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1999年4月1日,酝酿已久的英国 B P-Amoco 石油公司合并计划正式对外宣布。合并采取股权置换的方式,两公司合并方案的总金额将达268亿美元,这是继美孚-埃克森合并以来石油能源行业最大的合并方案。根据计划,两公司的合并将于2000年年初完成。笔者通过对 B P-Amoco 公司的管理决策支持系统的接触和了解,发现其 GFO 管理运作模式极具特色,由此引发了关于我国国有企业管理决策支持系统动作模式的思考。一、BP-Amoco 公司 GFO 管理概述
April 1, 1999, the long-awaited British B P-Amoco oil company merger officially announced. Merger to take equity replacement, the total amount of merger between the two companies will reach 26.8 billion US dollars, which is following the Mobil - Exxon merger since the largest oil and energy industry merger program. According to the plan, the merger of the two companies will be completed in early 2000. Through the contact and understanding of B P-Amoco's management decision support system, the author finds that GFO's management mode of operation is very distinctive, which leads to thinking about the mode of operation of state-owned enterprise's decision support system in our country. First, BP-Amoco GFO management overview