摘  要
20世纪50年代到70年代，为了降低成本，获取更大的市场份额，美国汽车企业逐渐采取纵向一体化战略，由整车生产向零部件制造延伸，通过控制原材料采购、零部件制造、整车生产与销售等汽车产业链的整个过程，节约了交易费用，降低了零部件供应的不确定性，提高了自身竞争力。但是，20世纪80年代以后，消费者对汽车的需求呈现出多样化趋势，汽车更新换代的周期越来越短，企业之间的竞争越来越激烈，一个企业很难承担整个产业链上所有产品的研发与生产费用，越来越多的企业开始放弃纵向一体化战略，把零部件生产部门逐步剥离出来，只专注于自己核心业务的生产与经营，走专业化发展道路。
由于历史原因，我国汽车企业被动的走了一条纵向一体化道路，大型汽车企业在发展过程中逐步建立各种零部件厂为自己的整车厂配套。在过去，纵向一体化模式对我国汽车产业的发展壮大起到了积极的作用，但随着外部环境的变化，它影响了零部件部门和整车厂利用规模经济，专注于核心业务，提高各自的竞争优势，对我国汽车产业的发展呈现出越来越多的负面作用。汽车企业要想做大做强，就要加快完成整车生产与零部件生产之间的分离与相互独立，适当的将部分零部件转为外购。卡宴多少钱
比亚迪股份有限公司成立于1995年2月，成立之初，比亚迪主要业务为镍镉充电电池的研发、生产与销售。1997年开始涉足镍氢充电电池和锂离子充电电池业务，经过8年发展，2002年比亚迪成功建立
三大核心业务：镍镉、镍氢和锂离子充电电池，在该年度分别在全球二次充电电池市场上排名第一、第二、第三名，成为中国第一、全球第二的二次充电电池制造商。2003年比亚迪收购秦川汽车有限责任公司进入汽车行业，2005年9月其第一款车F3在国内陆续上市,2007年6月F3总销量突破10万辆，成为最快突破10万辆的自主品牌车型。
比亚迪汽车迅速发展并跻身国内主流汽车厂商阵营关键在于开发出低成本、高品质的产品，创造了竞争对手难以模仿的性价比优势。在产品开发上，比亚迪汽车运用模仿创新的策略—通过研究成熟畅销的车型，将其分解，大量采用非专利技术，在此基础上建立起自己的开发平台，覆盖众多车型，大幅降爱卡 上海
低了研发成本。在生产模式上，比亚迪汽车采用“人工+夹具”的办法，把自动化生产线分解为很多半自动化的环节，对于较为复杂的制造过程，通过细分，将其拆分成为可以控制的生产环节，然后针对性的开发设备，充分利用劳动力成本低的优势，建立起低成本的制造工艺技术。在零部件供应上，比亚迪汽车采取纵向一体化生产模式，能够自己生产的零部件就不外包，几乎所有零部件均由自己研发生产，节约了大量的交易成本、沟通成本、运输成本，控制了利润的外流，大幅降低了零部件的生产成本。在产品营销上，比亚迪汽车采取全国巡回上市，在精准定位的基础上实施有效的推广策略，实现了精准销售，从而大大降低了营销费用的浪费。
与其他汽车企业不同，比亚迪汽车采用纵向一体化的生产模式，自主生产车身、发动机、空调、灯具、安全带、安全气囊、倒车雷达等大部分零部件，号称“生产玻璃、轮胎和钢板之外的所有汽车零件”。
比亚迪汽车选择纵向一体化的发展模式有其特殊的内外部原因。内部原因主要有以下三点：首先，2003年，比亚迪汽车开发出的第一款“新车”由于外购零部件价格高，日本企业开发的车型不符合市场需求被抛弃。经历了这次失败，比亚迪汽车需要降低零部件采购成本，同时缩短设计周期。其次，比亚迪在IT产业上通过整合上下游产业链取得了巨大的成功，比亚迪认为可以把其成功的经验复制到汽车产业。第三，为控制更多资源，提高自身地位与薪酬，比亚迪内部人有纵向一体化的动力。外部原因包括以下两点：一是因为比亚迪汽车成立初期规模小，不到质优价廉的零部件供应商，而且，一流的汽车零部件厂大都有主机厂背景，没有多余的产能给比亚迪配套。二是，比亚迪与各地政府关系也比较密切，容易拿到政府补助和银行贷款。
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纵向一体化的发展模式在比亚迪汽车特定的发展阶段起到了很多积极的作用：第一，纵向一体化的生产模式，很好的支撑了比亚迪汽车的成本领先战略，使其年销量迅速超过40万辆，跻身国内主流汽车厂商阵营，赢得了进一步发展的资源及时间。第二，缩短了比亚迪汽车开发新车型的时间，保证了零部件的及时供应。第三，在新能源汽车领域，比亚迪通过整合上下游资源，形成竞争壁垒；在IT产业和汽车产业之间共享各种资源，协调管理，形成协同效应。第四，利用了IT产业技术及闲置产能，进
奔驰房车图片一步降低了成本，也使比亚迪汽车相对于其他自主品牌更“智能化”。
比亚迪汽车
但是，任何战略的实施都有正反两方面的影响，比亚迪汽车纵向一体化模式在取得上述优势的同时也产生了很多负面的影响：首先，提高了固定资产投资，增加了经营风险，加大了退出成本，也增加了管理成本。其次，弱化了公司内部的竞争和激励，零部件质量难以保证。第三，独自承担所有零部件的研发，丧失选择高效合作伙伴的机会。第四，汽车销量增长放缓时，公司各项成本费用无法向上游分摊，成本费用率上升，影响公司利润。第五，随着中国劳动力成本上升，比亚迪在新能源汽车领域研发的不断投入，纵向一体化模式对降低成本的贡献越来越小。
目前，比亚迪汽车在电动汽车领域、在模具设计制造、动力总成研发生产、汽车智能化领域都有着竞争对手无法超越的核心竞争力，结合比亚迪汽车的核心竞争力，针对其纵向一体化模式存在的问题，比亚迪汽车可以采取以下措施对其进行改进：消减纵向一体化环节，外包非核心、非关键零部件业务，突出核心竞争力；供应链引入竞争机制确保零部件及时供应与产品质量；持股汽车产业链下游销售企业，减少由于销量下滑对其盈利的影响；采取有效的激励措施，留住员工，同时采取措施将个人能力内化到组织能力中，不断创新，增强企业的核心竞争力。
关键词：比亚迪；汽车生产；纵向一体化
Abstract
The last 50s-70s, in order to reduce cost, improve market share, American automobile manufacturers took vertical integration strategy successively, and involved parts manufacturing aside from manufacturing automobiles, which save the trade costs, lower the uncertainty of parts supply, and enhance own competitiveness on the basis of controlling the raw materials purchase, manufacturing parts, manufacturing and selling automobiles etc complete process of automobile industry chain. However, after the 1980s, as the demand for cars of the customers tends to be diversified, the cycle of the updating of cars become shorter and shorter, the competition among automobile manufacturers have become increasingly fierce, it is hard for automobile manufacturers to undertake the costs of research and production for all products in the industry chain, and more and more enterprises began to give up vertical integration strategy and get rid of the manufacturing parts departments, to focus on the production and operation of the core business, and take the way of professional development.
Because of historical reasons, China's automobile enterprises passively take a way of vertical integration, and the large-scale automobile enterprises gradually set up all kinds of parts factories in their development process to match their own automobile manufacturing. In the past, the vertical integration model has played an active role on the development and growth for China's automobile in
dustry, however, with the change of the outer environment, more and more negative effects arise in the development process of China’s automobile industry because the vertical integration model influence the parts departments and the usage scale economies of automobile factories, as well as focus on the core business to improve their own competitive advantage. If automobile enterprises want to become bigger and stronger, they have to accelerate to accomplish the separation and mutual independence between the automobile production and parts manufacturing, to properly transfer the partly parts
as outsourcing.
BYD Co., LTD. (hereinafter referred to as BYD) was founded in February 1995. At the beginning of its establishment, BYD mainly engaged in research and development, production and sales of nickel-cadmium battery and involved in 1997 years into the NIHM rechargeable battery and lithium-ion rechargeable battery. After eight years of development, BYD successfully established three core businesses: nickel cadmium, NIHM and lithium-ion rechargeable battery in 2002, which respectively ranked first and second, and the third in the global secondary rechargeable battery of the year, and to be the first in China, the second global secondary rechargeable battery manufacturer. In 2003,BYD purchased Qin chuan Automobile Co., Ltd., started to move into automobile industry. The f
irst car F3 launched successively in the domestic market in September 2005, and the total sales exceed one hundred thousand cars in June 2007 to become the fastest independent brands automobile exceeded one hundred thousand cars’ sales.
The key that BYD developed rapidly and became the domestic mainstream automobile manufacturer is to develop low cost and high quality products, to create cost-effective advantage competitors are difficult to imitate. In the product development, BYD take the strategies of the imitation innovation-to research the popular cars, to analyze it into components, to adopt a large number of the non-patent technology program. On this basis, BYD establishes its own development platform that including many automobile models to greatly reduce the cost of research and development. In production mode, BYD adopt "artificial + fixture" measures, splits the automatic production line into a lot of semi-automatic links; for more complex manufacturing processes, through the subdivision, split them into the controllable production links, and then develop the targeted equipment to make full use of the advantage of low labor costs, to develop the low cost manufacturing process technology. In parts supply, BYD take the production mode of vertical integration, i.e. they themselves can produce the parts which will not be outsourcing, almost all parts are researched and produced by themselves so as to save a lot of transaction cost, the communication cost, transportation costs, to control its profits outflows, sharply
锋范汽车