跨国涂料原材料供应商并购后的内部供应链管理研究,mba企业管理论文.docx

跨国涂料原材料供应商并购后的内部供应链管理研究,mba企业管理论文本篇论文目录导航：【第1部分】 跨国涂料原材料供给商并购后的内部供给链管理研究【第2部分】【第3部分】【第4部分】【第5部分】【第6部分】【第7部分】【第8部分】内容摘要随着世界经济一体化进程的不断深切进入，世界政治格局的变革和科技的迅速发展，很多跨国企业为了提高本身的竞争优势以及适应快速变化的市场，都会选择通过企业并购来实现全球化的战略资源配置和合作。自 20 世纪 90 年代起，越来越多的跨国公司为了快速实现其全球化战略，开场了大规模的跨国并购，掀起了新一轮全球范围内的并购浪潮。然而，从已有的统计数据显示，企业并购的成功率并不高。企业并购是一个复杂的经济现象，施行经过一般需要经过准备、会谈、内部整合、外部整合等阶段，而并购的失败往往是由于收购方和被收购方在整合管理和资源重新调配经过中产生冲突。从业务需求上看，供给链的整合和协同是企业并购中最为重要的，而内部供给链整合作为避免原有两条供给链各自为政的必要手段，以及外部供给链整合的前提条件，则是企业并购后首要研究解决的核心问题，也是决定并购能否成功的关键。本文研究的 G 涂料公司是一家大型的跨国涂料原材料供给商，在行业和市场上有着重要地位。在经济全球化的大背景下，企业在跨国经营中面临着不断变化的市场需求，剧烈的竞争，以及提高产品质量、改善服务、降低成本、缩短交货期等压力。为了支持快速实现本地化生产，完善业务产品线的战略目的，G 涂料公司近年来正经历着一系列企业并购活动。近期一次的并购规模较大，对整个业务线、产品线和组织架构都有非常大的影响。由于跨国并购经过中会牵涉多方面的整合，包括企业文化同化、业务重组、人员组织构造调整、供给链和营销网络合并等，整合期间的不稳定势必会影响到公司运营的效率，十分是具有由于供给不稳定而造成客户流失的风险。因而，为企业制定合适的内部供给链整合策略在企业并购中显得尤为重要。本文通过研究相关的企业并购和供给链整合理论，结合 G 涂料公司本身的经营战略以及针对企业在并购整合期所面临的供给链问题，提出并购后的内部供给链组织构造重组策略，业务流程再造策略，构建产品及客户的分析模型并制定相应的销售预测和产品供需策略等，为企业顺利度过并购整合期，制定长效的供给链管理策略提供理论支持。本文关键词语: 并购；内部供给链；供给链整合；G 涂料公司AbstractWith the world economic globalization, the rapid development of world politicalstructure reform of science and technology, many multinational companies to improve theircompetitive advantages and to adapt to rapid changes in the market, through mergers andacquisitions to achieve the strategic resource allocation and cooperation in globalization.Since the 1990s, more and more Multi-National Corporations began large-scalecross-border mergers and acquisitions in order to realize its global strategy, hence settingoff a new round of global mergers and acquisitions.However, the relevant statistical data shows that the success rate of M A is not high.M A is a complex economic phenomenon. In general, the implementation processincluding preparation, negotiation, internal integration and external integration phases.Failure is often due to the acquirer and the acquired party conflict in the integration ofmanagement and resource allocation process. From the business point of view, supplychain integration and collaboration is the most important in M A. Moreover, internalsupply chain integration is the necessary means to avoid fragmentation of the two originalsupply chain systems, and the precondition of external supply chain integration. Therefore,internal supply chain integration becomes the primary research after M A, and also thekey factor in the success of M A.Coatings Company G in this paper is a transnational large supplier of paints coatings raw materials. It has an important position in the industry and market. Under thebackground of economic globalization, enterprises are faced pressure from theever-changing market demand in the multinational management, competition, and improvethe quality, improve the service, reduce the cost, and shorten delivery time. In order tosupport the implementation of production localization rapidly, and enhance the strategicobjectives for business lines, Coating Company G is experiencing a series of corporatemergers and acquisitions in recent years. In a recent large scale merger, the whole businesslines, product lines and the organizational structure have very big changes. Because of themultinational mergers and acquisitions process will involve the integration of many aspects,including corporate culture assimilation, business restructuring, organizational structureadjustment, supply chain and marketing network merging etc. The integration period ofinstability is bound to affect the efficiency of company operations, especially because ofthe risk of loss of customers caused by the supply instability. Therefore, to develop asuitable supply chain strategy during merger and acquisition is very important for theenterprise.In this paper, by studying supply chain integration theory related to enterprise M A,combined with the Coatings Company G s business strategy, and analyze supply chainproblem occurs during enterprise M A integration period, I have proposed restructuringof internal supply chain organization strategy, business process rebuild strategy, build up aproduct vs. customer analysis model and develop appropriate sales forecasting and productsupply strategy etc. This could provide theoretical basis for establish long-term supplychain management strategy, and help the integration process smoothly.Keywords: Acquisition Merger; Internal Supply Chain; Supply Chain Integration;Coatings Company G目录内容摘要Abstract第 1 章 绪论1.1 研究背景和意义1.2 文献综述1.3 研究思路和方式方法1.3.1 研究思路1.3.2 研究方式方法第 2 章 相关理论基础2.1 企业并购的概念和分类2.1.1 企业并购的基本概念2.1.2 企业并购的分类2.1.3 企业并购的动因理论2.2 供给链整合的相关理论2.2.1 供给链和供给链管理的概念2.2.2 供给链整合的概念与内容2.2.3 供给链系统的设计谋略与选择2.3 库存与库存管理的概念和理论2.3.1 库存的基本概念2.3.2 库存管理的概念2.3.3 库存管理的模型与方式方法2.3.4 反映库存合理性的关键绩效指标2.4 并购后人力资源整合理论第 3 章 G 涂料公司的经营环境和现在状况分析3.1 G 涂料公司大概情况3.2 G 涂料公司并购 Z 涂料公司的背景3.3 涂料行业的总体发展现在状况及特征3.4 G 涂料公司企业经营战略 SWOT 分析3.4.1 G 涂料公司内部经营现在状况分析 (SW)3.4.2 G 涂料公司外部经营环境分析 (OT)3.4.3 G 涂料公司的企业经营战略第 4 章 G 涂料公司并购后内部供给链整合面临的问题分析4.1 并购后供给链面临的窘境4.1.1 销售量大幅下降4.1.2 客户投诉猛增4.1.3 产品供给的短缺和过剩4.2 并购后供给链面临窘境的原因分析4.2.1 人员的重组问题4.2.2 流程的标准化问题4.2.3 产品的整合问题4.2.4 产品的库存管理问题4.2.5 产品的供给短缺问题第 5 章 G 涂料公司并购后内部供给链整合的策略5.1 策略目的与策略原则5.1.1 策略目的5.1.2 策略原则5.2 策略方案5.2.1 组织架构整合策略5.2.2 流程标准化策略5.2.3 产品分类策略5.2.4 库存管理策略5.2.5 缺货时的应急策略第 6 章 G 涂料公司并购后内部供给链整合策略的施行6.1 组织构造重组计划6.1.1 人员重新分配原则.6.1.2 组织整合施行步骤及进度6.2 供给链策略施行计划6.2.1 产品分类策略的施行6.2.2 供给链策略施行步骤及进度6.3 策略施行的资源保障与效果监控6.3.1 财务保障6.3.2 人力资源保障6.3.3 技术和设备保障6.3.4 策略施行的效果监控第 7 章 结束语以下为参考文献