Competition Strategy And Process Planning In Blasting Enterprise

Engineering blasting plays an important role in the national economic construction service.With a sustained and steady development in the national economy, and constantly increase in infrastructure construction scale,for example construction,transportation,water conservancy, raw materials, The blasting industry make a rapid market progress; By the influence of the related policies, the industrial enterprise expand to blasting service, blasting enterprise begin to consolidation and expand the scale,the service object (customer), competition and survival environment of the blasting enterprise takes a great changes. In this case, the blasting enterprise management system is facing the huge challenge:how to make a develop strategy according to their own resources, what kind of business model should be adobted? how to carry on the management and optimization the process system? This paper will introduce the latest and applicable management theory in blasting enterprise, deal with challenges blasting enterprise faced, in order to improve the market competition of blasting enterprises.This paper first summarizes the new problems and environment of the blasting enterprise, in order to grasp new characteristics as the blasting industry begin to transform and upgrade. Apply’five competitive forces’model and PEST external environmental analysis tool to analyzes the blasting enterprise development opportunities and challenges, advantages and disadvantages in the industrial chain from the internal and external environment; Apply method of SWOT strategic analysis, the paper proposes several development strategy, and thus establish the management mode providing direction for process reengineering. Secondly, using porter’s value chain theory to establish the value chain model of blasting enterprise providing analysis platform for process reengineering. Put hammer (M.H ammer) and money than (J.C hampy) process reengineering theory as the guiding ideology, combined with the blasting value chain model and the blasting characteristics of the industry, probe into the basic problems of process planning, then establish blasting industry process system, and carry on the concrete analysis, redesign blasting business processes, draw the process function chart and the core step instructions, and on this basis, make the "flattening" improvement in organization structure.Finally, introduce ERP (Enterprise Resource Planning) information system, making process, organization, information constitute a complete process management system, to ensure that the new process operation more efficient. Through the above research, this paper get the following conclusion and suggestion:1) Blasting enterprise usually put more recourses in technology not in management. The common project management pattern does not adapt to the new market and competition environment; Technology innovation and management innovation is equally important in blasting industry2) It is suitable to choose differentiation strategy and’design+safety management’business model for blasting enterprise of great technical force.3) Choose’blasting equipment production-blasting design and construction-ballast detonation dig’integration development strategy for blasting enterprise group.4) According to the blasting productivity elements and combining ways, it is thought that the blasting hole construction take a lot fund, have a low technology content and it costs a lot of manpower and material resources however does’t create value, when drilling machine transfer different places, so large blasting enterprise should implement outsourcing in drilling construction, the enterprise is mainly responsible for drilling construction management.5) As the security is extremely important, blasting enterprise should set up the blasting equipment management and risk assessment process, in order to improve the safety of blasting operation.6) In order to improve the contracting ability, blasting enterprise should strengthen brand and qualification management, summarizing negotiation experience activities.7) With the expansion of the scale, adopt flat organization structure to improve the management efficiency.8) Introduce ERP information system, taking a role of catalyst in process reengineering, making the process reengineering quickly achieve the purpose.