论文部分内容阅读
中国海洋石油总公司(简称“中国海油”)作为国内第三大石油公司,从2006年起进入成品油零售领域,以新建、收购、租赁等多种方式开展加油站零售网络建设,在局部区域形成了一定的规模和影响,但也面临着加油站来源多样、视觉形象差异较大、网络集中度不高、营运标准不统一等一系列问题。为了加强加油站精细化管理,促进加油站网络拓展,提升中国海油的品牌影响力,中国海油结合国内外的经验和自身实际情况,探索建立了以标准化为导向的中国海油加油站营运管理体系,有效地促进了加油站日常营运管理的规范化、精细化和专业化。
As the third largest oil company in China, CNOOC Ltd. (CNOOC), as the third largest oil company in China, entered into the retail oil product market in 2006 and started the construction of gas station retail network in various ways such as new construction, acquisition and leasing, However, it also faces a series of problems such as diverse gas stations, large differences in visual images, low network concentration and inconsistent operating standards. In order to strengthen the fine management of gas stations, promote the expansion of gas station networks and enhance the brand influence of CNOOC, CNOOC has explored the establishment of a standardization-oriented CNOOC gas station operation based on the experiences both at home and abroad and its own actual conditions The management system has effectively promoted the standardization, refinement and specialization of gas station daily operation and management.