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基于EVA的中国石油企业集团投资决策及管理机制研究
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摘要
在国资委对中央企业实施EVA业绩考核的背景下,以价值最大化管理目标为指导,研究石油企业集团投资决策的机理,构建基于EVA的投资决策和管理机制,形成着眼长远的石油资源价值提升具有特别重要的指导意义。
     在对国内外相关研究成果进行文献综述的基础上,针对已有研究的不足,从价值、风险、增长这三个维度出发,对中国石油企业集团的投资决策问题进行了深度研究,主要的贡献体现在以下方面:
     第一,在分析内外部环境的基础上,根据石油企业集团投资决策的目标,论证EVA用于投资决策的机理,进而根据投资决策与价值、风险波动的相关性,建立石油企业集团包括价值、风险与增长三个维度在内的EVA投资决策研究框架。
     第二,构建基于EVA的投资价值管理。以EVA价值驱动因素分析为桥梁,建立包括价值分析、价值改善、价值控制、价值激励四个阶段在内的价值管理环,整合财务战略、投资预算与融资策略,不仅满足投资决策的基本需要,更能实现投资的战略控制要求。
     第三,研究基于EVA的投资风险分析。根据生命周期各阶段不同的管理需求,将风险分析方法应用到反映真实价值的EVA指标中来量化风险,做出更加灵活、准确的决策:基于实物期权方法测度EVA现金流的波动性,研究最佳投资时机的确定问题;基于风险承受力进行不确定环境约束下资源的分析与配置,解决最优投资组合等战术性资本预算问题等。
     第四,分析中国石油企业集团的投资现状,构建基于熵权-TOPSIS方法的对标模型,对投资决策的效果进行评价,进而指出提高投资决策效率的主要途径,转变经济发展方式,促进经济结构调整,实现可持续发展。
     第五,借助预算管理信息平台,结合年度的经营战略、投资重点及各种可能的环境变化等因素对投资价值的影响,构建中国石油企业集团包括运行机制、控制机制、激励机制、风险管理机制在内的价值管理机制,实现业务流、资金流、信息流和人力资源流的有机整合。
Under the background of EVA-based performance evaluation conducted by State Assets Administration Committee, it is of great importance for petroleum enterprise groups to study the mechanism of investment decision under the guidance of value maximization objectives. Research framework of EVA-based investment decision and its management mechanism are required, so that value enhancement of petroleum resources in the long run is formed.Therefore, on the basis of literature review at home and abroad, owing to the shortcomings of existing research, indepth research on investment decision of petroleum enterprise groups is conducted from three strategic dimensions of value, risk, growth. The main contributions are as follows:
     Firstly, according to the objective of investment decision for petroleum enterprise groups, theory of EVA-based investment decision is illustrated, which proves relevance of investment decision with value and risk, and further establish framework of EVA-based petroleum enterprise groups’investment decisions including three dimensions of value, risk and growth.
     Secondly, EVA-based investment value measurement and management is illustrated. On the basis of EVA value drivers, value management cycle including value analysis, value improvement, value control, value incentive stages are established. Through the integration of financial strategy, investment budget and financing strategy, not only the needs of investment decisions are met, the requirements of strategic control are also achieved.
     Thirdly, EVA-based risk analysis techniques are studied. According to different management requirements during different lifecycle stages, risk analysis methods are applied into the EVA indicator that can truly reflect investment value, so as to make more flexible and accurate investment decision: EVA-based volatility analysis of investment cash flows by real option method is measured and optimal investment timing is thereafter determined; allocation of resources constrained by uncertainty is conducted based on investment risk tolerance, better addressing the optimal portfolio and other tactical capital budget problems.
     Fourthly, according to the current situation of oil companies, benchmarking model based on entropy-TOPSIS is constructed to evaluate the efficiency of investment decision. Furthermore, main improvement approaches are pointed out, promoting transformation of economic development and economic restructuring to achieve sustainable development.
     Fifthly, by virtue of budget management information platform, the value management including operating mechanism, control mechanism, incentive mechanism and risk management mechanism is constructed, combined with the impact of yearly business strategy, investment priorities and a variety of possible environmental changes and other factors on the investment value at the same time. Therefore, service flow, cash flow, information flow and human resources flow are organically integrated.
引文
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