Equipment Bases Need GPS
□ 本刊记者 / 王云建 译 / 覃珧 Reporter / Wang Yunjian Translator / Qin Yao 
来源：《石油与装备》/ 振威石油网





　　数据显示，截至今年5月份，石油石化设备全行业规模以上企业数量已上升至1367家，较4月份新增16家，较去年同期增长25.76%。其中石油钻采设备行业企业新增14家，增速最快。 

　　与此形成鲜明对比的是另一组数据：中国石油装备行业产量居世界前五位，但总体规模只相当于美国的五分之一、日本的四分之一、德国的三分之一，且至今尚无一家企业进入世界500强。
 
　　中国石油和石油化工设备工业协会常务副理事长赵志明对本刊记者说：“尽管我国已是石油装备制造企业数量最多的国家，而且取得API认证的中国企业已超过700家。但从全球视角来看，目前中国并不是制造强国，只能算是制造大国。” 

装备制造差距有原因 

　　作为支柱产业之一的石油装备工业，与中国石油发展尚存在相当距离。原因何在？ 

　　赵志明说，“在制造能力与技术服务两方面，我国石油装备制造业与国外企业总体上差距很大。研发投入少、创新能力不强、经营管理落后、企业信息化迟缓等都是重要原因。” 

　　目前国内大多数制造企业的研发投入占其营收的2%，5%的很少；而国外制造企业的研发费用是国内企业的数倍，而且已进入“科技创新—营收增加—持续投入—科技创新”这一良性发展循环。
 
　　“投入少的同时，国内制造企业在前瞻性、新产品上的研发少，创新能力不强。”他分析原因说，大多数制造企业目前热衷于“短平快”的科研开发，却忽视基础、前沿性的研究；倾向于外延式发展，却忽视内涵式发展。因为没有形成长远发展的技术储备，只能“吃老本”。 

　　哈尔滨工业大学管理学院齐中英副院长认为，“当前，技术是制约我国石油装备制造产业发展的最大的因素。单纯靠技术引进或技术合作，都不能从根本上解决产业发展的问题。” 

　　“我们制造企业决策者中，学过经济、管理，读过MBA的人还不是很多。”赵志明认为，除了技术因素之外，与现代企业发展不符合的、落后的经营管理理念、方法等，同样制约了石油装备制造产业的发展。 

兼并重组促基地发展 

　　“俯视全球，在资源重组方面，国外制造公司大的资源重组在上世纪末、本世纪初已基本结束，而相比之下，目前我国石油装备制造基地的发展还处于初级阶段，大的资源重组才刚刚开始。”赵志明说。
 
　　齐中英指出，目前几个区域发展石油装备制造产业的想法趋同，许多产品和市场重迭，竞争的正面冲撞在早期将不可避免。但他认为，资源只要按市场机制去配置，兼并别人或被别人兼并效果是一样的，都会取得共赢的效果。否则，再好的资源最终也将丧失其价值。 

　　成立于1862年National Oilwell-Varco是目前全球最大的石油钻井设备供应商，是美国财富500强之一。其前身National Oilwell 从1996年开始集团化扩张，先后并购了国际石油装备领域多家知名企业，2001年，与兰州兰石集团合资成立兰州兰石国民油井石油工程公司，公司规模实力和影响力迅速扩张。2007年，该公司销售收入达到150亿美元。国外装备制造业的发展经验值得国内借鉴。 

良性竞争实现可持续发展 

　　目前我国石油装备制造基地可谓“四处开花”，但同时面临市场竞争和可持续发展问题。 

　　“我国石油装备制造基地发展目前还不够快，同时，在基地发展定位上缺乏全球视野。不管是某个区域，还是某个系统，都要站在全球视角思考企业发展问题，比如制造成本、市场空间、人均营收、运营管理、企业规划等。在此基础上，做大做精并做强，才能谈及国际竞争力。”赵志明认为，各基地应瞄准高端技术研发、高附加值产品制造上，而不能搞低水平不合理的重复建设项目，或者一味追求“大陆货”产品的集群式发展，如果按后者发展，将很难实现基地产业升级和保持基地之间的良性竞争。
 
　　“形成一种良性的竞争，关键是参与竞争的人应当都知道自己能够干什么、不能够干什么，干什么能够干的比别人好，什么事是自己虽然可以干，但不如别人干的好。做自己最擅长的事，就一定是最有效率和最有竞争力的事。同时，也给别人留下了发展空间。”齐中英副院长说。 

　　对于我国石油装备制造基地的科学和可持续发展，齐中英副院长指出了三点：一是地方政府和主管部门要搭好台但不唱戏。产业竞争力的形成是以企业竞争力为基础的，要实现石油装备制造产业的可持续发展，地方政府必须努力培育企业的竞争力，同时少一些行政干预。二是技术创新要成为企业的长期行为。制造企业必须形成以高端、核心技术为支撑的企业竞争力。三是提升全球化经营能力。石油装备制造业的发展必须要走向世界，要特别重视提升开拓国际市场的能力和经营管理能力。
 
　　专家一致认为，要实现石油装备制造业基地的跨越式发展，必须“全球定位”，任何时候都要有全球视角的发展观。美、日两国制造企业的经验值得我国企业学习。

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.


链接——

1．三大区域基地发展规划及目标
东营 现有制造企业主要集中在东营经济开发区、胜利工业园等工业园区。计划到“十一五”末实现营收300亿元；到2010年，营收将达到3000亿元。 

盘锦 盘锦石油高新技术产业园将划分为钻井装备制造区、采油装备制造区、石油专用管材加工区等8个专业区域。预计2010年，石油装备制造业产值达到300亿元，到2015年，将达到1000亿元。“建成后，五年内初步实现石油高新技术研究发展中心目标，十年内基本垄断国内石油勘探、开发行业的高新技术成果。” 

大庆 大庆经济开发区将陆续建设高新区、铁人工业园区装备制造产业园区，还将打造乘风庄、王家围子、龙凤三个专业化生产基地。2010年，装备制造业将实现营收100亿元至150亿元；到2015年达到300亿元；到2025年达到600亿元。 

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萨斯州，本世纪初，因油而兴起，现在是美国能源和石化工业中心，在开采、加工、运输、市场开发、服务、供应及技术等方面都处于领先地位。该地区集中了5000多家与能源相关的公司。全美油气上市公司前200强中，有45家总部设在这里。其制造业在全美位列第7。