Abstract: China National Petroleum Corporation (CNPC) has restructured its logging business several times since 2002, establishing the present pattern under which the business is operated separately under unified control. As of the end of 2013, CNPC has a total of 721 logging service crews with the assets aggregating to 11.8 billion yuan. With the logging business further consolidated, CNPC has independently developed a number of technologies and produced a large number of highquality professionals in recent 10 years, steadily improving logging service and achieving satisfactory economic results. However, some problems have also appeared in the development process, such as non-standardized market competition, inadequate research capability and the stern environment for existence with the pressure both from foreign companies and private enterprises. Therefore, this paper studies the successful experiences of the related companies both at home and abroad, such as Schlumberger, China Oilfield Services Limited and BGP. For example, business development should be converted into integration from specialization by means of merger and acquisition, bringing about an integration of research, manufacture and services. To keep a sustainable development, the logging business of CNPC should be restructured and repositioned within the whole scope of CNPC with the efforts to standardize internal service market and coordinate the service crews.

Key words: petroleum, logging, enterprise, development pattern, sustainable

摘要： 自2002年以来,中国石油天然气集团公司对测井业务多次重组整合,形成了目前相对集中统一、各自分散经营的体制格局;截至2013年底,中石油各类测井技术服务队伍721支,总资产118亿元,用工总量15263人。近10年,中石油测井业务着力做强做大业务规模,自主研发了一批技术利器,培养了一批高素质专业人才,测井服务质量稳步提升,取得了较好的经济效益。但在发展进程中越来越暴露出一些问题,如业务队伍分散且竞争市场不规范、科研力量不足且重复研究严重、受国外公司与民营企业双重夹击生存环境严峻。为此,研究了斯伦贝谢、中海油服、东方物探等国内外相关公司的成功经验,如:走从专业化到综合一体化的发展道路,运用收购兼并手段做大做强,研发、制造、服务一体化。中石油测井业务要实现可持续发展,提出在全集团范围内重组整合、重新定位,规范内部服务市场,统筹协调服务队伍等建议。

关键词: 石油, 测井, 企业, 发展方式