| China National Petroleum Corporation (CNPC) is a super enterprise group of petroleum and chemical industry set up on the basis of China National Petroleum Corporation in July of 1998, according to the organization reform scheme of the State Council. PetroChina Company Limited (PetroChina), PetroChina's largest subsidiary, was publicly listed respectively in Hong Kong and US New York in April 2000. South China Sales Branch of PetroChina Company Limited (South China Company) is the wholly-owned subsidiary subjected to Refining and Marketing Company Of Petrochina Company Limited, which is responsible for readymade oil marketing in Guangdong, Fijian, Hainan Province, China. In terms of interior system, because the marketing enterprises of PetroChina were almost stripped-down from Petroleum Company in each province and municipality under planned economic system, the management idea, the marketing system and the mechanism of management inevitably take on some color of planned economy. Under this kind of management system, some questions gradually formed, such as too many organizational hierarchies, overstaffing in organizations, personnel expanding, high labor costs, more intermediate links, slow information transmission, disputing over trifles phenomenon increasing, poor efficiency of management and feeble executive force. At the same time, because the long distance between superiors and subordinates as well as centralization, subordinates has no self-determination and low degree of participation in decision so that creativity is too difficult to bring into play. In terms of external environment condition, the readymade oil has already unlocked in retail market in accordance with China's commitment to WTO, and the wholesale market of readymade oil will open more at the end of 2006. As the transition period being about to finish, the international petroleum magnates, Sino-foreign joint venture and enterprises run by the local people will enter into the readymade oil market at the rapid pace, the competition subjects will develop in the direction of diversification and the competition will be more violent. Because the total supply and demand in South China is large, developing rapidly; the demands of the readymade oil are great, increasing fast; the supply-demand gap is great, to a great extent, it depends on the outside; the market maturity is high, the competition among various kinds of subjects become fiercer. And South China which adjoins Hong Kong and Macao is in the front of China's reform and opening-up, so it reacts fast to customers and market trends and the competition is fierce. It is a strategic decision that PetroChina and its joint-stock company established South China Company for deploitation of south market. In order to realize this target, South China Company must carry through the system reform and set up a flexible system to incorporate and occupy this market; it also must adopt the new system and new mechanism to adapt for economy development and reach the goal of integrating with world; to achieve the high-level and high benefit and realize the long-term and steady development of the enterprise; to build it into an petroleum company with international competitiveness. Since 1970's, on account of too many organizational hierarchies, overstaffing, the bureaucracy, information twist, making policy lagging behind, low working efficiency and so on, a lot of western large companies have presented the "illness of big enterprise"in developed country. They couldn't acclimatize themselves to the market change.In view of this reason, some management researchers have proposed the theory of Reengineering. They are market-oriented and inspect such problems of management happened in the great enterprises as business procedure of production and management, organization structure, competition mode in the round, and then they have put forward the famous theory of "Business Process Reengineering (BPR)". This theory considers that: "Process Reengineering is carrying on fundamental rethinking and thorough redesign for enterprise procedure, consequently it can obtain the accomplishment which can be weighted with outstanding achievement of cost, quality, service and speed etc.". It needs to query the enterprise procedure rule to follow while running by itself, abandon all outmoded conventions and customs and reconstruct the existent enterprise procedure, but not superficial change or the simple mend. Meanwhile, the theory of BPR requires that reengineering must be made all around the operation procedure. The reason is that organization efficiency originates from operation procedure. Reengineering should fasten on and redesign those procedures generated most benefit. But generally speaking, BPR should follow the following several principles: First, the core of BPR should be the operation procedure redesign. Second, break the routine, set up more ideal goal and avoid adopting the gentle means and method to mend for BPR. Third, make use of the information technology creatively. Process reengineering should consider the following several aspects especially: First, rebuild the conception. What could bring value for enterprise is procedure, and the success of enterprise is based on the excellent performance of procedure, at which arrives by scientific design, proper personnel collocation and good working environment. Second, BPR is just reforming the operationprocedure. It means that the less people butting in, the better it is for executing procedure; the simpler the better for service object of the procedure. Third, rebuild the organization. It means to regard operation procedure as the centre, set up the organization structure which could improve the own quality of the procedure and performance constantly, mainly including process management, organization activities and innovation, etc.. Fourth, rebuild the technology. It means to set up every working cell which connects reengineering procedure by network technology in order to coordinate and manage various kinds of resources of enterprises and construct the interior information system of enterprises. Firstly, this paper analyses the theoretical foundation of process reengineering after establishment of South China Company, including this theory of generation, meaning, primary content, and strategic significance for the marketing system development of South China Company even the whole PetroChina. Secondly, it expounds the background of BPR in South China Company and the abuse of original procedure, also conceives new reengineering procedure. Thirdly, according to the theory of BPR mentioned above and actual condition about the enterprise, make the project on BPR for the company, concretely including: withdraw the organizational system of the company and subsidiary in Guangdong, Fijian and Hainan Province, and change the original dispersive hierarchy management into "vertical management"of South China Company. In accordance with the construction and development of terminal for distribution such as gas station, petroleum storage and sales representative etc., as well as the request of reasonable span of management, establish a professional management system with marketing, investment, logistic and finance as the main line, with quality, safety, administration, parties as assistance. Regulate and establish the district and project... |
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