随着经济一体化和市场全球化程度的日益加深,“走出去”战略成为国内众多企业的必然选择。在这一过程中,OEM运营方式正在被越来越多的中国企业所采用。但是,随着OEM开展的逐渐深入,OEM所带来的弊端正在逐渐显露,其中的一个问题就是企业如何明确OEM的发展方向。目前,不管是实业界还是学术界都对OEM的发展方向提出了许多合理性的建议,主要体现在从低级的加工层面升级到具有自主研发能力并最终开展品牌运营的思路。可以说这种思路从理论上来说对于企业是非常有益的,但在对于如何具体指导企业发展方面并没有给出应有的答案,即使有一些观点如OEM应该向ODM或OBM方向发展对于企业来说有一定的指导意义,但具体到企业层面,像企业采用OEM运营方式的情况选择、OEM升级的运行条件等等问题并没有一个比较明确的参考依据。 针对这种情况,本文将OEM的发展过程和方向作为论文的研究重点。通过分析日本和台湾地区的OEM开展情况,发掘出其发展共性,如产业转移成为其OEM发展的背景、汇率波动直接影响企业OEM的国际运营等特点,结合国内企业生产能力强、劳动力成本具有比较优势和当前我国企业所面临的正在承接国际制造业的产业转移、人民币汇率面临升值压力等特殊环境,注重分析企业特定的内外部环境因素变化对OEM的影响,论文提出OEM运营的动态战略。论文将生命周期观点引入OEM发展过程中,通过对生产区域、生产能力和成本控制三个因素的变化分析,并结合国内格兰仕集团OEM的运营实例,将企业的OEM开展进行阶段性划分。这样,企业可以根据OEM生命周期的特点来判断企业所处阶段,从而能明确下一阶段的发展方向并采取有效措施。
Abstract:
With the situation of the economy integration and the market globalization becoming deeper and deeper, the ""Going Out"" strategy has become an inevitable choice for many enterprises whether in domestic or in foreign countries. In this process, the OEM operation method is being adopted by more and more Chinese enterprises. But, the shortcomings that OEM brings are manifest along with the OEM is gradually developing. One of the problems is how the enterprise settles down the developing direction of the OEM. At present, both the industrial domain and the academic circle have provided many rational suggestions for the OEM's developing direction, which mainly is embodied in the variation of enterprise's development orientation, this variation ranges from the preliminary process to the R&D and finally to the brand operation. Theoretically speaking, this kind of mentality is very beneficial for the enterprise, but it does not give the concrete answer that how to instruct the development of the enterprise. Even if some viewpoints, like ODM, OBM, have certain significance to the developing direction of the enterprise, but, regarding to the enterprise, some enterprises could use OEM, some need better their has-existed OEM system, and others should upgrade their has-antiquated OEM system, all of the above-mentioned situations have not quite clear references.In view of this kind of situation, this paper takes the developing process and direction of the OEM as the research direction. I puts forward the dynamic strategy of the OEM operation by analyzing the developing positions of the OEM in Taiwan and Japanese and then find the commonness such as the industry shift has become the background of the OEM development and the fluctuation of the exchange rate has the direct influence on the international operation of the OEM enterprise and also considering the huge productivity and the comparative advantage of the labor force in the domestic enterprise, the environment of our enterprises facing the shift of industry and the pressure of RMB appreciation, at the same time, thinking the influence of the internal and external environment factors upon OEM. I introduce the viewpoint of the life cycle into the developing process of the OEM. I classified the enterprise's OEM development stage by analyzing the change of the three factors: the producing region, the productivity and the cost control, and uniting the real example of the OEM operation of the Gland Shi Group in domestic. In this way, the enterprise can judge its stage according to the OEM life cycle characteristics, and confirm the developing direction of the next stage and take the effective action.
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