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部分传统型国家石油公司在业务不断向外扩张的过程中,悄然转型成为混合型国家石油公司。这使其兼有国营企业的政府支持优势和私营企业的积极进取优势,并成为其他传统型国家石油公司效仿的对象。然而,向混合型国家石油公司转型的过程充满挑战,需要平衡政府对财政收入和解决就业的要求与企业运营对资本投资及经营效率的要求。从传统型国家石油公司过渡到混合型国家石油公司,关键是全面提升公司内部治理、采购、建立联盟与合资企业三个方面的能力,并与东道国政府建立更灵活的关系。在公司治理方面,关键在于明晰政府与公司管理人员之间的管理责任,以便公司管理人员专注于公司运营,并实现对公司所有股东的平等对待和高度透明;在采购管理方面,公司需要健全采购和供应链流程;在建立联盟与合资企业方面,合伙经营模式正在成为一种新的趋势。
Some traditional state oil companies quietly transformed themselves into a hybrid state oil company as their businesses continued to expand outward. This gives both the government support advantages of state-owned enterprises and the proactive advantages of private-owned enterprises and becomes the target of other traditional national oil companies. However, the process of transition to a mixed state oil company is challenging and requires balancing the government’s requirements for fiscal revenue and job creation with the capital investment and operational efficiency of its operations. The key to the transition from a traditional national oil company to a mixed state oil company is to comprehensively enhance its internal governance, procurement, alliances and joint ventures and to establish more flexible relations with the host government. In corporate governance, the key is to clarify the management responsibilities between the government and the management of the company, so that the management of the company can concentrate on the operation of the company and realize the equal treatment and transparency of all the shareholders of the company. In the aspect of purchasing management, the company needs sound procurement And supply chain processes; the partnership model is becoming a new trend in building alliances and joint ventures.