increasingly intense competition in the strong momentum of competitors, the increasingly fierce market competition, Market environment can not be optimistic.