在全球经济加速数字化转型的浪潮中，我国作为全球制造业大国家，正面临着产业升级和经济结构调整的双重挑战。传统的制造业企业迫切需要通过数字化转型来提高效率、降低成本、应对市场的个性化需求和国际竞争。在此背景下，潍柴动力作为传统制造业的代表，其在数字化转型实践不仅表现为被动响应各种政策和市场需求，并且积极地追求技术革新、流程优化和业务提升，以维持其市场竞争力。本文聚焦于传统制造业进行数字化转型的动因、路径及企业绩效，并通过深入分析潍柴动力的发展战略、转型动因、转型历程等关键要素，旨在解答企业在数字化转型前应如何进行准备工作、转型过程中如何确保平稳过渡、转型后可能遇到的运营挑战以及这些挑战如何影响企业绩效等问题。选取潍柴动力作为研究案例，不仅为同类行业的其他企业提供了转型策略和教训，而且为不同行业的制造业企业提供参考借鉴。通过研究，明确潍柴动力在企业转型路径规划、实现企业价值提升和降本增效等方面的实施路径，丰富了传统制造业企业数字化转型案例研究库。本文以潍柴动力的数字化转型为案例研究，使用文献研究法、案例分析法、对比分析法作为研究方法，以权变理论、价值链理论、组织变革理论和经济增加值理论作为理论基础，对潍柴动力数字化转型的动因、路径及其企业绩效进行研究。研究发现：首先，促使潍柴动力进行数字化转型的动因：在外部动因方面，使用 PEST 模型分析了潍柴动力所处外部环境的影响；在内部动因方面，存在发动机制造流程工艺提升、数字化车间需要构建、战略新业务发展缓慢、打造高水平外循环等需求。然后，潍柴动力信息化建设为数字化建设奠定基础，在借助外部先进数字化系统成果进入数字化初步探索阶段后，企业管理层已经意识到数字化浪潮已经来临。在技术驱动阶段积累了数字化运营和创新经验后开始尝试自建技术团队和自主技术研发。全局优化阶段开始后，潍柴动力进行了全方位立体的数字化转型，并在外部扩展阶段向企业边际外产业链上下游辐射。最后，潍柴动力数字化转型对于企业绩效的影响是十分显著的。本文通过选取组织变革、盈利指标和运营能力指标三个层面的财务绩效指标，从多个维度分析转型前后的财务绩效表现以验证数字化转型的成果。
In the wave of accelerating digital transformation in the global economy, China, as a major manufacturing country, is facing dual challenges of industrial upgrading and economic structural adjustment. Traditional manufacturing enterprises urgently need to improve efficiency, reduce costs, respond to personalized market demands and international competition through digital transformation. In this context, as a representative of traditional manufacturing, Weichai Power not only passively responds to various policies and market demands in its digital transformation practice, but also actively pursues technological innovation, process optimization, and business improvement to maintain its market competitiveness. This article focuses on the motivations, paths, and corporate performance of traditional manufacturing industry‘s digital transformation. Through in-depth analysis of key elements such as Weichai Power‘s development strategy, transformation drivers, and transformation process, the aim is to answer questions such as how enterprises should prepare before digital transformation, how to ensure smooth transition during the transformation process, operational challenges that may be encountered after transformation, and how these challenges affect corporate performance. Selecting Weichai Power as a research case not only provides transformation strategies and lessons for other enterprises in the same industry, but also provides reference for manufacturing enterprises in differentindustries. Through research, the implementation path of Weichai Power in enterprise transformation path planning, achieving enterprise value enhancement, and reducing costs and increasing efficiency has been clarified, enriching the case study library of digital transformation in traditional manufacturing enterprises. This paper uses Weichai Power’s digital transformation as a case study, employing research methods such as literature research, case analysis, and comparative analysis. The theoretical foundation includes contingency theory, value chain theory, organizational change theory, and economic value-added theory, used to study the motives, paths, and enterprise performance of Weichai Power’s digital transformation. The research findings are as follows: Firstly,the motives that prompted Weichai Power to undergo digital transformation include external factors analyzed by the PEST model and internal factors such as the need for engine manufacturing process improvement, construction of digitalized workshops, slow development of strategic new businesses, and the creation of high-level external circulation. Secondly, Weichai Power’s informatization construction laid the foundation for digitalization. After entering the preliminary exploration stage of digitalization by leveraging external advanced digital systems, the management team of the company became aware that the digital wave had arrived. After accumulating experience in digital operations and innovation during the technology-driven stage, they began to try to build their own technology team and conduct independent technological research and development. After the start of the overall optimization stage, Weichai Power underwent a comprehensive and three- dimensional digital transformation and expanded externally to radiate to the upstream and downstream of the industrial chain. Finally, the impact of Weichai Power’s digital transformation on enterprise performance is significant. This paper selects financial performance indicators at three levels: organizational change, profitability, and operational capabilities, and analyzes the financial performance before and after the transformation from multiple dimensions to verify the achievements of digital transformation.
