傳統橡膠機械企業轉型戰略研究：以T公司為例

Abstract

橡膠製品產業始於十九世紀末，高速發展於二十世紀五十年代至七十年代。二十一世紀，隨著科技的不斷進步、全球經濟增長和產業轉型的加速，橡膠製品行業以多面向、智慧化、節能和高性能為發展特點，在政府的政策及企業自身的發展下，橡膠製品行業進一步蓬勃發展。 T公司成立於二十世紀八十年代，草創時期以自動化油封硫化機進入市場，很快擴展至國內外橡膠油封製造行業。發展至今，公司主要產品擴展為真空平板硫化機、冷熱壓成型機、橡膠射出成型機、輪胎硫化機、鼓式硫化機等等，除生產標準型設備外，還以採取客制化為客戶開發各項油壓機器設備為經營模式。伴隨著橡膠產業智慧化發展的必然趨勢，無論是從外部市場來看，還是從企業內部發展需要，智慧化升級轉型都已經成為T公司進一步發展的必經之路。 通過PEST分析，可以對T公司及整個橡膠機械行業的智慧化轉型的必要性予以肯定。通過波特五力分析，則進一步明確了T公司所處的發展現狀。在此基礎，通過SWOT分析，對T公司產品的優勢、劣勢、機遇和威脅進行細緻而全面的分析，總結出T公司的核心競爭能力，即長期以來積累的品牌知名度、企業管理能力、技術研發能力及生產能力，但同時也面臨著招工難、智慧化升級措施落地難等現實困境。 企業的智慧化升級轉型，其中的難點和關鍵點在於技術難題的解決、資料管理和分析能力的匹配、專業人才培養和引進，以及產業鏈上下游的合作的進一步加強。這就要求T公司在設立符合實際情況的，具體而具有可操行的短、中、長期發展目標的基礎上，引入羽量化智慧製造系統，並對羽量化智慧製造系統展開分階發展和管理。 傳統橡膠機械企業的智慧化升級，應當培育企業的智慧化核心技術。注重提高企業的資訊技術水準和軟硬體水準，引入適合自身情況的資訊系統；提高供應鏈協同水準，定期與供應鏈合作夥伴進行技術探討和交流；提高橡膠企業互聯互通水準，加強行業內的企業間交流。其次，應當完善企業內部管理環境。轉變傳統管理觀念，將思維管理轉變為和產品、品牌定位相適應的模式；加強智慧化創新人才培養力度，建立專業開發團隊，注重機械設計和橡膠產業人才的多元化招聘；注重員工隊伍的穩定性和工作效率的提升，制定合理的薪酬福利占比預案。再者，企業應當致力於改善橡膠製品行業市場整體環境。在實際的市場調查、競爭對手技術能力調查及公司產品的核心競爭力評估的基礎上，充分發揮政府的戰略引導作用，積極與上下游產業達成合作聯盟，孕育更加完善的供應鏈體制，促進企業及整個行業的健康可持續發展。

The rubber product industry started at the end of the 19th century and developed rapidly from the 1950s to the 1970s. Entering the 21st century, with the continuous advancement of science and technology, the acceleration of global economic growth, and industrial transformation, the rubber product industry is characterized by multi-faceted, intelligent, energy-saving, and high-performance development. Under the government's policies and the development of enterprises themselves, the rubber products product industry is further flourishing. T-Company was established in the 1980s. It entered the market with automatic oil seal vulcanizing machines at the initial stage and soon expanded to domestic and foreign rubber oil seal manufacturing industries. Up to now, the company's main products have expanded to vacuum flat vulcanizing machines, hot and cold press molding machines, rubber injection molding machines, tire vulcanizing machines, drum vulcanizing machines, etc. The development of various hydraulic machinery and equipment is the business model. Along with the inevitable trend of intelligent development of the rubber industry, no matter from the perspective of the external market or the internal development needs of the enterprise, intelligent upgrading and transformation have become the only way for T-Company to further develop. Through the PEST analysis, the necessity of the intelligent transformation of T-Company and the entire rubber product industry can be affirmed. Through Porter's five forces analysis, it further clarifies the development status of T-Company. On this basis, through SWOT analysis, we can conduct a detailed and comprehensive analysis of the advantages, disadvantages, opportunities and threats of T-Company's products, and summarize T-Company's core competitiveness, that is, the long-term accumulated brand awareness, corporate management capabilities, technology R&D capabilities and production capabilities, but at the same time, it also faces practical difficulties such as difficulty in recruiting workers and difficulty in implementing intelligent upgrade measures. The difficulties and key points in the intelligent upgrading and transformation of enterprises lie in the solution of technical problems, the matching of data management and analysis capabilities, the training and introduction of professional talents, and the further strengthening of upstream and downstream cooperation in the industrial chain. This requires T-Company to introduce the Yuquan smart manufacturing system based onsetting specific and feasible short-, medium--, and long-term development goals that are in line with the actual situation, and developing and managing the Yuquan smart manufacturing system in stages. The intelligent upgrading of traditional rubber enterprises should cultivate the intelligent core technology of enterprises. Focus on improving the level of information technology and software and hardware of enterprises, and introduce information systems suitable for their own conditions; improve the level of supply chain collaboration, regularly conduct technical discussions and exchanges with supply chain partners; improve the interconnection level of rubber enterprises, and strengthen the cooperation among enterprises in the industry communication between. Secondly, the internal management environment of the enterprise should be improved. Change the traditional management concepts, transform thinking management into a model that is compatible with product and brand positioning; strengthen the cultivation of intelligent innovative talents, establish a professional development team, pay attention to the diversified recruitment of mechanical design and rubber industry talents; pay attention to the stability of the workforce Improve sex and work efficiency, and formulate a reasonable salary and benefit ratio plan. Furthermore, enterprises should be committed to improving the overall environment of the rubber products industry market. On the basis of actual market research, technical capability investigation of competitors and evaluation of the core competitiveness of the company's products, give full play to the strategic guiding role of the government, and actively form cooperation alliances with upstream and downstream industries to foster a more complete supply chain system and promote the development of enterprises. and the healthy and sustainable development of the entire industry.