Equipment Bases Need GPS
□ 本刊記者 / 王云建 譯 / 覃珧 Reporter / Wang Yunjian Translator / Qin Yao
來(lái)源：《石油與裝備》/ 振威石油網(wǎng)
數(shù)據(jù)顯示，截至今年5月份，石油石化設(shè)備全行業(yè)規(guī)模以上企業(yè)數(shù)量已上升至1367家，較4月份新增16家，較去年同期增長(zhǎng)25.76%。其中石油鉆采設(shè)備行業(yè)企業(yè)新增14家，增速最快。
與此形成鮮明對(duì)比的是另一組數(shù)據(jù)：中國(guó)石油裝備行業(yè)產(chǎn)量居世界前五位，但總體規(guī)模只相當(dāng)于美國(guó)的五分之一、日本的四分之一、德國(guó)的三分之一，且至今尚無(wú)一家企業(yè)進(jìn)入世界500強(qiáng)。
中國(guó)石油和石油化工設(shè)備工業(yè)協(xié)會(huì)常務(wù)副理事長(zhǎng)趙志明對(duì)本刊記者說(shuō)：“盡管我國(guó)已是石油裝備制造企業(yè)數(shù)量最多的國(guó)家，而且取得API認(rèn)證的中國(guó)企業(yè)已超過(guò)700家。但從全球視角來(lái)看，目前中國(guó)并不是制造強(qiáng)國(guó)，只能算是制造大國(guó)。”
裝備制造差距有原因
作為支柱產(chǎn)業(yè)之一的石油裝備工業(yè)，與中國(guó)石油發(fā)展尚存在相當(dāng)距離。原因何在？
趙志明說(shuō)，“在制造能力與技術(shù)服務(wù)兩方面，我國(guó)石油裝備制造業(yè)與國(guó)外企業(yè)總體上差距很大。研發(fā)投入少、創(chuàng)新能力不強(qiáng)、經(jīng)營(yíng)管理落后、企業(yè)信息化遲緩等都是重要原因。”
目前國(guó)內(nèi)大多數(shù)制造企業(yè)的研發(fā)投入占其營(yíng)收的2%，5%的很少；而國(guó)外制造企業(yè)的研發(fā)費(fèi)用是國(guó)內(nèi)企業(yè)的數(shù)倍，而且已進(jìn)入“科技創(chuàng)新—營(yíng)收增加—持續(xù)投入—科技創(chuàng)新”這一良性發(fā)展循環(huán)。
“投入少的同時(shí)，國(guó)內(nèi)制造企業(yè)在前瞻性、新產(chǎn)品上的研發(fā)少，創(chuàng)新能力不強(qiáng)。”他分析原因說(shuō)，大多數(shù)制造企業(yè)目前熱衷于“短平快”的科研開(kāi)發(fā)，卻忽視基礎(chǔ)、前沿性的研究；傾向于外延式發(fā)展，卻忽視內(nèi)涵式發(fā)展。因?yàn)闆](méi)有形成長(zhǎng)遠(yuǎn)發(fā)展的技術(shù)儲(chǔ)備，只能“吃老本”。
哈爾濱工業(yè)大學(xué)管理學(xué)院齊中英副院長(zhǎng)認(rèn)為，“當(dāng)前，技術(shù)是制約我國(guó)石油裝備制造產(chǎn)業(yè)發(fā)展的最大的因素。單純靠技術(shù)引進(jìn)或技術(shù)合作，都不能從根本上解決產(chǎn)業(yè)發(fā)展的問(wèn)題。”
“我們制造企業(yè)決策者中，學(xué)過(guò)經(jīng)濟(jì)、管理，讀過(guò)MBA的人還不是很多。”趙志明認(rèn)為，除了技術(shù)因素之外，與現(xiàn)代企業(yè)發(fā)展不符合的、落后的經(jīng)營(yíng)管理理念、方法等，同樣制約了石油裝備制造產(chǎn)業(yè)的發(fā)展。
兼并重組促基地發(fā)展
“俯視全球，在資源重組方面，國(guó)外制造公司大的資源重組在上世紀(jì)末、本世紀(jì)初已基本結(jié)束，而相比之下，目前我國(guó)石油裝備制造基地的發(fā)展還處于初級(jí)階段，大的資源重組才剛剛開(kāi)始。”趙志明說(shuō)。
齊中英指出，目前幾個(gè)區(qū)域發(fā)展石油裝備制造產(chǎn)業(yè)的想法趨同，許多產(chǎn)品和市場(chǎng)重迭，競(jìng)爭(zhēng)的正面沖撞在早期將不可避免。但他認(rèn)為，資源只要按市場(chǎng)機(jī)制去配置，兼并別人或被別人兼并效果是一樣的，都會(huì)取得共贏的效果。否則，再好的資源最終也將喪失其價(jià)值。
成立于1862年National Oilwell-Varco是目前全球最大的石油鉆井設(shè)備供應(yīng)商，是美國(guó)財(cái)富500強(qiáng)之一。其前身National Oilwell 從1996年開(kāi)始集團(tuán)化擴(kuò)張，先后并購(gòu)了國(guó)際石油裝備領(lǐng)域多家知名企業(yè)，2001年，與蘭州蘭石集團(tuán)合資成立蘭州蘭石國(guó)民油井石油工程公司，公司規(guī)模實(shí)力和影響力迅速擴(kuò)張。2007年，該公司銷售收入達(dá)到150億美元。國(guó)外裝備制造業(yè)的發(fā)展經(jīng)驗(yàn)值得國(guó)內(nèi)借鑒。
良性競(jìng)爭(zhēng)實(shí)現(xiàn)可持續(xù)發(fā)展
目前我國(guó)石油裝備制造基地可謂“四處開(kāi)花”，但同時(shí)面臨市場(chǎng)競(jìng)爭(zhēng)和可持續(xù)發(fā)展問(wèn)題。
“我國(guó)石油裝備制造基地發(fā)展目前還不夠快，同時(shí)，在基地發(fā)展定位上缺乏全球視野。不管是某個(gè)區(qū)域，還是某個(gè)系統(tǒng)，都要站在全球視角思考企業(yè)發(fā)展問(wèn)題，比如制造成本、市場(chǎng)空間、人均營(yíng)收、運(yùn)營(yíng)管理、企業(yè)規(guī)劃等。在此基礎(chǔ)上，做大做精并做強(qiáng)，才能談及國(guó)際競(jìng)爭(zhēng)力。”趙志明認(rèn)為，各基地應(yīng)瞄準(zhǔn)高端技術(shù)研發(fā)、高附加值產(chǎn)品制造上，而不能搞低水平不合理的重復(fù)建設(shè)項(xiàng)目，或者一味追求“大陸貨”產(chǎn)品的集群式發(fā)展，如果按后者發(fā)展，將很難實(shí)現(xiàn)基地產(chǎn)業(yè)升級(jí)和保持基地之間的良性競(jìng)爭(zhēng)。
“形成一種良性的競(jìng)爭(zhēng)，關(guān)鍵是參與競(jìng)爭(zhēng)的人應(yīng)當(dāng)都知道自己能夠干什么、不能夠干什么，干什么能夠干的比別人好，什么事是自己雖然可以干，但不如別人干的好。做自己最擅長(zhǎng)的事，就一定是最有效率和最有競(jìng)爭(zhēng)力的事。同時(shí)，也給別人留下了發(fā)展空間。”齊中英副院長(zhǎng)說(shuō)。
對(duì)于我國(guó)石油裝備制造基地的科學(xué)和可持續(xù)發(fā)展，齊中英副院長(zhǎng)指出了三點(diǎn)：一是地方政府和主管部門要搭好臺(tái)但不唱戲。產(chǎn)業(yè)競(jìng)爭(zhēng)力的形成是以企業(yè)競(jìng)爭(zhēng)力為基礎(chǔ)的，要實(shí)現(xiàn)石油裝備制造產(chǎn)業(yè)的可持續(xù)發(fā)展，地方政府必須努力培育企業(yè)的競(jìng)爭(zhēng)力，同時(shí)少一些行政干預(yù)。二是技術(shù)創(chuàng)新要成為企業(yè)的長(zhǎng)期行為。制造企業(yè)必須形成以高端、核心技術(shù)為支撐的企業(yè)競(jìng)爭(zhēng)力。三是提升全球化經(jīng)營(yíng)能力。石油裝備制造業(yè)的發(fā)展必須要走向世界，要特別重視提升開(kāi)拓國(guó)際市場(chǎng)的能力和經(jīng)營(yíng)管理能力。
專家一致認(rèn)為，要實(shí)現(xiàn)石油裝備制造業(yè)基地的跨越式發(fā)展，必須“全球定位”，任何時(shí)候都要有全球視角的發(fā)展觀。美、日兩國(guó)制造企業(yè)的經(jīng)驗(yàn)值得我國(guó)企業(yè)學(xué)習(xí)。
Data showed that by May this year, the amount of petroleum and petrochemical equipment enterprises has risen to 1,367, of which 16 enterprises increased in April, with a growth of 25.76 percent compared with the same period last year. For instance, PetroChina has kept the fastest growth with the creation of 14 new enterprises in petroleum drilling equipment industry.
Compared with the above, another set of data says that the output of China’s petroleum equipment industry takes top-5 in the world, but the total scale only equals to one-fifth of America, one-quarter of Japan and one third of Germany. And none of the enterprises had yet ranked in the world’s TOP-500 list so far.
Zhao Zhiming, Deputy Chairman of China Petroleum and Petrochemical Equipment Industry Association said, “Although most of the petroleum equipment manufactures are located in China, and over 700 of those are approved by API. From a global perspective, China is just a large manufacturing country, but not that strong. The petroleum equipment manufacturing bases need GPS to develop fast."
Strength gap for reasons
As one of the pillar industries, the petroleum equipment industry has a considerable distance with China’s Petroleum. Why?
Zhao said, "The overall level of China's manufacturing capacity and technical services still has a long way to go compared with some developed Western countries, for the reasons of less R & D investment, weak innovation, backward management and information etc. "
Qi Zhongying, vice-president of administrative department of Harbin Institute of Technology said, "At present, technology is the biggest obstacle to the development of China’s equipment manufacturing industry. Simply relying on technology introduction and technical cooperation, the problem can not be solved in a fundamental way."
"How many Chinese decision-makers in manufacturing enterprises major in management and economy? Have they received MBA education? "Zhao said, in addition to the technical factor, the backward management concepts and methods are also the restrictive factors for the development of petroleum equipment manufacturing industry.
Reorganization promoting the development of manufacturing bases
"Overlooking the global manufacturing companies, in respect of restructuring resources, foreign manufacturing companies have basically finished the major restructures in the last century and the beginning of this century, in comparison, the current development of China’s oil equipment manufacturing bases is still in the initial beginning stage of resources reorganization." Zhao said.
Founded in 1862, National Oilwell-Varco is the largest supplier of oil drilling equipment in the world and one of the America Fortune 500 Companies. It was established as National Oilwell, since 1996, it has started to expand and buy several well-known international oil field equipment enterprises. In 2007, its sales revenue reached U.S. 15 billion dollars. The experience of foreign equipment manufacturing enterprises can be used for the reference to the development of the domestic manufacturing industry.
"At present, the China's oil equipment manufacturing bases do not develop in a rapid way, in addition, the target of the bases lack GPS." Zhao thought, all the equipment manufacturing bases should be aimed at the research & development of high-quality technology and high value-added products, to achieve industrial upgrading and maintain healthy competition in various bases.
Achieving sustainable
development by positive competition
Currently, China's oil equipment manufacturing bases boom overall, but at the same time, they are all facing the market competition and sustainable development issues. To specialize in what they can do best certainly be the most efficient and competitive. At the same time, others are given room to grow. " The vice president Qi said.
He believes that as long as the resources configured according to the market mechanism, the merging activities of enterprises will achieve win-win results. Otherwise, even the best resources will lose the value ultimately.
Zhao said, whatever for a region or a certain system, the international competitiveness comes from the global perspective of enterprises’ development issues, such as manufacturing costs, market space, per capita revenue, operations management, corporate planning etc. Only on this basis, can we talk about the international competitiveness.
In respect of the scientific and sustainable development of China's oil equipment manufacturing bases, Qi pointed out: First, local governments should strive to foster the competitiveness of enterprises and take less administrative intervention. Second, the technological innovation of enterprises should be a long-term behavior. Third, China’s equipment manufacturing industry has to enhance the globalization of business viability and management capacity to develop in the international market.
Experts agree that the prompt solution of GPS is necessary in oil equipment manufacturing bases at any times. We should have a global vision and perspective on the development. The successful experience of manufacturers in U.S. and Japan is worthy of referencing.
鏈接——
1．三大區(qū)域基地發(fā)展規(guī)劃及目標(biāo)
東營(yíng) 現(xiàn)有制造企業(yè)主要集中在東營(yíng)經(jīng)濟(jì)開(kāi)發(fā)區(qū)、勝利工業(yè)園等工業(yè)園區(qū)。計(jì)劃到“十一五”末實(shí)現(xiàn)營(yíng)收300億元；到2010年，營(yíng)收將達(dá)到3000億元。
盤錦 盤錦石油高新技術(shù)產(chǎn)業(yè)園將劃分為鉆井裝備制造區(qū)、采油裝備制造區(qū)、石油專用管材加工區(qū)等8個(gè)專業(yè)區(qū)域。預(yù)計(jì)2010年，石油裝備制造業(yè)產(chǎn)值達(dá)到300億元，到2015年，將達(dá)到1000億元。“建成后，五年內(nèi)初步實(shí)現(xiàn)石油高新技術(shù)研究發(fā)展中心目標(biāo)，十年內(nèi)基本壟斷國(guó)內(nèi)石油勘探、開(kāi)發(fā)行業(yè)的高新技術(shù)成果。”
大慶 大慶經(jīng)濟(jì)開(kāi)發(fā)區(qū)將陸續(xù)建設(shè)高新區(qū)、鐵人工業(yè)園區(qū)裝備制造產(chǎn)業(yè)園區(qū)，還將打造乘風(fēng)莊、王家圍子、龍鳳三個(gè)專業(yè)化生產(chǎn)基地。2010年，裝備制造業(yè)將實(shí)現(xiàn)營(yíng)收100億元至150億元；到2015年達(dá)到300億元；到2025年達(dá)到600億元。
2．著名“油城”休斯敦制造基地
始建于1836年的休斯敦位于德克薩斯州，本世紀(jì)初，因油而興起，現(xiàn)在是美國(guó)能源和石化工業(yè)中心，在開(kāi)采、加工、運(yùn)輸、市場(chǎng)開(kāi)發(fā)、服務(wù)、供應(yīng)及技術(shù)等方面都處于領(lǐng)先地位。該地區(qū)集中了5000多家與能源相關(guān)的公司。全美油氣上市公司前200強(qiáng)中，有45家總部設(shè)在這里。其制造業(yè)在全美位列第7。
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