【正文】 率。從而提高企業(yè)的綜合競爭力。養(yǎng)豬企業(yè)管理者的任務(wù)應(yīng)是：在 企業(yè)內(nèi)部建立有利于創(chuàng)新的機(jī)制、形成鼓勵(lì)創(chuàng)新的良好企業(yè)文化， 盡可能釋放全場員工的潛能，挖掘員工潛力。豬場內(nèi)部核心競爭力的構(gòu)建于培育的關(guān)鍵在于：在爭取有利的發(fā)展 環(huán)境和機(jī)遇的同時(shí)，努力培育自身的有競爭力的產(chǎn)品和品牌，不斷發(fā)展專有技術(shù)、培養(yǎng)造就一支有開拓精神和創(chuàng)新能力的重要方式。在畜牧獸醫(yī)技術(shù)人員中開展技術(shù)創(chuàng)新活動(dòng)，在各管理層、業(yè)務(wù)、營銷人員中開展管理創(chuàng)新、組織創(chuàng)新、市場創(chuàng)新活動(dòng)、在豬場全體員工中開展崗位創(chuàng)新建議活動(dòng)，通過創(chuàng)新建議活動(dòng) 激發(fā)員工的創(chuàng)新精神和意識(shí)，為豬場核心競爭力的培育奠定基礎(chǔ)。在養(yǎng)豬行業(yè)中，廣東白石豬 場、深圳農(nóng)牧公司在豬場管理中都采用“賽馬機(jī)制”，激發(fā)員工的創(chuàng)新精神，想法設(shè)法提高生產(chǎn)水平和產(chǎn)品質(zhì)量，避免遭受末位淘汰。白石豬場更以“科技興企、管理創(chuàng)新”做為企業(yè)發(fā)展的動(dòng)力，培養(yǎng)員工的創(chuàng)新精神、開發(fā)員工的創(chuàng)新能力，真正地提高企業(yè)的競爭力和發(fā)展?jié)摿Α? （六）創(chuàng)造獨(dú)特的企業(yè)價(jià)值鏈，保持企業(yè)的戰(zhàn)略優(yōu)勢 價(jià)值鏈?zhǔn)侵匾钠髽I(yè)理論之一，它將企業(yè)看作 各種相互分離但彼此相關(guān)的生產(chǎn)職能的集合。價(jià)值鏈的形成集中在這些活動(dòng)如何創(chuàng)造價(jià)值、是什么決定成本，并給企業(yè)相關(guān)大的自由來決定這些活動(dòng)的形成和結(jié)合，企業(yè)價(jià)值鏈不僅包括如何創(chuàng)造價(jià)值、 降低成本等因素，還包括企業(yè)文化和價(jià)值觀念。 再次，合理設(shè)計(jì)企業(yè)供應(yīng)鏈。供應(yīng)鏈?zhǔn)侵复笮推髽I(yè)通過標(biāo)準(zhǔn)化的生產(chǎn)，將零部件生產(chǎn)或生產(chǎn)過程的部分環(huán)節(jié)外包給其它廠家，從而形成大企業(yè)與外包企業(yè)之間的關(guān)系網(wǎng)。公司在制定經(jīng)營戰(zhàn)略時(shí)，必須將具有戰(zhàn)略意義的 供應(yīng)鏈決策納入考慮范圍，合理設(shè)計(jì)供應(yīng)鏈，對(duì)企業(yè)核心競爭力的構(gòu)造具有非凡的作用。如廣東長江集團(tuán)公司擁有種豬、飼料廠和屠宰肉聯(lián)廠，負(fù)責(zé)廣東臺(tái)山的肉類供應(yīng)，年供應(yīng)量需 100萬頭，而長江集團(tuán)商品豬的生產(chǎn)規(guī)模并沒有 100萬頭，但他們采用“外包策略”，將大部分商品豬的生產(chǎn)環(huán)節(jié)交給當(dāng)?shù)仞B(yǎng)豬場 和專業(yè)戶完成，提供種苗和飼料，訂立供銷合同，回收商品豬統(tǒng)一屠宰供應(yīng)市場。 （七）提高企業(yè)的反應(yīng)能力和運(yùn)作效率，爭取成為競爭中的領(lǐng)先者 企業(yè)的反應(yīng)能力是指“企業(yè)在恰當(dāng)?shù)臅r(shí)間內(nèi) 對(duì)重要時(shí)間、機(jī)會(huì)和外部威脅做 出有意識(shí)的反應(yīng)已獲得或保持競爭優(yōu)勢的能力”。在信息時(shí)代、反應(yīng)快的企業(yè)吃反應(yīng)慢的企業(yè)，而不是規(guī)模大的吃規(guī)模小的，提高企業(yè)的反應(yīng)能力和運(yùn)作效率，才能成為競爭的真正贏家！在信息時(shí)代以前，一個(gè)企業(yè)的成功模式可能是：規(guī)模 +技術(shù)=成功，但是在信息時(shí)代，企業(yè)管理不是簡單的技術(shù)開發(fā)、產(chǎn) 品生產(chǎn)；二是要能夠及時(shí)掌握市場形勢的變化和消費(fèi)者的新需求，及時(shí)做 出相應(yīng)得反應(yīng)，適應(yīng)市場需求。比如前段時(shí)間玉米價(jià)格大幅度上漲，小麥價(jià)格偏低，反應(yīng)較快的養(yǎng)豬企業(yè)抓住時(shí)機(jī)，立即調(diào)整飼料 配方，使用部分小麥代替玉米，從而降低了生產(chǎn)成本；而一些反應(yīng)慢的大型養(yǎng)豬企業(yè)，面對(duì)飼料市場的變化，還在觀望和所謂的“研究”，但利潤卻下降甚至虧本。 （八）適時(shí)調(diào)整豬場的經(jīng)營管理重點(diǎn)，在競爭中求生存、求發(fā)展 企業(yè)在生命周期的不同階段其戰(zhàn)略的重點(diǎn)、經(jīng)營與管理的內(nèi)容有所不同。作為養(yǎng)豬企業(yè)在創(chuàng)業(yè)期應(yīng)重點(diǎn)抓內(nèi)部生產(chǎn)管理，鼓勵(lì)艱苦奮斗，向員工描繪企業(yè)美好的前景，增強(qiáng)創(chuàng)業(yè)信心；青春期重點(diǎn)是 拓展市場空間；成熟期重點(diǎn)是鞏固市場；貴族期和官僚期重點(diǎn)是對(duì)企業(yè)內(nèi)部管理進(jìn)行改革，發(fā)起第二次創(chuàng)業(yè)， 改變現(xiàn)狀，提高工作效率，減少各種負(fù)擔(dān)，提高市場反應(yīng)能力，使企業(yè)繼續(xù)保持活力。養(yǎng)豬企業(yè)的管理者必須根據(jù)豬場生命周期的不同階段和環(huán)節(jié)的變化適時(shí)地調(diào)整豬場的戰(zhàn)略重點(diǎn)和經(jīng)營管理重點(diǎn)，才能使本企業(yè)在入世后能生存和發(fā)展，如果不分析自身所處生命周期的哪一階段，去噢也發(fā)展得各個(gè)階段都采用幾乎相同的策略，其結(jié)果必然是導(dǎo)致失敗。 三、 結(jié)束語 當(dāng)然結(jié)構(gòu)養(yǎng)豬企業(yè)核心競爭力的因素還不止上述各方面，而核心競爭力的構(gòu)造，不是 以上因素的簡單疊加，而 是將它們有機(jī)融合，是各種因素相互影響、相互滲透，形成一股強(qiáng)大的合力。 培育挖掘企業(yè)的核心競爭力是關(guān)系到養(yǎng)豬企業(yè)生死存亡的大事，沒有核心競爭力，就不可能有持久的競 17 爭優(yōu)勢，沒有競爭優(yōu)勢，就不可能與實(shí)力強(qiáng)大的競爭對(duì)手抗衡。企業(yè)要發(fā)展，就必須有 生存和發(fā)展的優(yōu)勢和動(dòng)力，種豬企業(yè)要在風(fēng)云變幻的種豬市場上立足，必須制定周密的經(jīng)營策略，根據(jù)市場的變化，以變應(yīng)變，不斷創(chuàng)新，先走一步，率先形成強(qiáng)有力的競爭優(yōu)勢，核心競爭力是養(yǎng)豬企業(yè)在競爭環(huán)境下的一柄利劍。 ＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊ 新生 仔 豬灌 注“糖”液有益 對(duì)于任何出生體重的仔豬，產(chǎn)后母豬 護(hù) 理和 初乳的攝取至關(guān)重要。出生體重輕的仔豬機(jī)體能量儲(chǔ)存較少，如果出生后不獲得足夠的營養(yǎng)，可能發(fā)生低血糖病。研究表明，向體重較輕的仔豬胃中灌注 碳 水化合物（如右旋糖），可以提高其成活率。而出生體重較大的仔豬不需要額外護(hù)理和額外補(bǔ)糖也可以較好地存活。蔗糖等食品糖會(huì)引起新生 仔 豬嚴(yán)重腹瀉或死亡，因此不能用作 乳豬糖源，而葡萄糖（水解玉米淀粉、右旋糖）是乳豬較好的碳水化合物豆粨源。 Production Plans For Modern Pig Farms 候大 衛(wèi) 亞衛(wèi)畜牧新技術(shù)（廣州）有限公司 Modern, intensive pig production units must be established and managed in a manner that will allow them to 2 goals. Firstly, they are based on a Continuous Production Program. The objective is to produce and sell a similar number of pigs each week, every week, as efficiently and economically as possible. Secondly, they are based on a Technical Management Program. This needs to provide the capability to acmodate, in fort, the required number of pigs in all stages of production to meet output targets and to achieve acceptable levels of pig performance and production efficiency on sustainable basis. 1. Continuous Production Program. The first units designed on CPP were developed in Europe in the 1960’s. The concept rapidly evolved to the stage by the mid 1970’s where the bined planning of unit design and pig management program is done together and they are based on the same principles of Weekly Pig Flow and Weekly Production Control. This continues to the basis of Western Pig Unit Design. (see diagram) 2. Technical Management Program Pig units being built in China today are still based on Traditional, ReActive .Disease Control Requirements. Realizing that the “Disease Doesn’t Matter” philosophy is not correct has been a costly learning experience for many farms. There is now a much wider understanding that the approach we must take is “Health is Important”: . ProActive Disease Control. This must be applied equally to both the pig production unit design and to the ongoing pig management program. The challenge isHow can we apply this, in practice, to pig production in China？ We can go a long way towards achieving this, by developing a prehensive business plan BEFORE the first shovel of dirt is turned. 18 Currently, a business plan for a pig farm consists of: Budgeted Production and Financial Standards, Pig Population BuildUp, Estimate of Capital Requirements, 5Year Cash Flow and Profitability Calculations. However, there are 4 other items of major significance to the success of the business, that need to be incorporated into a Comprehensive Business Plan. Taking this approach of planning our business well BEFORE spending lots of money will not guarantee success, but by NOT doing so will put us in the position of lot greater risk of failure. Firstly, we must have a Realistic Marketing Strategy. Production is being capitally intensive. We cannot afford to just produce pigs and expect to sell them to make a profit and/or return on capital (and time) invested. We must base our business on Market Oriented ProductionNOTProduction Oriented Marketing. 1. What is our target marketbreeding pigs, slaughter pigs, feeder pigs, local/export market, green pork, etc.? 2. Do we need, and can we get, a marketing contract? 3. Do we want to be part of an integrated program? Answer:Pork Chain/Type of Pig/Maximizing Price Opportunity (see diagram) Secondly, we must have a clear and prehensive Breeding Program Design. 1. What is our target market and what are preferred geics to meet the requirements? 2. How can we initially populate the farm with clean (healthy) breeding stock? are we going to maintain the herd size, keep it healthy, and keep geic initiative? Answer:Closed Herd Policy (CHM)/AI/Isolated Quarantine (IQ) (see diagram) There are still too many farms that plete the construction and then start to look for a source of breeding animals. This is way too late. Planning this aspect as the LAST step instead of the FIRST step (or worse still, not planning it at all) sign