新產業環境下X中型生豬養殖公司發展戰略研究

Abstract

本文以新產業環境下生豬養殖行業的結構性變革為背景，聚焦中型養殖企業X公司的業務發展戰略，綜合運用PEST宏觀環境分析、波特五力模型及SWOT分析工具，結合文獻研究法、案例分析法和定量資料分析法，系統分析行業趨勢與企業核心能力，針對X公司內外部環境提出適配性的戰略方案。 本研究發現，當前外部環境存在多方面機會與威脅。在政策層面，種業振興與環保合規形成剛性約束，同時對生養殖養殖行業產能管理精細化與協同金融支持政策發生影響。在經濟層面，目前整個行業平均飼料成本占養殖總成本60~70%，受國際糧價波動影響較大，豬週期每次3~5年波動帶來不確定性，以及行業當中頭部企業憑藉智慧化、規模化優勢在2025年已實現成本領先商品豬出欄成本顯著下降。在社會層面，消費升級帶動高健康豬群需求增長。在技術層面，最前沿的基因組選擇技術可縮短40%育種週期，智慧化設備普及使頭部企業PSY顯著提升至28.5頭。 經對X公司內部資源與能力分析可知，當前X公司雖具備種豬性能優勢，並形成“育種－養殖－屠宰”產業鏈基礎，但X公司短板依舊十分突出，當前仍存在養殖成本較高，產能利用率低，面臨連續2年虧損且治理結構失衡等問題。 基於SWOT矩陣，對X公司提出“SO”為核心，“WT”為輔的戰略。公司現處於短期戰略規劃階段，主要目標是在生存壓力之下出售公司閒置資產以盤活現金流，同時利用公司雙陰健康豬群的優勢下提高產能利用率到75%，通過提高PSY、日增重等舉措，將公司的商品豬養殖成本降到12.6元/公斤以下，在現有的商品豬行情價格下實現轉虧為盈。 中期來看，本文認為X公司應當依靠與國際育種公司法系種豬的合作優勢，成功申報國家級核心育種場資質，擴大種豬外銷占比到10%，同時建立飼料採購聯盟，保證飼料採購成本下降30%，並且在提高自身公司產能利用率的基礎上再將產能率提高到100%，做到商品豬年出欄成本降低到12.2元/公斤以下。 長期來看，本文認為公司應以基因組育種平臺為紐帶，凝聚全產業鏈，建立起完善的養殖配套服務，使基因組選育全部由公司來完成，與全鏈協同同頻共振，形成獨特的競爭壁壘，壓縮商品豬養殖成本到11.5元/公斤以下，追趕上行業第一梯隊公司的盈利水準。 本文的研究結論不僅為X公司未來發展戰略提供了具體指導，也有助於該類中型生豬養殖企業在行業的巨變中找到適合自身發展的長期解決方案，對於類似企業在危機下如何扭虧為盈也具有一定的借鑒意義。同時，本文也認識到單一個案研究的局限性，建議未來研究可拓展至更廣泛的中型傳統企業轉型情境，並加強風險管理在戰略規劃中的系統性整合。

This paper examines the structural transformation of the pig farming industry under the new industrial environment, focusing on the business development strategy of medium-sized farming enterprise Company X. By comprehensively applying PEST macro-environmental analysis, Porter's Five Forces Model, and SWOT analysis tools, combined with literature research, case study, and quantitative data analysis methods, the paper systematically analyzes industry trends and corporate core competencies, and proposes adaptive strategic solutions for Company X's internal and external environment. This study finds that there are many opportunities and threats in the current external environment. At the policy level, the revitalization of the seed industry and environmental protection compliance form rigid constraints, and at the same time have an impact on the refined capacity management and collaborative financial support policies of the breeding industry. At the economic level, the average feed cost of the entire industry accounts for 60~70% of the total cost of breeding, which is greatly affected by the fluctuation of international grain prices, and the uncertainty brought by the fluctuation of the pig cycle for 3~5 years each time, and the leading enterprises in the industry have achieved a significant reduction in the cost of commercial pig-slaughter in 2025 by virtue of their intelligent and large-scale advantages. At the social level, consumption upgrading has led to an increase in demand for high-health pigs. At the technical level, the cutting-edge genomic selection technology can shorten the breeding cycle by 40%, and the popularization of intelligent equipment has significantly increased the PSY of leading enterprises to 28.5 heads. After analyzing the internal resources and capabilities of Company X, it can be seen that although Company X has the performance advantages of breeding pigs and forms the foundation of the “breeding-breeding-slaughtering” industrial chain, the shortcomings of Company X are still very prominent, and there are still problems such as high breeding costs, low capacity utilization, and problems such as losses for two consecutive years and imbalance in governance structure. Based on the SWOT matrix, a strategy centered on “SO” and supplemented by “WT” is proposed for Company X. The company is currently in the short-term strategic planning stage, with the main goals of selling idle assets to revitalize cash flow under the pressure of survival, while taking advantage of the company's double-negative healthy pig herd to increase production capacity utilization to 75%. Through measures such as improving PSY and daily weight gain, the company's commercial pig breeding cost will be reduced to below 12.6 yuan a kilogram, so as to achieve a turnaround from losses to profits under the existing market prices of commercial pigs. In the medium term, this paper believes that Company X should rely on the advantages of cooperation with international breeding companies to successfully apply for the national core breeding farm qualification, expand the proportion of breeding pig exports to 10%, and establish a feed procurement alliance to ensure that the cost of feed procurement is reduced by 30%, and increase the production capacity rate to 100% on the basis of improving the company's capacity utilization, so that the annual slaughter cost of commercial pigs is reduced to less than 12.2 yuan a kilogram. In the long run, this paper suggests that the company will use the genomic breeding platform as a link to unite the whole industry chain, establish a perfect breeding supporting service, so that the genome breeding is all completed by the company, and resonate with the whole chain at the same frequency, forming a unique competitive barrier, compressing the cost of commercial pig breeding to less than 11.5 yuan a kilogram, and catching up with the profitability of the first echelon companies in the industry. The research conclusions of this paper not only provide specific guidance for the future development strategy of Company X, but also help such medium-sized pig breeding enterprises to find long-term solutions suitable for their own development in the great changes in the industry. At the same time, this paper also recognizes the limitations of single case study and suggests that future research can be extended to a broader context of medium-sized traditional enterprise transformation, with strengthened systematic integration of risk management in strategic planning.