| Changchun Locomotive&Rolling Stock Co. Ltd. (Abbr. CLRC). is an old industrial enterprise having 50 years history, which is including Changchun Locomotive Factory (Abbr. CLF).This thesis is written for the monograph of CLRC's model of restructuring and reshuffling. Because CLRC is as a subsidiary of China Northern Locomotive&Rolling Stock Industrial (Group) Corporation (Abbr. CNR), its trend of restructuring and reshuffling has to be thought in the reform strategy for the whole group corporation. And its thinking can not be out of the reform background of higher level corporation (parent company). At the same time, CLRC is a railway locomotive & rolling industry enterprise. Its direction of restructuring and reshuffling also can't be out of such a era background which China Railway doesn't still break off the trade monopolization. During researching and discussing the model of restructuring and reshuffling for CLRC, analyzes the above two backgrounds by using the angles of history and development, and compares and analyzes them by using reform theory and practice. Therefore it is beneficial to us to confirm the model of restructuring and reshuffling for CLRC. It is basic way for the study of the thesis to restructure and reshuffle by a joint stock system in a trade or a group corporation.In the Chapter Two of this thesis, first sums up related theory of home and abroad reform after clarifying 8 concepts and their relationship, which they are "enterprises vs. state-owned enterprises; restructuring of enterprises, and reshuffling of enterprise; property rights and proprietary rights; legal person property rights and corporation property rights." From various angles, proposes and expounds viewpoints: why the enterprise need to reshuffle itself and restructure the system, how the micro-conditions of restructuring andreshuffling the enterprise are, and what the purposes are as well as what behavior is. And then looks back the cognitive development process of reform theory of China state-owned enterprises, based on five aspects: the forms of ownership; the properties and standing of enterprises; operating mechanism of enterprises; property rights of enterprises; the system of modern enterprises. Simultaneously, generalizes five fundamental viewpoints which have reached common understanding for supporting this thesis from the restructuring and reshuffling theory for present domestic state-owned enterprises. At this point, has clearly thought and solved the theory supporting problem that CLRC is carrying out the restructuring and reshuffling.In the Chapter Three, taking environment analysis of restructuring and reshuffling as a focal point, expounds the strategy position of CLRC restructuring and reshuffling. Since CLRC consisted of separated and restructured CLF. CLF completely lost "Sanguinific function" because of products and history objective reasons and so on. It only depended on CLRC to solve the problems of employees, wages, and various fees. Practically, policy bankruptcy process of CLF directly affects the restructuring and reshuffling of CLRC. From reality, because trade system problems, product problems, history burden of CLF, company managing problems etc. have made CLRC be difficult situation all along since CLRC was established, it is only way out for CLRC to restructure a system, reshuffle itself, turn losses into profits and lift out of the poverty, implement new developing strategy. Through analyzing trade characteristics of railway locomotive & rolling and its parts, on the analysis of being directed against macro-development and micro-development environment that CLRC is in the condition, this thesis proposes big four kinds of relationship which CLRC need to deal with during restructuring and reshuffling. And expounds strategic orientation for restructuring the system and reshuffling company from the four angles of function, estate, economic strength, propertyright individually, concludes that the strategic orientation under future system and development pattern is a phase developing process from the discussion, CLRC of being as a subsidiary of CNR. In the near future, CLRC will be a corporation system enterprise of locomotive parts trade, which'CLRC will have state-owned exclusive investment, integration of production and marketing, mainly for producing and operating locomotive parts, developing marketing demand products conformed to marketing as a supplement. As deepening of reforming system, finally it will transiently become a core enterprise relying on main engine of CNR, and it will be a specialized joint stock system enterprise producing important parts of railway locomotives and cars, which CLRC will be state-owned holdings, property diversity, integration of production and sale and research.In the operative practice of regroup SOEs and restructure, the choice for the model of restructuring system and reshuffling the company will be the key and core. The influence of different restructuring models on real profits is not same to future profits which are these main bodies involving profit (investors, managing departments, managers, staff and workers, creditors, etc.) To choose what kind of restructuring model means to select what kind of direction of reform, what kind of future of reform, and to settle the institution foundation of the enterprise after restructuring. In the Chapter Four, analyzes and expounds model choices of restructuring the system and reshuffling the company mainly to be directed against CLRC. One is to compare and analyze several general models directed against that domestic state-owned enterprises summed up in the practice of restructuring and reshuffling, which models are: restructuring the whole system once only; combining restructuring the whole system and separating additional part from main part; separated restructure and reshuffle and so on. Summarizes the features, and the types adapt to a enterprise as well as focal point problem to be solved respectively. The otherone is to propose that the separated restructuring and reshuffle of CLRC has possessed real conditions of achieving success based on the strategy premise that the product structure resource of CNR is at best composed, and on the basis of the strategy direction for the restructuring and reshuffle of CNR — the parent company of CLRC. Then analyzes and proves the model of separated restructuring and reshuffle by using Transaction Cost theory, and in theory supports its rationalization and feasibility by taking Harter's basic enterprise model.CLRC after all emerged from the womb of an old state-owned enterprise having 50 year history. CLF, its mother body, incurred loss over a long time. It led to an inevitable bankruptcy of CLRC. But auxiliary enterprise left will still become a heavy burden. While the strategy of restructuring and reshuffle in CLRC was carried out, it is a necessary road for CLRC to make marketability progress separating auxiliary enterprise from the main enterprise. Also separating auxiliary enterprise is that the nation allows an enterprise to pay reforming cost by using state-owned pure assets; it is the last property resource in solving historical left problems of state-owned enterprises by drawing on the nation economic accumulation. Strategic thinking of restructuring auxiliary enterprise should plan and implement on the strategic thinking of restructuring and reshuffle for main enterprise. Restructuring of auxiliary enterprise is on the premise that if the main enterprise succeeds in restructuring and reshuffling the company (CLRC). It is strong urgent. In Chapter Five, simultaneously puts forward basic countermeasures using for restructuring and reshuffle of CLRC: to adjust inside managing system; to draw distinctions further in accordance with the boundary of enterprises; to form product development department run independently; to update and upgrade target types according to technology and product; and to enlarge target types of the enterprise itself scale; to implement the restructuring and reshuffle which is of a joint stock system of property...
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