紐柯鋼鐵公司 - MBA智庫百科


出自 MBA智庫百科(https://blog-ground-music.com/)

紐柯鋼鐵公司 - MBA智庫百科(Nucor Corporation)——美國第二大的鋼鐵生產商

紐柯鋼鐵公司 - MBA智庫百科網址:http://www.nucor.com/


紐柯鋼鐵公司 - MBA智庫百科簡介

  紐柯鋼鐵公司 - MBA智庫百科總部設在美國北卡羅來納州夏洛特市,主要制造和銷售鋼鐵制品。產品包括普碳鋼、緊固件、合金鋼、不銹鋼等。同時公司在美國17個州設有鋼材生產地。

Nucor Corporation (NYSE: NUE) is one of the largest steel producers in the United States, and the largest of the "mini-mill" operators (those using electric arc furnaces to melt scrap steel, as opposed to companies operating integrated steel works with blast furnaces). Nucor claims to be North America's largest recycler of any material, recycling one ton of steel every two seconds.


  1954年,紐柯鋼鐵公司 - MBA智庫百科的前身是一個叫做Reo Mtors的毫不起眼的小鋼廠,不久又改名為“美國核子公司”(Nuclear Corp of America),接著定名為“紐柯(Nucor Steel)”。紐柯公司從1972年開始經營鋼鐵制造業鋼鐵行業本來是一個高度資金密集型、技術密集型的行業,進入門檻很高,一般企業很難闖入,但小公司美國紐柯鋼鐵公司 - MBA智庫百科改寫了歷史,它成為打破美國鋼鐵行業競爭規則的一匹黑馬。紐柯公司沒有建立一體化的煉鐵廠、軋鋼廠,它采用回收廢鋼鐵的方式,專注于煉鋼,僅十幾年的時間,紐柯公司贏得了巨大成功。在2003年度它在500強中排名第297,自上榜25 年以來,它一直盈利豐厚。33 年來,年產鋼規模從13 8 萬噸達到1900 萬噸,規模擴大了138 倍;年銷售收入從8358 萬美元上升到2004年的113 8億美元,是1972年的136 倍;年凈利潤從467萬美元上升到2004年的11 22億美元,是1972年的240倍。目前,紐柯鋼鐵公司 - MBA智庫百科是美國最大的鋼鐵企業,2004年年產鋼超1900萬噸,已進入世界500強利潤躍居全美鋼鐵業第一,在技術上還領導了世界鋼鐵生產的新潮流,獲得了美國總統授予的美國最高技術成就榮譽獎章——國家技術勛章。

Nucor's history consists of three distinct eras: the Reo Motor Car era, the Nuclear Corporation of America era, and the current Nucor era.

The REO Era

Nucor's origins are with auto manufacturer Ransom E。 Olds, who founded Olds Motor Vehicle Company in 1897 (later, as Oldsmobile, to become a part of General Motors)。 Having left his company years before it was acquired by GM, in 1905 Olds established a new company, REO Motor Car Company, the predecessor to Nucor, in Lansing, Michigan。 Though Olds' cars, including the luxurious REO Flying Cloud, were popular, they were not profitable, and the company's more successful truck business (featuring the famous REO Speed Wagon) was still not sufficiently profitable to avoid a bankruptcy filing in 1938。

As part of the bankruptcy reorganization, REO exited the car business to concentrate on trucks, and after World War II, attempted to diversify into lawn mowers. The reorganized company continued to underperform, and finally in December 1954, REO sold off its entire manufacturing operations to Bohn Aluminum and Brass Company (suffering a $3 million loss on the sale).

The Nuclear Corporation Era

After the sale, REO was left with $16 million in cash on hand and no trading businesses. The company initiated liquidation proceedings, with the goal of selling its few remaining assets and distributing the cash to creditors and shareholders.

However, a group of dissident shareholders noticed the tax loss and successfully challenged the liquidation in a proxy fight in September 1955. In what amounted to a "reverse hostile takeover", activist shareholders forced REO to take over a tiny nuclear services company called Nuclear Consultants, Inc.

Following the purchase, REO Motor Company emerged as "Nuclear Corporation of America Inc.", and relocated to offices in the Empire State Building in New York City. Nuclear's attempt to recast itself as a nuclear industry services company was ultimately no more successful than REO had been.

Nuclear then followed the example of other companies in the 1950s and 60s and attempted to become a conglomerate, once again moving its headquarters, this time to Phoenix, Arizona. During this time it would purchase, among others, Vulcraft Corporation, a steel joist manufacturer located in Florence, South Carolina. Vulcraft had been founded by Sanborn Chase (no relation to the coffee company), who died at an early age, leaving the company to his widow. Nuclear purchased Vulcraft from Chase's widow in 1962 and, in a sign of things yet to come, hired F. Kenneth Iverson as general manager.

But Nuclear the conglomerate fared no better than Nuclear the nuclear services company or REO the car/truck/lawn mower manufacturer, and in March 1965 filed for bankruptcy for the second time in 27 years. The Board of Directors fired Nuclear's President (and, in the process, had to return his private jet to him), but for two months could not find a replacement, as nobody wanted to head a corporation that was most likely going to go out of business. Finally, Samuel Siegel, an accountant with Nuclear (and friend of Iverson) who had actively been looking to leave the company, informed the Board of Directors he would remain with the company under two conditions: Iverson would become President and he (Siegel) would become Chief Financial Officer, conditions the Board quickly accepted.

The Nucor Era

Iverson and Siegel quickly reorganized Nuclear around its only profitable business, Vulcraft。 All other Nuclear businesses were either sold or liquidated。 The company moved its headquarters yet again, this time to Charlotte, North Carolina in 1966, to be closer to its main Vulcraft plant。

Unable to get favorable prices from American steel manufacturers, and unhappy with the imported steel available at the time, Iverson (a metallurgist by training) decided to integrate Nuclear backwards into steel making by building its first steel bar mill in Darlington, South Carolina in 1968. The company chose to purchase an electric arc furnace, which was far cheaper than the traditional steel blast furnace, courtesy of a US $6,000,000 bank loan from Wachovia. Although the early days were tough (once the American steel manufacturers learned Nuclear was operating its own mill, they cancelled their contracts), Nuclear was finally able to obtain the financial success that had eluded the company from its beginning.

In 1972 the company (recognizing that there was nothing "nuclear" about making steel or steel products) adopted its current name. Since that time, Nucor has expanded into other steel products, gained some control of its raw material supply and greatly expanded its market presence. In the 1990s, Nucor absorbed Birmingham Steel, including the successful Mississippi Steel plant and its own Birmingham, Alabama operations.

In September 2000, Dan DiMicco was appointed as the Chief Executive Officer by Nucor's Board of Directors. Under his leadership, Nucor has acquired compatible existing steel manufacturing facilities with similar operating philosophies.

In 2008, Nucor operates 53 facilities throughout the United States and one plant in Point Lisas, Trinidad。 The company also has other operations through wholly owned subsidiaries, Harris Steel and the David J。 Joseph Company (DJJ)。

Recent Nucor Acquisitions

Since 2007, Nucor has made the two biggest acquisitions in its history, one to help control its raw material supply and the other to expand its product line。

In January 2007, Nucor agreed to pay $1.07 billion dollars for Canada’s Harris Steel Co. The deal allowed Nucor to expand its presence in the type of steel used to build bridges, highways and other infrastructure projects, according to media reports.

And in February 2008, Nucor agreed to pay $1.4 billion for DJJ, one of the largest scrap brokerages. Analysts said the deal would help Nucor pocket more of its sales.

Prior to 2007, Nucor had a single brand, Nucor Building Systems which consists of four facilities in Indiana, South Carolina, Texas, and Utah.In August 2007, Nucor acquired the four brands of Magnatrax (American Buildings Company, Gulf States Manufacturers, Kirby Building Systems and CBC Steel Buildings) for $280 million to bolster it share in the pre-engineered metal building systems market. As a result Nucor Buildings Group was created.

In May 2008, Nucor also announced two joint ventures overseas to capitalize on thriving construction markets outside the U.S.

Nucor Today

Nucor had sales of $23.66 billion in 2008 and employed 21,700 workers. Nucor forecasts that it will lose money in the first quarter of 2009 - its first quarterly loss since 1966.

Steel products produced include:

* Bars (carbon and alloy steel) * Beams * Sheet/Flat Rolled * Plate * Steel joists * Joist girders * Steel deck * Fabricated concrete reinforcing steel * Cold finished steel * Steel fasteners * Metal building systems * Light gauge steel framing * Steel grating * Expanded metal * Wire and wire mesh * In addition, through DJJ, Nucor also brokers ferrous and nonferrous metals, pig iron and HRI/DRI; supplies ferro-alloys; and processes ferrous and nonferrous scrap。

The Nucor Culture

The Nucor Culture can be summarized in five areas: decentralized management philosophy, performance based compensation, egalitarian benefits, customer service and quality, and technological leadership. Underlying these elements is the fact that none of Nucor's plants, whether built from scratch or acquired, are unionized. Nucor is opposed to unions, believing them to be a destructive force in the US steel industry. No Nucor plant has ever held a successful union certification election, even though Nucor management has not engaged in the controversial "union busting" tactics adopted by other companies. The company has never laid off an employee due to a work shortage.

Decentralized Management Philosophy

Nucor is highly decentralized in its operations, there are only five managerial levels at Nucor (supervisor/professional, department manager, division general manager, executive vice president, and President/CEO). Most operating decisions are made at the division level or lower. In addition, Nucor claims that its corporate office staff numbers around 75 employees, which may possibly be the smallest number of corporate office employees among major corporations.

Performance Based Compensation

All Nucor employees, from senior officers to hourly employees, are covered under one of four basic compensation plans (in addition to base pay) which reward employees for meeting certain incentive specific goals and targets:

* Production Incentive Plan: Operating and maintenance employees and supervisors at the facilities are paid weekly bonuses based on the productivity of their work group. The rate is calculated based on the capabilities of the equipment employed, and no bonus is paid if the equipment is not operating. In general, the Production Incentive bonus can average from 80 to 150 percent of an employee's base pay. * Department Manager Incentive Plan: Department Managers earn annual incentive bonuses based primarily on the percentage of net income to dollars of assets employed for their division. These bonuses can be as much as 80 percent of a department manager's base pay. * Professional and Clerical Bonus Plan: This bonus is paid to employees that are not on the production or department manager plan and is based on the division's net income return on assets. * Senior Officers Incentive Plan: Nucor's senior officers do not have employment contracts. They do not participate in any pension or retirement plans. Their base salaries are set lower than what executives receive in comparable companies. The remainder of their compensation is based on Nucor's annual overall percentage of net income to stockholder's equity and is paid out in cash and stock.

In addition to these established bonus plans, Nucor has periodically issued an extraordinary bonus to all employees, except officers, in years of particularly strong company performance. This bonus has been as high as $2000 for each employee; during 2005 two such extraordinary bonuses were paid and another in 2009 was paid(per the 10-K filing).

Egalitarian Benefits

Nucor's senior officers are not provided traditional "perks" such as company cars, executive parking spaces, or executive dining rooms。 In fact, several programs (such as Nucor's Profit Sharing, Scholarship Program, Employee Stock Purchase Plan, Extraordinary Bonus, and Service Awards Program) are not available to Nucor's officers but only to lower-level employees。 As a symbol of Nucor's egalitarian culture, each annual report since 1975 has listed the names of every employee。 In 1975, there were 2,300 workers and their names fit on the back cover。 In the 2007 annual report, it took 12 pages to list the names of all 18,000 employees。 In August 2006, the company did purchase a corporate jet for use by senior management。 In a letter to all employees from the CEO, Dan DiMicco explained that the frequent rentals of charter jets made a corporate jet purchase a cost-effective measure。

Customer Service and Quality

Nucor is a member of the U。S。 Green Building Council and has participated in other elite environmental programs, such as the Environmental Protection Agency’s National Environmental Performance Track program。 Nucor has also sponsored construction of a regional butterfly aviary, launched a waterfowl protection project and helped preserve wetlands。 Several divisions have environmental management systems that conform to ISO 14001 standards。

Technological Leadership

Nucor was among the first steel companies in the United States to use electric arc furnaces to melt recycled steel (primarily from junked automobiles). In 2007, Nucor recycled nearly 10 million cars in its production processes, the equivalent of one SUV every four seconds. The company's website maintains a running count of the tons of recycled steel used during the current calendar year.

Currently, Nucor (in conjunction with two foreign-owned steel companies) operates a facility in Crawfordsville, Indiana that continuously casts sheet steel directly from molten steel without the need for heavy, expensive, and energy-consuming rollers. The process (known as Castrip), if successful, would allow an entire mill to be built in 1/6th the space of a 'mini-mill" and at 1/10th the cost of a traditional integrated mill.

Also, Nucor has two pilot projects, one in Western Australia and one in Brazil, which are developing low-cost sources of iron for use in its mills.









核隨后在20世紀50年代和60年代的其他公司的例子,并試圖成為一個集團,再次將其總部,這次鳳凰城,亞利桑那州。在這段時間內將購買,等等,Vulcraft公司,鋼龍骨制造商設在佛羅倫薩,南卡羅來納州。 Vulcraft已成立桑伯恩大通(咖啡公司沒有關系),誰死在幼年時,離開公司,他的遺孀。核購買Vulcraft大通公司在1962年的遺孀,在事情還沒有到來的跡象,聘請總經理F.肯尼思艾弗森。







紐柯公司在2008年,經營53個設施,在美國各地,在Point Lisas,特里尼達和一個工廠。該公司還通過全資附屬公司,哈里斯鋼鐵公司和戴維J約瑟夫公司(DJJ)等操作。





紐柯公司在2007年以前,有一個品牌,紐柯公司建筑系統,其中包括在印第安納州,南卡羅來納州,得克薩斯州四個設施,并Utah.In 2007年8月,紐柯公司收購Magnatrax的四大品牌(美國建筑物公司,海灣國家的制造商,柯比建筑系統和CBC鋼結構建筑)280萬美元,以加強它在預先設計的金屬建筑系統市場份額。因此紐柯建筑群已創建。


[編輯]紐柯公司今天 紐柯公司曾在2008年的23.66億美元的銷售額和就業人員21700工人。紐柯公司預測,它將會失去在2009年第一季度的錢 - 1966年以來首次季度虧損。


  • 酒吧(碳鋼和合金鋼)*梁*表/平軋板鋼梁*桁架梁鋼橋面*制作混凝土鋼筋冷軋鋼*不銹鋼緊固件金屬建筑系統*輕鋼框架*鋼格柵*鋼板*電線和鐵絲網*此外,通過DJJ,紐柯公司也經紀黑色金屬和有色金屬,生鐵和HRI / DRI;供應鐵合金;和加工黑色金屬和有色金屬廢料。







  • 生產激勵計劃:在設施的運營和維護員工和主管支付每周獎金的基礎上,他們的工作組的生產力。率的計算方法的基礎上所采用的設備的能力,如果設備不運轉,沒有獎金的支付。在一般情況下,生產獎勵可以平均從80到雇員的基本工資的150%。 *部經理獎勵計劃:部門經理獲得年度獎勵,主要是對純收入的百分比他們的分裂資產美元的獎金。這些獎金可高達80%,部門經理的基本工資。 *專業和文書獎勵計劃:這獎金是支付給員工,不生產或部門經理計劃,并在該司的凈資產收益回報的基礎。 *高級官員獎勵計劃:紐柯公司的高級管理人員沒有雇傭合約。他們不參與任何退休金或退休計劃。比可比公司的高管在收到他們的基本工資較低。其賠償的其余部分是基于紐柯公司的年度股東權益的凈收入整體百分比支付的現金和股票。

除了這些既定的花紅計劃,紐柯公司已定期發出一個非凡的獎金給全體員工,除人員外,在多年尤其是強勁的公司業績。這獎金已經高達2000美元,為每個員工,在2005年兩個這樣的非凡的獎金支付,另在2009年支付(每10 - K報告)。


紐柯公司的高級管理人員不提供傳統的“心動”,如公司的汽車,執行的停車位,或執行包房。事實上,幾個方案(如紐柯公司的利潤分享,獎學金計劃,員工股票購買計劃,特別獎金,及服務獎勵計劃),紐柯公司的人員,但只到較低級別的員工。紐柯的平均主義文化的象征,每個自1975年以來的年度報告,列出了每一個員工的名字。 1975年,有2300工人和他們的名字適合后蓋。在2007年年度報告中,花了12頁,列出所有18000名員工的名字。在2006年8月,該公司并使用一個由高級管理人員購買公務機。從CEO的所有員工的一封信中,丹迪米克解釋說,包機飛機頻繁租金企業飛機購買成本的有效措施。


紐柯公司是美國綠色建筑委員會的成員,并參加了在其他精英的環保項目,如國家環保局的環境績效跟蹤程序,。紐柯公司還贊助了建設一個地區的蝴蝶觀鳥園,推出了水禽保護項目,并幫助維護濕地。幾個部門都符合ISO 14001標準的環境管理體系。


紐柯公司是在美國的第一家鋼鐵公司使用電弧爐融化回收鋼材(主要是從廢棄汽車)之間。 2007年,紐柯公司在其生產過程中回收近10萬輛,相當于一個SUV的每四秒鐘,。該公司的網站維護的當前日歷年期間使用回收鋼材噸的運行計數。

目前,紐柯(兩個外商獨資鋼鐵企業一起)經營,不斷使人們從鋼水直接鋼板,而不需要為重,價格昂貴,耗能輥在克勞福茲維爾,印第安納州的工廠。 (Castrip)的過程,如果成功的話,將使整個工廠建成的一個“小磨的空間中的六分之一”的十分之一,傳統的綜合工廠的成本。








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