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Part 1: Equipment Manufacturing Model
It strongly supports and drives the rapid, sustainable and healthy development of the economy. year Equipment manufacturing Scale enterprises accounted for 34.8% of the total economic volume of scale industry in the county, up 43.3% year on year. The development of equipment manufacturing industry cluster, which is a traditional advantageous industry with strong comprehensive strength in terms of economic aggregate, industrial scale, cluster influence, etc. The optimization and upgrading of the county's industrial structure has played an important role in promoting the competitiveness of the industrial market, and at the same time, the equipment manufacturing industry has the conditions for a higher level of cluster development. The preparation of the strategic plan for the development of the county's equipment manufacturing industry has laid a good foundation for guiding the further development of the county's equipment manufacturing industry.
Experts have carefully reviewed the outline of the "Strategic Plan for the Development of the County's Equipment Manufacturing Industry" and are pleased to attend today's review meeting of the strategic plan for the development of the county's equipment manufacturing industry. Just now. They have issued insightful opinions, provided many good valuable opinions, made conclusions, and given high praise, which shows that the county equipment manufacturing industry development strategic planning has achieved the expected results under the high attention and serious organization of the county party committee and the county government, the careful guidance of all experts, and the joint efforts of comrades, and they are very happy, Thank you for your hard work and your great contribution to the local economic development.
Today, I had the honor to listen to the experts' suggestions on the development strategic planning of the county's equipment manufacturing industry. I also got some inspiration. I have some thoughts and suggestions on how to better play the guiding role of industrial planning in industrial development. I want to take this opportunity to discuss with all experts and comrades.
First, the process of planning is the process of unifying ideas and reaching consensus
I think the county has made a prudent decision to formulate the High specification and High quality Strategic Plan for the Development of the County's Equipment Manufacturing Industry. The process of planning preparation is a process of repeatedly unifying ideas from top to bottom and finally reaching consensus, integrating resources and forming joint forces, finding out the family background and positioning, and more importantly, planning ideas and determining paths. This process is very beneficial to the development of the county's equipment manufacturing industry.
Second, the important role of planning cannot be ignored
The CPC Central Committee's Proposal on Formulating the Eleventh Five Year Plan for National Economic and Social Development, adopted at the Fifth Plenary Session of the Sixteenth Central Committee of the Communist Party of China, changed the "plan" to "planning", which fully shows that "planning" is more important, and projects that cannot enter the planned layout in the future will be difficult to obtain resource allocation, such as land. The plan has its seriousness and needs to be reviewed by the National People's Congress. It cannot be easily changed after being reviewed and approved. The purpose of the planning is to achieve sound and rapid economic and social development. First, a scientific and reasonable plan can guide our resource allocation. At present and in the future, the allocation of various elements and resources must be tilted to these fields if we want to vigorously develop, focus on cultivation and introduce them. Secondly, a scientific and reasonable planning can enable us to clarify our development ideas, recognize ourselves, see others clearly, develop our industry "to do something and not to do something", plan our industrial layout, and take a benign and sustainable development path. Third, a scientific and reasonable plan can enable investors to fully understand our development ideas and the government's policy orientation, which is conducive to attracting investment from large groups and enterprises. Therefore, it is worthwhile for the county party committee and the county government to establish the determination to give priority to the development of equipment manufacturing industry and come up with such a plan.
In my opinion, the County Equipment Manufacturing Development Strategic Plan reviewed by the experts has three characteristics: first, the county party committee and the county government require a high starting point of the plan, so many manpower and material resources are concentrated in the preparation of the plan, so many senior experts are invited, and so many comrades from the county party committee, the county people's congress, the county government, the county CPPCC and relevant departments are present at the meeting, All fully illustrate this point. Second, the quality of this plan is high, and all the experts present just now have given full affirmation. Third, everyone has high expectations for the plan. It can be seen that the county party committee and the county government have great determination to seize the development opportunity of the country to revitalize the equipment manufacturing industry, promote the development of the county equipment manufacturing industry, and make the county truly become one of the important bases for advanced equipment manufacturing in the Yangtze River Delta.
Third, some suggestions on implementing the plan
First, establish the concept of Shanghai economic circle. Special attention should be paid to the development of advanced equipment manufacturing industry in the Yangtze River Delta region, as well as the industrial development orientation and urban development orientation of Shanghai. During the 11th Five Year Plan period, a number of manufacturing enterprises in Shanghai moved out, including a large number of equipment manufacturing enterprises. I hope the county will pay attention to this. Not long ago, the country issued the Outline of Adjusting and Revitalizing the Equipment Manufacturing Industry, and the province also determined the 143 project of revitalizing the equipment manufacturing industry, which has higher requirements for the equipment manufacturing industry and also brought rare historical opportunities. As a traditional equipment manufacturing industry base, the county has a good industrial foundation, convenient transportation, and infrastructure, policy environment, soft and hard conditions. The county party committee and government attach great importance to the development of equipment manufacturing industry, with large development space and potential. The development of the equipment manufacturing industry in the county can be described as a combination of time, location and people. Therefore, we must seize the opportunity, broaden our vision, take the initiative to connect with Shanghai, and accelerate development.
Second, we should find the right position. In the provincial 143 projects, 14 key development areas have been identified, including complete sets of power transmission and transformation equipment, engineering machinery, CNC machine tools, electric energy equipment, energy-saving and environmental protection equipment and other equipment with certain industrial foundation and development prospects. The provincial government will "focus on expanding the market share of independent equipment, improving the manufacturing and complete set capability, and improving the independent innovation capability", select a number of key projects, give financial support to the province, and actively assist the provincial government that meets the national support conditions to win support from relevant national departments. On this basis, relevant provincial departments have also issued a series of supporting policies. I have noticed that the county has decided to build itself into a manufacturing base of China's "cement machinery, power transmission and transformation equipment, forging machinery" and other heavy-duty complete sets of machinery and equipment by 2018, and to build the north wing of the growth triangle and one of the major parts and components supporting bases of the provincial equipment manufacturing industry, which is consistent with the needs of the province, indicating that the county has considered the connection with the provincial industrial planning when formulating the plan, The positioning is accurate.
Part 2: Model Articles of Equipment Manufacturing Industry
Li Yining, a famous economist and professor of Peking University, said that in the globalized market environment, the old model of Chinese manufacturing industry, in which technology stagnated for a long time and products remained unchanged for many years, has come to an end.
In 2010, the output value of China's manufacturing industry reached 1.955 trillion US dollars, accounting for 19.8% of the global manufacturing industry, and China has become the largest manufacturing country in the world. However, the reality is that China has not yet entered the ranks of the world's manufacturing powers, and the problems of low labor productivity, low product added value, and insufficient independent innovation ability still exist universally.
Abundant labor resources and low costs have always been considered as one of the important factors to promote the rapid development of China's manufacturing industry. Nowadays, in the face of the international economic downturn and serious inflation in the domestic environment, the advantages of China's manufacturing industry are gradually receding, while weaknesses such as insufficient independent innovation capability and lack of core competitiveness are more prominent. It is reported that among the 500 most valuable brands in the world in 2010, there were only 17 Chinese manufacturing brands, and the top 100 brands were not on the list.
It has become a consensus that the manufacturing industry will face a "painful period" of transformation. In this interview of the CFO magazine, the companies interviewed have all proposed the transformation plan. In their view, there is an opportunity in the crisis. Now is the best time to move from "Made in China" to "Created in China". This article interviewed Yan Fuquan, CFO of China Hengtian, the leading enterprise of textile machinery in China, Xue Gui, CFO of Fuma Machinery, the leading enterprise of equipment manufacturing industry, and Liu Xuefeng, CFO of Liebo Electric (Suzhou) in the United States, to share how they can speed up the transformation and "break through the clouds and see the sunny day" while comprehensively coping with the crisis.
Addition and subtraction of constancy
As a leading enterprise of textile machinery, China Hengtian Group Co., Ltd. (hereinafter referred to as "Hengtian") is the only state-owned enterprise in China with textile equipment manufacturing as its core business. China Hengtian has 20 tier two subsidiaries directly under it, 98 wholly-owned and holding enterprises of tier three and above, which are distributed in more than 20 provinces and cities in China and nearly 20 countries and regions abroad. In its vision map, it clearly proposed to "create a new Evergrande" at the end of the "12th Five Year Plan", and the total operating revenue jumped to 70 billion yuan on the basis of 33 billion yuan in 2011.
At a time when the fog of macro environment is getting thick, this goal of China Hengtian seems to be a bit far away. For a long time, China's textile industry has faced the integration of overcapacity. More than 99% of textile enterprises have been privatized and the competition is very fierce. After 2008, the export road of the textile industry has been severely blocked. However, Yan Fuquan, the CFO of China Hengtian, is confident in the realization of this vision
Yan Fuquan believed that, at a time when the financial crisis and the European debt crisis have plagued the world, as a CFO, it is incumbent on him to effectively fulfill and cooperate with the company's strategic vision in the downturn. "At present, Hengtian has a financial team of more than 1500 people, which plays an important role in raising funds, improving the quality of accounting information, controlling financial risks, etc., and is also one of the backbone forces of Hengtian in coping with the crisis."
M&A layout
The German weekly Focus once pointed out that the sales volume of China's machinery manufacturing industry is the first in the world, which does not indicate the status of China's machinery export. The export of German mechanical products will still be the first in the world. Among the 31 sectors of the machinery manufacturing industry, Germany has 17 global leaders in mechanical handling, power transmission equipment and printing technology.
After joining the WTO, China's textile machinery industry has developed rapidly. In the course of years of exchanges and cooperation with foreign textile machinery enterprises, the degree of internationalization has greatly improved, and the market share of developing countries in Asia and Africa has rapidly expanded. The textile machinery imported from China by some ASEAN members such as India, Pakistan, Bangladesh, Sri Lanka and Vietnam has increased significantly.
What is not commensurate with the large textile and clothing export countries is that although China has advantages in producing cotton and polyester textile machinery, some single machines even reach the world's advanced level, the overall situation of domestic textile machinery is not optimistic. Domestic textile machinery and high-end equipment still rely on imports, and the problem of product convergence is serious. Most of China's textile machinery can only be applied to low-end and small garment processing plants, especially weaving machines, finishing machines, knitting equipment and other products, and the technology level has been relatively weak. Consistent with the overall situation, although Hengtian's textile machinery manufacturing level ranks first in China's precision equipment manufacturing, and some products in the fields of cotton spinning machinery and chemical fiber machinery have reached the international leading level, Hengtian's development is still relatively backward in textile precision equipment, post dyeing and finishing equipment, etc.
Yan Fuquan shared such a set of data: in the more than 30 years since the reform and opening up, textile machinery products imported from abroad have reached more than 40 billion dollars. Nearly 200000 shuttleless looms were imported, and the domestic market share of domestic textile machinery hovered around 60%. "With the leap from a big textile machinery country to a strong textile machinery country, China's textile machinery industry is bound to shift from the past quantitative industry to improving product quality and technology content, and from extensive to intensive." Yan Fuquan said that Hengtian has fully realized that technology weakness is the key to restricting enterprises to improve product quality, so it must seize the opportunity in the crisis and implement transformation.
How to complete this transition, M&A is one of the ways. In the summer of 2011, China Hengtian successfully acquired Hong Kong Lixin Industry Co., Ltd. (hereinafter referred to as "Lixin"). The cooperation between China Hengtian and Lixin was the first success of China Hengtian's overseas mergers and acquisitions, which would change the synergy of the group's overall resources, market and technology. The printing and dyeing equipment under Lixin Group made up the weakness of China Hengtian's products, The acquisition of Lixin lies in that "Lixin Mode" will be an effective way to guide various enterprises of Hengtian Group to effectively improve their operation level and accelerate the process of internationalization.
Hong Kong Lixin was founded by Fang Shoulin in 1963. Its dyeing and finishing equipment manufacturing is very advanced. It was listed on the Hong Kong Stock Exchange in 1990, becoming the first enterprise listed in Hong Kong in the dyeing and finishing industry, and the world's largest dyeing and finishing equipment manufacturer. It can provide one-stop services for customers, and the pre-treatment, dyeing and finishing processes can meet customer requirements, It has great influence in the international market. Due to the impact of the global financial crisis in the second half of 2008 and the cyclical downturn of the textile industry, the global textile machinery industry valuation is at a historical low. Lixin's share price also plummeted. At this time, Fang Shoulin, who had entered the age of seventy, hoped to find enterprises willing to do textile machinery to continue the business of the Fang family. Textile machinery is the core business of China Hengtian. After several years of negotiations, China Hengtian completed the comprehensive acquisition of Hong Kong Lixin Industry on June 15, 2011, and Hong Kong Lixin Industry was officially incorporated into China Hengtian.
"After years of planning and preparation, China Hengtian's strategic acquisition of Lixin Industry is the result of careful selection in the context of actively promoting the three major sectors of China Textile Machinery Group: cotton spinning, chemical fiber, printing and dyeing. The acquisition of Lixin Industry has made up for the weakness of the printing and dyeing sector of China Textile Machinery Group, improved the overall asset quality, competitive advantage and profitability of China Hengtian, and made a big step towards achieving the first comprehensive strength of the textile machinery business in China and the world's best quality and scale. " Zhang Jie, Chairman of China Hengtian, said happily.
At the same time, Hengtian's strategic vision has also extended to foreign countries and locked in Europe. On August 8, 2011, the pre handover and cutting ceremony for China Hengtian to acquire the nonwoven business of Swiss Oerlikon Co., Ltd. (hereinafter referred to as "Oerlikon") was successfully completed. The main products involved in the project acquisition include automatic control systems, staple fiber baling machines, nonwoven staple fiber carding and netting patents. In order to complete the acquisition, Zhengzhou Hengtian Nonwovens Engineering Technology Co., Ltd., a subsidiary of China Hengtian, established Hengtian Textile Holding Co., Ltd. in Austria to acquire the assets, liabilities, contracts and equity in Austria of Oerlikon in Germany. After the acquisition, China Hengtian will continue to increase its investment in European production bases, and the nonwoven mechanical carding business will continue to serve the traditional market of high-tech products. Zhang Jie believes that all participants will benefit greatly from the coordinated development between the combing business of the acquisition and the existing nonwoven machinery unit. The acquisition is consistent with the strategic business objectives of China Hengtian, and is an important layout of China Hengtian's globalization strategy in Europe.
As for the M&A layout of China Hengtian, Yan Fuquan said: "China Hengtian aims at
Ouruikang is an enterprise with world leading patented technology. Ouruikang has the best non-woven fabric manufacturing technology in the world. Due to the impact of the European debt crisis, the non-woven fabric business of Oerlikon fell into a loss quagmire and ran out of funds. We bought the Ouruikang project, which was priced very high but stalled three years ago, for only 2 million euros this time. In the future, China Hengtian will make full use of European technology, brands, and China's market and cost advantages to rapidly expand the market share of its products. Through product integration, a complete nonwoven equipment product chain of China Hengtian will be formed, and product competitiveness and corporate profitability will be improved. "
Of course, the risks behind M&A cannot be ignored. As for the sudden change of overseas mergers and acquisitions, Yan Fuquan reminded that "overseas mergers and acquisitions must take into account the local culture, law, politics, current situation and the integration of their own overseas forces, give full play to the role of Chinese institutions abroad, and strengthen communication. The most difficult task of overseas M&A is the integration after M&A. Special attention should be paid to the connection with the domestic industry and risk control after M&A, especially the lack of skilled overseas management talents. "
Comprehensive budget gate
In recent years, the gross profit rate of the textile industry is now less than 10% due to the surge in human costs, the appreciation of the RMB and the international financial crisis. Since 2011, the roller coaster of cotton prices has soared and plummeted, which has generally impacted the textile industry chain, and the production, sales and benefit growth of the textile industry have dropped month by month. Faced with multiple attacks, China's textile industry no longer has the advantages of low cost and large exports.
Therefore, transformation has become an inevitable trend. According to the plan of Hengtian, it will take seven to ten years to develop China Hengtian into a modern first-class industrial group with international competitiveness, become one of the most influential suppliers in the field of textile equipment, textile trade and new fiber materials, and become one of the important manufacturers of trucks. Zhang Jie has a clear understanding and planning for the future development of Hengtian. He believes that capital operation and scientific and technological innovation are the two "wheels" of enterprise growth, and the rapid growth of enterprises must turn the two "wheels" together.
Good corporate governance is the most critical factor to ensure the development of the company. In order to effectively cooperate with the group's development strategy and control the diversified transformation risks of Hengtian, Hengtian has selected the gate of comprehensive budget.
"Modern enterprise operation and management should not only focus on routine business activities, but also on investment and capital operation activities; it should not only consider the supply of funds, cost control, but also consider the coordination and allocation of resources such as market demand, production capacity, output, materials, labor and power. The comprehensive budget has the characteristics of full staff, full amount and the whole process. All staff are intended to mobilize the vitality of all staff, decompose the budget objectives layer by layer, establish the cost and benefit awareness of all staff, and match the operation plans of each unit with the company's resources through transparent procedures to distinguish priorities, so as to achieve the effective allocation and utilization of resources. The budget planning process and budget indicator data directly reflect the efficiency of the group, subsidiaries and departments in using resources and the demand for various resources. They are the starting point for scheduling and allocating enterprise resources. Through the balanced preparation and implementation of the comprehensive budget, enterprises can make the best use of limited resources and avoid resource waste and inefficient use. " After Yan Fuquan had a clear understanding of the design idea of the comprehensive budget, he started public bidding to make comprehensive preparations for the informatization of the Group.
In the selection of group informatization application projects, Hengtian finally chose Inspur ERP. As for the comprehensive budget system, Yan Fuquan put forward the idea of "establishing a pyramid budget management structure and sector system for multi-level management of groups, business divisions and enterprises". Through the demand analysis of various business sectors and the management requirements of the group headquarters, Hengtian worked with Inspur to build a strategic oriented comprehensive budget system that links development strategies and business objectives in September 2009, and designed 173 budget statements for the manufacturing industry, 106 budget statements for the trade industry, and 116 budget statements for the real estate industry, There are 107 investment industry budget statements and other budget report systems.
Yan Fuquan spoke highly of the comprehensive budget. "At present, possible problems can be exposed in advance. Follow up the implementation of budget control management according to the budget plan, focus on the two major themes of fund management and cost management, strictly implement budget policies, timely reflect and supervise budget implementation, timely implement the necessary constraints, integrate all the methods and strategies of enterprise management into the process of budget implementation, and finally form a full staff and all-round budget management situation. With reference to the budget results, the senior management of the company can find potential risks and take corresponding preventive measures in advance to resolve risks. Once the budget is determined, it has' legal effect 'within the enterprise, and all departments must strictly implement it in production, marketing and related activities. "
Through the launch of the Group's overall budget and financial informatization, Hengtian has realized real-time dynamic query and analysis in different places, achieved automatic warning and prompt, and effectively strengthened the financial supervision function. More importantly, it helps the management jump out of the details of data, achieve the functions of remote pre prediction and in-process monitoring, reduce the uncertainty and risk in decision-making, and improve the efficiency of decision-making quality. "In the face of rapidly changing risks, in order to make the wheel of capital operation and scientific and technological innovation run smoothly, there are still many aspects of the overall budget that need to be improved and need to be coordinated from top to bottom." Yan Fuquan finally stressed that as a CFO, we should not relax because of this, but often strengthen professional judgment,
"Financial risk management and control should comply with the rules of valuing integrity and improving business."
Break the crisis and control the wealth
In mid December 2011, an Emergency Notice from the State owned Assets Supervision and Administration Commission of the State Council was issued to all central enterprises. Central enterprises are required to "closely follow the changes in domestic and international situations, fully estimate the severity and intensity of market competition, strengthen cost management and capital management; strictly control the loan scale and asset liability ratio, ensure stable and rapid growth of production and operation, and prevent big ups and downs".
The soaring cost since 2011 has led to a sharp drop in the profits of central enterprises since the third quarter. According to data, from January to November 2011, the central enterprises realized an operating revenue of 18.4 trillion yuan, up 22.6% year on year; The accumulated net profit was 831.79 billion yuan, up 3.6% year on year. The year-on-year growth in 2010 was 34.7% and 50.1% respectively.
"In response to risks, finance is everywhere." Xue Gui, CFO of China Fuma Machinery Group Co., Ltd. (hereinafter referred to as "Fuma Machinery"), who is in the cost sensitive equipment manufacturing industry, summarized the financial approach to the financial crisis. Established in 1979, Fuma Machinery, formerly known as the Forestry Machinery Company of the Ministry of Forestry, is now one of the core equipment manufacturing enterprises of China National Machinery Industry Corporation, one of the world's top 500. The engineering machinery products of Fuma Machinery are widely used in infrastructure construction such as railways, highways, water conservancy, ports, energy, cities and towns, especially in many national key projects and key units such as the Three Gorges Project, the Qinghai Tibet Railway, and the West East Gas Transmission Project. At present, its asset scale is up to 6.4 billion yuan, and it has 30 wholly-owned and holding primary and secondary subsidiaries. Among them, Changlin Co., Ltd. and Linhai Co., Ltd. are listed companies. The domestic sales of machinery products account for about 70% and the export accounts for about 30%. The products are exported to more than 130 countries and regions, such as the United States, Canada, Japan, Germany, Southeast Asia, etc.
Top priority - capital risk management and control
In 2011, the high price operation of bulk commodities caused the price of raw and auxiliary materials, coal, electricity and oil transportation of enterprises to rise, and increased operating costs, which brought unprecedented challenges to Fuma Machinery. When the national monetary policy is tightened, how to effectively guarantee the cash needed for the rapid development of business, capital risk management and control is the top priority of a sound financial strategy, and the key link to ensure the normal operation of enterprises.
Fuma Machinery is a complete set of wood-based panel machinery export contract with Southeast Asian and African customers as the main customers. The contract amount is in the tens of millions of yuan. In recent years, with the constant appreciation of the RMB, the exchange rate has a great impact on export sales revenue and profits. Therefore, the exchange rate risk control of export contracts has become one of the key risk points of capital management. Therefore, under the advocacy of Xue Gui, the export collection adopts the forward settlement and sales of foreign exchange to "lock the exchange rate", and increases the scale of import business, increases the import trade of mechanical and electrical products, and uses foreign exchange to pay for import goods, so as to avoid the exchange rate risk to the maximum extent.
It is a difficult choice to balance the relationship between the return and risk of capital investment, and controlling cash flow is a sophisticated balancing management art. Accelerate the withdrawal of funds, Fuma Machinery carried out a special clearing of the group's accounts receivable, and adopted the "no reason clearing" method for debt clearing
The "owe" method requires that "every pen has its implementation and every piece has its result".
Since he took the post of CFO in 2006, how to balance the relationship between the high growth business strategy and the sound financial strategy has become a problem for Xue Gui to think about.
"The most important point is that funds can never be wrong, and enterprises need to comprehensively consider various factors to do a good job in fund management." Thus, under the leadership of Xue Gui, Fuma Machinery Finance Department takes a multi pronged approach: strictly manage the preparation, summary and approval of cash flow budget; Accelerate capital turnover, accelerate cash payment and cash recovery of enterprises; In the process of cash transfer, seek to recover cash more quickly, schedule cash payments more accurately, and choose a faster bank settlement method to enable enterprises to recover customer cash more quickly; Provide more accurate capital prediction capability, scientifically predict future capital income and expenditure through the capital system, reasonably arrange cash payments, and strive to make the cash expenditure curve parallel to the cash flow curve. Effectively reduce the amount of cash security reserves of enterprises, which can not only ensure cash payment, improve the use efficiency of cash and the control ability of capital payment, but also provide scientific basis for analysis and assessment of enterprises.
In July 2011, Fuma Machinery formulated the Interim Measures for the Management of Internal Fund Transfer of the Group Company to guide the paid transfer of funds between subsidiaries, so as to achieve a win-win situation for both lenders and borrowers and reduce financial costs. In order to encourage internal fund reallocation among enterprises, the Group took internal fund reallocation as a bonus item in 2012 business assessment. Xue Gui said that Fuma Machinery has been emphasizing on strengthening the management of operating assets for many years, especially the management of receivables and inventories, reducing capital occupation, improving asset quality and preventing operational risks.
However, the continuous expansion of the scale of accounts receivable has increased the operating risk of the group company. In the second half of 2011, Fuma Machinery required all enterprises to strengthen the management of accounts receivable, implement the responsibility of collection, accelerate the withdrawal of sales funds, and avoid bad debt losses. In order to avoid the risk of loss of inventory, we should reasonably control the production scale, control the occupation of production funds, promote sales through various means such as price reduction and rebate, increase product sales, promote product sales, and accelerate the turnover of inventory. At the same time, strengthen the management of the quality guarantee deposit of the contract, timely deal with relevant quality problems and after-sales service problems, strive to recover most of the quality guarantee deposit on the basis of improving the service level, reduce the risk of capital withdrawal, thus comprehensively improving the asset quality of the group company and better preventing operational risks.
In the face of the situation that the country constantly adjusts the deposit reserve ratio, increases interest rates and shrinks monetary resources, multiple key development strategic projects of Fuma Machinery will be launched successively in 2012. While consolidating the traditional financing channels, it will explore new financing methods to ensure the capital needs of enterprise operation and development. According to the different characteristics of products, enterprises can explore new sales models, such as trade financing, financial leasing sales and other ways to expand the business channels of enterprises.
Robust finance is an essential prescription for CFOs to control risks. Xue Gui suggested that first, strengthen debt risk control, curb blind expansion, and strive to maintain a stable capital structure while developing rapidly; Second, strengthen the control of major financial matters, including strengthening the management of large funds and establishing a fund payment system; Do a good job in financial control of major investments; Strengthen centralized fund management, strictly implement the Group's rules and regulations on centralized fund settlement and bank account management, control financial derivatives, securities and other investment businesses, and any enterprise shall not engage in high-risk investment businesses such as stocks, bonds, funds and financial derivatives without the approval of the Group. "In the current situation of tight credit and increasing difficulty in loans, enterprises should give full play to and make use of the financing platform of the group finance company."
"Risk management and control is a crucial protective forest for enterprises, and also the most effective assessment standard for CFO's ability level." Xue Gui believes so.
Assassin's Mace - Linkage between R&D and cost reduction
In the past 10 years, the self-sufficiency rate of machinery industry equipment has increased from 70% at the beginning of the "Tenth Five Year Plan" to 85% at present, contributing 22.29% to the national total industrial output. Although the localization rate is as high as 85%, the remaining 15% of key basic components such as hydraulic components and systems, high-end bearings, power electronic components and frequency converters, high-end valves, numerical control systems and functional components rely on imports, and the 15% of non localized equipment takes 70% of the profits.
"This has become an important problem restricting the sustainable development of China's equipment industry, and building an industrial power must develop high-end equipment manufacturing industry." Wang Ruixiang, president of the China Machinery Industry Federation, believes that the development of modern manufacturing industry is lagging behind, and the proportion of traditional processing and manufacturing industry is too large to form a strong core competitiveness.
With resources and environmental protection becoming increasingly scarce, all countries are striving to optimize the industrial structure. As a technology intensive machinery industry, the equipment manufacturing industry consumes the lowest energy and resources among heavy industries, representing the cutting-edge level of manufacturing industries in various countries. According to media reports, as an important part of strategic emerging industries, the "12th Five Year Plan" for China's high-end equipment manufacturing industry is about to be released. The goal is that by 2015, the sales output value of high-end equipment will account for more than 20% of the equipment manufacturing industry, and it is expected that the annual sales output value will reach 6 trillion yuan. The broad prospect of the Chinese market has also attracted multinational companies such as Caterpillar of the United States, Komatsu of Japan, Hyundai of South Korea, Volvo of Germany and others to enter the high-end machinery market in China, which makes domestic competition more intense.
Xue Gui said that most Chinese enterprises are at the low end of the industrial chain, and their technology and scientific research capabilities are relatively backward. If they want to develop high-end equipment, they must develop core products around improving the value of customer service. In the case of rising costs, the development idea of Fuma Machinery is to build an industrial chain with core competitiveness and carry out integrated operation of the group. Change the current situation that the parent company only manages but does not develop, develop products together with its subsidiaries, and form a research and development system that links up and down as well as a unified international marketing system. According to the development trend of the construction machinery industry, under the situation of tight funding in 2008, Fuma Machinery invested 200 million yuan in R&D to develop high-end excavators, with product specifications ranging from 22 tons to 36 tons; The continuous press production line has been developed in the field of wood-based panel machining, which has changed the previous equipment dominated by multi-layer presses.
Xue Gui, who has been involved in the field of equipment manufacturing for many years, believes that the fundamental way out of the predicament of traditional manufacturing industry lies in transformation and upgrading, that is, transforming from traditional manufacturing industry to modern manufacturing service industry, and building the core competitiveness of enterprises. But the huge investment brought by R&D also severely tested the CFO's control, which Xue Gui agreed. "For manufacturing enterprise groups, R&D capabilities and cost control capabilities are the sharp swords for CFOs to control the enterprise's finances."
Xue Gui believes that in the face of the changing severe situation, we must jump out of the inherent mode of thinking, so that thinking changes can be more effective in cost management. In order to increase the cost reduction of design and process, Fuma Machinery introduced performance assessment standards for cost control at the design stage. This means combining the cost control system with the R&D system from the source. According to Xue Gui, the cost of many products has been determined as early as the design stage. On the premise of considering quality issues and function settings, product designers can appropriately introduce the concept of cost management system, which has gained valuable experience for Fuma Machinery to carry out technology cost reduction and process cost reduction. "It is necessary to constantly strengthen the management of process consumption, strictly control various consumption indicators, and improve the effectiveness of process cost reduction. All these breakthroughs cannot be made at the expense of quality. The quality department, financial department, R&D department, and production department should participate in the design and process cost reduction, and dig deep into the space for cost reduction. This is a powerful killer to deal with risks. Promoting the cost reduction of design and process, improving the efficiency of capital use, and comprehensively enhancing the competitive advantage of product cost will resolve the capital risk of product sales from the source. "
In addition, to build the core competitiveness of Fuma machinery products, we must also reduce costs in the supply chain.
"If you want to make products and services competitive, you need to strengthen your voice over suppliers. For the establishment of strategic supplier partnerships, price is an important reference factor, but not the only determinant."
In order to maintain the long-term competitive advantage of the whole supply chain, Fuma Machinery has strengthened the management of the supply chain, comprehensively implemented public bidding procurement, price comparison procurement, and established the supplier AB system. In the first ten days of November 2011, China Fuma held a working meeting on the supervision of the efficiency of public bidding and price comparison procurement, requiring all enterprises to make every effort to reduce costs, and realize the institutionalization, standardization and normalization of public bidding and price comparison procurement. Through centralized bidding
Bid procurement and price comparison procurement reduce the cost of raw materials, accessories and outsourced parts. In the supply chain, Fuma Machinery has strengthened strategic cooperation with suppliers. On the one hand, give more support to high-quality suppliers such as payment, and further obtain price concessions; On the other hand, we will adjust the overall structure of suppliers, increase the intensity of public bidding and price comparison procurement, actively introduce new qualified suppliers, and optimize the entire supplier team. After three years of implementation, from 2009 to 2011, China Fuma Machinery saved nearly 160 million yuan in cost through this innovation of strategic management cost mode.
Rapoo's growth dual engines
Leib Electric (Group), headquartered in Wisconsin, USA (hereinafter referred to as "Leib Group"), was founded in 1955. After the 1980s, Leib Group gradually developed into a multinational company and was listed on the New York Stock Exchange in 2005. At present, it has 46 manufacturing bases and 12 technology centers in the United States, Canada, Europe, Brazil, Thailand, India and other countries. In 2010, the sales volume of Rapoo Group reached 2.3 billion dollars. Its products, such as motors, generators and gear drives, are widely used in electric power, metallurgy, environmental protection and water treatment, power generation, industrial refrigeration, mining and other fields. It was selected as one of the top 400 enterprises in the United States by Forbes magazine and one of the top 100 fastest growing enterprises in the United States by Fortune magazine.
In the face of the superimposed crisis sweeping the world, Leibo Group has become one of the world's largest motor manufacturers and the world's leading manufacturer of electrical equipment and mechanical transmission equipment through mergers and acquisitions. At present, Leibo Group is committed to developing from heavy industry to high-tech industry. In addition to the external engine of major mergers and acquisitions, cost control has become the internal engine of its leapfrog growth.
M&A winners
Over the past 25 years, the company has successfully completed 32 acquisitions, and Leibo Group has adopted a multi brand, large-scale integrated operation mode to ensure the recovery of investment with strict procedures.
"In the process of transforming into a multinational company, Leibo Group has mainly achieved its goal of global distribution through acquisition, expansion, restructuring and joint operation. Through multiple mergers and acquisitions in the United States since 1994 and mergers and acquisitions in China since 2001, it has reached the strategic goal of an electrical company." Liu Xuefeng, Chief Financial Officer of Leibo Electric (Suzhou) Co., Ltd., said, Since Leibo and Shanghai Jinling established their first joint venture in China in 2002, through six or seven mergers and acquisitions in the past 10 years, such as the acquisition of Changzhou CMT, Xinya Electric, Jiaxing Moli, Wuxi Huada, etc., China headquarters was established in 2009. The expansion of the Chinese market has also injected new strength into the development of the Leibo Group. In 2010, the total output of 2400 motor manufacturing enterprises in China was 220 million kilowatts, and the total output value exceeded 60 billion yuan. According to China's plan, by 2020, the total installed capacity of generators will reach 1 kW per capita, that is, 1.5 billion kW (3 kW per capita in the United States). According to the international general estimation method, the ratio of the total installed capacity of motors to the total capacity of generators is 2.5:1-4. Calculated as 3:1, it is estimated that the installed capacity of motors in China will increase to about 4.5 billion kilowatts in the next 10-15 years, and the market space and growth rate of motors will be huge.
The acquisition of A O. The key move of Smith's electrical products.
On December 13, 2010, REB Group announced its seventh acquisition in 2010 - acquisition of A O. All businesses of Electrical Products Company (hereinafter referred to as "EPC"), a subsidiary of A.O.Smith Corporation. This acquisition is in line with the established goal of LEB Group's energy efficiency technology business, strengthening its regional influence and providing a platform for cooperation. EPC, headquartered in Tip City, Ohio, operates motor manufacturing plants in the United States, Mexico, China and the United Kingdom. The acquired company manufactures and sells various sealed motors, water pumps, shunt instruments, power supply, ventilation and air conditioning projects and general industrial applications. The amount of this transaction is about 875 million dollars. It is estimated that this acquisition will make its sales exceed 700 million dollars in the first year after the acquisition. "After eight months of antitrust review by the U.S. Department of Justice, after the acquisition of Smith's EPC company, Leibo Group's market share will become the first in the world. This unusual acquisition is an obvious win-win for both parties."
As for A.0 Smith, it also benefited greatly from this acquisition. After selling its electrical products related companies and receiving about $730 million in cash, including adjusted operating funds and 2.83 million shares of American Leiber Electric, A.O. Smith recently released the financial statement data for the third quarter of 2011, which showed that the operating profit in the third quarter of 2011 was $39.9 million, a year-on-year increase of 6% compared with $37.6 million in the third quarter of 2010. A. Paul W. Jones, CEO and Chairman of O. Smith, believes that "the sale of the electric company will enable us to have enough cash and debt repayment ability to invest in or buy back the company's shares. We believe that Leibo Group has a good corporate culture suitable for EPC."
Henry Knueppe, Chairman of REB Group, believes that the typical acquisition successfully promoted this time is in line with the value-added standard of acquisition strategy. EPC has brought exciting new technologies, improved our regional influence and promoted synergy. In addition, the value-added effect of this transaction will bring a more comprehensive product technology portfolio, thus bringing value-added to customers. "
"The cultural styles of the two companies are quite different. A.O. Smith has a 140 year history and is relatively conservative. It pursues profit margins. Risk control is more concerned with shareholders' interests. After selling the motor business, it fully realizes the strategic transformation of water treatment. Leibo Group pays more attention to the growth of enterprises, market share and sales rate of the company. After the acquisition of EPC, Leibo Group will occupy the market segment of special motors in the refrigeration industry. This part of products has a high rate of return, and competitors have a relatively high threshold to enter. After the acquisition, the company has become one of the world's largest motor companies. The culture is win-win and complementary. Each company focuses more on its own product advantages, and enhances its ability to cope with the crisis. It can be described as multi win. " Liu Xuefeng said.
Cost control
In the third quarter of 2011, the earnings per share of Leibo Group was 1.33 dollars, 0.19 dollars higher than the analyst's expectation of 1.14 dollars; The annual growth rate of operating income is 24.7%, which is $736.9 million. It is estimated that the earnings per share in the fourth quarter of 2011 will be $0.67 - $0.73, and the market expects that the earnings per share will be $0.9. Up to now, the electric machinery, machinery and Indian businesses have maintained strong growth, but with the spread of the European debt crisis and the change of China's macro environment, their businesses will inevitably be affected.
"55% of the products of Rapoo Electric in China are sold in China, and 45% are exported to North America and other regions. Due to the impact of economic globalization, Rapoo Electric (Suzhou) Co., Ltd. hit a new high in sales in September 2011, and then fell back quickly in October." However, Liu Xuefeng said that he had experience in dealing with the 2008 US financial crisis, and now he is much more relaxed.
In the face of the decline in sales volume, Lei Bo locked the key to reduce risk in the linkage mechanism of material procurement. For each long-term procurement contract of bulk commodities, risk hedging was strictly implemented in futures procurement to reduce high risks to the lowest possible.
"As the chief financial officer of If, it is necessary to carry out risk hedging closely around the strategic objectives of the Group and around the budget, to resolve business risks, production and operation risks to all levels, and real-time monitoring." In the face of the resulting large number of idle production labor, Liu Xuesong stressed that it is not easy to train a worker, so the focus is on cost control.
In November 2011, the profit margin of the branch still remained at a high level. "At the critical moment, sales, production, finance and other business departments should share information, and finance needs to rely on valuable data to manage the enterprise."
When the financial crisis and other special periods come, managers need to re-examine the cost management method. "From the perspective of cost management, managers pay more attention to the causes of costs, distinguish which costs add value to the enterprise and which costs do not add value to the enterprise, so as to further improve the pertinence of cost management. Traditional cost management often allocates indirect costs such as production capacity based on business volume, but there are many differences in the drivers of these costs. When the economic situation is good, the enterprise's profit rate is high, and managers often do not pay attention to or ignore the difference. "
Part 3: Model Articles of Equipment Manufacturing Industry
[Key words] Countermeasures for high-tech equipment manufacturing industry
1、 Question raising
At the end of the 20th century, high-tech has developed rapidly. Its impact on the economy is not only the formation of a number of high-tech industries, but also the injection of strong vitality into the development of the global economy; More importantly, it has penetrated into the traditional industry in a great breadth and depth, and integrated with it, which is a profound, even revolutionary change in the traditional industry. At the same time, it has also had a profound impact on China's equipment manufacturing industry, which is an effective way to promote the development of China's equipment manufacturing industry.
2、 Development trend of high-tech transformation of equipment manufacturing industry
The equipment industry is a necessary means and industrial carrier for the transformation of high-tech into real productive forces. It has the development trend of high-tech, integration and intelligence, and represents the development direction of advanced productive forces in a certain sense. Such as large-scale computer and its accessories manufacturing, aerospace equipment manufacturing, telecommunications equipment manufacturing, and so on. Using high and new technology to transform the traditional equipment manufacturing industry can form new and efficient productivity. The development trend of using high-tech to improve equipment manufacturing industry can be roughly summarized as follows:
1. Improving the ability to respond quickly to the market is the main purpose of the transformation
The rapidly changing market has made the delivery date the focus of competition among equipment manufacturing enterprises. Therefore, many related high and new technologies, such as concurrent engineering technology, rapid prototyping technology, rapid resource reorganization technology, will be widely used in the transformation of equipment manufacturing industry.
2. The flexibility and reconfiguration of manufacturing resources are the prominent characteristics of the equipment used for transformation
Personalized demands and unstable market environment require that enterprises be transformed with flexible and reconfigurable automation equipment and intelligent software, and flexible development strategies of enterprises be formulated.
3. Networked and virtual manufacturing technology will be widely used in transformation
The network technology can be used to establish a dynamic alliance enterprise for user orders from any place in the world, carry out remote design and manufacturing, and then assemble products in the nearest production place. Using virtual manufacturing technology can form a virtual environment, virtual manufacturing process, virtual products, virtual research and development institutions, and virtual enterprises, thus greatly shortening the equipment development cycle and improving the first time success rate.
4. "Green" is the basic principle that must be followed to transform the equipment manufacturing industry
The increasingly strict environment and resource constraints make green manufacturing more and more important. It will become an important feature of the equipment manufacturing industry in the 21st century. Future products must have the characteristics of no pollution, low resource consumption and recyclability in the whole life cycle. To transform the equipment manufacturing industry with high and new technology is to realize that the production and consumption process of products will not bring harm to society.
5. Technology integration is an important means for transformation to achieve results
In order to improve the competitiveness of enterprises through the application of high-tech, it is often ineffective to adopt single technology, while the integrated application of multiple technologies is becoming increasingly important.
3、 The Countermeasures of Utilizing and Upgrading the High tech Transformation of Equipment Manufacturing Industry
With the purpose of improving the competitiveness, technological innovation ability and economic benefits of the equipment manufacturing industry, and by means of information technology and advanced manufacturing technology, a number of key industries, key regions and key enterprises are selected for transformation and upgrading.
1. Combination of system innovation, mechanism innovation and technology innovation, with system innovation as the starting point
The equipment manufacturing industry, especially the major equipment manufacturing industry, is mostly state-owned large enterprises, and the system and mechanism problems are the key to restricting its development. For those enterprises that have not been restructured and whose mechanism is not alive, it is difficult to play a role in the transformation with high-tech, and often makes enterprises bear new heavy debt burdens. Therefore, we must first establish a modern management system in enterprises according to the requirements of the market economy; According to the idea of globalization and specialization, we should make full use of both domestic and foreign resources to reorganize enterprises. On the basis of activating the enterprise vitality and rationalizing the enterprise organizational structure, we can achieve better results by using high-tech transformation.
2. Take information technology and advanced manufacturing technology as the main means and focus on the integrated application of technology
According to the survey of technology demand of some equipment manufacturing enterprises, the demand for information technology and advanced manufacturing technology is the most urgent, and modern design technology occupies the first place in the demand for advanced manufacturing technology. In the development of modern science and technology, the integrated application of unit technology is becoming more and more important. To develop major equipment and solve the key problems, comprehensive application of multiple technologies is often required; In order to enhance the competitiveness of enterprises and achieve significant economic benefits through high technology, it is also necessary to integrate the application of multiple technologies, and pay special attention to the combination with the adoption of advanced production models and management technologies.
3. Pay equal attention to improving products and transforming enterprises with high and new technology, and advocate the promotion of hard equipment and soft equipment
Upgrading the equipment manufacturing industry with high-tech transformation includes two aspects:
① The whole process of R&D, design, processing and assembly, management, sales, use, service and even recycling of the transformation enterprise;
② High and new technology will be injected into the product itself to realize the integration and integration of machinery, electronics and information, especially the transformation of old equipment and traditional production process with software technology.
4. Transform around core competence
The so-called core competence means that an enterprise has a set of superior skills or technologies than other competitors in its production and service activities, which can provide customers with some special benefits. Core competence is the foundation to support the survival and stable development of enterprises. The transformation of enterprises with high and new technology should be carried out continuously around core competence, making it difficult for competitors to surpass them for a long time. As for non core competence, we can make use of social excellent resources to make up for it.
5. It is a positive and safe way to select several industries, regions and enterprises for demonstration
Select several important equipment manufacturing industries, representative regions and dynamic enterprises as pilot projects in order to explore a way to transform traditional industries with high-tech. This is of great significance to comprehensively transform and upgrade China's equipment manufacturing industry and promote the development of the national economy. It is a positive and stable approach.
reference:
[1] Liu Jun. Research on technology selection of manufacturing industry transformation with high-tech. Value Engineering, 2003, 1
[2] Li Shimei. Research on the Main Problems and Countermeasures of China's Manufacturing Industry at Present [J]. Journal of Central University of Finance and Economics, 2004, 10
Chapter 4: Model Articles of Equipment Manufacturing Industry
Key words of the paper: manufacturing service, transforming equipment manufacturing
In the new era, vigorously promoting the optimization and upgrading of industrial structure is an inevitable requirement for accelerating the transformation of the mode of economic development. At present, China has developed into a manufacturing country. In 2009, China's manufacturing industry accounted for 15.6% of the total value of global manufacturing, making it the world's second largest industrial manufacturing country after the United States. According to the International Standard Industrial Classification, the market shares of 7 of the 22 categories of products rank first in the world, and the market shares of 21 categories rank first in the world. However, in general, China's manufacturing industry is large but not strong. It still stays in the mode of production and manufacturing as the main body, and is at the middle and low end of the global industrial chain. Therefore, how to promote the transformation and upgrading of the manufacturing industry is a major strategic task facing China's economic development. From the perspective of the development history of multinational enterprises worldwide and the latest trends of domestic enterprises, the integration of manufacturing and service industries, and the replacement of traditional manufacturing links by manufacturing services, is an inevitable trend to enhance the core competitiveness of manufacturing.
1、 Basic connotation of manufacturing service industry
Manufacturing service industry can also be called service-oriented manufacturing and manufacturing service-oriented. In brief, it means that enterprises will extend the product centered manufacturing industry to value-added services. It is no longer a single product provider, but an integrated service provider. From the basic principle of economics, it is to extend the traditional manufacturing links to both ends of the "smile curve", and carry out professional service activities around the front-end and back-end businesses in the manufacturing production process. Its fundamental purpose is to improve the added value of products. The value created by the manufacturing service industry throughout the whole production process will exceed the value created by physical production. With the extension of the manufacturing industry centered on product manufacturing to value-added services, the structure of the manufacturing industry has also moved from product centered to providing products and value-added services, which is an important sign of the upgrading of the manufacturing industry. Manufacturing enterprises no longer only focus on the production of products, but extend the behavioral tentacles to the entire life cycle of products; It is no longer just a product, but a "collection" of products, services, support, self-service and knowledge.
The forms of manufacturing servitization are extensive, which can be briefly classified from the front end and back end of the industrial chain, roughly including product R&D design, market research, consulting services, etc. at the front end of the industrial chain; Parts customization services, integrated service providers, overall solutions, complete sets of equipment, EPC, turnkey engineering, remanufacturing, third-party logistics, supply chain management optimization, etc. at the back end of the industrial chain.
2、 International cases of manufacturing service industry development
Internationally, manufacturing service industry has become an important force leading the upgrading of manufacturing industry and maintaining sustainable development. Many well-known multinational enterprise groups, such as IBM, GE, Nike, ROLLS-ROYCE and Michelin Tire, have successfully transformed.
IBM was once only a hardware manufacturer. After more than ten years of business integration, it has successfully transformed into the world's largest "overall solution provider providing hardware, network and software services". As we all know, IBM has sold its personal computer hardware manufacturing business to Lenovo and other enterprises in China, while focusing on IT services. In IBM's global revenue system, about 55% of the current revenue comes from free papers on IT services.
GE used to be the world's largest electrical and electronic equipment manufacturing company, but it has been conducting mergers, acquisitions, restructuring and enterprise reengineering. Since 2002, General Electric Company has gradually withdrawn from the business with an operating income of about 50 billion dollars, almost all insurance, materials, equipment services, and entertainment and industrial platforms with slow growth. At the same time, it has developed new businesses of 80 billion dollars with the times, including high growth fields such as finance, life sciences, medical information technology, and cable program production. GM has become a leading business group in six industries, including infrastructure, medical, business finance, NBC Global, industry and consumer finance, and has become a more diversified global enterprise.
NIKE is a well-known sports brand, but it adopts a virtualization strategy in production. All products are not produced by itself, but outsourced to manufacturers around the world, especially in China. NIKE companies mainly focus on talent, material resources and financial resources to carry out product design, market marketing and brand maintenance. Therefore, although Nike is a manufacturing industry, its business is a service industry.
ROLLS-ROYCE is a famous engine company and a supplier of Boeing, Airbus and other large aircraft manufacturers. ROLLS-ROYCE does not sell engines directly to them, but sells them in the form of "rental service time", and promises to undertake all maintenance, repair and services during the rental period of the other party. Once the engine breaks down, it is not repaired by the aircraft manufacturer or the airline, but the engine company has special personnel in each large airport to repair it. ROLLS-ROYCE has increased service revenue by changing its operation mode, expanding services such as engine maintenance, engine leasing, engine data analysis and management, and binding users through service contracts. 80% of the company's civil engine orders contain service agreements, and the service revenue accounts for more than 55% of the company's total revenue.
Michelin is a well-known tire manufacturer, but Michelin does not simply sell tires, but introduces Chijia stores as a service strategy. This is the tire retail service network brand launched by Michelin Group worldwide, with a unified store image and service standards. In a clean and bright retail store, not only Michelin tires and lubricants, but also various products related to driving, such as modified parts, batteries, interior decoration, driving glasses, etc. In the transformation of the equipment manufacturing industry in Chijiadian, Michelin can not only provide simple services such as tire replacement, four-wheel positioning and alignment, but also provide quick repair and maintenance, vehicle cleaning, car beauty and other services.
Based on the above cases, there are two basic modes of manufacturing service-oriented transformation: one is relying on manufacturing to develop the service industry, that is, core technology service-oriented. For example, IBM, ROLLS-ROYCE, etc., the leadership in the manufacturing field is the foundation of their industrial expansion, but their main business is not simple manufacturing, but to transform to "manufacturing service", relying on manufacturing to provide integrated product services and system integration solutions; For example, NIKE, Michelin, etc., have gradually shifted their business focus from processing and manufacturing to productive services such as providing process control, product research and development, marketing, customer management, etc., and from manufacturing enterprises to service providers through industrial chain restructuring. The second is strategic transformation and development of service industry, namely diversification of main business. For example, the original electrical and electronic business of GE has gradually decreased, and emerging high growth businesses such as medical and finance have gradually replaced it. Some large enterprise groups constantly cultivate and develop new business departments by aiming at the forefront of the industry, while the original main business gradually shrinks and exits.
Because the manufacturing service industry has high requirements for the size and strength of enterprises, not all manufacturing industries can achieve transformation. The manufacturing service industry mainly exists in large enterprise groups and equipment manufacturing industries. In general, the equipment manufacturing industry mostly adopts the first mode to realize transformation through core technology service; Large enterprise groups can adopt the second mode to realize transformation through the continuous development of new business departments.
3、 Basic development trend of domestic manufacturing service industry
In China, the manufacturing service industry is still a new and relatively emerging field, but it has accelerated its development trend. At present, some enterprises have clearly proposed to shift from traditional manufacturing to manufacturing services. For example, in October 2010, the Chairman of the Board of Directors of Haier Group made it clear that Haier would give up most of its production business, adopt the form of outsourcing, and transform into a service industry, focusing on R&D and channel services; As a representative of the equipment manufacturing industry, Shaanxi Blower Group has developed into an integrator and system service provider that provides solutions to large-scale power equipment system problems for metallurgy, petrochemical, coal chemical, power, environmental protection and other industries, and is a benchmark for the development of China's equipment manufacturing service industry; Xuzhou Heavy Industry Group proposed to transform from a construction machinery product provider to a construction machinery solution provider. It also extended the product value chain through call center, after-sales service and spare parts management, remote service, e-commerce platform construction, and gradually realized the transformation of enterprises from product manufacturing to product value-added services. In recent years, the original information departments of FAW Volkswagen, Baosteel, Wuhan Iron and Steel Group and other large enterprise groups have gradually become independent professional service companies, providing socialized services in finance, logistics and other fields, becoming a new growth point. A number of typical manufacturing service enterprises have emerged, such as FAW Qiming, Baosteel Baoxin, WISCO Automation, Dongfeng Dongpu, which were born in large manufacturing enterprise groups. In the process of serving the parent enterprise, they have formed their own core competitiveness and achieved independent development. FAW Qiming has been listed on the Shenzhen SME Board and has become the first IT brand in the automotive industry.
From the perspective of national policies, China has gradually realized the importance of developing manufacturing services, and has successively introduced some relevant policies. In March 2007, the State Council issued the Several Opinions on Accelerating the Development of the Service Industry to transform the equipment manufacturing industry, especially proposing to vigorously develop the production oriented service industry and promote the organic integration and interactive development of modern manufacturing and service industries; In February 2009, Premier Wen Jiabao, when presiding over the executive meeting of the State Council, specifically pointed out that the equipment manufacturing industry is a strategic industry that provides technical equipment for all sectors of the national economy, and it is necessary to vigorously develop the modern equipment manufacturing service industry. In the Plan for Adjustment and Revitalization of Equipment Manufacturing Industry issued by the State Council in 2009, it was proposed that by 2012, the revenue of modern manufacturing services of large enterprise groups will account for more than 20% of sales revenue. The goal set by the China Machinery Industry Federation is to significantly increase the proportion of the revenue from modern manufacturing services in the total revenue of the machinery industry by 2013, and the proportion of the service revenue of some large backbone enterprises in the sales revenue will reach about 20%.
From a regional perspective, before 2009, Shanghai had carried out special research in this area, investigated and assessed the service industry in some large manufacturing enterprises, and clearly judged that "the manufacturing service industry has achieved a good start". At the same time, the government departments have also issued relevant support policies, namely, the Work Plan for Shanghai to Develop the Service Industry for Manufacturing. Shanghai also uses information technology to promote equipment manufacturing enterprises to expand overseas engineering contracting business, form value-added services such as engineering design, installation and maintenance, and remanufacturing, improve the level of general integration and general contracting services, and promote the transformation of enterprises from product manufacturing to system solution suppliers. Recently, more regions have realized the importance of manufacturing services and taken practical measures to promote it.
In 2010, Huangpu District, Guangzhou City plans to invest and build a total construction area of 660000 square meters, which is a professional market of Huangpu engineering machinery and basic parts, integrating exhibition, trade, warehousing, logistics, information, training and technical exchange. Huangpu construction machinery and basic parts professional market will become the largest trading market for complete construction machinery and basic parts in China, and will not only attract manufacturers, agents and dealers of construction machinery and basic parts to the park, but also carry out product design Testing, customization and other supporting services. By exploring new concepts and modes of operation, we are committed to building a demonstration area for modern manufacturing services. As an old industrial base in Northeast China with strong foundation and strength, Shenyang Municipal Government organized the Shenyang Modern Manufacturing Service Industry Development Forum in September 2010. Shenyang regards the modern manufacturing service industry as the strategic focus of development in the new era. In Huanggu District, Shenyang, 1 square kilometer of land has been set aside to build a pilot area for Shenyang's modern manufacturing service industry. It will be built into a manufacturing service industry cluster integrating headquarters economy, R&D design, innovation incubation and comprehensive services to serve Shenyang and radiate northeast China, Make it the first choice for Shenyang and even the Northeast to develop manufacturing service industry cluster.
Although some enterprises have begun to gradually transform to manufacturing services, they are still in the initial stage. From the above two basic modes of manufacturing service-oriented transformation, on the one hand, the extension of equipment manufacturing from manufacturing to integrated services is still insufficient. Some equipment manufacturing industries in China have improved their technological innovation capabilities and product development capabilities, but they are still insufficient in extending the value chain, providing integrated services and overall solutions, parts customization services, and so on. There are still few enterprises providing integrated solutions and system services for the industry; On the other hand, the expansion and transformation of large enterprise groups to emerging industries are still insufficient. Many domestic enterprise groups enter the real estate industry to make short-term profits, but for those emerging high growth fields such as health care, consumption, financial services, which have a real prospect of sustainable development, the development efforts are obviously insufficient.
On the one hand, this is determined by the overall stage of China's manufacturing development. The manufacturing service industry has high requirements for core technologies. Only by mastering differentiated core technologies can it provide differentiated and personalized integrated services. However, in general, China's manufacturing industry is large but not strong, and its financial strength and industry voice are still insufficient, making it difficult to provide exclusive products and services. This determines that it is difficult for enterprises to really provide users with comprehensive solutions and turnkey projects, and they can only participate in part of the work; On the other hand, due to the transformation of equipment manufacturing industry, the capital strength and anti risk ability of enterprise transformation are insufficient. It should be said that enterprises, as the forefront of production and operation, are actively seeking transformation and upgrading. However, the expansion of emerging businesses requires a large amount of capital investment, which cannot recover costs in the short term. Moreover, the uncertainty and risks in the future are large, including technology market risks, technology development risks, operational risks, etc. These risks are difficult for most enterprises to predict and bear. As a result, enterprises are lack of motivation in the process of transformation, upgrading and development of manufacturing services.
4、 Policy support for vigorously promoting the development of manufacturing services
In view of the huge development potential of manufacturing services, and China has unique comparative advantages. Therefore, it is necessary to take advantage of the situation to vigorously promote the development of manufacturing services in the field of large manufacturing groups and equipment manufacturing, and take it as an important focus to promote industrial transformation in the new era. On the one hand, as manufacturing service industry is still an emerging field, some large manufacturing groups have gradually realized the necessity and urgency of transforming to manufacturing service industry, but for government departments, there is still a process of gradually raising awareness. It is necessary to take the manufacturing service industry as the industrial direction of key development in the new era and incorporate it into the development planning outline of advanced manufacturing industry and modern service industry. It is not only a part of manufacturing industry, but also an important part of service industry. On the other hand, since the service-oriented transformation of the manufacturing industry needs a lot of financial support and faces many uncertainties, it is difficult to solve the problem only by self financing of enterprises. Enterprises should be encouraged and supported to make full use of low interest loans from banks and capital markets for financing, support financial institutions to innovate financial means and financial credit products, and provide financial support for the service-oriented transformation of enterprises. The urgent task is to establish a corresponding risk prevention mechanism and introduce venture capital funds to share risks.
Editor in charge:
Chapter 5: Model Articles of Equipment Manufacturing Industry
Key words: equipment manufacturing logistics cost control
For a long time, people haven't paid enough attention to the logistics activities of the equipment manufacturing industry, and the cost management method is backward. They only list the logistics expenses paid for transportation, warehousing, etc. separately. In the whole production process, most of the expenses of many logistics links are included in the production costs, resulting in the logistics costs can not be truly reflected in the financial books. Without careful analysis and research on logistics costs, it is difficult to find problems in logistics costs and logistics cost management, which is not conducive to the rationalization of logistics and the improvement of economic benefits, and directly affects the economic benefits of enterprises. Strengthening the logistics cost management of the equipment manufacturing industry, especially integrating the modern cost management mode into the logistics cost management, can not only form a new logistics cost management mode, implement effective logistics cost accounting and control, but also eliminate the blind spot of logistics costs, thus continuously reducing logistics costs and improving economic benefits.
The meaning and characteristics of logistics cost in equipment manufacturing industry
1.1 Meaning of logistics cost of equipment manufacturing industry
The logistics cost of equipment manufacturing industry generally includes: salary and welfare expenses of personnel in supply, warehousing, handling and sales links; Procurement expenses of production materials, such as freight and miscellaneous expenses, insurance expenses, travel expenses of procurement personnel, reasonable wear and tear costs, etc; Product promotion expenses, such as advertising expenses; Warehouse storage costs, such as warehouse maintenance costs, handling costs, etc; Depreciation cost of relevant equipment and warehouse; As well as logistics information fees, loan interest and logistics fees generated from waste recycling.
1.2 Characteristics of logistics cost of equipment manufacturing industry
1.2.1 Multiplier effect
Logistics cost is similar to the lever principle in physics. The decline of logistics cost can make the sales increase exponentially through a certain fulcrum. If the sales volume is 5 million yuan and the logistics cost is 500000 yuan, the logistics cost will be reduced by 50000 yuan, which will not only directly generate 50000 yuan of profit, but also indirectly increase the benefit of 500000 yuan because the logistics cost accounts for 10% of the sales volume, which is the multiplier effect of logistics cost reduction.
1.2.2 Implicitness
The research of logistics science in China is at the initial stage, and there are many gaps in the theoretical research and practice of logistics cost and logistics cost management. At present, the equipment manufacturing industry has not accounted for the logistics cost separately. At most, it only lists the logistics costs paid for transportation, warehousing and other external services. In the whole operation process, many logistics costs are mostly included in the production cost accounting, so it is impossible to define the logistics costs of the equipment manufacturing industry.
1.2.3 Dispersion
The production of logistics costs is not simply concentrated in one or several functional departments, but spans all material flow activities involving the equipment manufacturing industry, including procurement, production, sales and other related departments. Because the production of logistics cost is closely related to material flow, and the scope of material flow spans many functional departments of equipment manufacturing industry, the form of logistics cost presents a relatively decentralized trend.
2. Problems in logistics cost control of equipment manufacturing industry
1. Logistics costs are not recorded separately
Logistics has no separate item in the financial accounting system of the equipment manufacturing industry. Enterprises basically divide costs into production costs and sales costs according to the classification method of the accounting statements, and mix logistics costs with sales costs. According to the concept of Logistics Terminology Standard issued in August 2001, logistics includes supply logistics, production logistics, sales logistics, recycling logistics, waste logistics and other links, and each link has corresponding logistics costs. Sales logistics is only a link of logistics, and its cost is only a part of the whole logistics cost, which leads to the ambiguity and underestimate of the logistics cost of the equipment manufacturing industry, so that enterprises cannot comprehensively analyze and control the logistics cost. 2. The accounting method of logistics cost is wrong
In the general financial statements of the equipment manufacturing industry, the logistics expenses are calculated as the traditional logistics expenses, such as the transportation expenses paid to the external transportation industry or third-party logistics suppliers or the commodity storage fees paid to the shared warehouse All kinds of expenses such as equipment depreciation expense are collected and accounted together with other operating expenses. Therefore, from the perspective of modern logistics management, it is difficult for the equipment manufacturing industry to correctly grasp the actual logistics cost, which makes it difficult for the equipment manufacturing industry to manage and control the logistics cost. 3. The means and methods of logistics cost control are relatively backward
The equipment manufacturing industry mainly uses some traditional methods in logistics cost control, while modern cost control methods such as value engineering, network optimization and computer control are rarely used, let alone systematic application, so it is difficult to give full play to the optimal results of comprehensive application of methods and means, resulting in low scientific and technological content in cost control.
3. Ways to control logistics cost of equipment manufacturing industry
1. Establish specialized logistics cost management organization
Establish logistics organization of modern equipment manufacturing industry
[1] [2] [3]
In order to fundamentally solve the problems of decentralized internal logistics functions and difficult coordination of logistics activities, the structure must start with the transformation of the organizational structure and establish a modern logistics organizational structure of the equipment manufacturing industry. In order to effectively rationalize logistics and reduce logistics costs, it is necessary to establish an independent department or even a logistics branch that is specifically responsible for logistics, and implement systematic control and unified management of logistics costs, so as to create logistics benefits.
Develop logistics cost budget control system
Budget and control are inseparable. The approved budget is the basis for implementing logistics cost control planning. The preparation of logistics cost budget is not only a planning process, but also a process of determining control standards, that is, budget control. Budget standards should be refined and scientific
Logistics costs are very complex, covering the supply, production, sales, recovery and other processes of the equipment manufacturing industry. It includes the salary and welfare of personnel in the supply, storage and sales links, the purchase cost of materials, advertising and publicity costs of products, storage costs, depreciation costs of related equipment and warehouses, and so on. This virtually requires that the logistics cost budget must, according to the characteristics of the logistics cost, divide each budget standard in detail and refine it to each logistics link and each logistics expense, so as to make the logistics cost budget scientific, assessable and practical. Establish logistics responsibility center and clarify their responsibilities
Logistics cost budget management must be combined with responsibility cost. Logistics responsibility centers at all levels must be established within the equipment manufacturing industry to decompose logistics cost budget indicators layer by layer. With the gradual decomposition of budget data, the level of logistics responsibility centers in the budget becomes lower and lower, and budget items become more and more specific. Through the establishment of the logistics responsibility center, the logistics budget responsibility is continuously refined, so as to achieve the management effect of index decomposition, level by level release, implementation to people, and level by level assessment. Implement logistics performance assessment
The logistics cost control system needs effective logistics cost assessment. Through the logistics cost assessment, the entire logistics process of the enterprise is divided into different forms of responsibility centers. Each responsibility center is defined with its power, responsibility and performance measurement and evaluation methods, and a mechanism with responsibility center as the main body and the combination of responsibility, right and benefit is established. Through the accumulation, processing A strict cost control system within the logistics system formed by feedback. Prepare logistics performance report
In order to reflect the results of cost assessment, let leaders know the operation of the assessment system, let the appraisees know that their performance is measured, reported and assessed, and also to facilitate the correction of deviations and the improvement of work, a formal reporting system should be formed. The assessment department regularly prepares assessment reports, submits them to the leadership and relevant departments, controls the report to show the status of past work, provides clues to improve work, and is also the basis for implementing rewards and punishments. The content of the control report should include the following aspects: the actual cost data reflects "how much has been completed"; The data of control objectives reflect "how much should be accomplished"; The differences and reasons between the two reflect "who is responsible for the completion".
Logistics performance report is a control report prepared according to accounting records that reflects the actual implementation of logistics responsibility budget and reveals the difference between logistics responsibility budget and actual implementation. According to the logistics performance report, the causes and responsibilities of the actual implementation differences can be further analyzed in detail to give full play to the feedback function, so that the upper logistics responsibility center and the center can effectively control and adjust the related logistics activities, and promote the realization of the logistics cost control goal. Correct deviations and implement rewards and punishments
After the logistics performance report comes out, the assessment task is not over. There are two things to do: first, reward and punish the responsible person according to the completion of the goal, and second, correct the deviation.
Fulfilling the assessment results and implementing rewards and punishments are the key to ensure the effective operation of the assessment system. Attention should be paid to the following when rewarding people who have completed tasks well: first, the object of reward must be the actor who has contributed to cost saving. Second, employees know in advance what level of costs will be reached and what rewards will be given. Third, avoid rewarding people who get good results by luck. Those who save costs due to changes in objective conditions should not be rewarded. Fourth, rewards should be consistent. Maintain policy consistency. When punishing those who fail to complete the task, attention should be paid to: first, on the basis of investigation and research, determine the attribution of responsibility, take action as soon as possible, delay will weaken the effectiveness of punishment, and maintain the effectiveness of the policy. Second, the employees know in advance how much the cost overrun is and what kind of punishment they will be subject to. Only in this way can the responsible person accept the punishment. Third, punishment should be consistent. Equal treatment reflects fairness and consistency. Only by maintaining the fairness and consistency of the policy can we obtain broad support from employees.
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Huang Yanbo, Zhang Hanjiang Systematic approach to logistics cost control [J] Systems Engineering, (): -
Xie Qinghong Analysis on logistics cost of manufacturing industry [J] Business Research, (): -
Wang Feng, Jiang Dali, Peng Liang Military Logistics [M] Beijing: China Material Publishing House
Wang Zhihua, Chen Qi Structural convergence and competitive performance of manufacturing industry in the Yangtze River Delta [J] Statistical Research, (): -
China Federation of Logistics and Purchasing China Logistics Development Report (-) [M] Beijing: China Material Publishing House
Chapter 6: Equipment Manufacturing Model
[Key words] Hebei Province; Equipment manufacturing industry; Industrial cluster development
0 Research background
After more than 50 years of development, the equipment manufacturing industry in Hebei Province has made remarkable achievements. In 2012, there were 3755 industrial enterprises in the equipment manufacturing industry, accounting for more than one-third of the number of industrial enterprises in the province, with 839700 employees, accounting for more than 23.58% of the number of industrial enterprises. The total industrial output value and assets were 79.191 billion yuan and 784.464 billion yuan, respectively, accounting for 19.92% and 19.51% of the industrial proportion in the province, which is the leading industry next only to the steel industry.
1. Analysis of Hebei equipment manufacturing industry cluster
1.1 Equipment manufacturing industry cluster in Hebei Province
In recent years, Hebei Province has mainly produced electrical equipment, transportation equipment and special equipment in the equipment manufacturing industry, and has initially formed 32 provincial industrial clusters, including Baoding's China Electric Valley, North China Light Vehicle City, and Qinhuangdao's major equipment export base.
In addition, the equipment manufacturing industrial park in Hebei Province has also developed to a certain extent. Baoding's automobile and parts, Anping's silk screen and other special product bases and parks have taken shape.
1.2 Location quotient analysis of equipment manufacturing cluster in Hebei Province
2 Problems and constraints in the development of equipment manufacturing industry clusters in Hebei Province
2.1 Clusters are scattered in different regions
The standard deviation coefficient of the second part shows that the degree of cluster around the capital economic circle and the coastal economic belt is relatively good, while the degree of cluster in central and southern Hebei is relatively poor. Although there are many enterprises, their geographical distribution is relatively scattered, and industrial clusters are not well formed.
2.2 Insufficient government support for the development of equipment manufacturing clusters
The cluster development degree of equipment manufacturing industry in each urban area of Hebei is not balanced. Baoding City and Cangzhou City have relatively high comprehensive location quotient index, which has a certain relationship with the policy support of local governments. Local governments should speed up the formulation of appropriate policies to promote the development of local equipment manufacturing industry clusters.
2.3 The development of private equipment manufacturing industry is relatively lagging behind
The development of private economy is relatively lagging behind, leading to the relatively slow development of supporting small and medium-sized enterprises needed by Hebei equipment manufacturing industry cluster, relying on products from the south for supporting, which seriously restricts the development of Hebei equipment manufacturing industry cluster.
3 Countermeasures and suggestions for equipment manufacturing industry cluster in Hebei Province
3.1 Fully implement government policies
In recent years, the government of Hebei Province has issued a series of policies, but the implementation of the policies is not enough. The government should increase the investment in independent innovation, support large enterprises and universities with technological advantages to cooperate with research institutes, implement favorable measures of the government, and promote the economic development of Hebei Province.
3.2 Increase credit support and give full play to financial support
The equipment manufacturing industry is an industry that needs a lot of capital support. If you want to promote the development of industrial clusters, you need financial support. At present, Hebei Province has set up provincial state-owned guarantee companies, provincial small and medium-sized enterprise guarantee companies and other venture capital companies, trying to better promote the cluster development of equipment manufacturing industry in Hebei Province by increasing funds, reducing taxes and other measures.
3.3 Attach importance to the cultivation of talents and innovative teams, and improve scientific and technological innovation ability
The equipment manufacturing industry in Hebei Province has been developing for a short time, and there is a shortage of professional talents. We should make full use of the existing human resources and use the mechanism of combining production, learning, research and application to build a high-level innovative talent team and improve the independent innovation ability of the equipment manufacturing industry in Hebei Province.
3.4 Make full use of the regional advantages of Beijing Tianjin region
Beijing Tianjin region is the center of China's advanced science and technology, and the most important scientific and technological research base in China. Hebei should make full use of its superior geographical location, absorb the surrounding technology and services, and promote the agglomeration development of equipment manufacturing industry in Hebei Province.
[References]
[1] Central Economic Work Conference. Management and Wealth [N]. Economic Daily, 2011-12-10
[2] He Lian Zhiwei, Sheng Weichao. Research on Problems and Countermeasures of Equipment Manufacturing Industry in Hebei Province [J]. Value Engineering, 2009 (9)
[3] Zhao Yuefang, Li Rongping. Research on the competitiveness evaluation index system of equipment manufacturing industry in Hebei Province [J]. Hebei Enterprise, 2010 (5)
[4] Ni Liqin, Zhang Guoping, Gao Hongyan, Chen Caixia. The status quo and development ideas of Hebei equipment manufacturing industry [J]. Journal of North China Institute of Aerospace Technology, 2009, 19 (6)
Chapter 7: Equipment Manufacturing Model
[Key words] Shenyang; Industrial living environment; Industrial international competitiveness; External dependence of industry; Industrial control
[CLC No.] F061.6 [Document Identification Code] A [Article No.] 1006-5024 (2009) 03-0114-03
[About the author] Gao Xiuyan, associate professor of School of Economics, Shenyang University, supervisor of master's degree in industrial economics, majoring in industrial economics; Jiang Cunhu, Master of Industrial Economics, Grade 05, School of Economics, Shenyang University, majoring in industrial economics; Wu Yongheng, a 07 level master of industrial economics from the School of Economics, Shenyang University, majoring in industrial economics. (Shenyang, Liaoning 110041)
Industrial security refers to the ability of a country or region to maintain the sustainable survival and development of national industries under the conditions of opening to the outside world, and always maintain the control of its own capital over its own industrial subjects.
Zhu Zhongdi and Sun Ruihua (2006. Because the evaluation system they proposed is relatively complete, this paper uses the first level indicators and some second and third level indicators of the evaluation system to conduct an empirical analysis of the industrial security situation of Shenyang equipment manufacturing industry. The author mainly analyzes seven major industries in Shenyang's equipment manufacturing industry, including metal products, general equipment, special equipment, transportation equipment, electrical machinery and equipment, communication equipment, computers and other electronic equipment, instruments and cultural, office supplies machinery. For the convenience of analysis, the seven industries in the table are represented by A, B, C, D, E, F and c. As public owned enterprises assume the responsibility of industrial security, the author analyzes the state-owned and state holding enterprises in various industries separately from the "three capital" enterprises, and finds out the problems through comparison.
1、 Analysis of industrial living environment
1. Analysis of industrial financing environment. Capital efficiency and asset liability ratio are important indicators for industrial financing environment analysis. Capital efficiency is reflected by the turnover times of current assets.
(1) Turnover times of current assets. According to the comprehensive analysis of Table 1, Table 2 and Table 3, in the equipment manufacturing industry, the turnover times of current assets of national "three capital" industrial enterprises are the highest, while the turnover times of current assets of Shenyang state-owned and state-owned holding industrial enterprises are the lowest.
(2) Asset liability ratio. It can be seen from Table 4 that the asset liability ratio of state-owned and state-controlled industrial enterprises in Shenyang is generally high, indicating that they face high debt risk. In this case, if the corporate governance mechanism cannot operate effectively, it will harm the interests of the country. By comparing Table 4 and Table 5, it can be seen that the asset liability ratio of Shenyang state-owned and state-controlled industrial enterprises (except for metal products industry) is higher than that of Shenyang "three capital" industrial enterprises. It can be seen from the comparison between Table 4 and Table 6 that the debt ratio of state-owned and state-controlled industrial enterprises in Shenyang in the metal products industry, communication equipment and other electronic equipment manufacturing industry, instrumentation and stationery machinery manufacturing industry is lower than the national average, but higher than the national average in other manufacturing industries.
2. Analysis of industrial labor factor environment. It can be seen from Table 7 that the proportion of personnel engaged in scientific and technological activities in various industries of Shenyang equipment manufacturing industry is low, which indicates that Shenyang equipment manufacturing industry is short of high-level talents.
3 Environmental analysis of industrial technology elements. It can be seen from Table 8 and Table 9 that in 2006, the proportion of research and development expenses of state-owned and state-controlled industrial enterprises in total costs was higher than that of Shenyang's "three capital" industrial enterprises, except for special equipment manufacturing. Table 8 shows that the R&D expenses of state-owned and state-controlled industrial enterprises in Shenyang account for a relatively low proportion of the total cost. In the future, the R&D expenses should be increased to ensure the effective reserves of technology needed for industrial development.
4. Analysis of industrial market demand environment. With the development of economy, the demand for equipment manufacturing products of various industrial industries is increasing, which is not only reflected in the increase of quantity, but also in the improvement of its quality, technical content, performance and function.
A large number of key projects, such as the National Three Gorges Project, the West to East Gas Transmission Project, the West to East Power Transmission Project, and the South to North Water Transfer Project, have created greater market space for the development of Shenyang's equipment manufacturing industry. On the whole, the market demand environment of Shenyang equipment manufacturing industry is good. Whether Shenyang equipment manufacturing industry can develop itself with the help of a good market environment is a major problem faced by Shenyang equipment manufacturing industry.
Summary: The analysis of the survival environment of Liaoning equipment manufacturing industry shows that it faces a good product demand market, but it also has problems such as unreasonable financing structure, low capital efficiency, poor industrial labor factor environment, and so on, so there are industrial security risks.
2、 Analysis of international competitiveness of industry
1. Analysis of industrial market competitiveness. By analyzing the domestic market share of Shenyang equipment manufacturing industry, we can roughly judge the market competitiveness of Shenyang equipment manufacturing industry. As shown in Table 10 and Table 11, its total domestic sales are approximately replaced by the relevant data of the main business income of all state-owned and non-state-owned industrial enterprises above designated size. It can be seen from Table 10 that the market competitiveness of Shenyang state-owned and state-controlled industrial enterprises is low. It can be seen from Table 10 and Table 11 that the market competitiveness of Shenyang equipment manufacturing industry is low.
2. Analysis of industrial efficiency. Industrial efficiency includes profit rate, labor productivity, product value-added rate, etc.
It can be seen from Table 12 that, except for the metal products industry, communication equipment, computer and other electronic equipment manufacturing industry, the industrial benefits of Shenyang state-owned and state-controlled industrial enterprises are lower than the national average industrial benefits of state-owned and state-controlled industrial enterprises, and even lower than the national average industrial benefits of "three capital" industrial enterprises.
Table 13 shows that in terms of metal products industry, general equipment manufacturing industry, instrument and cultural, office supplies machinery manufacturing industry, the product value-added rate of Shenyang state-owned and state-controlled industrial enterprises is higher than that of Shenyang "three capital" industrial enterprises, and also higher than that of national state-owned and state-controlled and "three capital" industrial enterprises.
Summary: The analysis of the international competitiveness of Shenyang equipment manufacturing industry shows that Shenyang equipment manufacturing industry is not completely based on the intensive business model, but is still affected by the extensive business model. The international competitiveness of Shenyang equipment manufacturing industry is still weak, which may lead to industrial security problems.
3、 Analysis of external dependence of industry
1. Analysis of industrial export dependence on foreign countries. It can be seen from Table 14 that in Shenyang equipment manufacturing industry, communication equipment, computer and other electronic equipment manufacturing industries are highly dependent on foreign countries, so they are faced with great risks.
2 Analysis of external dependence of industrial capital. It can be seen from Table 15 that in 2006, the proportion of foreign investment in fixed assets of Shenyang's equipment manufacturing industry was higher than that of Hong Kong, Macao and Taiwan businessmen, the proportion of foreign investment in metal products industry had exceeded 30%, and the proportion of investment in transportation equipment manufacturing industry had reached 26.40%. This shows that these two industries are highly dependent on foreign capital, so there are industrial security problems. It can be seen from Table 16 that in the distribution of owner's equity of state-owned and state-controlled industrial enterprises, foreign capital accounts for the highest proportion in the transportation equipment manufacturing industry. Shenyang transportation equipment manufacturing industry has certain industrial safety problems.
Summary: The analysis of the external dependence of Shenyang equipment manufacturing industry shows that the communication equipment, computer and other electronic equipment manufacturing industry has a high degree of external dependence, so there are high risks.
4、 Analysis of industrial control
1. Analysis of foreign capital market control rate. Foreign market control rate refers to the market share of foreign products, which can be expressed by the ratio of foreign product sales to domestic sales. The author selects Shenyang's 2006 foreign product sales and 2006 national sales. The foreign market control rate in Shenyang's equipment manufacturing industry is very low. The foreign capital market control rate of the seven major industries in Shenyang's equipment manufacturing industry is 0.96%, 0.29%, 0.32%, 1.73% respectively, including metal products industry, general equipment manufacturing industry, special equipment manufacturing industry, transportation equipment manufacturing industry, electrical machinery and equipment manufacturing industry, communication equipment, computer and other electronic equipment manufacturing industry, instrumentation and cultural, office supplies machinery manufacturing industry 0.60%, 0.06% and 0.09%.
Chapter 8: Equipment Manufacturing Model
Abstract： Taking advanced manufacturing technology choice of equipment manufacturing enterprises in Heilongjiang Province as the research object， the paper analyzes the evaluation index system of advanced manufacturing technology choice of equipment manufacturing enterprises in Heilongjiang Province， and builds the evaluation index system of the advanced manufacturing technology choice of equipment manufacturing enterprises in Heilongjiang Province by using factor analysis， comprehensively and objectively evaluates the status of the equipment manufacturing industry of Heilongjiang Province， and makes strategy about enterprise transformation， technological innovation， human resources training.
Key words: equipment manufacturing enterprises; Advanced manufacturing technology; Evaluation index system
Key words： equipment manufacturing enterprises；advanced manufacturing technology；evaluation index system
CLC No.: F204 Document ID No.: A Article No.: 1006-4311 (2012) 30-0139-02
0 Introduction
The scientific establishment of the evaluation index system for the selection of equipment manufacturing industry in Heilongjiang Province will help equipment manufacturing enterprises to make reasonable choices of advanced manufacturing technologies [1]. This paper aims to screen the evaluation index of advanced manufacturing technology of equipment manufacturing enterprises in Heilongjiang Province by factor analysis, and then determine the evaluation index system of equipment manufacturing industry selection in Heilongjiang Province.
1 Preliminary design of evaluation index system
Under the guidance of the indicator design principles [2-3], combined with the actual situation of Heilongjiang equipment manufacturing enterprises, the following indicators are preliminarily formulated for the advanced manufacturing technology selection evaluation indicator system established on the basis of questionnaire survey, which includes 7 first level indicators and 22 second level indicators. See Table 1.
Mathematical principle and model of factor analysis
① 3 Selection of evaluation indicators
After the preliminary establishment and revision of the indicator system, some indicators may be unreasonable and imperfect, or there may be overlapping of indicator evaluation contents. Therefore, indicators should be screened.
Through questionnaires, experts who are very familiar with the implementation of this technology and who are also experienced in the industry are asked to analyze, suggest and revise these 22 indicators. There are 50 questionnaires distributed this time, of which 32 are returned, 30 are valid and 2 are invalid. This paper uses SPSS15.0 software to achieve factor load matrix and polarization, so as to achieve the purpose of screening indicators at all levels. See Table 2 for the analysis results.
After the analysis of the data, according to the principle of factor analysis, that is, the factor load is required to be approximately greater than 0.8 and the cumulative variance contribution rate is greater than 85%. The data in italics in all the data in the table above meet the requirements. Since the analysis data of each factor is less than 0.8 for "the benefits of university cooperation projects" and "the degree of new products being imitated", these indicators are deleted. After expert consultation, scoring and factor analysis, the original indicator system was modified and improved, and the original 22 indicators were reduced to 20 indicators. The modified indicator system can more comprehensively and reasonably serve the evaluation of advanced manufacturing technology.
reference:
[1] Tang Xiaohua, Li Shaodong. Empirical Study on China's Equipment Manufacturing Industry and Economic Growth [J]. China National Economy, 2010, (12): 27-28
Chapter 9: Equipment Manufacturing Model
CSR Ziyang Locomotive Co., Ltd., a subsidiary of CSR, is an old state-owned enterprise in the traditional manufacturing industry whose main business is the production of diesel locomotives. In recent years, with the rapid development of the railway industry, the locomotive manufacturing industry has relatively abundant capacity. It's not easy for a former leading enterprise like CSR Ziyang, which was defeated in domestic competition. In order to survive, the enterprise turned to explore the international market.
Xiang Jun, chairman of CSR Ziyang, said that from its completion in 1973 to its operation in 2006, CSR Ziyang's orders mainly came from the Ministry of Railways. Since the second half of 2006, CSR Ziyang has lost its bid qualification to participate in the locomotive procurement of the Ministry of Railways and can only rely on the overseas market. After hard market development, in the years when the national order was zero, CSR Ziyang's export locomotives accounted for 83.9% of the total output, successfully entering Turkmenistan, Thailand, Pakistan and other countries with different railway track standards from China, accumulating equipment manufacturing experience for building the railway artery of the "Belt and Road".
"For each diesel locomotive exported, the company will purchase more than 100 tons of steel raw materials, more than 2.3 million yuan of motor products, and hundreds of spare parts, which will directly drive the development of China's steel, electronics, machining, logistics and transportation industries," said Xiang Jun.
Xiang Jun said that for CSR Ziyang, whether the list of overseas markets can be obtained and whether they are competitive enough has been no longer compared to products in many cases, but to comprehensive plans, in which the cost of capital is crucial.
Thanks to the support of the policy oriented financial institution, the Export Import Bank of China, CSR Ziyang has spent nearly 10 years to develop a development path from defeat in Mecheng to overseas, and then through going out to build up strength, with technological innovation as the support, to return to the domestic market. It has become a traditional state-owned enterprise in industries with excess capacity. With the help of capacity cooperation in the international market, it plans to coordinate the two markets, A successful epitome of the realization of second entrepreneurship. It is understood that up to now, CSR Ziyang has obtained about 1 billion yuan of credit funds from the Export Import Bank of China, with a loan balance of 300 million yuan.
In fact, equipment manufacturing enterprises at different stages of going global are facing the problem of capital bottleneck in the process of developing overseas markets. In addition to the funding problem at the initial stage of the project, the construction of after-sales service system at the later stage also requires a large amount of supporting funds.
As one of the largest private automobile enterprises in China, Zhang Lin, Vice President of Zhejiang Geely Holding Group, also expressed his desire for financial support for going global. He believes that in addition to selling automobile products, it is an indispensable link to develop foreign markets to do a good job in automobile finance and extend after-sales service, and the quality of this link directly determines the temperature of automobile sales. Economist Zhang Qizuo said that "going out" is far from simply selling products, but requires full life cycle services, especially some equipment products need after-sales services to maintain market share.
The reporter found that some old state-owned enterprises in the equipment manufacturing industry have a deep accumulation, but they are still in the take-off stage in the process of "Made in China" going global. Their financial statements are not beautiful, and some have even been difficult to obtain loans from commercial banks.
