紐柯鋼鐵公司

出自 MBA智库百科(https://wiki.mbalib.com/)

紐柯鋼鐵公司(Nucor Corporation)——美國第二大的鋼鐵生產商

紐柯鋼鐵公司網址:http://www.nucor.com/

　　紐柯鋼鐵公司總部設在美國北卡羅來納州夏洛特市，主要製造和銷售鋼鐵製品。產品包括普碳鋼、緊固件、合金鋼、不鏽鋼等。同時公司在美國17個州設有鋼材生產地。

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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. 紐柯鋼鐵公司是美國最大的鋼鐵製造商之一，同時也是最大的小型鋼鐵廠運營商（使用電弧爐熔化廢鋼而不是使用高爐進行綜合性鋼鐵作業）。紐柯公司聲稱是北美最大的材料回收商，平均每兩秒回收一噸鋼材。

　　1954年，紐柯鋼鐵公司的前身是一個叫做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年開始經營鋼鐵製造業。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，它採用回收廢鋼鐵的方式，專註於煉鋼，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 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 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.

【翻譯：】紐柯公司的歷史上，由三個不同的時期：選舉事務處汽車汽車時代，美國時代的核工業集團公司，目前紐柯時代。

選舉事務處的時代

紐柯公司的起源與汽車製造商贖金E.年輕人，成立於1897年的奧茲汽車公司（後來，由於奧茲莫比爾，成為通用汽車公司的一部分）。離開他的公司幾年前，它是由通用汽車公司收購，成立於1905年奧茲一家新公司，選舉事務處的汽車公司，紐柯公司的前身，在密歇根州蘭辛。雖然年輕人的車，包括豪華的選舉事務處飛行雲，很受歡迎，他們沒有盈利，比較成功的公司的卡車業務（著名的選舉事務處速度旅行車）仍然沒有足夠的盈利，以避免在1938年申請破產。

作為破產重組的一部分，選舉事務處退出汽車業務集中在卡車上，和第二次世界大戰後，試圖分散到割草機。重組後的新公司繼續表現不佳，並終於在1954年12月，選舉事務處出售其整個生產操作博恩鋁和黃銅公司（痛苦上出售的300萬美元的損失）。

核工業集團公司時代

出售後，選舉事務處是左邊的手頭現金及無交易業務的16億美元。該公司開始清算程式，出售其所剩不多的資產，債權人和股東派發現金的目標。

然而，持不同政見的股東集團註意到了稅收流失，併成功地挑戰在1955年9月的代理權之爭的清算。維權股東在什麼“反敵意收購”，迫使選舉事務處接管一個微小的核稱為核顧問公司的服務公司

購買後，選舉事務處汽車公司成為“核工業總公司美國公司”，併在紐約市的帝國大廈搬遷到辦事處。核改寫為核工業服務公司本身的企圖最終比選舉事務處已沒有更多的成功。

核隨後在20世紀50年代和60年代的其他公司的例子，並試圖成為一個集團，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，鋼龍骨製造商設在佛羅倫薩，南卡羅來納州。 Vulcraft已成立桑伯恩大通（咖啡公司沒有關係），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。

但核集團表現不超過核核服務公司或選舉事務處的汽車/卡車/割草機製造商，併在1965年3月為27年來的第二次申請破產。董事會發射核武器的總統（，在這個過程中，曾將他的私人飛機給他），但兩個月能不能找到一個替代，因為沒有人想領導一個公司最有可能去到去了，業務。最後，塞繆爾西格爾，核（艾弗森的朋友）曾積極尋找離開公司的會計師，通知董事會，他將與該公司保持在兩種情況下：艾弗森會成為總統，他（西格爾）成為財務總監，董事會很快就接受了條件。

紐柯時代

艾弗森和西格爾快速重組圍繞其唯一盈利的企業，Vulcraft核的。所有其他核企業被出售或清算。公司總部遷至再次，這個時候，北卡羅萊納州夏洛特市於1966年，要更接近其主要的Vulcraft工廠。

無法獲得優惠的價格，從美國鋼鐵製造商與進口鋼材在的時候，艾弗森（培訓冶金學家）不愉快的決定融入鋼核向後建設在1968年其在達林頓，南卡羅來納州的第一家鋼鐵棒材軋機。該公司選擇購買電弧爐，這是遠遠超過傳統的鋼鐵高爐，從瓦霍維亞銀行貸款6,000,000美元提供便宜。雖然初期是艱難的（一旦美國鋼鐵製造商瞭解到核經營自己的軋機，他們取消了他們的合同），核終於能夠獲得財務上的成功，該公司從一開始，躲避。

1972年該公司認識到，沒有什麼“核”或鋼產品通過其目前的名稱。自那時以來，紐柯公司已擴大到其他鋼材產品，取得了一些原材料供應的控制，並大大擴展了其市場占有率。在20世紀90年代，紐柯鋼，吸收伯明翰包括成功密西西比鋼鐵廠和自己的阿拉巴馬州伯明翰的行動。

2000年9月，丹迪米克獲委任為行政總裁紐柯公司的董事會。在他的領導下，紐柯公司已掌握了類似的經營理念兼容現有的鋼鐵生產設施。

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

最近紐柯公司收購

自2007年以來，紐柯公司已經在其歷史上最大的兩個收購，以幫助控制其原材料供應和擴大其產品線的其他。

紐柯公司同意在2007年1月，加拿大的哈裡斯鋼鐵公司允許紐柯公司，以擴大其在用來建造橋梁，公路和其他基礎設施項目的鋼材類型的存在該交易支付高達1.07億美元，據媒體報道。

而在2008年2月，紐柯公司同意支付14億美元的DJJ，最大的廢料券商之一。分析師說，這筆交易將有助於紐柯其銷售的口袋。

紐柯公司在2007年以前，有一個品牌，紐柯公司建築系統，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，並Utah.In 2007年8月，紐柯公司收購Magnatrax的四大品牌（美國建築物公司，海灣國家的製造商，柯比建築系統和CBC鋼結構建築）280萬美元，以加強它在預先設計的金屬建築系統市場份額。因此紐柯建築群已創建。

2008年5月，紐柯公司也宣佈了兩家合資企業欣欣向榮的建築市場，利用在美國以外的海外

[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。

生產的鋼鐵產品包括：

• 酒吧（碳鋼和合金鋼）*梁*表/平軋板鋼梁*桁架梁鋼橋面*製作混凝土鋼筋冷軋鋼*不鏽鋼緊固件金屬建築系統*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。

紐柯文化

紐柯文化可以概括為五個方面：分權管理理念，業績為基礎的補償，平均主義的利益，客戶服務和質量，和技術領先。這些元素的基礎是，紐柯的植物，不管是白手起家還是後天，是工會的事實。紐柯公司反對工會，相信他們是在美國鋼鐵業的破壞性力量。沒有紐柯廠曾經成功地舉行了聯盟認證選舉，紐柯公司的管理，即使沒有在有爭議的“聯盟剋星”由其他公司所採用的戰術從事。該公司從未下崗職工由於工作短缺。

分散的管理哲學

紐柯公司在其運營的高度分散，有隻有五個紐柯公司（主管，部門經理，事業部總經理，執行​​副總裁，和總裁/首席執行官/專業）的管理水平。大多數經營決策，在師級或更低。此外，紐柯公司聲稱，其公司辦公室員工人數約75名員工，這可能是一些大公司之間的最小的公司辦公室員工。

基於性能的補償

四個基本補償計劃（除了基本工資），獎勵員工一定的激勵會議的具體目標和指標下的所有紐柯員工，從高級管理人員，小時工，包括：

• 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採用的設備的能力，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，併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佣合約。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。其賠償的其餘部分是基於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）。

平均主義的好處

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徵，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後蓋。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，該公司並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。

客戶服務和質量

紐柯公司是美國綠色建築委員會的成員，並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式，。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，並幫助維護濕地。幾個部門都符合ISO 14001標準的環境管理體系。

技術領先

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，相當於一個SUV的每四秒鐘，。該公司的網站維護的當前日曆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。

另外，紐柯公司有兩個試點項目，一個在西澳大利亞州，在巴西，這是發展中國家在其鋼廠使用低成本的鐵源。