简介
在经济全球化的背景下,OEM代工模式曾经是我国出口加工企业参与国际分
工与国际贸易的-条有效途径。然而,这种主要依靠劳动力成本优势的模式对企
业的长远发展来说是不可持续的,其缺陷和弊端也是非常明显的:加工链条短、
增值率低、利润薄、对外依存度高。尤其在欧美市场持续受金融危机影响的今天,
世界经济格局和国际分工体系正经受着重大调整,危机中孕育着的第三次工业革
命已经初见端倪。中国在这样的背景下也不可能独善其身,我们从近年來国家以
“转变经济发展方式,调整优化经济结构,鼓励企业自主创新”为重点的宏观经
济政策上可以深刻的体会到这一点。现实的情况是:一方面,随着我国劳动力成
本的不断攀升,OEM代工企业的优势逐渐弱化;另一方面,上述OEM模式的诸
多劣势亦越发明显。OEM代工企业要求转型升级的愿望与自身所处境况的矛盾闩
渐突出
本文选取传统制造业丝袜欧亿·体育（中国）有限公司的一家出口加工企业——华润厚木为研究对
象,围绕企业OEM转型升级这个中心命题,以比较优势理论和全球价值链理论为
理论基础,从对企业战略分析的一般框架出发,首先运用PEST分析了华润厚木所
属欧亿·体育（中国）有限公司的宏观环境;然后应用波特五力模型对华润厚木目前业务所涉及的两条供
应链所在的市场——英国和中国市场的欧亿·体育（中国）有限公司环境、竞争结构分别进行了深入的剖
析和比较,指出以玛莎为主导的OEM供应链体系属于领导型的价值链治理模
式,其中领导厂商与供应商之间高度控制与依赖的关系严重限制了华润厚木的发
展,尤其在外界环境円趋严酷的形势下,山OEM向以发展自有品牌为主的战略转
型势在必行
鉴于华润厚木所属母公司华润集团实施混合多元化战略的特点,第4章着重
分析母公司强大的企业文化、战略规划及管理体系对华润厚木战略制定和发展产
生的直接或间接的影响,指出直属母公司华润纺织集团实施的内部产业链垂直一
体化战略存在价值链环节相分离的问题,从而制约了华润厚木自有品牌的成长
在阐明了所有的外部环境因素之后,第5章丌始进入企业内部。首先对华润
厚木在各方而所拥有的资源进行了评价,紧接着运用价值链分析法对影响自有品
牌发展的两个乂键环ij——产品开发和iu场代钔进行了屯点分析
ABSTRACT
In the background of economic globalization, OEM has once played a very
important role to involve Chinese export and processing enterprises in the international
specialization and trade. However, the model depending on labor cost advantage is
unsustainable for enterprises' long-term development, and its drawbacks are obvious:
short processing chain,low added value, meager profit margin, and high dependence on
demand abroad. Nowadays these issues are growing prominent as financial crisis
haunted American and European markets and global economic structure is undergoing
crucial transformation. In this situation,China can not be isolated from the upheaval as
well, which we can perceive from Chinese macro-economic policies in recent years that
emphasize on transformation of the economic development model,economy
restructuring and independent innovation. The stark reality that we have to face is,as
the labor cost in China climbs up, the OEM enterprises are losing their edge and this
poses them a pressing issue — upgrading in supply chain and transformation of
business model.
By selecting one of enterprises engaging in hosiery industry - CRC Atsugi as
subject of the study and using the general method of strategy analysis, this thesis gave
us an insight into the path of transformation and upgrading of OEM business model
under guide of theories of Comparative Advantage and Global Value Chain.
The thesis started with scanning the macro-environment of hosiery industry, and
then utilized Porter's Five-force Model to make a full and profound analysis on the
hosiery industries and their competition structures in the U.K. and China respectively
where the most CRC Atsugi's business are involved,indicating that the M&S
dominant supply chain could be sorted as Captive Value Chain according to the
patterns of Global Value Chain governance in which the relationship between leading
firm and suppliers characterized by high degree of control and dependence had
seriously hampered the development of CRC Atsugi. Especially while the
macro-environment was getting increasingly fierce, the transformation strategy from
OEM to the model oriented by private brand became compulsive.
Considering the background that CRC 八tsugi belongs to a conglomerate
organization - China Resources (Holdings) Company Limited, Chapter 4 focused on
the influences that the powerful mother corporate culture, strategic i'ramework and
managerial system have had on CRC Atsugi's strategy planning and development,
pointing out on the hosiery chain shaped at the level of direct mother company - China
Resources Textile, the separation of two critical links of the value chain was shackling
the growth of CRC Atsugi's private brand.
After elaborating all the factors from the external environment, the thesis began to
probe into the interior of CRC Atsugi, firstly reviewing the internal resources, then
making analysis of the value chain, mainly highlighting the two key links - R&D and
Marketing, and finally shedding light on her core competitiveness. Besides, SWOT
was also used to give a summary in the end of the Chapter.
On the basis of first five chapters' analysis, Chapter 6 proposed a transformation
and upgrading route for CRC Atsugi. Firstly, to get upgraded from OEM to ODM by
diversifying customer portfolio while reducing the weight of M&S to the entire
business. Secondly, applying lorward integration strategy to the internal hosiery chain
to facilitate the development of private brand by acquiring Shcnhua. Lastly, based on
the above first and second steps, to realize the private brand leading the entire business
by strengthening distribution abilities.
To ensure the practice of the proposal, Chapter 7 further put forward the safeguard
measures in terms of optimizing product and customer portfolio, cfTcctivc
organizational communication, the role of core competitiveness in private brand
development, construction of organizational culture and human resources
management.
The thesis provides a constructive way to the long run development of CRC
Atsugi as well as the enterprises in the similar situation and appealing for
transformation arid upgrading.
KEY WORD: OEM, transformation and upgrading, governance of GVC, private brand,
forward integration
第1章绪论
1.1研究背景和意义
1.1.1研究背景
当今世界,国际分工n益深化,企业内部价值链各环节可基于企业间的比较
优势在区域范围甚至全球范围分离并被组织起来,形成跨界的生产网络。OEM代
工模式便是比较优势在经济全球化背景下的深刻体现。它不仅有利于跨国公司核
心竞争力的提高,也是发展中国家企业参与国际分工体系的一条重要途径。OEM
生产有利于中国企业消化过剩产能、技术模仿以及进入国际市场。然而,随着代
工活动的深入,一些弹端和威胁逐渐凸现,如:比较优势弱化,其具体表现为议
价能力趋于丧失;技术JT发能力受牵制,以及与前沿市场的长期隔离;最为突出
的是利润水平的R趋低下
如果说,在2008年金融危机以前,中国的OEM代工企业还可以“小富即安”,
不必为前途担忧的话,那么,金融危机之后,面对国内生产要素成本,尤其是劳
动力成本的不断攀升、欧美经济体市场需求F丨渐萎缩疲软的状况,上述OEM代工
模式的缺陷就越发突出起来。而近年来在欧洲爆发的“欧债危机”则更令其雪上
加霜,尤其对象我们即将展开分析的论文的研究对象华润厚木”这样的纺织企
业,80%以上的业务依赖来自英国的弟一的OEM品牌商,其运营风险的迅速增加
不言而喻
最近读到国务院参事汤敏先生在接受《经济参考报》记者关于我国制造业前
景的采访的一篇报导时颇为感慨,其中谈到的一些新的发展趋势,甚至有为之一
震的感觉。因为此前没有体会到“转型升级”之深意在我国已变得这样迫在眉睫、
刻不容缓。同时也坚定了我的论文将以我所在的OEM代工企业为研究对象、以
OEM代工企业在这样一个大的时代背景下如何转型升级为主题的决心
在谈到目前热论的“第三次工业革命”时,汤敏先生认为,新工业革命有两
大特点:一是直接从事生产的劳动力会不断地快速下降,劳动力成本占总成本的