Strategicdefinition
Humanresourcesrefertothenecessarylaborcapacity,includingthenumberandqualityofthepopulationcapableofperformingmilitaryservice.Naturalresourcesincludelandresources,mineralresources,waterresources,biologicalresources,andmarineresources.
Artificialresourcesarematerialsdevelopedandprocessedbyhumans,includingproductionmaterialsandconsumptionmaterials.Thestatusofstrategicresourcesisdeterminedbyfactorssuchasthecountry'sgeographiclocation,landarea,populationquality,topographyandgeologicalstructure,andwhetheritcanbereasonablydeveloped,transported,reserved,distributed,andconsumed.Itisthematerialbasisforpreparingandconductingwars,determinesthepotentialabilityofacountrytosupportwars,anddirectlyaffectstheprocessandoutcomeofwars.Itisalsoanimportantbasisforformulatingnationalandmilitarystrategies.
Whendeterminingastrategicattemptinwartime,itmustbebasedontheactuallimitsthatstrategicresourcescanprovide.Strategicattemptstoexceedthelimitsofstrategicresourceswillinevitablyreducetheabilitytocontinuethewarandeventuallyleadtothedefeatofthewar.
Historicaldevelopment
Thestructureofstrategicmaterialsasanimportantpartofhumanresourceshaschangedindifferenthistoricalperiodswiththedevelopmentofproductivity,scienceandtechnology,andwar.IntheSecondWorldWar,duetothelarge-scaleuseofaircraft,tanks,automobiles,andshipsonthebattlefield,oiloccupiesanimportantpositioninstrategicmaterials,andalsobroughtaboutnewchangesinthedevelopment,storage,useandstructureofstrategicresources.
Afterthewar,modernweaponsandequipmentsuchasmissiles,nuclearweapons,militarysatellites,spaceshuttles,andnuclear-poweredsubmarinesappeared.Strategicresourcesexpandedfromgeneralferrousmetals,non-ferrousmetals,andfossilfuelstonumerousraremetals,Rareelementsaregraduallydevelopingfromnaturalresourcestosyntheticrawmaterials.Humanresourcesareanimportantpartofstrategicresourcesandabasicconditionforwar.Inmodernhigh-techwars,theimprovementofpopulationqualityandtherationalizationofpopulationstructureplayanevenmoreimportantroleinhumanresources.
AftertheSecondWorldWar,industrialdevelopedcountrieshaverapidlyincreasedtheirconsumptionofstrategicresources,andtheirdependenceonforeignresourceshasincreased.Theyhavetightenedtheircontrolovertheworld’sresourceproductionareasandlaunchedfiercestrategiesworldwide.Competitionforresources.Withtherapiddevelopmentofscienceandtechnology,thestructureofstrategicresourceswillinevitablyundergonewchanges:inadditiontosteel,iron,copper,andaluminum,plastics,ceramics,andsupermetalswillbecomeimportantstrategicmaterials,andrenewablestrategicresourceswillGraduallyincrease.Nuclearenergy,solarenergy,andgeothermalenergywillbewidelyused.
Informationresourcesandspaceresourceswillbecomeimportantstrategicresourcesandwillbefurtherdevelopedandutilized.Thestrategicresourcedevelopmentareawillexpandfromlandtosea.Thestatusofhumanresourcesismoreprominent,especiallythedevelopmentofintellectualresourceswillbehighlyvalued.
Introductiontoresources
Enterprisestrategicresourcesrefertothesumofhuman,financial,andmaterialresourcesusedbyanenterpriseforstrategicactionsandtheimplementationofitsplans.Thisalsoincludestimeandinformation,becausetheyareintangible,sotheyarerarelypaidattentionto.Undercertainconditions,timeandinformationmaybecomekeystrategicresourcesthataffecttheimplementationofcorporatestrategies.Thesestrategicresourcesofenterprisesaretheprerequisitesandmaterialguaranteesforstrategictransformationbehavior.
Specifically,thestrategicresourcesinclude:
1)Procurementandsupplystrength.Whetherthecompanyhasafavorablesupplyposition,whethertherelationshipwithitsownsuppliersiscoordinated,whetherithassufficientchannelstoensurethatitcanobtaintherequiredresourcesatareasonableprice.
2)Productioncapacityandproductstrength.Whethertheproductionscaleoftheenterpriseisreasonable,whethertheproductionequipmentandtechnologycankeepupwiththetrend,whetherthequalityandperformanceoftheenterprise'sproductsarecompetitive,andwhethertheproductstructureisreasonable.
3)Marketingandpromotionstrength.Whetherthecompanyhasthestrongstrengthtodevelopthemarket,whetherithasacapablesalesteam,whetherthemarketstrategyiseffective,etc.
4)Financialstrength.Whethertheprofitabilityandeconomicefficiencyoftheenterpriseisintheforefrontoftheindustry,whethertheprofitsource,distributionandtrendoftheenterprisearereasonable,whetherthefinancialindicatorsandcoststatusarenormal,whetherthefinancingabilityisstrong,etc.
5)Thestrengthofhumanresources.Whethertheleaders,managers,andtechnicalpersonneloftheenterpriseareoffirst-classquality,whethertheirknowledgeandexperienceskillsareconducivetothedevelopmentoftheenterprise,whethertheirconsciousnessisadvanced,andhowcohesivetheenterpriseis.
6)Thestrengthoftechnologydevelopment.Whethertheenterprisehasthepowerforproductdevelopmentandtechnologicaltransformation,whetherthecooperationbetweentheenterpriseandscientificresearchunitsanduniversitiesisextensive,andwhethertheenterprise'stechnicalreservescanbeinaleadingpositioninthesameindustry.
7)Thestrengthofmanagementandoperation.Doestheenterprisehaveaneffectiveandextensivemanagementsystem,howsensitiveistheenterprisetonewthings,whethertheresponseistimelyandcorrect,whetherthereisagoodculturalatmosphereintheenterprise,whetherthereisagooddivisionoflaborandcooperationintheenterprise,whetheritcanbecarriedoutStrongorganizationetc.
8)Theabilitytograsptime,informationandotherintangibleresources.Whethertheenterprisecanfullyacquire,storeandapplyvariousinformation,whetherthetimemanagementisreasonable,etc.
Mainfeatures
Theintegrationofthesestrategicresourcesofanenterprisebasicallyconstitutesitscompetitivestrength.Strategicresourcesthemselvesalsohavethefollowingcharacteristics:
(1)Theflowdirectionandflowspeedofstrategicresourcesdependonthedecisionofstrategicplanning.
(2)Thereisacertaindegreeofuncertaintyinthetotalamountandstructureofdisposableresourcesinanenterprise.Duringtheimplementationofthestrategy,thescarcityandstructureofresourceswillundergovariouschanges.
(3)Thedegreeofsubstitutabilityofstrategicresourcesishigh.Duetothelongimplementationperiodofthestrategy,withtheadvancementofscienceandtechnology,thescarceresourcesmaybecomeveryabundant,ortheoppositechangemayoccur.
(4)Thedegreeofinfluenceofintangibleresourcesisdifficulttoaccuratelypredict.Forexample,acompany’sreputationresourceswillhaveagreatimpactonthecompany’saccesstopublicsupportandgovernmentassistance.Becauseofthis,thestrategicmanagersofenterprisesmustfullyunderstandtheinherentcharacteristicsofthesestrategicresourcesandtakeappropriatepreventivemeasureswhenimplementingstrategies.Onlyinthiswaycanthesmoothoperationofthestrategybeensured.
PrinciplesofDistribution
Thedistributionofcorporatestrategicresourcesreferstothespecificallocationofstrategicresourcesbelongingtotheenterpriseaccordingtotheprincipleplanofstrategicresources.Thestrategictransformationofenterprisesintheprocessofadvancingstrategyisoftenachievedthroughchangesinresourceallocation.
Sinceintangibleresourcesaredifficulttograspincorporatestrategicresources,tangiblevolunteersotherthanhumanresourcescanbemeasuredbyvalueforms.Therefore,thedistributionofcorporatestrategicresourcescangenerallybedividedintohumanresourcesandTherearetwotypesofallocationoffunds.
(1)Distributionofhumanresources
Thedistributionofhumanresourcesgenerallyconsistsofthreecontents:
(1)ForeachStrategicpositionsareequippedwithmanagementandtechnicaltalents,especiallytheselectionofkeypersonsinkeypositions.
(2)Establishareserveoftalentsandtechnologyfortheimplementationofthestrategy,andcontinuouslydelivereffectivetalentsfortheimplementationofthestrategy.
(3)Intheprocessofstrategyimplementation,payattentiontothecollocationandtrade-offoftheoverallstrengthoftheentireteam.
(2)AllocationofFunds
Inenterprises,budgetmethodsaregenerallyusedtoallocatevariousfinancialresources.Thebudgetisadocumentthatshowscorporategoalsandstrategiesthroughfinancialindicatorsorquantitativeindicators.Theseseveralbudgetingmethodsareusuallyused:
1,zero-basedbudgeting.Itisnotbasedonthebudgetofthepreviousyear,butstartsallbusinessactivitiesfromathoroughcost-benefitanalysistopreventthebudgetfrombeinginvalid.
2,Planningthebudget.Itallocatesresourcesbasedonplannedprojectsratherthanfunctions.Theplanningbudgethasalongperiodandisoftensynchronizedwiththeprojectplanningperiodtodirectlyexaminetheresourcerequirementsandeffectivenessofaplan.
3,Flexiblebudget.Itallowscoststovarywithoutputindicators,helpingtoovercomethe"budgetgame"andincreasebudgetflexibility.
4.Productlifecyclebudget.Therearedifferentrequirementsforfundsindifferentlifecyclesoftheproduct,andtherearedifferentcostitemsforthefundingrequirementsateachstage.Atthistime,theproductlifecyclebudgetisbasedonthecharacteristicsofdifferentstagestoformulatetheexpenditureplansandprinciplesofvariousfunds.
Intheallocationoffunds,theallocationshouldfollowtwobasicprinciples:
SetthepriorityoftheallocationoffundsaccordingtotheimportanceofeachunitandeachprojecttotheentirestrategytoachieveThepaidandefficientuseofresources;effortstodevelopthepotentialsynergyfunctionoffundcontrolofvariousstrategicunits.