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This article by reference to corporate growth and development of the guidance of the theory, analysis of casting the the factory external environment contrast, the positioning of the current status quo of our factory and FAW Group I plant, to identify the core competencies and deficiencies where I plant, advantages and weaknesses where I had the strong support of the FAW Group, has the advantage of scale; I plant by the developments of the past few decades, has accumulated a lot of talent and experience, the formation of a corporate culture with the casting characteristics, these are The advantage, of course, there are limitations of environmental protection, equipment and overall backwardness. In short, how to consolidate and develop their own core competencies, to make up for their lack of how their accurate positioning, understand the situation, the most optimal choice of development path and come up with the best solution for enterprise development, planned for the future direction of development in an increasingly competitive economic circumstances, the continuous development and strong and take the one I plant development. In this paper, the external environment in which the enterprise seriously full analysis on the basis of, see The Foundry development there are a large number of opportunities and threats. Opportunities to see: the total car sales in China in 2010 was 18,061,900, an increase of 32.37%. Chinese car sales is significantly more than the industry expected high growth. In 2010, China's auto sales for the second consecutive year, more than the United States, and breaking the record sales of 17 million records in the wheels countries called the United States before, the car more optimistic about the development of the situation. FAW Group Corporation 5,000,000 vehicle market space, there is an urgent need rough parts capacity to meet the vehicle needs, as well as a new round of investment planning to invest 1.8 billion RMB to build a new casting Foundry, casting the unprecedented development opportunities. From the threats of view: national environmental protection, energy saving, emission reduction policy requires enterprises to adapt to increasing casting technical requirements; casting using the prices of raw materials continued to rise, increasing cost pressures; many from foreign-funded enterprises and in the increasingly fierce competition in the small foundry; impact of national policies; addition of new energy vehicles on the challenge to the traditional internal combustion engine castings. From the internal situation in to ring every angle through man-machine materials, analysis of the current situation of the enterprise, summed insufficient analysis of the company's core capabilities lie, which still exist. Enterprises should play a dominant role, avoid disadvantage role, and to seize the historic opportunity to fully develop. Use SWOT analysis of strengths, weaknesses, opportunities and threats analysis, according to analyzes the overall development orientation, casting FAW Group, an important strategic resource, is stronger self-improve core products competitiveness and maintain its industry-leading truck the whole development strategy in supporting the Group's core support. With the development of the foundry industry, FAW cast while in bigger enterprises, but also stronger, maintaining industry-leading, occupied the commanding heights of technical. According to the strategic goal of positioning, draw a path for enterprise development to enhance the strength of the solution, and the first capacity expansion program consists of two parts, one is the internal process optimization process, upgrading of existing production capacity outside the building a new factory, re-planning of the new foundry, all aspects of the requirements of advanced enterprise; product structural adjustment programs, the Group's core products production and high technological content, high value-added products and products to improve the level of corporate profits;, and enhance management level program, learning that the Toyota management mode TPS, good experience and practices in our plant, and the formation of an effective management mechanism, to achieve the purpose of the efficient operation of enterprises. Lasting competitive advantage through the core capacity building, innovation dynamic capability and, ultimately, protect the corporate strategy of sustainable development.
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