Equipment Bases Need GPS
□ 本刊記者 / 王云建 譯 / 覃珧 Reporter / Wang Yunjian Translator / Qin Yao 
來源：《石油與裝備》/ 振威石油網





　　數據顯示，截至今年5月份，石油石化設備全行業規模以上企業數量已上升至1367家，較4月份新增16家，較去年同期增長25.76%。其中石油鉆采設備行業企業新增14家，增速最快。 

　　與此形成鮮明對比的是另一組數據：中國石油裝備行業產量居世界前五位，但總體規模只相當于美國的五分之一、日本的四分之一、德國的三分之一，且至今尚無一家企業進入世界500強。
 
　　中國石油和石油化工設備工業協會常務副理事長趙志明對本刊記者說：“盡管我國已是石油裝備制造企業數量最多的國家，而且取得API認證的中國企業已超過700家。但從全球視角來看，目前中國并不是制造強國，只能算是制造大國。” 

裝備制造差距有原因 

　　作為支柱產業之一的石油裝備工業，與中國石油發展尚存在相當距離。原因何在？ 

　　趙志明說，“在制造能力與技術服務兩方面，我國石油裝備制造業與國外企業總體上差距很大。研發投入少、創新能力不強、經營管理落后、企業信息化遲緩等都是重要原因。” 

　　目前國內大多數制造企業的研發投入占其營收的2%，5%的很少；而國外制造企業的研發費用是國內企業的數倍，而且已進入“科技創新—營收增加—持續投入—科技創新”這一良性發展循環。
 
　　“投入少的同時，國內制造企業在前瞻性、新產品上的研發少，創新能力不強。”他分析原因說，大多數制造企業目前熱衷于“短平快”的科研開發，卻忽視基礎、前沿性的研究；傾向于外延式發展，卻忽視內涵式發展。因為沒有形成長遠發展的技術儲備，只能“吃老本”。 

　　哈爾濱工業大學管理學院齊中英副院長認為，“當前，技術是制約我國石油裝備制造產業發展的最大的因素。單純靠技術引進或技術合作，都不能從根本上解決產業發展的問題。” 

　　“我們制造企業決策者中，學過經濟、管理，讀過MBA的人還不是很多。”趙志明認為，除了技術因素之外，與現代企業發展不符合的、落后的經營管理理念、方法等，同樣制約了石油裝備制造產業的發展。 

兼并重組促基地發展 

　　“俯視全球，在資源重組方面，國外制造公司大的資源重組在上世紀末、本世紀初已基本結束，而相比之下，目前我國石油裝備制造基地的發展還處于初級階段，大的資源重組才剛剛開始。”趙志明說。
 
　　齊中英指出，目前幾個區域發展石油裝備制造產業的想法趨同，許多產品和市場重迭，競爭的正面沖撞在早期將不可避免。但他認為，資源只要按市場機制去配置，兼并別人或被別人兼并效果是一樣的，都會取得共贏的效果。否則，再好的資源最終也將喪失其價值。 

　　成立于1862年National Oilwell-Varco是目前全球最大的石油鉆井設備供應商，是美國財富500強之一。其前身National Oilwell 從1996年開始集團化擴張，先后并購了國際石油裝備領域多家知名企業，2001年，與蘭州蘭石集團合資成立蘭州蘭石國民油井石油工程公司，公司規模實力和影響力迅速擴張。2007年，該公司銷售收入達到150億美元。國外裝備制造業的發展經驗值得國內借鑒。 

良性競爭實現可持續發展 

　　目前我國石油裝備制造基地可謂“四處開花”，但同時面臨市場競爭和可持續發展問題。 

　　“我國石油裝備制造基地發展目前還不夠快，同時，在基地發展定位上缺乏全球視野。不管是某個區域，還是某個系統，都要站在全球視角思考企業發展問題，比如制造成本、市場空間、人均營收、運營管理、企業規劃等。在此基礎上，做大做精并做強，才能談及國際競爭力。”趙志明認為，各基地應瞄準高端技術研發、高附加值產品制造上，而不能搞低水平不合理的重復建設項目，或者一味追求“大陸貨”產品的集群式發展，如果按后者發展，將很難實現基地產業升級和保持基地之間的良性競爭。
 
　　“形成一種良性的競爭，關鍵是參與競爭的人應當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。做自己最擅長的事，就一定是最有效率和最有競爭力的事。同時，也給別人留下了發展空間。”齊中英副院長說。 

　　對于我國石油裝備制造基地的科學和可持續發展，齊中英副院長指出了三點：一是地方政府和主管部門要搭好臺但不唱戲。產業競爭力的形成是以企業競爭力為基礎的，要實現石油裝備制造產業的可持續發展，地方政府必須努力培育企業的競爭力，同時少一些行政干預。二是技術創新要成為企業的長期行為。制造企業必須形成以高端、核心技術為支撐的企業競爭力。三是提升全球化經營能力。石油裝備制造業的發展必須要走向世界，要特別重視提升開拓國際市場的能力和經營管理能力。
 
　　專家一致認為，要實現石油裝備制造業基地的跨越式發展，必須“全球定位”，任何時候都要有全球視角的發展觀。美、日兩國制造企業的經驗值得我國企業學習。

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——

1．三大區域基地發展規劃及目標
東營 現有制造企業主要集中在東營經濟開發區、勝利工業園等工業園區。計劃到“十一五”末實現營收300億元；到2010年，營收將達到3000億元。 

盤錦 盤錦石油高新技術產業園將劃分為鉆井裝備制造區、采油裝備制造區、石油專用管材加工區等8個專業區域。預計2010年，石油裝備制造業產值達到300億元，到2015年，將達到1000億元。“建成后，五年內初步實現石油高新技術研究發展中心目標，十年內基本壟斷國內石油勘探、開發行業的高新技術成果。” 

大慶 大慶經濟開發區將陸續建設高新區、鐵人工業園區裝備制造產業園區，還將打造乘風莊、王家圍子、龍鳳三個專業化生產基地。2010年，裝備制造業將實現營收100億元至150億元；到2015年達到300億元；到2025年達到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，本世紀初，因油而興起，現在是美國能源和石化工業中心，在開采、加工、運輸、市場開發、服務、供應及技術等方面都處于領先地位。該地區集中了5000多家與能源相關的公司。全美油氣上市公司前200強中，有45家總部設在這里。其制造業在全美位列第7。