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1、摘 要LD集团层面计划运营管理研究 姓名：富裕, 学校：北京大学医学部 联系方式：13552521607 摘 要十八大报告中把优化产业结构、推进产业结构战略性升级作为推进经济结构调整的重要内容，给地产产业带来了前所未有的发展机遇期。在经历了多年的缺乏有效管理的产业成长之后，产业地产将迎来新的时期。产业地产企业将快速扩张，同时管理更多的项目，多项目、跨地区开发是企业发展的必然趋势。由此带来企业管理层级增多、管理半径变长；竖向管理层级之间、横向业务部门之间、横向与纵向管理线之间交叉的沟通、协调、管理、监控更加复杂。如果不能有效解决，会造成企业运营管理效率低下，无法体现出规模化的优势。计划运营管理体
2、系作为企业重要管理向导是本文研究的重点。通过建立有效的计划运营管理体系来保障公司有序、高效的快速发展，实现公司的经营目标。为了确保LD集团健康、高效的快速发展，本文以LD集团计划运营管理体系为例，研究LD集团计划运营管理体系的建立过程。结合LD集团的项目特点、战略方向、管理目标等因素，研究万科、万达等行业标杆企业，确定计划运营管理体系的理论基础。LD集团计划运营管理体系包括计划管理工具的设计、项目计划编制、项目计划过程监控、项目计划考核。LD集团在建立计划运营管理体系后，在计划编制阶段合理分配集团资源，编制科学合理的计划；在计划执行阶段，有效监控计划的执行情况，并将偏离计划的工作拉回到正常轨迹
3、上来；在项目完成阶段，对整个产业地产开发过程实行行之有效的考核激励。产业地产除内部管理提升需求外，还要面临国家对行业产业政策、金融政策、土地政策调整不可控风险因素等问题。因此LD集团引入对项目开发进行全过程、全维度管理的工具项目管理驾驶舱作为计划运营管理体系落地的工具，以此来规避风险因素和提升企业核心竞争力。LD集团通过计划运营管理体系的应用提升了计划节点完成率、规避了开发风险，为企业的快速、可持续发展奠定良好的基础，对同等规模的产业地产企业有着一定的借鉴意义。关键词：产业地产，集团管控，计划运营，体系，建设AbstractAbstractEighteen big report to opti
4、mize the industrial structure, promote industrial structure strategic upgrade as the important content of promoting the adjustment of economic structure, together with some of the industrys development plan is disclosed, brings to the Industrial real estate development opportunity. After years of wi
5、ld groLDh, real estate industry will usher in a golden age. The rapid expansion of industrial real estate companies, while managing more projects, multi-project, regional development is the inevitable trend of enterprise development.The company has rapid scale expansion, with more projects to operat
6、e. This brings more management level between headquarters, regional, and projects; longer management radius; more complex communication, coordination, management, monitoring between vertical management level, horizontal business sectors, vertical and horizontal business cross sectors. If theres no e
7、ffectively solution, it will lead to low operations management efficiency and unable to reflect the scale advantages.As an important management tool for enterprises, the planning and management system is the focus of this paper. Through the establishment of an effective plan management system to ens
8、ure the orderly and efficient development of the company, the companys business objectives.In order to ensure the healthy and efficient development of LD group, this paper takes the LD group planning management system as an example to study the process of establishing the LD group planning operation
9、 management system. Combined with the project characteristics, strategic direction, management objectives and other factors of LD group, the research on the benchmarking enterprises, such as Vanke, Wanda, determine the theoretical basis of the planned operation management system. LD group plans to r
10、un the management system, including the design of the planning management tool, project planning, project planning process monitoring, project planning assessment. LD group in the establishment of the plan management system, in the planning phase of the allocation of resources, the establishment of
11、scientific and reasonable plan; in the implementation of the plan, the implementation of effective monitoring and control plan, and will deviate from the plan to return to the normal track. Industrial real estate in addition to improve the needs of internal management, but also facing the countrys i
12、ndustrial policy, financial policy, land policy adjustment is not controllable risk factors and other issues. So LD group introduced the whole process of project development, the full dimension management of the project management system as a tool for the management of the project management system,
13、 in order to avoid the risk factors and enhance the core competitiveness of enterprises. LD group through the application of the plan management system to improve the rate of the planned nodes, to avoid the development of risk, for the rapid and sustainable development of enterprises to lay a good f
14、oundation for the same size of the industry has a certain reference value.Key Words: Industrial real estate,Group control, plan management, system, constru目 录目 录摘 要IAbstractIII第一章 绪 论11.1 研究背景与意义11.2 国内外研究现状31.3 研究内容与方案51.4 研究目标与成果6第二章 计划运营管理的基础理论研究72.1计划运营管理理论72.1.1计划运营管理的概念72.1.2计划运营管理的内容72.2计划运营管
15、理的意义82.3计划运营管理的行业发展现状92.3.1计划运营管理现状92.3.2计划运营管理发展趋势102.3.3 计划运营管理中所存在的问题102.4 本章小结11第三章 LD集团计划运营管理存在问题分析123.1 LD集团公司简介、产业地产项目特点123.1.1 LD集团简介123.1.2 LD集团产业地产项目特点133.2 LD集团计划运营管理体系现状143.2.1 LD集团计划运营管理体系建立的目的143.2.2 LD集团计划运营管控模式153.2.3 LD集团计划运营实施情况153.2.4 LD集团计划运营管理执行时存在问题173.3 本章小结21第四章 LD集团计划运营管理体系设计方案224.1标杆企业计划运营管理体系研究224.1.1万达地产计划运营管理模式224.1.2万科地产计划运营管理模式254.1.3标杆企业经验借鉴264.2LD集团计划运营管理体系搭建思路与原则274.2.1LD集团计划运营管理体系搭建思路274.2.2 LD集团计划运营管理体系搭建原则294.3LD集团计划运营管理体系设计294.3.1项目开发工作分解294.3.2项目开发标准周期314.3.3计划运营会议体系设计32
