【正文】 of the economic、human culture、geographical and political environment of the pany and the existing situation of motor fuel market and retail market is made, based on which a future market trend is forecast and market demand and supply is estimated. An integrated building program and management methodology for motor fuel retail network of Sinopec Fujian Petroleum Product pany is put forward.An integrated building program and management methodology for motor fuel retail network is summarized as follows: Effective measures should be taken to connect the service stations of our pany into a network。 Household Management Responsibility System for stations in rural area. Adoption of different management methodology depends on the location、sales volume、operation scale and management difficulty of the service stations.Aiming at characteristics of service stations’ operation, bining customers’ value orientation and the writer’s working experience, the principle of customers’ value and satisfaction for service stations’ operation is summarized by the writer as “2Q2S2C” principleQuality + Quantity + Service + Speed + Convenience + Clean. The management system with “customer service” as a precondition will not only guarantee that the customers are supplied with product with sufficient quantity and good quality, but also guarantee that the customers get excellent services. The highest customer delivered value can be obtained and customers’ loyalty can be strengthened to achieve the continuable development.3. In order to improve the capital management brought by payment by cash or oil bill and enhance the efficiency of collection and management of basic data and provide timely and accurate information to management level and stabilize the integrity and petitiveness of retain network, there is an imperative demand for establishing an IC card network of service stations to provide “service of all chain stations with one card in hand”. Entry into IC card network will upgrade the management of the service stations system from the management based on experience to modern management, thus providing solid basis to managers in making decisions on marketing strategy 、product structure and volume Adjustment. The closed independent operation of single service station can be transformed to systematic integrated operation and management. Both efficiency and benefit can be advanced through improved management. Quality and efficiency of outward service can be promoted through the modernization and standardization of inside management to reinforce the integral strength and satisfy customers’ demand with good service and make best profit.4. With keen petition of service stations, profit brought by sales of oil product has bee lower and lower in view of long term market development. The importance of non oil product has gradually emerged in view of development of service stations in developed countries and the current situation. Their marginal benefit will bee equivalent to, even exceed the oil product. Therefore, the future service station will turn into a convenience service area with prehensive service.The investment benefit of asset in service stations such as land、building and facilities can be fully exploited by providing non oil product service in service stations. It will facilitate the improvement of service of gas stations and petitiveness of the enterprise and the upgrade of image of the brand. It is also a demand of the pany’s participating in international petition.A basic principle and primary thinking of developing non oil product marketing has been proposed in the thesis by making an analysis of the evolution of non oil product business in service stations in Germany and bining the situation of China and existing situation of our pany. It is a subject which deserves further discussion and research.SUBJECT WORDS: Motor Fuel, Retail Network, Construction amp。但由于舊中國漫長封建制度的束縛和生產(chǎn)力的限制，地下石油資源未能得到順利開發(fā)，“貧油國”和“洋油”的概念一直延續(xù)到二十世紀(jì)五十年代后期才有所改變。二、產(chǎn)銷合一體制的建立和發(fā)展1983年，中國石油化工總公司宣告成立，商業(yè)部石油局及其直屬單位成建制劃歸中國石油化工總公司，中國石油化工總公司對石油產(chǎn)品的產(chǎn)、供、銷實行統(tǒng)一管理、統(tǒng)一經(jīng)營。2. 1992年以后，石油產(chǎn)品的計劃管理品種大大減少，石油市場基本放開，計劃外采購成為石油銷售企業(yè)進貨的主要手段。這一階段石油體制的重大重組改革，標(biāo)志著我國石油管理體制走向了一個全新的發(fā)展階段。福建省海域遼闊，海岸線長達(dá)3300多公里，居全國第2位，有大小島嶼1400多個，較大港灣22處，可建萬噸深水泊位。目前，福建正在實施“十五”計劃和2010年遠(yuǎn)景目標(biāo)規(guī)劃，在區(qū)域發(fā)展布局上，將以廈門經(jīng)濟特區(qū)為龍頭，加快閩東南的開放與開發(fā)。預(yù)計到2030年，福建將建成“三縱四橫”高速公路網(wǎng)，通車?yán)锍虒⑦_(dá)到3234公里，全省70%左右的縣（市）都將通上高速公路,這一切為福建省的油品消費奠定了堅實的基礎(chǔ)。根據(jù)國家計委提出的“中華人民共和國國民經(jīng)濟和社會發(fā)展第十個五年計劃及2010年遠(yuǎn)景目標(biāo)綱要”，未來十年國民經(jīng)濟的發(fā)展速度（GDP增長率）在7％左右，以2000年油品表觀消費量為基準(zhǔn)，對中國未來十年的油品需求量進行預(yù)測：成品油需求預(yù)測成品油品種2000年2005年2010年汽油消費量（萬噸）355541404821柴油消費量（萬噸）6700881011586煤油消費量（萬噸）74010091377合計（萬噸）109951396017784三、福建省油品消費狀況解放后，由于福建地處東南沿海，與臺灣隔海相望，一直以來戰(zhàn)爭的威脅導(dǎo)致福建經(jīng)濟特別是工業(yè)的發(fā)展較為緩慢。預(yù)測福建省未來10年GDP增長目標(biāo)：20012005年為9%，20062008年為8%，20092010年為7％。在此基礎(chǔ)上，結(jié)合上述車輛保有量的預(yù)測結(jié)果，對未來十年福建省汽、柴油零售量進行預(yù)測如表圖所示：全省汽、柴油消費量預(yù)測油品消費量主要由車用油和非車用油兩部分構(gòu)成，由于車用油屬于終端消費，故上述油品零售量的預(yù)測可看作是車用油部分。二、油庫數(shù)量截止到2001年底，全省擁有在用油庫75座，總庫容約107萬立方米，其中中石化39座，庫容量56萬立方米；中石油9座，庫容量18萬立方米；其他社會經(jīng)營單位油庫27座，庫容量約33萬立方米。隨著時間的推移、市場的發(fā)展和企業(yè)自身條件的成熟度，某個時期內(nèi)可能要加強某個措施的實施力度。參照國外先進的管理模式及國內(nèi)其他省市公司的優(yōu)秀管理經(jīng)驗，結(jié)合福建的實際情況，在全省全面推行了加油站的“三種管理模式”，一年多的實際檢驗證明，此改革方案還是比較切實有效的。所有問題的癥結(jié)在于現(xiàn)行加油站管理體制和管理辦法已不適應(yīng)于當(dāng)前的競爭，我們雖然花了很大代價對加油站進行技改和裝修，并開展了達(dá)標(biāo)創(chuàng)星工作，但并沒有從內(nèi)在上解決問題，沒有從體制上解決問題，沒有從根本上調(diào)動員工及站長的主觀能動性來解決問題。按照集團公司的加油站管理規(guī)范要求，核定加油站的銷售指標(biāo)，分配上實行聯(lián)量計酬，核定費用指標(biāo)，對費用指標(biāo)實行全獎全賠。216。216。用人權(quán)是指站長有權(quán)根據(jù)公司的定員，在一定的范圍內(nèi)選擇員工，對日常表現(xiàn)不好、違反紀(jì)律且屢教不改的員工，有權(quán)將其退回公司；分配權(quán)是指站長對員工的收入、獎勵部分有一定的分配權(quán)。加油站管理責(zé)任制模式適用范圍：國道、省道上競爭較為激烈的、特別是與系統(tǒng)外加油站短兵相接的、銷量增長潛力較大的大型、特大型加油站。獎懲措施：公司每月根據(jù)加油站的實際銷量支付費用，聯(lián)量計酬、費用包干。同時適當(dāng)拉開站長與員工的收入差距。核定時要考慮各站的水價差異。第二節(jié) 福建省成品油零售網(wǎng)絡(luò)發(fā)展策略一、福建省零售網(wǎng)絡(luò)現(xiàn)狀分析現(xiàn)有加油站網(wǎng)絡(luò)分析1）站數(shù)統(tǒng)計福建省內(nèi)，中國石化現(xiàn)有加油站站數(shù)約785座，自有全資站約為600座，在各城市中的分布如下表。216。在調(diào)查之前做大量的資料分析，研究關(guān)于人口、道路、土地、法規(guī)、建筑規(guī)劃、交通流量、汽車數(shù)量、各品牌類型加油站數(shù)量等主要因素在未來5年內(nèi)的大致走向和構(gòu)成。 調(diào)查核實業(yè)務(wù)區(qū)域的土地性質(zhì)第六步：制訂規(guī)劃方案。尤其在福建，由于加油站的建設(shè)已經(jīng)超過了省內(nèi)需求，故這種過渡體現(xiàn)的更為明顯。 對于現(xiàn)有的年銷量在2000噸以下的加油站，應(yīng)結(jié)合油站的盈虧數(shù)據(jù)，進行詳細(xì)評估，充分挖掘市場潛力。物流網(wǎng)絡(luò)分析1）網(wǎng)絡(luò)規(guī)劃的步驟公司應(yīng)根據(jù)最大范圍、最大限度利用福建煉油廠和盡可能降低配送費用的原則來優(yōu)化物流網(wǎng)絡(luò)，具體規(guī)劃過程可分5個步驟：第一步：識別區(qū)域范圍，計算區(qū)域內(nèi)油庫