‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬

‫ﺩ‪ .‬ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬

‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫ﺍﻟﺪﻛﺘﻮﺭ ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬

‫ﺃﺳﺘﺎﺫ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ ﺍﳌﺸﺎﺭﻙ ﲜﺎﻣﻌﺔ ﺣﻀﺮﻣﻮﺕ‪ -‬ﺍﻟﻴﻤﻦ‬
‫ﺍﻟﱪﻳﺪ ﺍﻹﻟﻜﺘﺮﻭﱐ‪[email protected] :‬‬
‫ﻣﻠﺨﺺ‪:‬‬
‫ﻳﻬﺪﻑ ﺍﻟﺒﺤﺚ ﺇﱃ ﺍﻟﻜﺸﻒ ﻋﻦ ﺃﻫﻢ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﻭﺍﳌﺆﺛﺮﺓ ﰲ ﲣﻄﻴﻂ‬
‫ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻭﻋﻼﻗﺘﻬﻤﺎ ﺑﺒﻌﺾ ﰲ ﺍﻟﺼﻨﺎﻋﺎﺕ ﺍﻟﻴﻤﻨﻴﺔ‪.‬‬
‫ﻭﺣﺴﺐ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﱵ ﺗﻮﺻﻞ ﺇﻟﻴﻬﺎ ﺍﻟﺒﺤﺚ ﻓﺎﻧﻪ ﳝﻜﻦ ﻭﺿﻊ ﳕﻮﺫﺝ ﻳﺘﻀﻤﻦ ﺃﻫﻢ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﻛﻼ‬
‫ﺍﻟﻨﻈﺎﻣﲔ ﲟﺎ ﻣﻦ ﺷﺎﻧﻪ ﻛﻔﺎﺀﺓ ﻭﻓﺎﻋﻠﻴﻪ ﺍﻟﻨﻈﺎﻡ ﺍﻹﻧﺘﺎﺟﻲ ﰲ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﻨﺎﻋﻲ ﺍﻟﻴﻤﲏ‪.‬‬
‫ﺍﻟﻜﻠﻤﺎﺕ ﺍﳌﻔﺘﺎﺣﻴﺔ‪ :‬ﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺩ‪ ،‬ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ‪ ،‬ﲣﻄﻴﻂ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‪ ،‬ﺍﻟﺼﻨﺎﻋﺎﺕ ﺍﻟﻴﻤﻨﻴﺔ‬

‫‪Abstract:‬‬
‫‪The research aims to reveal the most important affecting in needs planning‬‬
‫‪from the requirement also in production capacity planning .And their relationship‬‬
‫‪for each other in the Yemeni industries.‬‬
‫‪According to the results that found her in the reach, it can put a model‬‬
‫‪includes the most important factors affecting both system which would improve‬‬
‫‪efficiency and effectiveness of the production system in the industrial sector.‬‬

‫ﻣﻘﺪﻣـﺔ‪:‬‬
‫ﲢﺘﺎﺝ ﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺩ ﰲ ﺍﻟﻮﺣﺪﺍﺕ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺇﱃ ﻋﻨﺎﻳﺔ ﺗﺘﻔﻖ ﻣﻊ ﺃﳘﻴﺘﻬﺎ ﺧﺎﺻﺔ ﰲ ﺍﻟﺼﻨﺎﻋﺎﺕ ﺍﻟﱵ ﺗﻌﺘﻤﺪ ﰲ‬
‫ﺇﻧﺘﺎﺟﻬﺎ ﻋﻠﻰ ﻧﺴﺒﺔ ﻛﺒﲑﺓ ﻣﻦ ﺍﳌﻮﺍﺩ ﻭﺗﺘﻌﺮﺽ ﺃﺳﻌﺎﺭ ﺍﳌﻮﺍﺩ ﻟﻼﺭﺗﻔﺎﻉ‪ ،‬ﻭﺍﻻﳔﻔﺎﺽ ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﻳﻌﺮﺽ ﺍﳌﻨﺸﺄﺓ‬
‫ﺍﻟﺼﻨﺎﻋﻴﺔ ﻟﻌﻮﺍﻣﻞ ﻋﺪﻡ ﺍﻻﺳﺘﻘﺮﺍﺭ‪ ،‬ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﻳﺘﻄﻠﺐ ﺍﺳﺘﻤﺮﺍﺭ ﺍﻟﺒﺤﺚ ﻭﺍﻟﺘﺤﻠﻴﻞ ‪‬ﺪﻑ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﳌﻮﺍﺩ ﺍﻟﱵ‬
‫ﺗﺘﻮﺍﺀﻡ ﻣﻊ ﻧﻮﻉ ﺍﳌﻨﺘﺠﺎﺕ ﻭﻃﺮﻳﻘﺔ ﺻﻨﺎﻋﺘﻬﺎ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ ﻓﺎﻥ ﺍﻻﺣﺘﻔﺎﻅ ﲟﺴﺘﻮﻯ ﻣﻌﻘﻮﻝ ﻣﻦ ﺍﳌﺨﺰﻭﻥ ﻟﻠﻤﻮﺍﺩ‬
‫ﺿﺮﻭﺭﻱ ﻟﺘﻮﻓﲑ ﺍﳌﺮﻭﻧﺔ ﰲ ﺍﻟﺘﺸﻐﻴﻞ ﻭﺍﻟﺴﻴﻮﻟﺔ ﺍﻟﻨﻘﺪﻳﺔ ﰲ ﻇﻞ ﺍﻟﻈﺮﻭﻑ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺍﳌﺘﻐﲑﺓ ﻭﺩﺭﺍﺳﺔ ﺗﻜﺎﻟﻴﻒ ﲣﺰﻳﻦ‬
‫ﺍﳌﻮﺍﺩ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﺃﻛﺜﺮ ﺍﻟﻄﺮﻕ ﻓﻌﺎﻟﻴﺔ ﻻﺳﺘﺨﺪﺍﻡ ﺍﻷﻣﻮﺍﻝ ﻭﺭﻗﺎﺑﺘﻬﺎ‪.‬‬

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 ‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﺩ‪ .‬ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬
‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫ﺃ‪ -‬ﻣﺸﻜﻠﺔ ﺍﻟﺒﺤﺚ‪:‬‬

‫ﻭﻟﺬﺍ ﺭﻛﺰﺕ ﳕﺎﺫﺝ ﺍﳌﺨﺰﻭﻥ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﻋﻠﻰ ﺍﻟﻄﻠﺐ ﺍﳌﺴﺘﻘﻞ ﰲ ﺗﻘﺪﻳﺮ ﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﳌﺎﺩﻳﺔ ﺑﺎﻓﺘﺮﺍﺽ ﺃﻥ‬
‫ﺍﻟﻄﻠﺐ ﻋﻠﻰ ﺍﳌﻮﺍﺩ ﻫﻮ ﻃﻠﺐ ﻣﺴﺘﻤﺮ ﻭﻣﺴﺘﻘﻞ ﺃﻱ ﺃﻥ ﺍﻟﻄﻠﺐ ﻋﻠﻰ ﺍﳌﻨﺘﺞ ﺍﻟﻨﻬﺎﺋﻲ ﻟﻴﺲ ﻟﻪ ﺃﻱ ﻋﻼﻗﺔ ﺑﺎﻟﻄﻠﺐ‬
‫ﻋﻠﻰ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻷﺧﺮﻯ ﻭﻳﺴﺘﺨﺪﻡ ﰲ ﺗﻨﺒﺆﺍﺗﻪ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﺳﺎﻟﻴﺐ ﻣﺜﻞ ﺍﻟﺘﺨﻤﲔ ﻭﺍﳋﱪﺓ ﻭﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻨﻤﺎﺫﺝ‬
‫ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﻟﻠﻤﺨﺰﻭﻥ‪ ،‬ﺇﻻ ﺃﻥ ﻇﻬﻮﺭ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ )‪ (MRP‬ﺍﻋﺘﱪ ﺛﻮﺭﺓ ﻛﺒﲑﺓ ﻋﻨﺪﻣﺎ‬
‫ﻇﻬﺮ ﻓﻘﺪ ﺍﺩﺧﻞ ﺍﳊﺎﺳﻮﺏ ﻭﺍﻟﺘﺨﻄﻴﻂ ﰲ ﻋﻤﻠﻴﺎﺕ ﺍﻹﻧﺘﺎﺝ‪ ،‬ﻭﻣﻨﺬ ﻇﻬﻮﺭﻩ ﰎ ﺇﺿﺎﻓﺔ ﺗﻌﺪﻳﻼﺕ ﻫﺎﻣﺔ ﻹﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺰﻭﻥ ﻭﺇﺩﺧﺎﻝ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻟﻄﺎﻗﺔ )‪ (CRP‬ﻭﺍﻹﻧﺘﺎﺝ ﻭﺣﻴﺚ ﺃﻥ ﲣﻄﻴﻂ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻳﻌﺘﱪ ﻣﻦ‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﻬﻤﺔ ﻹﺩﺍﺭﺓ ﺍﻹﻧﺘﺎﺝ ﺣﻴﺚ ﻳﻬﺘﻢ ﺑﺘﺨﻄﻴﻂ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﳌﻮﺍﺟﻬﺔ ﺍﻟﻄﻠﺐ‪ ،‬ﻭﻟﺬﻟﻚ ﻓﻬﻨﺎﻙ ﻋﻼﻗﺔ‬
‫ﻛﺒﲑﺓ ﺑﲔ ﻛﻼ ﺍﻟﻨﻈﺎﻣﲔ )‪ (MRP&CRP‬ﺳﻴﺘﻢ ﺩﺭﺍﺳﺘﻬﻤﺎ ﻛﻤﺎ ﻳﻠﻲ ﰲ ﺻﻴﺎﻏﺔ ﺍﳌﺸﻜﻠﺔ ﰲ ﺍﻟﺘﺴﺎﺅﻻﺕ‬
‫ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪ -‬ﻣﺎﻫﻴﺔ ﺃﻫﻢ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ؟‬
‫‪ -‬ﻣﺎﻫﻴﺔ ﺃﻫﻢ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﲣﻄﻴﻂ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ؟‬
‫‪ -‬ﻣﺎ ﻫﻲ ﻃﺒﻴﻌﺔ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﻧﻈﺎﻣﻲ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ ﻭﲣﻄﻴﻂ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﰲ‬
‫ﺍﻟﺼﻨﺎﻋﺎﺕ ﺍﻟﻴﻤﻨﻴﺔ؟‬
‫ﺏ‪ -‬ﻓﺮﺿﻴﺎﺕ ﺍﻟﺒﺤﺚ‪ :‬ﰲ ﺿﻮﺀ ﻣﺸﻜﻠﻪ ﻭﺗﺴﺎﺅﻻﺕ ﻭﺃﻫﺪﺍﻑ ﺍﻟﺒﺤﺚ ﰎ ﻭﺿﻊ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻔﺮﺿﻴﺎﺕ ﻋﻠﻰ‬
‫ﺍﻟﻨﺤﻮ ﺍﻟﺘﺎﱄ‪ :‬ﻻ ﺗﻮﺟﺪ ﻋﻼﻗﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﻣﻌﻨﻮﻳﺔ ﺑﲔ ﺃﻫﻢ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ‬
‫ﻭﺃﻫﻢ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﲣﻄﻴﻂ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‪.‬‬
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‫ﺕ‪ -‬ﺃﻫﺪﻑ ﺍﻟﺒﺤﺚ‪ :‬ﻳﻬﺪﻑ ﺍﻟﺒﺤﺚ ﺇﱃ‪:‬‬
‫‪ -‬ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﻣﺎﻫﻴﺔ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ؛‬
‫‪ -‬ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﻛﺎﻓﺔ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ؛‬
‫‪ -‬ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﲣﻄﻴﻂ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﰲ ﺍﳌﻨﻈﻤﺎﺕ ﳏﻞ ﺍﻟﺒﺤﺚ ﺍﻟﺘﻄﺒﻴﻘﻲ؛‬
‫‪ -‬ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﻭﲣﻄﻴﻂ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ؛‬
‫‪ -‬ﺗﻘﺪﱘ ﺍﻟﺘﻮﺻﻴﺎﺕ ﺍﻟﻼﺯﻣﺔ ﰲ ﻛﻴﻔﻴﺔ ﺍﻷﺧﺬ ﰲ ﺍﻻﻋﺘﺒﺎﺭ ﻟﺘﻠﻚ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ‬
‫ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ ﻭﺍﳌﺆﺩﻳﺔ ﺇﱃ ﺃﻓﻀﻞ ﺍﺳﺘﻐﻼﻝ ﻟﻠﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﰲ ﺍﻟﺼﻨﺎﻋﺎﺕ ﺍﻟﻴﻤﻨﻴﺔ‪.‬‬

‫ﺘﻡ ﺍﻟﺒﺤﺙ ﺒﺩﻋﻡ ﻤﻥ ﻨﻴﺎﺒﺔ ﺍﻟﺩﺭﺍﺴﺎﺕ ﺍﻟﻌﻠﻴﺎ ﻭﺍﻟﺒﺤﺙ ﺍﻟﻌﻠﻤﻲ – ﺠﺎﻤﻌﺔ ﺤﻀﺭﻤﻭﺕ‬
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 ‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﺩ‪ .‬ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬
‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫ﺙ‪ -‬ﺃﳘﻴﺔ ﺍﻟﺒﺤﺚ‪:‬‬

‫ﻳﻜﺘﺴﺐ ﺍﻟﺒﺤﺚ ﺃﳘﻴﺘﻪ ﻣﻦ ﺃﳘﻴﺔ ﻧﻈﺎﻣﻲ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﻭﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‪ ،‬ﻭﻳﻌﺘﱪ ﻣﻦ‬
‫ﺍﻟﺒﺤﻮﺙ ﺍﳌﻴﺪﺍﻧﻴﺔ ﻭﺍﻟﺬﻱ ﺳﻴﺴﺎﻫﻢ ﰲ ﺗﻮﻓﲑ ﻣﻌﻠﻮﻣﺎﺕ ﻭﺇﺿﺎﻓﺔ ﻣﻔﻴﺪﺓ ﰲ ﻋﻤﻠﻴﺔ ﺻﻨﻊ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺘﻌﻠﻘﺔ‬
‫ﺑﻨﻈﺎﻡ)‪ (MRP‬ﻭﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ)‪.(CRP‬‬
‫ﻭﰎ ﻣﻦ ﺧﻼﻟﻪ ﺗﺴﻠﻴﻂ ﺍﻟﻀﻮﺀ ﻋﻠﻰ ﺃﻫﻢ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﻭﲣﻄﻴﻂ ﺍﻟﻄﺎﻗﺔ‬
‫ﺍﻹﻧﺘﺎﺟﻴﺔ ﲟﺎ ﻣﻦ ﺷﺄﻧﻪ ﺧﻠﻖ ﺭﺅﻯ ﰲ ﻛﻴﻔﻴﺔ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﻫﺬﻩ ﺍﻟﻌﻮﺍﻣﻞ‪ .‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺗﻮﺿﻴﺢ ﻛﻴﻔﻴﺔ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ‬
‫ﻧﻈﺎﻣﻲ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﻭﲣﻄﻴﻂ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﰲ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﺍﻟﻴﻤﻨﻴﺔ ﻋﻼﻭﺓ ﻋﻠﻰ ﺗﻘﺪﱘ‬
‫ﺍﻟﺘﻮﺻﻴﺎﺕ ﻭﺍﳌﻘﺘﺮﺣﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻟﺘﻄﻮﻳﺮ ﺍﻟﻨﻈﺎﻣﲔ‪.‬‬
‫ﺝ‪ -‬ﻣﻨﻬﺠﻴﺔ ﺍﻟﺒﺤﺚ‪:‬‬
‫‪ ‬ﺃﺩﺍﺓ ﻭﻭﺳﺎﺋﻞ ﲨﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ :‬ﺗﺘﻤﺜﻞ ﺍﳌﺼﺎﺩﺭ ﺍﻟﺜﺎﻧﻮﻳﺔ ﰲ ﺍﻟﻜﺘﺐ‪ ،‬ﺍﳌﻘﺎﻻﺕ ﻭﺍﳌﻠﺘﻘﻴﺎﺕ ﻭﺍﻟﻨﺪﻭﺍﺕ ﺍﻟﻌﻤﻠﻴﺔ‪ .‬ﺃﻣﺎ‬
‫ﺍﳌﺼﺎﺩﺭ ﺍﻷﻭﻟﻴﺔ ﻓﺘﻜﻤﻦ ﰲ ﻣﺎ ﻳﻠﻲ‪:‬‬
‫‪ -‬ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺃﺳﺌﻠﺔ ﺍﳌﻘﺎﺑﻠﺔ ﺍﻟﺸﺨﺼﻴﺔ ﻣﻊ ﺍﻟﻌﺎﻣﻠﲔ ﻭﺍﳌﺴﺌﻮﻟﲔ ﻋﻦ ﻋﻤﻠﻴﺎﺕ‬
‫ﺍﻹﻧﺘﺎﺝ ﰲ ﺍﳌﺼﺎﻧﻊ ﻗﻴﺪ ﺍﻟﺒﺤﺚ؛‬
‫‪ -‬ﺍﳌﻼﺣﻈﺔ ﺍﻟﺸﺨﺼﻴﺔ ﻟﻌﻤﻠﻴﺎﺕ ﺍﻹﻧﺘﺎﺝ ﻣﻦ ﺧﻼﻝ ﻣﻮﺍﻛﺒﺔ ﺳﲑ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﰲ ﺍﳌﺼﺎﻧﻊ ﺍﻟﱵ ﰎ‬
‫ﺗﻨﺎﻭﳍﺎ ﰲ ﺍﻟﺒﺤﺚ؛‬
‫‪ -‬ﺗﺼﻤﻴﻢ ﺍﺳﺘﺒﻴﺎﻥ ﻣﻮﺟﻬﺔ ﺑﺸﻜﻞ ﺧﺎﺹ ﳌﺘﺨﺬﻱ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻟﻼﻃﻼﻉ ﻋﻠﻰ ﺗﻄﻮﺭﺍ‪‬ﻢ‬
‫ﻭﻭﺟﻬﺎﺕ ﻧﻈﺮﻫﻢ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺍﻟﺒﺤﺚ‪.‬‬
‫‪ ‬ﳎﺘﻤﻊ ﺍﻟﺒﺤﺚ‪ :‬ﺣﺪﺩ ﳎﺘﻤﻊ ﺍﻟﺒﺤﺚ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﺍﻟﻜﺒﲑﺓ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ ﻭﻗﺪ ﰎ ﺍﺧﺘﻴﺎﺭ‬
‫ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﻜﺒﲑﺓ ﻣﻨﻬﺎ ﻟﻸﺳﺒﺎﺏ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪ -‬ﻛﱪ ﺣﺠﻤﻬﺎ؛‬
‫‪ -‬ﺗﻌﺪﺩ ﺧﻄﻮﻁ ﺇﻧﺘﺎﺟﻬﺎ؛‬
‫‪ -‬ﻛﺜﺮﺓ ﺍﻟﻌﺎﻣﻠﲔ ﻓﻴﻬﺎ؛‬
‫‪ -‬ﺗﺸﻜﻴﻠﺔ ﻭﺗﻨﻮﻉ ﺃﺻﻨﺎﻑ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﱵ ﺗﻨﺘﺠﻬﺎ؛‬
‫‪ -‬ﺍﳉﺬﻭﺭ ﺍﻟﺘﺎﺭﳜﻴﺔ ﳍﺬﻩ ﺍﳌﻨﻈﻤﺎﺕ ﻭﳌﺎ ﺗﺘﻤﺘﻊ ﺑﻪ ﻣﻦ ﺧﱪﺓ ﻃﻮﻳﻠﺔ ﻣﺘﺮﺍﻛﻤﺔ ﻋﱪ ﺍﻟﺴﻨﲔ‪ ،‬ﺣﻴﺚ ﺑﻠﻎ‬
‫ﻋﺪﺩﻫﺎ )‪ (1096‬ﺣﺴﺐ ﺁﺧﺮ ﺗﻌﺪﺍﺩ ﺳﻜﺎﱐ ﻟﻌﺎﻡ ‪.2004‬‬
‫‪2‬‬

‫ﺍﻟﺘﻘﺭﻴﺭ ﺍﻟﻨﻬﺎﺌﻲ ﻟﻨﺘﺎﺌﺞ ﺍﻟﻤﺴﺢ ﺍﻟﺼﻨﺎﻋﻲ – ﺍﻟﺠﻬﺎﺯ ﺍﻟﻤﺭﻜﺯﻱ ﻟﻺﺤﺼﺎﺀ ﺒﺼﻨﻌﺎﺀ‪.2004 ،‬‬ ‫‪2‬‬

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 ‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﺩ‪ .‬ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬
‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫‪ ‬ﻋﻴﻨﺔ ﺍﻟﺒﺤﺚ‪ :‬ﰎ ﺍﺧﺘﻴﺎﺭ ﻋﻴﻨﺔ ﻋﺸﻮﺍﺋﻴﺔ ﺣﻮﺍﱄ ‪ %45‬ﺣﻴﺚ ﰎ ﺍﺧﺘﻴﺎﺭ ‪ 493‬ﻣﻨﺸﺄﺓ ﻭﰎ ﺗﻮﺯﻳﻊ‬
‫ﺍﻻﺳﺘﻤﺎﺭﺍﺕ ﺗﺒﲔ ﺃﻥ ﺍﻟﻐﲑ ﺻﺎﱀ ﻣﻨﻬﺎ ‪ 60‬ﺍﺳﺘﻤﺎﺭﺓ ﻓﻴﻤﺎ ﰎ ﲢﻠﻴﻞ ‪ 433‬ﺍﺳﺘﻤﺎﺭﺓ‪.‬‬
‫‪ ‬ﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﺘﺤﻠﻴﻠﻴﺔ‪ :‬ﺍﻋﺘﻤﺪ ﺍﻟﺒﺎﺣﺚ ﻟﺘﺄﻃﲑ ﺍﳉﺎﻧﺐ ﺍﻟﻨﻈﺮﻱ ﻋﻠﻰ ﻣﺎ ﰎ ﻧﺸﺮﻩ ﰲ ﺍﻟﻜﺘﺐ ﻭﺍﻷﲝﺎﺙ‬
‫ﺍﳌﺘﻮﻓﺮﺓ ﺍﻟﱵ ﺗﻨﺎﻭﻟﺖ ﻣﻮﺿﻮﻉ ‪ .CRP&MRP‬ﺃﻣﺎ ﺍﳉﺎﻧﺐ ﺍﻟﺘﻄﺒﻴﻘﻲ ﻓﻘﺪ ﻭﺟﻪ ﳓﻮ ﺍﻟﺒﺤﺚ ﺍﳌﻴﺪﺍﱐ ﰲ‬
‫ﺍﳌﺼﺎﻧﻊ ﺍﻟﻴﻤﻨﻴﺔ ﻭﺍﻋﺘﻤﺪ ﻋﻠﻰ ﺍﺳﺘﺨﺪﺍﻡ ﻣﻘﻴﺎﺱ ﻟﻴﻜﺎﺭﺕ ﺍﳋﻤﺎﺳﻲ ﻷﻭﺯﺍﻥ ﺍﻟﻔﻘﺮﺍﺕ‪ ،‬ﻭﺍﺳﺘﺨﺪﻣﺖ ﺑﻌﺾ‬
‫ﺍﳌﺆﺷﺮﺍﺕ ﻭﺍﳌﻘﺎﻳﻴﺲ ﺍﻹﺣﺼﺎﺋﻴﺔ ﺍﻟﱵ ﺗﻔﻴﺪ ﰲ ﲢﻠﻴﻞ ﺍﺳﺘﺒﻴﺎﻧﺎﺕ ﺍﻟﺒﺤﺚ ﻭﺍﳌﺘﻤﺜﻠﺔ ﺑﺎﻟﻮﺳﻂ ﺍﳊﺴﺎﰊ‬
‫ﻭﺍﻻﳓﺮﺍﻑ ﺍﳌﻌﻴﺎﺭﻱ ﻭﻣﻘﻴﺎﺱ ﺑﲑﺳﻮﻥ ﻟﻠﺘﻌﺮﻑ ﻋﻠﻰ ﺩﺭﺟﺎﺕ ﺍﻟﻌﻼﻗﺔ ﻭﺍﻟﺘﺒﺎﻳﻦ ﺑﲔ ﺍﻟﻌﻮﺍﻣﻞ ﻭﺍﻟﻔﻘﺮﺍﺕ‪.‬‬
‫‪ ‬ﺻﺪﻕ ﺃﺩﺍﺓ ﺍﻟﺒﺤﺚ‪ :‬ﻷﺟﻞ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﴰﻮﻝ ﺍﻻﺳﺘﺒﺎﻧﺔ ﻭﺳﻼﻣﺘﻬﺎ ﻭﻣﻼﺋﻤﺘﻬﺎ ﻟﻸﻏﺮﺍﺽ ﺍﻟﱵ ﺻﻤﻤﺖ‬
‫ﻣﻦ ﺃﺟﻠﻬﺎ ﰎ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺼﺪﻕ ﺍﻟﻈﺎﻫﺮﻱ ﻟﻸﺩﺍﺓ ﻣﻦ ﺧﻼﻝ ﲢﻜﻴﻤﻬﺎ ﻣﻦ ﻗﺒﻞ )‪ (3‬ﻣﻦ ﺍﻷﺳﺎﺗﺬﺓ‬
‫ﺍﳌﺘﺨﺼﺼﲔ ﻭﺍﻟﺬﻳﻦ ﺃﺑﺪﻭﺍ ﻣﻼﺣﻈﺎ‪‬ﻢ ﻛﻤﺎ ﰎ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺻﺪﻕ ﺍﺗﺴﺎﻗﻬﺎ ﺍﻟﺪﺍﺧﻠﻲ‪ ،‬ﻭﺛﺒﺎﺕ ﺍﻷﺩﺍﺓ‬
‫ﺑﺎﺳﺘﺨﺪﺍﻡ ﻣﻌﺎﻣﻞ ﺁﻟﻔﺎ ﻛﺮﻭﻧﺒﺎﺥ ﺍﻟﺬﻱ ﺑﻠﻎ ‪ 0.899‬ﻭﻫﻮ ﻣﺮﺗﻔﻊ ﳑﺎ ﻳﺆﻛﺪ ﺛﺒﺎﺕ ﺍﻷﺩﺍﺓ‪.‬‬

‫‪ .1‬ﺍﻹﻃﺎﺭ ﺍﻟﻨﻈﺮﻱ ﻟﻠﺒﺤﺚ‪:‬‬

‫‪ .1.1‬ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ‪:‬‬
‫‪ .1.1.1‬ﺍﳌﻔﻬﻮﻡ‪:‬‬
‫ﺗﻌﺘﱪ ﺍﳌﻮﺍﺩ ﺍﻷﻭﻟﻴﺔ ﻣﻦ ﺃﻫﻢ ﺍﳌﻘﻮﻣﺎﺕ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻧﻈﺮﺍ ﻟﻀﺮﻭﺭ‪‬ﺎ ﻟﻠﻌﻤﻠﻴﺎﺕ ﺍﻹﻧﺘﺎﺟﻴﺔ‪ ،‬ﻭﻷﺟﻞ ﺍﻟﺘﺨﻄﻴﻂ‬
‫ﻭﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻴﻬﺎ ﻳﺘﻢ ﺍﺳﺘﺨﺪﺍﻡ ﺃﺳﺎﻟﻴﺐ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ”‪3 ،“M.R.P‬ﻭﺍﻟﱵ ﻳﺴﺘﻌﺎﻥ ‪‬ﺎ ﻟﺘﻠﻚ ﺍﳌﻮﺍﺩ‬
‫ﺍﻟﱵ ﺳﻴﻜﻮﻥ ﺍﻟﻄﻠﺐ ﻋﻠﻴﻬﺎ ﻣﺸﺘﻘﺎ ﺃﻭ ﺗﺎﺑﻌﺎ‪4 .‬ﻭﻧﻈﺮﺍ ﻟﻔﺎﻋﻠﻴﺘﻪ ﻓﻬﻮ ﻳﻌﺘﻤﺪ ﻋﻠﻰ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻨﻬﺎ ﺟﺪﻭﻝ‬
‫‪5‬‬
‫ﻭﻣﻮﺍﺻﻔﺎﺕ ﺍﳌﻮﺍﺩ ﻭﺍﳌﺨﺰﻭﻥ ﻭﻭﻗﺖ ﻭﻛﻤﻴﺔ ﺍﻟﺸﺮﺍﺀ ﻭﻭﻗﺖ ﺍﻟﻄﻠﺒﻴﺔ‪.‬‬
‫ﻭﻳﻌﺘﱪﻩ ﺳﺘﺎﺭ)‪ (Starr‬ﻛﻨﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﺯﻥ ﺣﻴﺚ ﻳﺴﺘﺨﺪﻡ ﺍﻟﺘﻨﺒﺆﺍﺕ ﺣﻮﻝ ﺍﻟﻄﻠﺐ ﺍﻟﻜﻠﻲ‬
‫ﺍﳌﺘﻔﺎﻭﺕ ﻭﺣﺴﺐ ﺍﻟﻔﻘﺮﺍﺕ ﻛﻤﺪﺧﻼﺕ ﻟﻌﻤﻠﻴﺔ ﺍﻟﺘﺨﻄﻴﻂ ﳌﺴﺘﻮﻳﺎﺕ ﺍﳌﺨﺰﻭﻥ‪.‬‬

‫ﻜﺘﺎﺏ ﺍﻹﺤﺼﺎﺀ ﺍﻟﺴﻨﻭﻱ‪ -‬ﺍﻟﺠﻬﺎﺯ ﺍﻟﻤﺭﻜﺯﻱ ﻟﻺﺤﺼﺎﺀ )‪(2006-1990‬‬

‫ﻴﻌﻭﺩ ﺘﻁﺒﻴﻕ ﻫﺫﺍ ﺍﻟﻤﺩﺨل ﻓﻲ ﺍﻟﺘﺨﻁﻴﻁ ﻟﻼﺤﺘﻴﺎﺠﺎﺕ ﻤﻥ ﺍﻟﻤﻭﺍﺩ ﺇﻟﻰ ﻋﺎﻡ ‪ ،1960‬ﻭﻓﻲ ﻋﺎﻡ ‪ 1971‬ﻜﺎﻥ ﻋﺩﺩ ﺍﻟﺸﺭﻜﺎﺕ ﺍﻟﺘﻲ‬ ‫‪3‬‬

‫ﻁﺒﻘﺕ ﻫﺫﺍ ﺍﻟﻤﺩﺨل ﻓﻲ ﺍﻟﻭﻻﻴﺎﺕ ﺍﻟﻤﺘﺤﺩﺓ ﺍﻷﻤﺭﻴﻜﻴﺔ )‪ (150‬ﺸﺭﻜﺔ ﻭﺍﺯﺩﺍﺩ ﻫﺫﺍ ﺍﻟﻌﺩﺩ ﺒﺸﻜل ﻜﺒﻴﺭ ﺒﻌﺩ ﻫﺫﺍ ﺍﻟﺘﺎﺭﻴﺦ‪.‬‬
‫‪ 4‬ﺤﺴﻴﻥ ﻋﺒﺩﺍﷲ ﺍﻟﺘﻤﻴﻤﻲ‪ ،‬ﺘﺨﻁﻴﻁ ﻭﻤﺭﺍﻗﺒﺔ ﺍﻹﻨﺘﺎﺝ‪ ،‬ﺩﺍﺭ ﺍﻟﻔﻜﺭ ﺍﻟﻤﻌﺎﺼﺭ‪ ،‬ﺒﻴﺭﻭﺕ‪ ،‬ﺹ‪.156‬‬
‫‪5‬‬
‫‪Jay Heizer, Barry PENDER, Principles of operations management, pearson Prentice Hall,‬‬
‫‪Edition, p552.‬‬

‫‪79‬‬
 ‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﺩ‪ .‬ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬
‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫ﻛﻤﺎ ﻋﺮﻓﻪ )‪ (Grooer‬ﺑﺄﻧﻪ ﺃﺳﻠﻮﺏ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺰﻭﻥ ‪‬ﺪﻑ ﺗﻘﻠﻴﻞ ﻣﺴﺘﻮﻯ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻴﻪ ﺇﱃ ﺍﳊﺪ ﺍﻟﺬﻱ‬
‫‪6‬‬
‫ﳝﻜﻦ ﺇﺩﺍﺭﺓ ﺍﳌﻨﻈﻤﺔ ﻣﻦ ﺗﻠﺒﻴﺔ ﳏﺘﻮﻳﺎﺕ ﺟﺪﻭﻟﺔ ﺍﻹﻧﺘﺎﺝ‪.‬‬
‫ﻭ‪‬ﺬﺍ ﺍﳋﺼﻮﺹ ﻫﻨﺎﻙ ﺍﻟﻜﺜﲑ ﻣﻦ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﱵ ﺗﺪﻓﻊ ﺍﻟﺸﺮﻛﺎﺕ ﻟﻸﺧﺬ ﲟﺒﺪﺃ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻟﺴﻠﻴﻢ ﻟﻼﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ‬
‫ﺍﳌﻮﺍﺩ ﺗﺘﻤﺜﻞ ﰲ ﺍﻷﰐ‪:‬‬
‫‪ ‬ﺍﳊﺎﺟﺔ ﺇﱃ ﲣﻔﻴﺾ ﺣﺠﻢ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﰲ ﺍﳌﺨﺰﻭﻥ ﺍﻟﺴﻠﻌﻲ؛‬
‫‪ ‬ﺯﻳﺎﺩﺓ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺧﺪﻣﺔ ﺍﻟﻌﻤﻼﺀ ﰲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ ﻭﺑﺎﻟﻜﻤﻴﺔ ﺍﳌﻨﺎﺳﺒﺔ ﻧﺘﻴﺠﺔ ﺍﺳﺘﻤﺮﺍﺭﻳﺔ ﺑﺮﺍﻣﺞ ﺍﻹﻧﺘﺎﺝ؛‬
‫‪ ‬ﺯﻳﺎﺩﺓ ﺍﻟﻔﺮﺻﺔ ﺃﻣﺎﻡ ﺍﳌﺆﺳﺴﺔ ﻟﺘﺨﻔﻴﺾ ﺃﺳﻌﺎﺭﻫﺎ ﻭﺗﺪﻋﻴﻢ ﻣﺮﻛﺰﻫﺎ ﺍﻟﺘﻨﺎﻓﺴﻲ؛‬
‫‪ ‬ﺍﻻﺳﺘﻐﻼﻝ ﺍﻷﻣﺜﻞ ﻟﻠﺘﺠﻬﻴﺰﺍﺕ ﺍﻵﻟﻴﺔ ﻟﻠﻤﺆﺳﺴﺔ؛‬
‫‪7‬‬
‫‪ ‬ﲣﻄﻴﻂ ﺍﳌﺨﺰﻭﻥ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﺍﻟﻴﻤﻨﻴﺔ ﺑﻄﺮﻳﻘﺔ ﺃﻓﻀﻞ؛‬
‫‪ ‬ﺗﻌﻈﻴﻢ ﺍﻟﻜﻔﺎﺀﺓ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ ﻟﻠﻤﺼﻨﻊ‪.‬‬
‫‪ .2.1.1‬ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﻭﺍﻷﻧﻈﻤﺔ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ‪:‬‬
‫ﺇ ﻥ ﻧﻈﺎﻡ ﻧﻘﻄﺔ ﺇﻋﺎﺩﺓ ﺍﻟﻄﻠﺐ ﺍﻟﺬﻱ ﻳﺴﺘﺨﺪﻡ ﻟﻠﻄﻠﺐ ﺍﳌﺴﺘﻘﻞ ﺃﺳﻠﻮﺏ ﺇﺣﺼﺎﺋﻲ ﻳﻌﺘﻤﺪ ﻋﻠﻰ ﺍﳋﱪﺓ ﺍﳌﺎﺿﻴﺔ‬
‫ﻭﲢﺪﻳﺪ ﺍﻻﺣﺘﻴﺎﺝ ﺍﳌﺴﺘﻘﺒﻠﻲ ﻣﻦ ﺍﳌﺨﺰﻭﻥ ﺍﻟﺼﻨﺎﻋﻲ ﻭﻗﺪ ﻓﺸﻞ ﰲ ﺍﻟﺴﻴﻄﺮﺓ ﻋﻠﻰ ﺍﳌﺨﺰﻭﻥ ﺍﻟﺼﻨﺎﻋﻲ ﺑﻨﺎﺀ ﻋﻠﻰ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕ ﻷﺳﺒﺎﺏ ﻋﺪﻡ ﺍﻷﺧﺬ ﺑﻌﲔ ﺍﻻﻋﺘﺒﺎﺭ ﺍﻟﻄﻠﺐ ﻭﺍﳌﺸﺘﻖ‪ ،‬ﻭﳝﻜﻨﻨﺎ ﺇﺩﺭﺍﻙ ﺍﻻﺧﺘﻼﻑ ﺑﲔ ﺍﻟﻨﻈﺎﻣﲔ ﺑﺎﻟﻨﻘﺎﻁ‬
‫ﺍﻟﺘﺎﻟﻴﺔ ﰲ ﺍﳉﺪﻭﻝ ﺍﻟﺘﺎﱄ‪:‬‬
‫ﺟﺪﻭﻝ ﺭﻗﻢ )‪ :(1‬ﻳﻮﺿﺢ ﻧﻘﺎﻁ ﺍﻻﺧﺘﻼﻑ ﺑﲔ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﻭﺍﻷﻧﻈﻤﺔ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ‬
‫ﻧﻈﺎﻡ ‪ RO.L‬ﻣﺴﺘﻮﻯ ﺇﻋﺎﺩﺓ ﺍﻟﻄﻠﺐ‬ ‫ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ‬ ‫ﻡ‬
‫ﺍﻟﻄﻠﺐ ﻣﺴﺘﻘﻞ ﻭﺷﻜﻠﻪ ﻋﺸﻮﺍﺋﻲ‬ ‫ﺍﻟﻄﻠﺐ ﻣﺸﺘﻖ ﻭﺷﻜﻠﻪ ﻣﺘﻤﻮﺝ‬ ‫‪1‬‬
‫ﻳﺘﻢ ﺍﻟﺘﻨﺒﺆ ﺑﺎﻷﻭﺍﻣﺮ ﻟﺴﺪ ﺍﻟﻨﻘﺺ ﺍﳊﺎﺻﻞ ﰲ ﻣﺴﺘﻮﻯ‬ ‫ﺍﻷﻭﺍﻣﺮ ﻫﻲ ﺍﺣﺘﻴﺎﺟﺎﺕ ﻳﺘﻢ ﺍﺣﺘﺴﺎ‪‬ﺎ ﻭﻓﻖ ﻣﺎ ﻫﻮ ﻣﻮﺟﻮﺩ‬
‫‪2‬‬
‫ﺍﳌﺨﺰﻭﻥ ﺑﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﻟﻄﻠﺐ ﺍﳌﺎﺿﻲ‪.‬‬ ‫ﰲ ﺟﺪﻭﻟﺔ ﺍﻹﻧﺘﺎﺝ ﺍﻟﺮﺋﻴﺴﻴﺔ‪.‬‬
‫ﻳﻘﻮﻡ ﺑﺎﻟﺴﻴﻄﺮﺓ ﻋﻠﻰ ﺑﻌﺾ ﺍﻷﺻﻨﺎﻑ‬ ‫ﻳﻘﻮﻡ ﺑﺎﻟﺴﻴﻄﺮﺓ ﻋﻠﻰ ﻛﻞ ﺍﻷﺻﻨﺎﻑ‬ ‫‪3‬‬
‫ﻳﻬﺪﻑ ﺇﱃ ﻣﻘﺎﺑﻠﺔ ﺍﺣﺘﻴﺎﺝ ﺍﻟﺰﺑﻮﻥ‬ ‫ﻳﻬﺪﻑ ﺇﱃ ﻣﻘﺎﺑﻠﺔ ﺍﻟﻌﻤﻞ ﺍﻟﺘﺼﻨﻴﻌﻲ ﻭﺍﺣﺘﻴﺎﺝ ﺍﻟﺰﺑﻮﻥ‬ ‫‪4‬‬
‫ﻳﻜﻮﻥ ﺣﺠﻢ ﺍﻟﻜﻤﻴﺔ ﻓﻴﻪ ﺑﺸﻜﻞ ﺣﺠﻢ ﺍﻟﺪﻓﻌﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‪.‬‬ ‫ﻳﻜﻮﻥ ﺣﺠﻢ ﺍﻟﻌﻤﻞ ﻣﻨﻔﺼﻞ ﰲ ﻛﻞ ﻣﺴﺘﻮﻯ ﻋﻦ ﺍﻷﺧﺮ‬ ‫‪5‬‬
‫ﺍﳌﺨﺰﻭﻥ ﻓﻴﻪ ﺑﻀﺎﻋﺔ ﺗﺎﻣﺔ ﺍﻟﺼﻨﻊ‬ ‫ﺃﻧﻮﺍﻉ ﺍﳌﺨﺰﻭﻥ ﻓﻴﻪ ﻣﻮﺍﺩ ﻭﺃﺟﺰﺍﺀ ﺻﻨﺎﻋﻴﺔ‬ ‫‪6‬‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺚ‬

‫ﻤﺤﻤﺩ ﺍﺒﺩﻴﻭﻱ ﺍﻟﺤﺴﻴﻨﻲ‪ ،‬ﺘﺨﻁﻴﻁ ﺍﻹﻨﺘﺎﺝ ﻭﻤﺭﺍﻗﺒﺘﻪ‪ ،‬ﺍﻟﻁﺒﻌﺔ ﺍﻷﻭﻟﻰ‪ ،‬ﻋﻤﺎﻥ‪ :‬ﺩﺍﺭ ﺍﻟﻤﻨﺎﻫﺞ ﻟﻠﻨﺸﺭ ﻭﺍﻟﺘﻭﺯﻴﻊ‪ ،2001،‬ﺹ‪.169‬‬ ‫‪6‬‬

‫ﻀﺭﺍﺭ ﺍﻟﻌﺘﻴﺒﻲ ﻭﺁﺨﺭﻭﻥ‪ ،‬ﺍﻟﻤﺸﺭﻭﻋﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ – ﺇﺩﺍﺭﺓ ﺍﻟﻤﻭﺍﺩ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﺍﻟﻴﺎﺯﻭﺭﻱ ﻟﻠﻨﺸﺭ ﻭﺍﻟﺘﻭﺯﻴﻊ‪ ،‬ﺍﻟﻁﺒﻌﺔ ﺍﻷﻭﻟﻰ‪،‬‬ ‫‪7‬‬

‫‪ ،2009‬ﺹ ﺹ‪.165-164‬‬

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 ‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﺩ‪ .‬ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬
‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫‪ .3.1.1‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﻋﻠﻰ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ‪:‬‬

‫ﺇﻥ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﻳﺮﺗﺒﻂ ﺑﺎﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻌﻮﺍﻣﻞ ﻣﻦ ﺃﳘﻬﺎ ﺗﻮﻗﻌﺎﺕ ﺍﳌﺒﻴﻌﺎﺕ ﻭﺍﻟﱪﺍﻣﺞ ﻭﺍﳋﻄﻂ‬
‫ﺍﻹﻧﺘﺎﺟﻴﺔ‪ ،‬ﻃﺒﻴﻌﺔ ﺍﳌﻮﺍﺩ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺍﻟﻼﺯﻣﺔ ﻭﻣﻮﺍﺻﻔﺎﺕ ﻭﺧﺼﺎﺋﺺ ﻭﻃﺒﻴﻌﺔ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﱵ ﺗﻘﻮﻡ ‪‬ﺎ‬
‫ﺍﳌﺆﺳﺴﺔ ﺍﻟﺼﻨﺎﻋﻴﺔ ﻭﻏﲑﻫﺎ ﻣﻦ ﺍﻻﻋﺘﺒﺎﺭﺍﺕ ﺍﻟﻔﻨﻴﺔ ﻭﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺍﳋﺎﺻﺔ ﺑﺎﳌﺆﺳﺴﺔ ﻭﻣﻦ ﺍﳌﻤﻜﻦ ﺑﻮﺟﻪ ﻋﺎﻡ ﺃﻥ ﺗﺼﻨﻒ‬
‫ﻫﺬﻩ ﺍﻻﻋﺘﺒﺎﺭﺍﺕ ﻭﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﻭﺍﻟﱵ ﺗﺆﺛﺮ ﻋﻠﻰ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺇﱃ ﻋﻮﺍﻣﻞ ﺩﺍﺧﻠﻴﺔ ﻭﻋﻮﺍﻣﻞ‬
‫ﺧﺎﺭﺟﻴﺔ ﻛﻤﺎ ﻳﻠﻲ‪:‬‬
‫ﺃ‪ .‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﺪﺍﺧﻠﻴﺔ‪ :‬ﻭﻫﻲ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﱵ ﲢﺪﺩ ﻧﻘﺎﻁ ﺍﻟﻘﻮﺓ ﻭﺍﻟﻀﻌﻒ ﻓﻤﻜﺎﻣﻦ ﺍﻟﻘﻮﺓ ﻫﻲ ﺍﻹﻣﻜﺎﻧﺎﺕ ﻭﺍﳌﻮﺍﺭﺩ ﺃﻭ‬
‫ﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﺬﺍﺗﻴﺔ ﺍﻟﱵ ﳝﻜﻦ ﺃﻥ ﺗﺴﺘﺨﺪﻡ ﺑﻜﻔﺎﺀﺓ ﻭﻓﺎﻋﻠﻴﺔ ﻟﺘﺤﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺍﳌﺮﺳﻮﻣﺔ ﻭﻣﺎ ﻧﻘﺼﺪ ﺑﻪ ﻣﻦ ﺃﻣﺎﻛﻦ‬
‫ﺍﻟﻀﻌﻒ ﻓﻬﻲ ﺍﻟﻘﻴﻮﺩ ﻭﺃﻭﺟﻪ ﺍﻟﻀﻌﻒ ﺍﻟﺬﺍﰐ ﺍﻟﱵ ﲢﺪ ﻣﻦ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺍﳌﺮﺳﻮﻣﺔ‪ ،‬ﻭﻧﺆﻛﺪ ﻫﻨﺎ ﺃﻥ ﻋﻮﺍﻣﻞ ﺍﻟﺒﻴﺌﺔ‬
‫ﺍﻟﺪﺍﺧﻠﻴﺔ ﳝﻜﻦ ﺍﻟﺴﻴﻄﺮﺓ ﻋﻠﻴﻬﺎ ﻭﺗﻮﺟﻴﻬﻬﺎ ﺑﺎﻟﺸﻜﻞ ﺍﻟﺬﻱ ﳜﺪﻡ ﺍﻷﻫﺪﺍﻑ ﺍﳌﺮﺳﻮﻣﺔ ﻭﺑﺎﺳﺘﺨﺪﺍﻡ ﲢﻠﻴﻞ ﻣﺒﺪﺋﻲ ﻧﺮﺍﻫﺎ‬
‫ﻛﻤﺎ ﻳﻠﻲ‪:‬‬
‫ﺃ‪ .1.‬ﺧﻄﺔ ﺍﻹﻧﺘﺎﺝ‪:‬‬
‫ﺍﳌﻘﺼﻮﺩ ﲞﻄﺔ ﺍﻹﻧﺘﺎﺝ ﺑﺄ‪‬ﺎ ﺗﻠﻚ ﺍﻟﱪﺍﻣﺞ ﺍﻟﱵ ﲢﺪﺩ ﺃﻧﻮﺍﻉ ﻭﻣﻮﺍﺻﻔﺎﺕ ﺍﳌﻨﺘﺠﺎﺕ ﺍﳌﻄﻠﻮﺏ ﺗﺼﻨﻴﻌﻬﺎ‬
‫ﻭﺍﻟﻜﻤﻴﺎﺕ ﺍﳌﻄﻠﻮﺑﺔ ﻣﻦ ﻛﻞ ﻧﻮﻉ ﻭﺍﻟﱪﻧﺎﻣﺞ ﺍﻟﺰﻣﲏ ﻹﻧﺘﺎﺟﻬﺎ ﻭﻫﺬﻩ ﺍﳋﻄﺔ ﺗﺘﻀﻤﻦ ﺃﻳﻀﺎ ﻋﻮﺍﻣﻞ ﺍﻹﻧﺘﺎﺝ ﺍﳌﻄﻠﻮﺏ‬
‫ﺗﻮﻓﲑﻫﺎ ﻟﻠﻮﻓﺎﺀ ﲞﻄﺔ ﺍﻹﻧﺘﺎﺝ ﻭﻫﺬﺍ ﻣﺎ ﻳﻌﲏ ﺣﺠﻢ ﺍﻟﻄﻠﺐ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﻮﺍﺩ ﺍﳋﺎﻡ ﻭﺍﻟﱵ ﺍﻷﺳﺎﺱ ﰲ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﺘﻘﺪﻳﺮﻳﺔ‬
‫ﻟﻼﺣﺘﻴﺎﺟﺎﺕ ﺍﳌﻄﻠﻮﺑﺔ ﻣﻦ ﺍﳌﻮﺍﺩ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﳚﻌﻞ ﻋﻤﻞ ﺍﳋﻄﺔ ﻭﺗﻮﻗﻊ ﺍﻟﻄﻠﺒﻴﺎﺕ ﻣﻬﻢ‪.‬‬
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‫ﻭﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﻮﺍﺩ ﺍﳋﺎﻡ ﻓﺈ ﻥ ﺍﻷﻣﺮ ﻳﺴﺘﻠﺰﻡ ﲢﺪﻳﺪ ﺃﻧﻮﺍﻉ ﻭﺃﺣﺠﺎﻡ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﱵ ﺗﺘﻀﻤﻨﻬﺎ ﺧﻄﺔ ﺍﻹﻧﺘﺎﺝ‬
‫ﻓﺒﻮﺍﺳﻄﺔ ﺍﻟﺘﺤﺪﻳﺪ ﺍﻟﺪﻗﻴﻖ ﻷﻧﻮﺍﻉ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﻨﻬﺎﺋﻴﺔ ﳝﻜﻦ ﲢﺪﻳﺪ ﺃﻧﻮﺍﻉ ﻭﻛﻤﻴﺎﺕ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ ﻭﺍﻟﺴﻠﻊ ﻧﺼﻒ‬
‫ﺍﳌﺼﻨﻌﺔ ﻭﺍﳌﻄﻠﻮﺏ ﺗﻮﻓﲑﻫﺎ ﻟﺘﻨﻔﻴﺬ ﺧﻄﺔ ﺍﻹﻧﺘﺎﺝ ﻭﻫﻨﺎ ﳝﻜﻦ ﺍﻟﺮﺟﻮﻉ ﺇﱃ ﻗﻮﺍﺋﻢ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ ﺍﻟﱵ ﻳﻌﺪﻫﺎ ﻗﺴﻢ ﺗﺼﻤﻴﻢ‬
‫ﺍﳌﻨﺘﺠﺎﺕ ﻣﻦ ﺍﻟﻨﺎﺣﻴﺔ ﺍﻟﻔﻨﻴﺔ‪ 9‬ﻭﺫﻟﻚ ﻋﻨﺪ ﺇﻋﺪﺍﺩﻩ ﳋﻄﺔ ﺍﻟﺘﺼﻤﻴﻢ ﲟﺮﺍﺣﻠﻬﺎ ﺍﳌﺨﺘﻠﻔﺔ ﻭﺍﻟﱵ ﺗﻮﺿﺢ ﺍﻟﺘﺮﻛﻴﺒﺔ ﺍﻟﻔﻨﻴﺔ‬
‫ﻟﻠﻤﻨﺘﻮﺝ ﻭﺍﻟﱵ ﲢﺪﺩ ﻛﻞ ﻋﺪﺩ ﺍﻟﻮﺣﺪﺍﺕ ﺍﳌﻄﻠﻮﺑﺔ ﻣﻦ ﻛﻞ ﺟﺰﺀ ﻣﻦ ﺃﺟﺰﺍﺀ ﺍﳌﻨﺘﻮﺝ ﻭﻣﺴﺘﻮﻳﺎﺕ ﻛﻞ ﺟﺰﺀ ﺿﻤﻦ‬
‫ﺍﻟﺘﺮﻛﻴﺒﺔ ﻭﺍﻟﺘﺸﻜﻴﻠﺔ ﺍﻟﻔﻨﻴﺔ‪.‬‬

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‫‪Jay HEIZEP, Barry Pender, op. cit, p567.‬‬
‫ﻜﺎﺴﺭ ﻨﺼﺭ ﺍﻟﻤﻨﺼﻭﺭ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻹﻨﺘﺎﺠﻴﺔ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﺩﺍﺭ ﺍﻟﺤﺎﻤﺩ ﻟﻠﻨﺸﺭ ﻭﺍﻟﺘﻭﺯﻴﻊ‪ ،2009 ،‬ﺹ‪195‬‬ ‫‪9‬‬

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 ‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﺩ‪ .‬ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬
‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫ﺃ‪ .2.‬ﲢﺪﻳﺪ ﻣﻮﺍﺻﻔﺎﺕ ﺍﳌﻮﺍﺩ‪:‬‬

‫ﺇﻥ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺣﺎﺟﺔ ﺍﳌﻨﺸﺄﺓ ﻟﻠﻤﻮﺍﺩ ﳚﻌﻠﻬﺎ ﰲ ﻣﺮﺣﻠﺔ ﺃﺧﺮﻯ ﲢﺘﺎﺝ ﺇﱃ ﲢﺪﻳﺪ ﻣﻮﺍﺻﻔﺎ‪‬ﺎ‪10،‬ﻓﺎﳌﻘﺼﻮﺩ‬
‫ﺑﺘﺤﺪﻳﺪ ﻣﻮﺍﺻﻔﺎﺕ ﺍﳌﻮﺍﺩ ﻫﻮ ﲢﺪﻳﺪ ﻧﻮﻉ ﻭﻃﺒﻴﻌﺔ ﻭﺷﻜﻞ ﺍﳌﺎﺩﺓ ﺍﻟﱵ ﻳﺘﻄﻠﺐ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﰲ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺍﳌﻌﻴﻨﺔ‬
‫ﻹﻧﺘﺎﺝ ﻣﻨﺘﺞ ﻣﻌﲔ ﻓﺘﺤﺪﻳﺪ ﻣﻮﺍﺻﻔﺎﺕ ﺍﳌﻮﺍﺩ ﻭﺍﻷﻧﻮﺍﻉ ﺍﳌﻄﻠﻮﺑﺔ ﻣﻨﻬﺎ ﻳﺘﻮﻗﻒ ﺃﺳﺎﺳﺎ ﻋﻠﻰ ﲢﺪﻳﺪ ﻣﻮﺍﺻﻔﺎﺕ ﺍﳌﻨﺘﺞ‬
‫ﺍﻟﻨﻬﺎﺋﻲ ﻭﻳﺘﻢ ﲢﺪﻳﺪ ﻧﺼﻴﺐ ﺍﻟﻮﺣﺪﺓ ﺍﻟﻮﺍﺣﺪﺓ ﻣﻦ ﺍﳌﻨﺘﺞ ﺍﻟﻨﻬﺎﺋﻲ ﻣﻦ ﺍﳌﻮﺍﺩ ﻭﺍﻷﺟﺰﺍﺀ ﺍﻟﻼﺯﻣﺔ ﻟﺘﻨﻔﻴﺬ ﺍﳋﻄﺔ ﻭﺫﻟﻚ‬
‫ﺑﻀﺮﺏ ﻋﺪﺩ ﺍﻟﻮﺣﺪﺍﺕ ﺍﳌﺘﻮﻗﻊ ﺇﻧﺘﺎﺟﻬﺎ ﻃﻮﻝ ﻓﺘﺮﺓ ﺍﳋﻄﺔ ﰲ ﻧﺼﻴﺐ ﺍﻟﻮﺣﺪﺓ ﺍﻟﻮﺍﺣﺪﺓ ﻣﻦ ﺍﳋﺎﻣﺎﺕ ﻭﺍﻷﺟﺰﺍﺀ‬
‫ﺑﺄﻧﻮﺍﻋﻬﺎ ﺍﳌﺨﺘﻠﻔﺔ‪.‬‬
‫ﺃ‪ .3.‬ﻣﻬﺎﺭﺍﺕ ﺍﻟﻌﺎﻣﻠﲔ‪ :‬ﻭﺗﻌﺘﻤﺪ ﻗﺪﺭﺍﺕ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺍﳒﺎﺯ ﺃﻋﻤﺎﳍﻢ ﺑﻜﻔﺎﺀﺓ ﻭﻓﺎﻋﻠﻴﺔ ﲟﺪﻯ ﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﺍﳌﻮﺍﺩ‬
‫ﻭﺣﺴﻦ ﺗﺮﺷﻴﺪﻫﺎ ﻭﺍﺳﺘﺨﺪﺍﻣﻬﺎ‪.‬‬
‫ﺃ‪ .4.‬ﺇﻣﻜﺎﻧﺎﺕ ﻭﻃﺎﻗﺎﺕ ﺍﻟﺘﺨﺰﻳﻦ‪:‬‬
‫ﻳﻌﺮﻑ ﺍﳌﺨﺰﻭﻥ ﺑﺄﻧﻪ ﻋﺒﺎﺭﺓ ﻋﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﻭﻗﻄﻊ ﺍﻟﻐﻴﺎﺭ ﻭﺍﳌﻮﺍﺩ ﻧﺼﻒ ﺍﳌﺼﻨﻌﺔ‪ ،‬ﻭﺍﳌﻮﺍﺩ‬
‫ﺗﺎﻣﺔ ﺍﻟﺼﻨﻊ ﺍﳌﻮﺟﻮﺩﺓ ﰲ ﺍﳌﺨﺎﺯﻥ ﺑﺎﻧﺘﻈﺎﺭ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻣﺴﺘﻘﺒﻼ‪ 11.‬ﻭﻫﻨﺎﻙ ﺗﺼﻨﻴﻔﺎﺕ ﻛﺜﲑﺓ ﻟﻠﻤﺨﺰﻭﻥ‪ 12‬ﺗﺴﺘﺨﺪﻡ‬
‫‪13‬‬
‫ﰲ ﺗﻌﺮﻳﻒ ﻛﺜﲑ ﻣﻦ ﺍﻷﺷﻴﺎﺀ ﻣﻨﻬﺎ‪:‬‬
‫‪ -‬ﻣﺴﺘﻮﻯ ﺍﻟﺘﺨﺰﻳﻦ ﺍﳌﺘﻮﻓﺮ ﻭﺍﳌﺘﺎﺡ ﰲ ﻭﻗﺖ ﻣﻌﲔ؛‬
‫‪ -‬ﻓﻀﺎﺀﺍﺕ ﺍﻟﺘﺨﺰﻳﻦ؛‬
‫‪ -‬ﻣﻌﺪﺍﺕ ﺍﻟﺘﺨﺰﻳﻦ ﻭﺍﳊﻔﻆ ﻭﺍﳌﻨﺎﻭﻟﺔ؛‬
‫‪ -‬ﺃﺩﺍﺓ ﻟﻘﻴﺎﺱ ﺍﻟﻘﻴﻮﺩ ﺍﶈﺎﺳﺒﻴﺔ ﻭﺍﳌﺎﻟﻴﺔ‪ ،‬ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﻘﻴﻤﺔ ﺍﻟﻜﻠﻴﺔ ﻟﻠﻤﺨﺰﻭﻥ ﻣﻦ ﺍﻟﺴﻠﻊ ﺍﻟﱵ ﲤﻠﻜﻬﺎ ﺍﳌﺆﺳﺴﺔ‬
‫ﰲ ﻭﺣﺪﺓ ﺍﻟﺰﻣﻦ ﺍﳌﻌﻴﻨﺔ )ﺃﺳﺒﻮﻉ – ﺷﻬﺮ – ﺳﻨﺔ(‪.‬‬
‫‪14‬‬
‫ﻭﰲ ﺿﻮﺀ ﲣﻄﻴﻂ ﺍﳌﺨﺰﻭﻥ ﳚﺐ ﺃﻥ ﲢﺘﻮﻱ ﺳﻴﺎﺳﺎﺕ ﺍﳌﺨﺰﻭﻥ ﻋﻠﻰ‪:‬‬
‫‪ -‬ﺇﻗﺎﻣﺔ ﻣﻌﺪﻻﺕ ﳐﺰﻭﻥ ﰲ ﺣﺪﻭﺩ ﺍﳌﺒﻴﻌﺎﺕ ﺍﻟﺸﻬﺮﻳﺔ‪ ،‬ﺃﻭ ﰲ ﺣﺪﻭﺩ ﻗﺼﻮﻯ ﻭﺩﻧﻴﺎ‪ ،‬ﺃﻭ ﻭﻓﻘﺎﹰ ﳌﻌﺪﻝ ﺩﻭﺭﺍﻥ‬
‫ﳏﺪﺩ ﻟﻠﻤﺨﺰﻭﻥ؛‬

‫ﻤﻬﺩﻯ ﺤﺴﻥ ﺯﻭﻴﻠﻑ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﻟﺸﺭﺍﺀ ﻭﺍﻟﺘﺨﺯﻴﻥ‪ ،‬ﻤﺩﺨل ﺤﺩﻴﺙ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﺩﺍﺭ ﺍﻟﻔﻜﺭ‪ ،‬ﺍﻟﻁﺒﻌﺔ ﺍﻟﺜﺎﻨﻴﺔ‪ ، 2006 ،‬ﺹ‪.15‬‬ ‫‪10‬‬

‫ﻤﺤﻤﺩ ﺍﺒﺩﻴﻭﻱ ﺍﻟﺤﺴﻴﻨﻲ‪ ،‬ﻤﺭﺠﻊ ﺴﺒﻕ ﺫﻜﺭﻩ‪ ،‬ﺹ‪.44‬‬ ‫‪11‬‬

‫ﻨﻬﺎل ﻓﺭﻴﺩ ﻤﺼﻁﻔﻰ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﻟﻤﻭﺍﺩ ﻭﺍﻹﻤﺩﺍﺩ‪ ،‬ﺍﻹﺴﻜﻨﺩﺭﻴﺔ‪ ،‬ﺩﺍﺭ ﺍﻟﻔﺘﺢ ﻟﻠﺘﺠﻠﻴﺩ ﺍﻟﻔﻨﻲ‪ ،2008 ،‬ﺹ‪.183‬‬ ‫‪12‬‬

‫‪ 13‬ﻋﺒﺩ ﺍﻟﺴﺘﺎﺭ ﻤﺤﻤﺩ ﺍﻟﻌﻠﻲ‪ ،‬ﺍﻹﺩﺍﺭﺓ ﺍﻟﺤﺩﻴﺜﺔ ﻟﻠﻤﺨﺎﺯﻥ ﻭﺍﻟﻤﺸﺘﺭﻴﺎﺕ )ﻁ‪ :1‬ﺍﻷﺭﺩﻥ‪ :‬ﺒﺩﻭﻥ ﺩﺍﺭ ﻨﺸﺭ‪ ،(2001 ،‬ﺹ‪.17‬‬
‫ﺃﻜﺭﻡ ﺸﻘﺭﺍ‪ ،‬ﺍﻹﺩﺍﺭﺓ ﺍﻟﺼﻨﺎﻋﻴﺔ‪ :‬ﺘﻨﻅﻴﻡ ﺼﻨﺎﻋﻲ – ﺇﺩﺍﺭﺓ ﺇﻨﺘﺎﺝ – ﺘﺴﻭﻴﻕ )ﺩﻤﺸﻕ‪ :‬ﻤﻁﺒﻌﺔ ﻁﺭﺒﻴﻥ‪،(1973-1972 ،‬‬ ‫‪14‬‬

‫ﺹ‪.77‬‬

‫‪82‬‬
 ‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﺩ‪ .‬ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬
‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫‪ -‬ﻴﺌﺔ ﺍﻟﻄﺮﻕ ﺍﻟﻔﻨﻴﺔ ﺍﻟﱵ ﳝﻜﻦ ﺑﻮﺍﺳﻄﺘﻬﺎ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﻣﻄﺎﺑﻘﺔ ﺍﳌﺨﺰﻭﻥ ﻟﻠﻤﻌﺪﻻﺕ ﺍﳌﻘﺮﺭﺓ‪.‬‬
‫ﺃ‪ .5.‬ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‪:‬‬
‫ﻫﻨﺎﻙ ﻋﺪﺓ ﻣﻔﺎﻫﻴﻢ ﻟﻠﻄﺎﻗﺔ‪ ) 15‬ﺍﻟﺘﺼﻤﻴﻤﻴﺔ‪ ،‬ﺍﳌﺨﻄﻄﺔ‪ ،‬ﺍﳌﺘﺎﺣﺔ ﻭﺍﻟﻄﺎﻗﺔ ﺍﻟﻔﻌﻠﻴﺔ‪.......،‬ﺍﱁ( ﻭﺍﳌﻬﻢ ﰲ‬
‫ﻫﺬﺍ ﺍ‪‬ﺎﻝ ﻫﻮ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺍﳌﻌﱪ ﻋﻨﻬﺎ ﺑﺈﻣﻜﺎﻧﻴﺔ ﺍﳋﻂ ﺍﻹﻧﺘﺎﺟﻲ ﺧﻼﻝ ﻓﺘﺮﺓ ﻣﻌﻴﻨﺔ ﺃﻭ ﺑﺄ‪‬ﺎ‪ " :‬ﺃﻋﻠﻰ ﻛﻤﻴﺔ‬
‫ﻣﻦ ﺍﳌﺨﺮﺟﺎﺕ ﻟﻨﻈﺎﻡ ﻣﺎ )ﺍﻟﻨﻈﺎﻡ ﺍﻹﻧﺘﺎﺟﻲ ﻣﺜﻼﹰ( ﺧﻼﻝ ﻓﺘﺮﺓ ﻣﻌﻴﻨﺔ ﻣﻦ ﺍﻟﺰﻣﻦ"‪16،‬ﻭﻳﻌﱪ ﻋﻦ ﺍﳌﺨﺮﺟﺎﺕ ﺑﻮﺳﺎﺋﻞ‬
‫ﻣﺘﻌﺪﺩﺓ ﻣﻨﻬﺎ ﺍﻟﻜﻤﻴﺔ ﻣﺜﻞ ﻋﺪﺩ )ﺍﻷﻃﻨﺎﻥ‪ ،‬ﺟﺎﻟﻮﻥ‪ ،‬ﻛﺮﺗﻮﻥ‪ ،‬ﻋﻠﺒﺔ‪ ،‬ﻭﺟﺒﺔ … ﺍﱁ( ﺧﻼﻝ ﻓﺘﺮﺓ ﺯﻣﻨﻴﺔ ﳏﺪﺩﺓ‪ ،‬ﺃﻭ‬
‫ﳝﻜﻦ ﺍﻟﺘﻌﺒﲑ ﻋﻨﻬﺎ ﺑﺰﻣﻦ ﻋﻤﻞ ﺍﻵﻟﺔ‪ ،‬ﻣﺜﻞ ﻋﺪﺩ ﺳﺎﻋﺎﺕ ﻋﻤﻞ ﻟﻜﻞ ﺁﻟﺔ )ﰲ ﺍﻟﻴﻮﻡ‪ ،‬ﺃﺳﺒﻮﻉ‪ ،‬ﺷﻬﺮ‪ ،‬ﺳﻨﺔ(‪ 17،‬ﺃﻭ‬
‫ﺑﺎﻟﻘﻴﻤﺔ ﺍﳌﺎﻟﻴﺔ )ﺍﻟﺪﻭﻻﺭ ﺃﻭ ﺍﻟﺪﻳﻨﺎﺭ‪ ،‬ﺍﻟﺮﻳﺎﻝ(‪.‬‬
‫ﻭﻳﻌﺘﱪ ﻗﺮﺍﺭ ﺍﻟﻄﺎﻗﺔ ﻣﻦ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﻬﻤﺔ ﺍﻟﱵ ﺗﺆﺛﺮ ﻋﻠﻰ ﻗﺮﺍﺭﺍﺕ ﺃﺧﺮﻯ ﻣﺘﻌﻠﻘﺔ ﺑﻘﺮﺍﺭﺍﺕ ﺍﻹﻧﺘﺎﺝ‪ ،‬ﻣﻨﻬﺎ‬
‫ﻗﺮﺍﺭﺍﺕ ﺍﳌﻮﻗﻊ ﻭﺗﻘﻴﻴﻢ ﺍﻟﺘﺮﺗﻴﺐ ﺍﻟﺪﺍﺧﻠﻲ ﻭﺳﻠﺔ ﺍﳌﻨﺘﺠﺎﺕ‪ ،‬ﻭﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﻭﻛﻠﻤﺎ ﻛﺎﻧﺖ‬
‫‪18‬‬
‫ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﳌﺘﺨﺬﺓ ﺻﺎﺋﺒﺔ ﺃﺩﺕ ﺣﺘﻤﺎﹰ ﺇﱃ ﲣﻔﻴﺾ ﺍﻟﺘﻜﺎﻟﻴﻒ‪ ،‬ﻛﻤﺎ ﻻ ﳝﻜﻦ ﻓﺼﻠﻬﺎ ﻋﻦ ﺃﺑﻌﺎﺩ ﺍﻟﻄﻠﺐ‪.‬‬
‫ﺃ‪ .6.‬ﲢﺪﻳﺪ ﻛﻤﻴﺎﺕ ﺍﳌﻮﺍﺩ ﺍﻟﻮﺍﺟﺐ ﺷﺮﺍﺅﻫﺎ‬
‫ﺇﻥ ﲢﺪﻳﺪ ﻛﻤﻴﺔ ﺍﻟﺸﺮﺍﺀ ﻣﻦ ﺍﳌﻮﺿﻮﻋﺎﺕ ﺍﳍﺎﻣﺔ ﺍﻟﱵ ﳚﺐ ﺃﻥ ‪‬ﺘﻢ ‪‬ﺎ ﺇﺩﺍﺭﺓ ﺍﳌﺸﺘﺮﻳﺎﺕ ﻭﺍﳌﺨﺎﺯﻥ ﳌﺎ ﳍﺎ ﻣﻦ‬
‫ﺃﺛﺮ ﻣﺒﺎﺷﺮ ﻋﻠﻰ ﺧﻄﻂ ﺍﻹﻧﺘﺎﺝ ﻭﺍﻟﺘﺴﻮﻳﻖ ﻭﺍﻟﺘﻤﻮﻳﻞ‪ .‬ﻭﻫﻨﺎ ﻳﺘﻄﻠﺐ ﻭﺿﻊ ﺳﻴﺎﺳﺎﺕ ﻣﻨﺎﺳﺒﺔ ﻟﻠﺸﺮﺍﺀ ﺗﺴﺎﻋﺪ ﰲ‬
‫ﺧﻔﺾ ﺍﻟﻜﻠﻒ ﻭﲢﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺍﳌﻨﺸﺄﺓ‪.‬‬
‫ﺃ‪ .7.‬ﺗﻮﻗﻴﺖ ﺍﻟﺸﺮﺍﺀ‪:‬‬
‫ﺣﻴﺚ ﺗﻮﺟﺪ ﺛﻼﺙ ﻃﺮﻕ ﺭﺋﻴﺴﻴﺔ ﻟﺘﺤﺪﻳﺪ ﻭﻗﺖ‬ ‫‪19‬‬
‫ﻻ ﻳﻜﻮﻥ ﺍﻟﺸﺮﺍﺀ ﻛﺎﻓﻴﺎ ﻣﺎ ﱂ ﻳﺮﺗﺒﻂ ﺑﻌﺎﻣﻞ ﺍﻟﻮﻗﺖ‬
‫ﺍﻟﺸﺮﺍﺀ ﻧﺮﻯ ﺑﺄﻧﻪ ﳝﻜﻦ ﳍﺎ ﺃﻥ ﺗﺆﺛﺮ ﻋﻠﻰ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﻭﻫﻲ ﻛﻤﺎ ﻳﻠﻲ‪:‬‬
‫‪ -‬ﺍﻟﺸﺮﺍﺀ ﻋﻠﻰ ﺣﺴﺐ ﺍﳊﺎﺟﺔ؛‬

‫ﻋﺒﺩ ﺍﻟﺴﺘﺎﺭ ﻤﺤﻤﺩ ﺍﻟﻌﻠﻲ‪ ،‬ﺍﻟﺘﺨﻁﻴﻁ ﻭﺍﻟﺴﻴﻁﺭﺓ ﻋﻠﻰ ﺍﻹﻨﺘﺎﺝ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺩﺍﺭ ﺍﻟﻤﺴﻴﺭﺓ ﻟﻠﻨﺸﺭ ﻭﺍﻟﺘﻭﺯﻴﻊ ﻭﺍﻟﻁﺒﺎﻋﺔ‪ ،‬ﺍﻟﻁﺒﻌﺔ ﺍﻷﻭﻟﻰ‪،‬‬ ‫‪15‬‬

‫‪ ،2007‬ﺹ‪.97‬‬
‫‪16‬‬
‫‪Heizer and Render, Production and Operations Management, London Ally and BACON inc,‬‬
‫‪1988, p 283.‬‬
‫‪ 17‬ﺍﻟﻭﻭﺩﺍﺱ ﺒﻨﺎ‪ ،‬ﺭﺍﻜﺵ ﻜﻲ ﺴﺎﻭﻥ‪ ،‬ﺘﻌﺭﻴﺏ ﻤﺤﻤﺩ ﻤﺤﻤﻭﺩ ﺍﻟﺸﻭﺍﺭﺒﻲ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﻹﻨﺘﺎﺝ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ‪ ،‬ﻤﺩﺨل ﺤﺩﻴﺙ‪ ،‬ﺍﻟﺭﻴﺎﺽ‪ ،‬ﺩﺍﺭ‬
‫ﺍﻟﻤﺭﻴﺦ ﻟﻠﻨﺸﺭ‪ ،‬ﺍﻟﻁﺒﻌﺔ ﺍﻷﻭﻟﻰ ‪ ،1999،‬ﺹ‪.183‬‬
‫‪ 18‬ﺴﻠﻴﻤﺎﻥ ﺨﺎﻟﺩ ﻋﺒﻴﺩﺍﺕ ‪ ،‬ﻤﻘﺩﻤﺔ ﻓﻲ ﺇﺩﺍﺭﺓ ﺍﻹﻨﺘﺎﺝ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺩﺍﺭ ﺍﻟﻤﺴﻴﺭﺓ‪ ،2008 ،‬ﺹ‪.182‬‬
‫ﻤﺤﻤﺩ ﺼﺎﻟﺢ ﺍﻟﺤﻨﺎﻭﻱ‪ ،‬ﻤﺤﻤﺩ ﺘﻭﻓﻴﻕ ﻤﺎﻀﻲ‪ ،‬ﺒﺤﻭﺙ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻓﻲ ﺘﺨﻁﻴﻁ ﻭﻤﺭﺍﻗﺒﺔ ﺍﻹﻨﺘﺎﺝ‪ ،‬ﺍﻟﻘﺎﻫﺭﺓ‪ ،‬ﺍﻟﺩﺍﺭ ﺍﻟﺠﺎﻤﻌﻴﺔ‪،2001 ،‬‬ ‫‪19‬‬

‫ﺹ‪.399‬‬

‫‪83‬‬
 ‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﺩ‪ .‬ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬
‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫‪ -‬ﺍﻟﺸﺮﺍﺀ ﲝﺴﺐ ﺗﻘﻠﺒﺎﺕ ﺍﻷﺳﻌﺎﺭ ﰲ ﺍﻟﺴﻮﻕ؛‬

‫‪ -‬ﺍﻟﺘﻌﺎﻗﺪ ﻟﻔﺘﺮﺓ ﻃﻮﻳﻠﺔ‪.‬‬
‫ﻭﻫﻨﺎﻙ ﳎﻤﻮﻋﺔ ﻣﻬﻤﺔ ﻣﻦ ﺍﻟﻌﻮﺍﻣﻞ ﻫﻲ‪:‬‬
‫‪ -‬ﺍﻟﻘﺪﺭﺓ ﺍﳌﺎﻟﻴﺔ ﻭﺍﻹﻣﻜﺎﻧﻴﺎﺕ؛‬
‫‪ -‬ﺍﳋﻄﻂ ﻭﺍﻟﺘﻮﺳﻌﺎﺕ ﺍﳌﺴﺘﻘﺒﻠﻴﺔ؛‬
‫‪ -‬ﺳﻴﺎﺳﺎﺕ ﺍﻟﺸﺮﻛﺔ ﰲ ﺍﻟﺘﺼﻨﻴﻊ ﺃﻭ ﺍﻟﺸﺮﺍﺀ‪.‬‬
‫ﺏ‪ .‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﳋﺎﺭﺟﻴﺔ‪:‬‬
‫ﻭﻧﻘﺼﺪ ‪‬ﺎ ﺗﻠﻚ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﱵ ﻫﻲ ﺧﺎﺭﺝ ﻋﻦ ﺍﻟﺴﻴﻄﺮﺓ ﻭﲤﺜﻞ ﻓﺮﺹ ﻭ‪‬ﺪﻳﺪﺍﺕ‪ ،‬ﻭﻧﺮﻯ ﺍﻟﻔﺮﺹ ﳝﻜﻦ‬
‫ﺍﺳﺘﻐﻼﳍﺎ ﻭﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻨﻬﺎ ﰲ ﺣﲔ ﺍﻟﺘﻬﺪﻳﺪﺍﺕ ﲤﺜﻞ ﺧﻄﺮﺍ ﳏﺘﻤﻼ‪ ،‬ﻭﳛﺪ ﻣﻦ ﻗﺪﺭ‪‬ﺎ ﻋﻠﻰ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﺎ ﻭﻫﻲ ﻛﻤﺎ‬
‫ﻳﻠﻲ‪:‬‬
‫ﺏ‪ .1.‬ﺍﻟﻄﻠﺐ ﻋﻠﻰ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ‪ :‬ﻳﺘﻄﻠﺐ ﲣﻄﻴﻂ ﻭﺭﻗﺎﺑﺔ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺗﻘﺪﻳﺮﺍ ﻟﻠﻄﻠﺐ ﻋﻠﻰ ﺍﳌﻨﺘﺞ ﺃﻭ ﺍﳋﺪﻣﺔ‬
‫ﺍﻟﱵ ﺗﺘﻮﻗﻊ ﺍﳌﻨﻈﻤﺔ ﺗﻮﻓﲑﻫﺎ ﻣﺴﺘﻘﺒﻼ‪ 20‬ﻭﻫﻨﺎﻙ ﻧﻮﻋﲔ ﺃﺳﺎﺳﲔ ﻣﻦ ﻧﻈﻢ ﺍﻹﻧﺘﺎﺝ ﳘﺎ ﺍﻹﻧﺘﺎﺝ ﺍﳌﻘﺪﻡ ﻟﻸﺳﻮﺍﻕ‬
‫ﻭﺍﻹﻧﺘﺎﺝ ﺣﺴﺐ ﻃﻠﺒﺎﺕ ﺍﻟﻌﻤﻼﺀ ﻭﺑﺎﻟﻨﺴﺒﺔ ﻟﻌﻤﻠﻴﺔ ﺍﻹﻧﺘﺎﺝ ﺍﳌﻘﺪﻡ ﻟﻸﺳﻮﺍﻕ ﻓﺎﻥ ﺍﳌﺒﻴﻌﺎﺕ ﳝﻜﻦ ﺗﻘﺪﻳﺮﻫﺎ‬
‫ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻷﺩﻭﺍﺕ ﻭﺍﻟﻄﺮﻕ ﺍﻹﺣﺼﺎﺋﻴﺔ ﺍﳌﺨﺘﻠﻔﺔ ﻣﺜﻞ ﻃﺮﻳﻘﺔ ﺍﳌﺮﺑﻌﺎﺕ ﺍﻟﺼﻐﺮﻯ ﻭﺍﻻﺭﺗﺒﺎﻁ ﺃﻭ ﻏﲑﻫﺎ ﻣﻦ‬
‫ﺍﻷﺩﻭﺍﺕ ﺍﻹﺣﺼﺎﺋﻴﺔ‪ ،‬ﺃﻣﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻌﻤﻠﻴﺔ ﺍﻹﻧﺘﺎﺝ ﺣﺴﺐ ﻃﻠﺒﺎﺕ ﺍﻟﻌﻤﻴﻞ ﻓﺎﻥ ﺗﻘﺪﻳﺮ ﺍﳌﺒﻴﻌﺎﺕ ﻫﻨﺎ ﻳﻌﺘﻤﺪ‬
‫ﻋﻠﻰ ﺧﱪﺓ ﺭﺟﺎﻝ ﺍﻟﺒﻴﻊ ﺍﳌﻜﺘﺴﺒﺔ ﻣﻦ ﺧﻼﻝ ﺍﺗﺼﺎﳍﻢ ﺍﳌﺴﺘﻤﺮ ﻣﻊ ﺍﻟﻌﻤﻼﺀ ﻭﺃﲝﺎﺙ ﺍﻟﺴﻮﻕ ﻭﻛﺬﻟﻚ ﰲ ﺿﻮﺀ‬
‫ﺳﺠﻼﺕ ﺍﳌﺒﻴﻌﺎﺕ ﺧﻼﻝ ﺍﻟﺴﻨﻮﺍﺕ ﺍﻟﺴﺎﺑﻘﺔ ﺍﳋﺎﺻﺔ ‪‬ﺬﺍ ﺍﻟﻨﻮﻉ ﻣﻦ ﺍﳌﺒﻴﻌﺎﺕ‪.‬‬
‫ﻛﻤﺎ ﻳﺴﺘﻠﺰﻡ ﺍﺧﺬ ﰲ ﺍﻻﻋﺘﺒﺎﺭ ﻣﺎ ﻫﻮ ﻣﻮﺟﻮﺩ ﺑﺎﻟﻔﻌﻞ ﰲ ﳐﺎﺯﻥ ﺍﳌﺆﺳﺴﺔ ﻣﻦ ﺍﳌﻨﺘﺠﺎﺕ ﺗﺎﻣﺔ ﺍﻟﺼﻨﻊ‬
‫ﺣﻴﺚ ﻳﺘﻢ ﰲ ﺿﻮﺀ ﻫﺬﻩ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﺘﻮﺻﻞ ﺇﱃ ﺭﻗﻢ ﺍﻹﻧﺘﺎﺝ ﺍﳌﺘﻮﻗﻊ ﺧﻼﻝ ﺍﻟﻔﺘﺮﺓ ﺍﻟﺰﻣﻨﻴﺔ ﺍﳌﻌﺪ ﻋﻨﻬﺎ ﺍﳋﻄﺔ‪.‬‬
‫ﺏ‪ .2.‬ﻣﺪﻯ ﺗﻮﻓﺮ ﺍﳌﻮﺍﺩ‪ :‬ﺃﻥ ﳌﺪﻯ ﺗﻮﻓﺮ ﺍﳌﻮﺍﺩ ﰲ ﺍﻟﺴﻮﻕ ﺗﺄﺛﲑﺍﹰ ﻛﺒﲑﺍﹰ ﻋﻠﻰ ﻋﺪﺩ ﻣﺮﺍﺕ ﺍﻟﺸﺮﺍﺀ ﻭﻣﻦ ﰒ ﻋﻠﻰ‬
‫ﺍﳌﺨﺰﻭﻥ ﺍﻟﺬﻱ ﻳﻌﺘﱪ ﻣﻦ ﺍﳌﻜﻮﻧﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﻨﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ‪.‬‬
‫ﺏ‪ .3.‬ﺃﺫﻭﺍﻕ ﺍﳌﺴﺘﻬﻠﻜﲔ‪ :‬ﻳﻌﺘﱪ ﻋﺪﻡ ﺛﺒﺎﺕ ﺃﺫﻭﺍﻕ ﺍﳌﺴﺘﻬﻠﻜﲔ ﻭﺗﻐﲑﺍ‪‬ﺎ ﻣﻦ ﻓﺘﺮﺓ ﻷﺧﺮﻯ ﻣﻦ ﺍﻷﻣﻮﺭ ﺍﳌﻬﻤﺔ‬
‫ﻭﺍﳌﺆﺛﺮﺓ ﻋﻠﻰ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﻣﻦ ﺧﻼﻝ ﺗﺄﺛﲑﻫﺎ ﺍﳌﺒﺎﺷﺮ ﻋﻠﻰ ﺍﻟﻄﻠﺐ ﻭﺑﺎﻟﺘﺎﱄ ﻋﻠﻰ ﺃﻭﺍﻣﺮ‬
‫ﺍﻹﻧﺘﺎﺝ ‪.‬‬

‫ﺍﻟﻭﻭﺩﺍﺱ ﺒﻨﺎ‪ ،‬ﺭﺍﻜﺵ ﻜﻲ ﺴﺎﻭﻥ‪ ،‬ﻤﺭﺠﻊ ﺴﺒﻕ ﺫﻜﺭﻩ‪ ،‬ﺹ‪83‬‬ ‫‪20‬‬

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 ‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﺩ‪ .‬ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬
‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫ﺏ‪ .4.‬ﺍﻟﻘﻮﺓ ﺍﻟﺸﺮﺍﺋﻴﺔ‪ :‬ﳑﺎ ﻻ ﺷﻚ ﻓﻴﻪ ﺃﻥ ﻟﻠﻘﻮﺓ ﺍﻟﺸﺮﺍﺋﻴﺔ ﺟﺎﻧﺐ ﻣﻬﻢ ﰲ ﺍﻟﺘﺄﺛﲑ ﻋﻠﻰ ﻣﻌﺪﻻﺕ ﺍﻟﻄﻠﺐ ﻣﻦ ﺍﻟﺴﻠﻌﺔ‬
‫ﻭﺑﺎﻟﺘﺎﱄ ﺗﺄﺛﲑﻫﺎ ﻋﻠﻰ ﺍﻟﻄﻠﺐ ﻣﻦ ﺍﻟﺴﻠﻌﺔ ﺍﻟﺬﻱ ﺳﻴﻨﻌﻜﺲ ﺑﺸﻜﻞ ﻣﺒﺎﺷﺮ ﻋﻠﻰ ﺃﻭﺍﻣﺮ ﺍﻹﻧﺘﺎﺝ ﻭﺍﳌﺆﺳﺴﺎﺕ‬
‫ﺍﻟﱵ ﺗﻨﺘﺞ ﻷﺳﻮﺍﻕ ﻳﻜﻮﻥ ﻣﻌﻈﻢ ﻣﺴﺘﻬﻠﻜﻴﻬﺎ ﻣﻦ ﺍﻷﻓﺮﺍﺩ ﺫﺍﺕ ﺍﻟﺪﺧﻞ ﺍﳌﻨﺨﻔﺾ ﻻﺳﺘﺨﺪﺍﻡ ﺍﳌﻮﺍﺩ ﻋﺎﻟﻴﺔ‬
‫ﺍﳉﻮﺩﺓ ﻛﻤﺎ ﻫﻮ ﺍﳊﺎﻝ ﰲ ﺍﻹﻧﺘﺎﺝ ﻟﻸﺳﻮﺍﻕ ﺍﻟﱵ ﻳﻜﻮﻥ ﻣﺴﺘﻬﻠﻜﻮﻫﺎ ﻣﻦ ﺍﻷﻓﺮﺍﺩ ﺫﺍﺕ ﺍﻟﺪﺧﻞ ﺍﳌﺮﺗﻔﻊ‬
‫ﻭﺑﺎﻟﺘﺎﱄ ﻓﺎﻥ ﲣﻄﻴﻂ ﻭﺳﻴﺎﺳﺎﺕ ﺍﳌﺆﺳﺴﺎﺕ ﺗﻮﺟﻪ ﻭﻓﻘﺎ ﳌﺴﺘﻮﻯ ﺍﻟﻘﻮﺓ ﺍﻟﺸﺮﺍﺋﻴﺔ ﻭﻗﺪﺭﺍﺕ ﺍﳌﺴﺘﻬﻠﻜﲔ‬
‫ﻭﺃﳕﺎﻃﻬﻢ ﻭﻣﺴﺘﻮﻳﺎ‪‬ﻢ ﺍﳌﻌﻴﺸﻴﺔ‪.‬‬
‫ﺏ‪ .5.‬ﺍﳌﻨﺎﻓﺴﺔ‪ :‬ﻳﻌﺘﱪ ﻋﻨﺼﺮ ﺍﳌﻨﺎﻓﺴﺔ ﻣﻦ ﺍﳉﻮﺍﻧﺐ ﺍﳌﻬﻤﺔ ﺍﻟﱵ ﺗﺆﺛﺮ ﺑﺸﻜﻞ ﻛﺒﲑ ﰲ ﲢﺪﻳﺪ ﻣﻌﺪﻻﺕ ﺍﻟﻄﻠﺐ ﺍﻟﱵ‬
‫ﳑﺎ ﻻ ﺷﻚ ﻓﻴﻪ ﺳﺘﺆﺛﺮ ﻋﻠﻰ ﲢﺪﻳﺪ ﺃﻭﺍﻣﺮ ﺍﻹﻧﺘﺎﺝ ‪.‬‬
‫ﺏ‪ .6.‬ﺍﳌﻮﺭﺩﻭﻥ‪ :‬ﺍﳌﻮﺭﺩﻭﻥ ﺳﻮﺍﺀ ﻣﻦ ) ﻣﺼﺎﺩﺭ ﳏﻠﻴﺔ‪ ،‬ﺧﺎﺭﺟﻴﺔ( ﻭﻣﺪﻯ ﻗﺪﺭ‪‬ﻢ ﻋﻠﻰ ﺗﻮﻓﺮ ﺍﳌﻮﺍﺩ ﻭﻣﺪﻯ ﻣﻨﺎﺳﺒﺔ‬
‫ﺳﻴﺎﺳﺘﻬﻢ‪ ،‬ﻭﺇﱃ ﺃﻱ ﺣﺪ ﺗﺘﻮﻓﺮ ﺍﳌﻮﺍﺩ ﰲ ﺍﻷﺳﻮﺍﻕ ﺃﻭ ﺍﻟﻠﺠﻮﺀ ﺇﱃ ﺍﻷﺳﻮﺍﻕ ﺍﳋﺎﺭﺟﻴﺔ ﻭﻭﺟﻮﺩ ﺍﳌﻮﺭﺩﻳﻦ‬
‫ﺍﳋﺎﺭﺟﻴﲔ ﺍﳌﻨﺎﺳﺒﲔ‪ .‬ﻛﻤﺎ ﺃﻥ ﺳﻴﺎﺳﺎﺕ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﺸﺮﺍﺋﻴﺔ ﻣﻬﻤﺔ ﺟﺪﺍ ﻓﻬﻲ ﺗﻌﺘﻤﺪ ﺳﻴﺎﺳﺔ ﺍﻟﺸﺮﺍﺀ ﻣﻦ‬
‫ﻣﻮﺭﺩ ﻭﺍﺣﺪ ﺃﻭ ﻋﺪﺓ ﻣﻮﺭﺩﻳﻦ ﻭﻏﲑ ﺫﻟﻚ ﻣﻦ ﺍﻟﺴﻴﺎﺳﺎﺕ ﺍﻷﺧﺮﻯ‪ ،‬ﻭﻟﺬﻟﻚ ﻓﻬﻲ ﻣﻬﻤﺔ ﰲ ﻭﺟﻮﺩ ﻓﻮﺍﺋﺪ‬
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‫ﻋﺪﻳﺪﺓ ﻣﻨﻬﺎ ﲣﻔﻴﺾ ﺍﻟﺘﻜﺎﻟﻴﻒ ﻭﺍﳌﺨﺰﻭﻥ ﻭﺯﻳﺎﺩﺓ ﺍﻹﻧﺘﺎﺟﻴﺔ‪ ،‬ﻭﺗﻌﻈﻴﻢ ﺍﳌﺴﺘﻬﻠﻚ‪.‬‬
‫ﺏ‪ .7.‬ﺍﳉﻮﺩﺓ ﰲ ﺍﻷﺳﻮﺍﻕ‪ :‬ﺩﺭﺟﺔ ﻭﻣﺴﺘﻮﻯ ﺍﳉﻮﺩﺓ ﺍﳌﻄﻠﻮﺏ ﺗﻮﻓﺮﻫﺎ ﰲ ﻛﻞ ﺻﻨﻒ ﻣﻦ ﺍﻷﺻﻨﺎﻑ ﺍﳌﻄﻠﻮﺏ‬
‫ﺇﻧﺘﺎﺟﻬﺎ ﻭﺍﻟﱵ ﻣﻦ ﺃﳘﻬﺎ ﺍﳋﺼﺎﺋﺺ ﺍﻟﻄﺒﻴﻌﻴﺔ ﻭﺍﻟﻜﻴﻤﻴﺎﺋﻴﺔ ﺍﻟﻘﺎﺑﻠﺔ ﻟﻠﺘﺸﻐﻴﻞ ﻭﺍﻟﺘﺠﻬﻴﺰ ﻭﺍﻷﺑﻌﺎﺩ ﻭﺻﻮﺭ ﺍﻟﺘﺸﺎﺑﻪ‬
‫ﻣﻦ ﺣﻴﺚ ﺍﻟﻠﻮﻥ ﺍﳌﻨﺎﺳﺐ ﻭﺩﺭﺟﺔ ﺍﻟﺘﻔﻀﻴﻞ ﻭﺍﻻﺳﺘﺤﺴﺎﻥ ﺍﻟﱵ ﻳﻨﺎﳍﺎ ﺍﻟﺼﻨﻒ ﰲ ﺍﻷﺳﻮﺍﻕ‪ ،‬ﻭﲢﺴﲔ ﺍﳉﻮﺩﺓ‬
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‫ﻟﻪ ﺍﺛﺮ ﻣﻬﻢ ﻋﻠﻰ ﺇﻧﺘﺎﺟﻴﺔ ﻭﺯﻳﺎﺩﺓ ﺍﻹﻧﺘﺎﺝ ﻭﺍﻹﻳﺮﺍﺩﺍﺕ ﻭﺍﻷﺭﺑﺎﺡ‪.‬‬
‫ﺏ‪ .8.‬ﺍﳌﺆﺳﺴﺎﺕ ﺍﳌﻨﺎﻓﺴﺔ‪ :‬ﺍﳌﺆﺳﺴﺎﺕ ﺍﳌﻨﺎﻓﺴﺔ ﺫﺍﺕ ﺍﳌﻨﺘﺠﺎﺕ ﺍﳌﺘﺸﺎ‪‬ﺔ ﺃﻭ ﺍ‪‬ﻬﺰﺓ ﻟﻠﻤﻮﺍﺩ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ‪.‬‬

‫‪ .2.1‬ﺍﻟﻄﺎﻗـﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‪:‬‬
‫‪ .1.2.1‬ﺍﳌﻔﻬـﻮﻡ‪:‬‬
‫ﺗﻄﺮﻗﻨﺎ ﺳﺎﺑﻘﺎ ﻟﻠﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻛﺄﺣﺪ ﺃﻫﻢ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﻭﻫﻲ ﺃﺣﺪ‬
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‫ﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﺘﺨﻄﻴﻂ‪ 23‬ﻭﻟﺬﺍ ﺳﻨﺘﻨﺎﻭﻝ ﺃﻧﻮﺍﻉ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻛﻤﺎ ﻳﻠﻲ‪:‬‬

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‫‪William J.STEVENSON, Operations Management, Mc Graw- Hill, Irwin, 8 the edition, p696‬‬
‫‪ 22‬ﻤﺅﻴﺩ ﻋﺒﺩ ﺍﻟﺤﺴﻴﻥ ﺍﻟﻔﻀل‪ ،‬ﻴﻭﺴﻑ ﺍﻟﻁﺎﺌﻲ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﻟﺠﻭﺩﺓ ﺍﻟﺸﺎﻤﻠﺔ‪ ،‬ﻤﻥ ﺍﻟﻤﺴﺘﻬﻠﻙ ﺇﻟﻰ ﺍﻟﻤﺴﺘﻬﻠﻙ ﻤﻨﻬﺞ ﻜﻤﻲ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺩﺍﺭ‬
‫ﺍﻟﻭﺭﺍﻕ ﻟﻠﻨﺸﺭ ﻭﺍﻟﺘﻭﺯﻴﻊ‪ ،‬ﺍﻟﺼﻔﺤﺔ ﺍﻷﻭﻟﻰ‪ ،2004 ،‬ﺹ‪73‬‬
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‫‪William J. Steven, op. cit, p593‬‬

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 ‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﺩ‪ .‬ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬
‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫‪ -‬ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺍﻟﻨﻈﺮﻳﺔ‪ :‬ﻫﻲ ﺍﻟﻄﺎﻗﺔ ﺍﻟﺘﺼﻤﻴﻤﻴﺔ ﻭﻫﻲ ﺃﻋﻠﻰ ﻃﺎﻗﺔ ﺇﻧﺘﺎﺟﻴﺔ ﳑﻜﻨﺔ ﰲ ﻇﻞ ﻇﺮﻭﻑ ﻋﻤﻞ ﻣﺜﺎﻟﻴﺔ‬
‫ﻭﻫﻲ ﻋﺎﺩﺓ ﺗﺘﻀﺢ ﰲ ﺍﻟﻜﺘﻴﺒﺎﺕ ﺍﳋﺎﺻﺔ ﺑﺎﻵﻟﺔ؛‬
‫‪ -‬ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺍﳌﺘﺎﺣﺔ‪ :‬ﻫﻲ ﺍﻟﻄﺎﻗﺔ ﺍﳌﺘﻮﻗﻊ ﲢﻘﻴﻘﻬﺎ ﻛﻨﺴﺒﺔ ﻣﻦ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺍﻟﻨﻈﺮﻳﺔ ﻭﰲ ﺍﻟﻐﺎﻟﺐ ﺗﻜﻮﻥ‬
‫‪ %85‬ﻣﻦ ﺍﻟﻄﺎﻗﺔ ﺍﻟﻨﻈﺮﻳﺔ؛‬
‫‪ -‬ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺍﳌﺴﺘﻐﻠﺔ‪ :‬ﻫﻲ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺍﻟﻔﻌﻠﻴﺔ‪ ،‬ﻭﻫﻲ ﺗﻠﻚ ﺍﻟﻄﺎﻗﺔ ﺍﻟﱵ ﰎ ﲢﻘﻴﻘﻬﺎ ﻭﺇﻧﺘﺎﺟﻬﺎ ﻓﻌﻼ‬
‫ﺧﻼﻝ ﻓﺘﺮﺓ ﺯﻣﻨﻴﺔ ﻣﻌﻴﻨﺔ؛‬
‫‪ -‬ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺍﻟﻌﺎﻃﻠﺔ‪ :‬ﻭﻫﻲ ﺍﳉﺰﺀ ﺍﻟﻐﲑ ﻣﺴﺘﻐﻞ ﻣﻦ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺍﳌﺘﺎﺣﺔ ﻭﻷﺳﺒﺎﺏ ﳐﺘﻠﻔﺔ؛‬
‫‪ -‬ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺍﳌﻘﺪﺭﺓ‪ :‬ﻭﻫﻲ ﺍﻟﻄﺎﻗﺔ ﺍﳌﻌﻴﺎﺭﻳﺔ ﻭﺍﻟﱵ ﻳﺘﻢ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻴﻬﺎ ﻷﻏﺮﺍﺽ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻹﻧﺘﺎﺟﻲ‪.‬‬
‫‪ .2.2.1‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﱵ ﲢﺪﺩ ﺣﺠﻢ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‪:25‬‬
‫ﲣﺘﻠﻒ ﺣﺠﻢ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻦ ﻣﺆﺳﺴﺔ ﺇﱃ ﺃﺧﺮﻯ ﻣﻦ ﺣﻴﺚ ﻋﺪﺩ ﻭﻧﻮﻋﻴﺔ ﺍﻵﻻﺕ ﻭﺍﳌﻌﺪﺍﺕ ﻭﺍﻷﺟﻬﺰﺓ ﺍﻟﻼﺯﻣﺔ‬
‫ﺿﻤﻦ ﺍﳌﺴﻠﻚ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ﺍﳌﺼﻤﻢ ﻟﻺﻧﺘﺎﺝ ﻭﻫﻮ ﻣﺎ ﳚﻌﻠﻨﺎ ﻧﺴﻌﻰ ﺇﱃ ﻭﺟﻮﺩ ﻃﺎﻗﺔ‪،26‬ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﻳﻌﻮﺩ ﳉﻤﻠﺔ ﻣﻦ‬
‫ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﻋﻠﻰ ﺣﺠﻢ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻭﺳﻨﺘﻨﺎﻭﳍﺎ ﺗﺒﺎﻋﺎﹰ ﻋﻠﻰ ﺍﻟﻨﺤﻮ ﺍﻟﺘﺎﱄ‪:‬‬
‫ﺃ‪ .‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﺪﺍﺧﻠﻴﺔ‪ :‬ﺗﺘﻤﺜﻞ ﻓﻴﻤﺎ ﻳﻠﻲ‪:‬‬
‫‪ -‬ﻣﺴﺘﻮﻯ ﺍﻻﺳﺘﺨﺪﺍﻡ‪ :‬ﻭﻫﻮ ﻣﺪﻯ ﻧﻈﺎﻡ ﺍﻟﻌﻤﻞ ﺍﳌﺘﺒﻊ ﰲ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﺍﻟﻌﻤﻞ ﺍﳌﺘﺎﺡ )ﻧﺴﺒﺔ ﺍﻟﻌﻤﻞ ﺍﳌﻨﺘﺞ ﺇﱃ‬
‫ﺇﲨﺎﱄ ﻭﻗﺖ ﻋﻤﻞ ﺍﻵﻻﺕ(؛‬
‫‪ -‬ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ﻭﺍﻟﺘﻘﲏ‪ :‬ﺇﺩﺧﺎﻝ ﺍﻵﻻﺕ ﺟﺪﻳﺪﺓ ﺃﻭ ﺗﻄﻮﻳﺮ ﺍﳌﻮﺟﻮﺩ ﻣﻨﻬﺎ‪ ،‬ﺳﻴﺆﺩﻱ ﺇﱃ ﲣﻔﻴﺾ ﰲ‬
‫ﺍﻟﻮﻗﺖ ﺍﻟﻼﺯﻡ ﻻﳒﺎﺯ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻹﻧﺘﺎﺟﻴﺔ؛‬
‫‪ -‬ﻃﺒﻴﻌﺔ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ ﻭﺧﻮﺍﺻﻬﺎ‪ :‬ﺩﺭﺟﺔ ﻣﻼﺋﻤﺔ ﺧﻮﺍﺹ ﺍﳌﻮﺍﺩ ﻟﻠﺘﺸﻐﻴﻞ ﺗﺆﺛﺮ ﰲ ﲢﺪﻳﺪ ﺣﺠﻢ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‪،‬‬
‫ﺣﻴﺚ ﻳﺘﻢ ﲢﺪﻳﺪ ﺣﺠﻢ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‪ ،‬ﻟﻠﻤﻨﻈﻤﺔ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﺳﺘﺨﺪﺍﻡ ﺃﻛﺜﺮ ﺃﻧﻮﺍﻉ ﺍﳌﻮﺍﺩ ﻣﻼﺋﻤﺔ‬
‫ﻟﻶﻻﺕ؛‬
‫‪ -‬ﻃﺮﻕ ﺍﻹﻧﺘﺎﺝ ﺍﳌﺴﺘﺨﺪﻣﺔ‪ :‬ﳝﻜﻦ ﺇﻧﺘﺎﺝ ﺃﻱ ﻣﻨﺘﺞ ﺑﺎﺳﺘﺨﺪﺍﻡ ﻃﺮﻕ ﺗﺼﻨﻴﻊ ﻣﺘﻌﺪﺩﺓ‪ ،‬ﻭﻛﻤﻴﺔ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﱵ‬
‫ﳝﻜﻦ ﺻﻨﻌﻬﺎ ﰲ ﻭﻗﺖ ﻣﻌﲔ ﲣﺘﻠﻒ ﻣﻦ ﻃﺮﻳﻘﺔ ﺗﺼﻨﻴﻊ ﺇﱃ ﺃﺧﺮﻯ؛‬

‫ﻋﺒﺩ ﺍﷲ ﺍﻟﺴﻨﻔﻲ ﻭﺃﺤﻤﺩ ﺍﻟﺸﺎﻤﻲ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﻹﻨﺘﺎﺝ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ‪ ،‬ﺍﻟﻁﺒﻌﺔ ﺍﻟﺜﺎﻨﻴﺔ‪ ،‬ﺼﻨﻌﺎﺀ‪ :‬ﺩﺍﺭ ﺍﻟﻔﻜﺭ ﺍﻟﻤﻌﺎﺼﺭ‪،2000 ،‬‬ ‫‪24‬‬

‫ﺹ ﺹ ‪170-169‬‬
‫‪ 25‬ﻋﺒﺩ ﺍﷲ ﺍﻟﺴﻨﻔﻲ ﻭﺃﺤﻤﺩ ﺍﻟﺸﺎﻤﻲ‪ ،‬ﻤﺭﺠﻊ ﺴﺒﻕ ﺫﻜﺭﻩ‪ ،‬ﺹ ﺹ‪.173-171‬‬
‫‪26‬‬
‫‪Richard B.Chase, and others, Production and Operations management Manufacturing and‬‬
‫‪Services, Eighth Edition ,P271.‬‬

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 ‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﺩ‪ .‬ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬
‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫‪ -‬ﺩﺭﺟﺔ ﲣﺼﺺ ﺍﳌﻨﻈﻤﺔ‪ :‬ﺗﻮﺟﺪ ﻋﻼﻗﺔ ﻃﺮﺩﻳﺔ ﺑﲔ ﺩﺭﺟﺔ ﲣﺼﺺ ﺍﳌﻨﻈﻤﺔ ﻭﺣﺠﻢ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‪ ،‬ﻓﺎﻟﻄﺎﻗﺔ‬
‫ﺍﻹﻧﺘﺎﺟﻴﺔ ﻟﻶﻻﺕ ﻭﻣﻌﺪﻝ ﺍﻻﺳﺘﺨﺪﺍﻡ ﻳﺘﺄﺛﺮ ﺑﺪﺭﺟﺔ ﺗﺸﻜﻴﻠﺔ ﺍﳌﻨﺘﺠﺎﺕ؛‬
‫‪ -‬ﺩﺭﺟﺔ ﻣﻬﺎﺭﺓ ﻭﺗﺪﺭﻳﺐ ﺍﻟﻌﺎﻣﻠﲔ ﻭﻋﻼﻗﺔ ﺫﻟﻚ ﺑﺎﻟﻌﻤﻠﻴﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‪ :‬ﺍﻟﺘﺪﺭﻳﺐ ﻳﻜﺴﺐ ﺍﻟﻌﺎﻣﻞ ﻣﻬﺎﺭﺓ ﰲ ﺃﺩﺍﺀ‬
‫ﻋﻤﻠﻪ ﻟﺬﺍ ﺗﺮﺗﻔﻊ ﺇﻧﺘﺎﺟﻴﺘﻪ ﻭ‪‬ﺬﺍ ﻳﺆﺩﻱ ﺇﱃ ﺯﻳﺎﺩﺓ ﺣﺠﻢ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻟﻶﻻﺕ ﻭﺍﳌﻌﺪﺍﺕ؛‬
‫‪ -‬ﻣﺴﺘﻮﻯ ﺗﻨﻈﻴﻢ ﺍﻟﻌﻤﻞ ﻭﺍﻹﻧﺘﺎﺝ‪ :‬ﳑﺎ ﻻ ﺷﻚ ﻓﻴﻪ ﺍﻧﻪ ﻛﻠﻤﺎ ﻛﺎﻥ ﻣﺴﺘﻮﻯ ﺗﻨﻈﻴﻢ ﺍﻟﻌﻤﻞ ﻋﺎﻟﻴﺎ ﺳﻴﺆﺩﻱ ﺣﺘﻤﺎ‬
‫ﺇﱃ ﺯﻳﺎﺩﺓ ﺣﺠﻢ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻭﺍﺳﺘﺨﺪﺍﻣﻬﺎ؛‬
‫‪ -‬ﻇﺮﻭﻑ ﺍﻟﺘﺸﻐﻴﻞ ﺍﳌﻨﺎﺳﺒﺔ‪ :‬ﻇﺮﻭﻑ ﺍﻟﻌﻤﻞ ﺍﳌﺎﺩﻳﺔ ﻣﻦ ‪‬ﻮﻳﺔ ﻭﺇﺿﺎﺀﺓ ﻭﺗﱪﻳﺪ ﻻﺷﻚ ﺃﻥ ﳍﺎ ﺩﻭﺭ ﻛﺒﲑ ﰲ‬
‫ﲢﺪﻳﺪ ﺣﺠﻢ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‪.‬‬
‫ﺏ‪ .‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﳋﺎﺭﺟﻴﺔ‪ :‬ﻭﺗﺘﻤﺜﻞ ﰲ‪:‬‬
‫‪ -‬ﺯﻳﺎﺩﺓ ﺍﻟﻄﻠﺐ؛‬
‫‪ -‬ﺍﻟﺘﺬﺑﺬﺑﺎﺕ ﺍﳌﻮﲰﻴﺔ‪.‬‬

‫‪ .2‬ﺍﻹﻃﺎﺭ ﺍﻟﻌﻤﻠﻲ‪ :‬ﻋﺮﺽ ﺍﻟﻨﺘﺎﺋﺞ ﻭﻣﻨﺎﻗﺸﺘﻬﺎ‪:‬‬

‫‪ .1.2‬ﻋﺮﺽ ﻭﻣﻨﺎﻗﺸﺔ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﺸﺨﺼﻴﺔ‪:‬‬
‫ﻣﻦ ﺧﻼﻝ ﺑﻌﺾ ﺧﺼﺎﺋﺺ ﺃﻓﺮﺍﺩ ﺍﻟﻌﻴﻨﺔ ﺍﳌﺴﺘﻬﺪﻓﺔ ﺍﳌﺘﻤﺜﻠﺔ ﰲ ﻋﺪﺩ ﺳﻨﻮﺍﺕ ﺍﳋﺪﻣﺔ ﻭﺍﳌﺆﻫﻞ ﻭﺍﳉﻨﺲ ﻭﻋﺪﺩ‬
‫ﺍﻟﺪﻭﺭﺍﺕ ﺍﻟﺘﺪﺭﻳﺒﻴﺔ‪ ،‬ﻭﺍﳌﻮﺿﺤﺔ ﰲ ﺍﳉﺪﻭﻝ )‪ ،(2‬ﳝﻜﻨﻨﺎ ﲢﻠﻴﻞ ﻭﻣﻨﺎﻗﺸﺔ ﺍﳋﺼﺎﺋﺺ ﺍﻟﺸﺨﺼﻴﺔ ﻟﻠﻌﻴﻨﺔ ﻋﻠﻰ ﺍﻟﻨﺤﻮ‬
‫ﺍﻟﺘﺎﱄ‪:‬‬
‫ﺃ‪ -‬ﻋﺪﺩ ﺳﻨﻮﺍﺕ ﺍﳋﺪﻣﺔ‪ :‬ﻳﻼﺣﻆ ﻣﻦ ﺍﳉﺪﻭﻝ ﺍﻟﺴﺎﺑﻖ ﺑﺄﻥ ﻣﻌﺪﻝ ﺳﻨﻮﺍﺕ ﺍﳋﺪﻣﺔ ﺍﻟﱵ ﻛﺎﻧﺖ ﺃﻛﺜﺮ ﻣﻦ ‪ 15‬ﺳﻨﺔ‬
‫ﺑﻠﻐﺖ ‪ % 30‬ﻭﻣﺎ ﺑﲔ ‪ 15-6‬ﺳﻨﺔ ﻭﺻﻠﺖ ‪ ،%27‬ﺑﻴﻨﻤﺎ ﻣﻦ ﻛﺎﻧﺖ ﺧﱪﺗﻪ ﺃﻗﻞ ﻣﻦ ‪ 3‬ﺳﻨﻮﺍﺕ ﻛﺎﻧﺖ‬
‫ﻧﺴﺒﺘﻪ ‪ .%18‬ﻭﺑﺬﻟﻚ ﻓﺈﻥ ﻣﻌﻈﻢ ﺍﻟﻌﺎﻣﻠﲔ ﻟﺪﻳﻬﻢ ﺧﱪﺍﺕ ﲝﺴﺐ ﻋﺪﺩ ﺳﻨﻮﺍﺕ ﺍﳋﺪﻣﺔ ﺍﻟﱵ ﳝﺘﻠﻜﻮ‪‬ﺎ؛‬
‫ﺏ‪ -‬ﺍﳌﺆﻫﻞ ﺍﻟﻌﻠﻤﻲ‪ :‬ﻋﻜﺴﺖ ﻣﺆﺷﺮﺍﺕ ﺍﳉﺪﻭﻝ ﺍﻟﺴﺎﺑﻖ ﺃﻥ ﺃﻏﻠﺐ ﺍﻟﻌﺎﻣﻠﲔ ﺃﻭ ﻧﺴﺒﺔ ﻛﺒﲑﺓ ﻣﻨﻬﻢ ﺗﻌﻠﻴﻤﺎ ﻫﻢ‬
‫ﺍﳊﺎﺻﻠﲔ ﻋﻠﻰ ﺩﺑﻠﻮﻡ ﺣﻴﺚ ﺑﻠﻐﺖ ﻧﺴﺒﺘﻬﻢ ‪ %30.2‬ﻣﻦ ﺃﻓﺮﺍﺩ ﺃﻻﺳﺘﺒﻴﺎﻧﻪ ﰒ ﺑﻌﺪ ﺫﻟﻚ ﺗﺄﰐ ﻧﺴﺒﺔ ﺍﻟﺘﻌﻠﻴﻢ‬
‫ﺍﻟﺜﺎﻧﻮﻱ ﻭﺍﳉﺎﻣﻌﻲ ﻟﻜﻞ ﻣﻨﻬﻢ ﺑﻨﺴﺒﺔ ‪ ،% 22.4‬ﺑﻴﻨﻤﺎ ﻛﺎﻧﺖ ﺃﻗﻞ ﻧﺴﺒﻪ ﺗﺘﻌﻠﻖ ﺑﺎﻟﺘﻌﻠﻴﻢ ﺍﻻﺑﺘﺪﺍﺋﻲ ﺣﻴﺚ ﻭﺻﻠﺖ‬
‫ﺍﻟﻨﺴﺒﺔ ﺣﻮﺍﱄ ‪ %2.6‬ﻭﻳﻈﻬﺮ ﻣﻦ ﺫﻟﻚ ﺃﻥ ﻧﺴﺒﺔ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺚ ﳛﻤﻠﻮﻥ ﻣﺆﻫﻞ ﺑﲔ ﺍﻟﺜﺎﻧﻮﻱ ﻭﺍﻟﺪﺑﻠﻮﻡ‬
‫ﺍﳉﺎﻣﻌﻲ ﺑﻨﺴﺒﺔ ‪%75‬؛‬
‫ﺕ‪ -‬ﺍﳉﻨﺲ‪ :‬ﺍﺗﻀﺢ ﻣﻦ ﺧﻼﻝ ﺍﻻﺳﺘﺒﻴﺎﻧﺎﺕ ﺍﳌﻘﺪﻣﺔ ﻟﻸﻓﺮﺍﺩ ﺃﻥ ﻧﺴﺒﺔ ﺍﻟﺬﻛﻮﺭ ‪ % 75.4‬ﺃﻣﺎ ﻧﺴﺒﺔ ﺍﻹﻧﺎﺙ‬
‫‪%24.7‬؛‬

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 ‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﺩ‪ .‬ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬
‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫ﺟﺪﻭﻝ ﺭﻗﻢ )‪ :(2‬ﻳﻮﺿﺢ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﺸﺨﺼﻴﺔ‬

‫ﺍﻟﻨﺴﺒﺔ‬ ‫ﺍﻟﻌﺪﺩ‬ ‫ﺍﻟﺒﻴـﺎﻥ‬ ‫ﺍﻟﺼﻔﺔ‬
‫‪18‬‬ ‫‪78‬‬ ‫ﺃﻗﻞ ﻣﻦ ‪ 3‬ﺳﻨﻮﺍﺕ‬
‫‪ % 100‬ـ ‪433‬‬

‫‪25‬‬ ‫‪108‬‬ ‫‪ 5-3‬ﺳﻨﻮﺍﺕ‬

‫‪12‬‬ ‫‪52‬‬ ‫‪10-6‬ﺳﻨﻮﺍﺕ‬ ‫ﻋﺪﺩ ﺳﻨﻮﺍﺕ ﺍﳋﺪﻣﺔ‬
‫‪15‬‬ ‫‪65‬‬ ‫‪ 15-11‬ﺳﻨﺔ‬
‫‪30‬‬ ‫‪130‬‬ ‫ﺃﻛﺜﺮ ﻣﻦ ‪ 15‬ﺳﻨﺔ‬
‫‪2.6‬‬ ‫‪11‬‬ ‫ﺍﺑﺘﺪﺍﺋﻲ‬
‫‪18.3‬‬ ‫‪79‬‬ ‫ﺇﻋﺪﺍﺩﻱ‬
‫‪433 - % 100‬‬

‫‪22.4‬‬ ‫‪97‬‬ ‫ﺛﺎﻧﻮﻱ‬

‫ﺍﳌﺆﻫﻞ‬
‫‪30.2‬‬ ‫‪131‬‬ ‫ﺩﺑﻠﻮﻡ ﺑﻌﺪ ﺍﳌﺘﻮﺳﻂ‬
‫‪22.4‬‬ ‫‪97‬‬ ‫ﺟﺎﻣﻌﻲ‬
‫‪401‬‬ ‫‪18‬‬ ‫ﺩﺭﺍﺳﺎﺕ ﻋﻠﻴﺎ‬
‫‪75.3‬‬ ‫‪326‬‬ ‫ﺫﻛﺮ‬
‫‪433‬‬
‫‪100‬‬

‫ﺍﳉﻨﺲ‬
‫‪-%‬‬

‫‪24.7‬‬ ‫‪107‬‬ ‫ﺃﻧﺜﻰ‬

‫‪25.4‬‬ ‫‪110‬‬ ‫ﺃﻗﻞ ﻣﻦ ‪ 30‬ﺳﻨﺔ‬
‫‪- % 100‬‬
‫‪433‬‬

‫‪46.6‬‬ ‫‪202‬‬ ‫ﻣﻦ ‪ 40-31‬ﺳﻨﺔ‬ ‫ﺍﻟﻌﻤﺮ‬

‫‪28‬‬ ‫‪121‬‬ ‫ﻣﻦ ‪ 41‬ﺳﻨﺔ ﻭﻣﺎ ﻓﻮﻕ‬
‫‪33.2‬‬ ‫‪144‬‬ ‫ﻻ ﻳﻮﺟﺪ‬
‫‪433 - % 100‬‬

‫‪40.5‬‬ ‫‪175‬‬ ‫ﺃﻗﻞ ﻣﻦ ﺩﻭﺭﺗﲔ‬

‫ﺍﻟﺪﻭﺭﺍﺕ ﺍﻟﺘﺪﺭﻳﺒﻴﺔ‬
‫‪19.2‬‬ ‫‪83‬‬ ‫‪6–3‬‬
‫‪7.1‬‬ ‫‪31‬‬ ‫ﺃﻛﺜﺮ ﻣﻦ ‪6‬‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺚ‬
‫ﺙ‪ -‬ﺍﻟﻌﻤﺮ‪ :‬ﺃﻇﻬﺮﺕ ﻣﺆﺷﺮﺍﺕ ﺍﳉﺪﻭﻝ ﺍﻟﺴﺎﺑﻖ ﺃﻥ ﺃﻏﻠﺐ ﺍﳌﺪﺭﺍﺀ ﺿﻤﻦ ﺍﻻﺳﺘﺒﻴﺎﻥ ﻛﺎﻧﺖ ﺃﻋﻤﺎﺭﻫﻢ ﻣﻦ ‪40-31‬‬
‫ﻭﺑﻨﺴﺒﺔ ‪ ،%46.6‬ﺑﻴﻨﻤﺎ ﻛﺎﻧﺖ ﻧﺴﺒﺔ ﻣﻦ ﻫﻲ ﺃﻋﻤﺎﺭﻫﻢ ﺑﲔ ‪ 41‬ﻭﺃﻛﺜﺮ ﻫﻲ ‪ ،%28‬ﻭﲢﺼﻞ ﻣﻦ ﺃﻫﻢ ﺍﻗﻞ‬
‫ﻣﻦ ‪ 30‬ﺳﻨﺔ ﻋﻠﻰ ﻧﺴﺒﺔ ‪%25.4‬؛‬

‫‪88‬‬
 ‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﺩ‪ .‬ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬
‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫ﺝ‪ -‬ﺍﻟﺪﻭﺭﺍﺕ ﺍﻟﺘﺪﺭﻳﺒﻴﺔ‪ :‬ﺗﺒﲔ ﻣﻦ ﺍﳉﺪﻭﻝ ﺃﻋﻼﻩ ﺑﺎﻥ ﻣﻦ ﲢﺼﻞ ﻋﻠﻰ ﺍﻗﻞ ﻣﻦ ﺩﻭﺭﺗﲔ ﻛﺎﻧﺖ ﺃﻋﻠﻰ ﺍﻟﻨﺴﺐ‬
‫ﲝﻮﺍﱄ ‪ %40.5‬ﻭﻣﻦ ‪ 6-3‬ﺩﻭﺭﺍﺕ ﻛﺎﻧﺖ ﺍﻟﻨﺴﺒﺔ ﺣﻮﺍﱄ ‪ ،%19.2‬ﺑﻴﻨﻤﺎ ﻣﻦ ﱂ ﻳﺘﻠﻖ ﺩﻭﺭﺍﺕ ﺗﺪﺭﻳﺒﻴﺔ ﰲ‬
‫ﻋﻤﻠﻪ ﻭﺻﻠﺖ ﻧﺴﺒﺘﻪ ﺇﱃ ﺣﻮﺍﱄ ‪ %23.2‬ﻭﻫﺬﻩ ﻧﺴﺒﺔ ﻋﺎﻟﻴﺔ ﺟﺪﺍ ﻭﺗﻮﺿﺢ ﻣﺪﻯ ﻋﺪﻡ ﺍﻻﻫﺘﻤﺎﻡ ﺑﺎﻟﺪﻭﺭﺍﺕ‬
‫ﺍﻟﺘﺪﺭﻳﺒﻴﺔ ﺍﳌﺘﻌﻠﻘﺔ ﰲ ﳎﺎﻝ ﻋﻤﻠﻬﻢ ﺭﻏﻢ ﻣﺪﻯ ﺃﳘﻴﺔ ﺍﻟﺪﻭﺭﺍﺕ ﳍﻢ‪.‬‬

‫‪ .2.2‬ﻋﺮﺽ ﻭﻣﻨﺎﻗﺸﺔ ﺍﳉﻮﺍﻧﺐ ﺍﳌﺘﻌﻠﻘﺔ ﺑﻨﻈﺎﻣﻲ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﻭﲣﻄﻴﻂ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‪:‬‬
‫ﻣﻦ ﺧﻼﻝ ﻋﺮﺽ ﻭﲢﻠﻴﻞ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺄﻫﻢ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ‪ ،‬ﻳﻮﺿﺢ‬
‫ﺍﳉﺪﻭﻝ )‪ (3‬ﺍﳌﺆﺷﺮﺍﺕ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪ -‬ﺇﻥ ﲢﺪﻳﺪ ﻣﻮﺍﺻﻔﺎﺕ ﺍﳌﻮﺍﺩ ﳛﻤﻞ ﻣﺘﻮﺳﻂ ﺣﺴﺎﰊ ‪ 3.99‬ﻭﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ ﻗﺪﺭﻩ ‪ 1.179‬ﻭﻫﺬﺍ ﻳﺪﻝ‬
‫ﻋﻠﻰ ﺍﻧﻪ ﻣﻦ ﺃﻫﻢ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ؛‬
‫‪ -‬ﻛﻤﺎ ﻳﻼﺣﻆ ﺃﻥ ﺧﻄﺔ ﺍﻹﻧﺘﺎﺝ ﺣﺼﻠﺖ ﻋﻠﻰ ﻣﺘﻮﺳﻂ ﺣﺴﺎﰊ ﻗﺪﺭﻩ ‪ 3.90‬ﻭﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ ﻗﺪﺭﻩ‬
‫‪ 1.220‬ﳑﺎ ﻳﺆﻛﺪ ﻋﻠﻰ ﺃﳘﻴﺔ ﺧﻄﺔ ﺍﻹﻧﺘﺎﺝ ﻭﻓﻖ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ؛‬
‫‪ -‬ﻭﲢﺼﻞ ﲣﻄﻴﻂ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻋﻠﻰ ﻣﺘﻮﺳﻂ ﺣﺴﺎﰊ ﺑﻠﻎ ‪ 3.66‬ﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ ‪ ،1.407‬ﻭﻫﺬﺍ‬
‫ﻳﺆﻛﺪ ﺃﳘﻴﺔ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻭﺗﺄﺛﲑﻫﺎ ﻋﻠﻰ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ؛‬
‫‪ -‬ﺍﻟﻄﻠﺐ ﻋﻠﻰ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻫﻮ ﻋﺎﻣﻞ ﻣﻬﻢ ﰲ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺣﻴﺚ ﺣﺼﻞ ﻋﻠﻰ‬
‫‪ 3.65‬ﻭﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ ‪ ،1.345‬ﺑﻴﻨﻤﺎ ﲢﺪﻳﺪ ﻛﻤﻴﺎﺕ ﺍﳌﻮﺍﺩ ﺍﻟﻮﺍﺟﺐ ﺷﺮﺍﺅﻫﺎ ﻛﺎﻥ ﻣﺘﻮﺳﻂ ﺍﳊﺴﺎﰊ‬
‫‪ 3.54‬ﻭﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ ﻗﺪﺭﻩ ‪ 1.348‬ﻭﳑﺎ ﻳﺆﻛﺪ ﻋﻠﻰ ﺃﳘﻴﺔ ﻛﻞ ﻣﻨﻬﻤﺎ ﻭﺿﺮﻭﺭﺓ ﺍﻻﻫﺘﻤﺎﻡ ﺑﻪ ﻋﻨﺪ‬
‫ﺇﻋﺪﺍﺩ ﻭﺗﺼﻤﻴﻢ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ؛‬
‫‪ -‬ﻛﺎﻥ ﻟﺘﻮﻗﻴﺖ ﺍﻟﺸﺮﺍﺀ ﻋﺎﻣﻞ ﻣﻬﻢ ﻣﻦ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﱵ ﳚﺐ ﺃﺧﺬﻫﺎ ﰲ ﺍﻻﻋﺘﺒﺎﺭ ﻋﻦ ﺇﻋﺪﺍﺩ ﻭﺗﺼﻤﻴﻢ ﻫﺬﺍ‬
‫ﺍﻟﻨﻈﺎﻡ ﲟﺘﻮﺳﻂ ﺣﺴﺎﰊ ‪ 3.34‬ﻭﺍﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ‪ ،1.451‬ﻭﲢﺼﻠﺖ ﺍﻟﻘﺪﺭﺓ ﺍﳌﺎﻟﻴﺔ ﻭﺍﻹﻣﻜﺎﻧﻴﺎﺕ ﻋﻠﻰ‬
‫ﻣﺘﻮﺳﻂ ﺣﺴﺎﰊ ﻗﺪﺭﻩ ‪ 3.11‬ﻭﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ ‪1.412‬؛‬
‫‪ -‬ﻛﺎﻥ ‪‬ﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻌﻮﺍﻣﻞ ﺃﳘﻴﺔ ﺟﻴﺪﺓ ﻣﺆﺛﺮﺓ ﰲ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﻣﻨﻬﺎ ﻣﻬﺎﺭﺍﺕ ﺍﻟﻌﺎﻣﻠﲔ‬
‫ﻭﺇﻣﻜﺎﻧﺎﺕ ﻭﻃﺎﻗﺎﺕ ﺍﻟﺘﺨﺰﻳﻦ ؛‬
‫‪ -‬ﺑﻴﻨﻤﺎ ﻛﺎﻧﺖ ﺑﻌﺾ ﺍﻟﻌﻮﺍﻣﻞ ﲢﺼﻠﺖ ﻋﻠﻰ ﺃﳘﻴﺔ ﻣﺘﻮﺳﻄﺔ ﻣﺆﺛﺮﺓ ﻣﻦ ﻭﺟﻬﺔ ﻧﻈﺮ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺚ ﻭﻣﻨﻬﺎ‬
‫ﺍﳉﻮﺩﺓ ﰲ ﺍﻷﺳﻮﺍﻕ‪ ،‬ﻭﺍﳋﻄﻂ ﻭﺍﻟﺘﻮﺳﻌﺎﺕ ﻭﺍﳌﻨﺎﻓﺴﺔ ﻭﻣﺪﻯ ﺗﻮﻓﺮ ﺍﳌﻮﺍﺩ؛‬
‫‪ -‬ﻛﻤﺎ ﻭﺟﺪﺕ ﺑﻌﺾ ﺍﻟﻌﻮﺍﻣﻞ ﺃﳘﻴﺔ ﺟﻴﺪﺓ ﻣﺜﻞ ﺍﳌﻮﺭﺩﻭﻥ ﻭﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﺒﺪﻳﻠﺔ ﰲ ﺍﻷﺳﻮﺍﻕ ﻭﺳﻴﺎﺳﺎﺕ‬
‫ﺍﻟﺸﺮﻛﺔ ﰲ ﺍﻟﺘﺼﻨﻴﻊ ﺃﻭ ﺍﻟﺸﺮﺍﺀ‪.‬‬

‫‪89‬‬
 ‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﺩ‪ .‬ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬
‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫ﺟﺪﻭﻝ ﺭﻗﻢ )‪:(3‬‬

‫ﻳﻮﺿﺢ ﺃﻫﻢ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ‬
‫ﺍﻻﳓﺮﺍﻑ ﺍﳌﻌﻴﺎﺭﻱ‬ ‫ﺍﳌﺘﻮﺳﻂ‬ ‫ﻋﺪﺩ ﺍﻟﻌﻴﻨﺔ‬ ‫ﺍﻟﻔﻘـــﺮﺓ‬ ‫ﻡ‬
‫‪1.220‬‬ ‫‪3.90‬‬ ‫‪432‬‬ ‫ﺧﻄﺔ ﺍﻹﻧﺘﺎﺝ‬ ‫‪1‬‬
‫‪1.179‬‬ ‫‪3.99‬‬ ‫‪430‬‬ ‫ﲢﺪﻳﺪ ﻣﻮﺍﺻﻔﺎﺕ ﺍﳌﻮﺍﺩ‬ ‫‪2‬‬
‫‪1.425‬‬ ‫‪3.07‬‬ ‫‪425‬‬ ‫ﻣﻬﺎﺭﺍﺕ ﺍﻟﻌﺎﻣﻠﲔ‬ ‫‪3‬‬
‫‪1.453‬‬ ‫‪2.99‬‬ ‫‪430‬‬ ‫ﺇﻣﻜﺎﻧﺎﺕ ﻭﻃﺎﻗﺎﺕ ﺍﻟﺘﺨﺰﻳﻦ‬ ‫‪4‬‬
‫‪1.407‬‬ ‫‪3.66‬‬ ‫‪426‬‬ ‫ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‬ ‫‪5‬‬
‫‪1.348‬‬ ‫‪3.54‬‬ ‫‪428‬‬ ‫ﲢﺪﻳﺪ ﻛﻤﻴﺎﺕ ﺍﳌﻮﺍﺩ ﺍﻟﻮﺍﺟﺐ ﺷﺮﺍﺅﻫﺎ‬ ‫‪6‬‬
‫‪1.451‬‬ ‫‪3.34‬‬ ‫‪425‬‬ ‫ﺗﻮﻗﻴﺖ ﺍﻟﺸﺮﺍﺀ‬ ‫‪7‬‬
‫‪1.412‬‬ ‫‪3.11‬‬ ‫‪432‬‬ ‫ﺍﻟﻘﺪﺭﺓ ﺍﳌﺎﻟﻴﺔ ﻭﺍﻹﻣﻜﺎﻧﻴﺎﺕ‬ ‫‪8‬‬
‫‪1.359‬‬ ‫‪2.63‬‬ ‫‪425‬‬ ‫ﺍﳋﻄﻂ ﻭﺍﻟﺘﻮﺳﻌﺎﺕ ﺍﳌﺴﺘﻘﺒﻠﻴﺔ‬ ‫‪9‬‬
‫‪1.408‬‬ ‫‪2.52‬‬ ‫‪426‬‬ ‫ﺳﻴﺎﺳﺎﺕ ﺍﻟﺸﺮﻛﺔ ﰲ ﺍﻟﺘﺼﻨﻴﻊ ﺃﻭ ﺍﻟﺸﺮﺍﺀ‬ ‫‪10‬‬
‫‪1.345‬‬ ‫‪3.65‬‬ ‫‪430‬‬ ‫ﺍﻟﻄﻠﺐ ﻋﻠﻰ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ‬ ‫‪11‬‬
‫‪1.466‬‬ ‫‪2.59‬‬ ‫‪430‬‬ ‫ﻣﺪﻯ ﺗﻮﻓﺮ ﺍﳌﻮﺍﺩ‬ ‫‪12‬‬
‫‪1.461‬‬ ‫‪2.43‬‬ ‫‪400‬‬ ‫ﺃﺫﻭﺍﻕ ﺍﳌﺴﺘﻬﻠﻜﲔ‬ ‫‪13‬‬
‫‪1.401‬‬ ‫‪2.40‬‬ ‫‪425‬‬ ‫ﺍﻟﻘﻮﺓ ﺍﻟﺸﺮﺍﺋﻴﺔ‬ ‫‪14‬‬
‫‪1.501‬‬ ‫‪2.61‬‬ ‫‪430‬‬ ‫ﺍﳌﻨﺎﻓﺴﺔ‬ ‫‪15‬‬
‫‪1.438‬‬ ‫‪2.55‬‬ ‫‪425‬‬ ‫ﺍﳌﻮﺭﺩﻭﻥ‬ ‫‪16‬‬
‫‪1.462‬‬ ‫‪2.70‬‬ ‫‪429‬‬ ‫ﺍﳉﻮﺩﺓ ﰲ ﺍﻷﺳﻮﺍﻕ‬ ‫‪17‬‬
‫‪1.462‬‬ ‫‪2.55‬‬ ‫‪430‬‬ ‫ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﺒﺪﻳﻠﺔ ﻭﺍﳌﻜﻤﻠﺔ‬ ‫‪18‬‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺚ‬
‫ﻭﻣﻦ ﺧﻼﻝ ﻋﺮﺽ ﻭﲢﻠﻴﻞ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺄﻫﻢ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﲣﻄﻴﻂ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‪ ،‬ﻳﻮﺿﺢ‬
‫ﺍﳉﺪﻭﻝ )‪ (4‬ﺍﻟﻼﺣﻖ ﺍﳌﺆﺷﺮﺍﺕ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪ -‬ﺇﻥ ﺯﻳﺎﺩﺓ ﺍﻟﻄﻠﺐ ﻛﺎﻥ ﻣﻦ ﺃﻫﻢ ﺍﳌﺆﺷﺮﺍﺕ ﰲ ﲣﻄﻴﻂ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻭﺍﺗﻀﺢ ﺫﻟﻚ ﻣﻦ ﺁﺭﺍﺀ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺚ‬
‫ﲢﺼﻠﺖ ﻋﻠﻰ ‪ 3.75‬ﻭﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ ‪ ،1.426‬ﻭﻛﻤﺎ ﲢﺼﻠﺖ ﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﻭﺍﻹﺩﺍﺭﻳﺔ ﺍﳉﺪﻳﺪﺓ‬
‫ﻋﻠﻰ ﺗﺄﺛﲑ ﻣﻬﻢ ﻋﻠﻰ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻭﺍﺗﻀﺢ ﺫﻟﻚ ﲟﺘﻮﺳﻂ ‪ 3.64‬ﻭﺑﺎﳓﺮﺍﻑ ‪1.359‬؛‬
‫‪ -‬ﻛﻤﺎ ﺍﺗﻀﺢ ﺃﳘﻴﺔ ﻛﻞ ﻣﻦ ﺍﻟﺘﺬﺑﺬﺑﺎﺕ ﺍﳌﻮﲰﻴﺔ ﻟﻠﻄﻠﺐ ﺃﻥ ﳍﺎ ﺗﺄﺛﲑ ﻣﻬﻢ ﻓﻘﺪ ﲢﺼﻠﺖ ﻋﻠﻰ ﻣﺘﻮﺳﻂ ‪3.58‬‬
‫ﻭﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ ‪1.433‬؛‬

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 ‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﺩ‪ .‬ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬
‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫‪ -‬ﺩﺭﺟﺔ ﻣﻬﺎﺭﺓ ﻭﺗﺪﺭﻳﺐ ﺍﻟﻌﺎﻣﻠﲔ ﻓﻘﺪ ﲢﺼﻞ ﻋﻠﻰ ‪ 3.33‬ﻭﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ ‪ 1.409‬ﻭﻫﺬﺍ ﻳﺪﻝ ﻋﻠﻰ ﺃﳘﻴﺘﻪ‬
‫ﺿﻤﻦ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ؛‬
‫‪ -‬ﻭﻛﺎﻥ ﻟﺪﺭﺟﺔ ﲣﺼﺺ ﺍﳌﻨﻈﻤﺔ ﺗﺮﺗﻴﺐ ﻣﻬﻢ ﻓﻘﺪ ﲢﺼﻞ ﻋﻠﻰ ‪ 3.23‬ﻭﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ ‪ ،1.313‬ﻭﲢﺼﻞ‬
‫ﻃﺒﻴﻌﺔ ﻭﺩﺭﺟﺔ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ ﻭﺧﻮﺍﺻﻬﺎ ﻋﻠﻰ ﻣﺘﻮﺳﻂ ﺣﺴﺎﰊ ﻗﺪﺭﻩ ‪ 3.22‬ﻭﺍﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ ﻳﺴﺎﻭﻱ ‪،1.425‬‬
‫ﻭﻛﻤﺎ ﲢﺼﻞ ﻃﺒﻴﻌﺔ ﻭﺩﺭﺟﺔ ﺗﻘﺪﻡ ﺍﻵﻻﺕ ﻭﺍﳌﻌﺪﺍﺕ ﻋﻠﻰ ﻣﺘﻮﺳﻂ ‪ 3.22‬ﻭﺑﺎﳓﺮﺍﻑ ‪ ،1.425‬ﻭﻣﺴﺘﻮﻯ‬
‫ﺍﻻﺳﺘﺨﺪﺍﻡ ﻋﻠﻰ ﻣﺘﻮﺳﻂ ﺣﺴﺎﰊ ‪ 3.21‬ﻭﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ ‪ 1.329‬ﻭﻫﺬﺍ ﻣﺎ ﻳﺆﻛﺪ ﺃﳘﻴﺔ ﺍﻟﻌﻮﺍﻣﻞ ﻭﺗﺄﺛﲑﻫﺎ‬
‫ﻋﻠﻰ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ؛‬
‫‪ -‬ﻛﻤﺎ ﲢﺼﻠﺖ ﺯﻳﺎﺩﺓ ﺍﻷﻧﺸﻄﺔ ﺍﻟﺘﺮﻭﳚﻴﺔ ﻋﻠﻰ ﻣﺘﻮﺳﻂ ﺣﺴﺎﰊ ‪ 3.18‬ﻭﺑﺎﳓﺮﺍﻑ ‪ ،1.390‬ﺑﻴﻨﻤﺎ ﲢﺼﻞ‬
‫ﻇﺮﻭﻑ ﺍﻟﺘﺸﻐﻴﻞ ﺍﳌﻨﺎﺳﺒﺔ ﻋﻠﻰ ﻣﺘﻮﺳﻂ ﺣﺴﺎﰊ ﻗﺪﺭﻩ ‪ 3.11‬ﻭﺍﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ ‪ 1.396‬ﻭﻃﺮﻕ ﺍﻹﻧﺘﺎﺝ‬
‫ﺍﳌﺴﺘﺨﺪﻣﺔ ﻋﻠﻰ ﻣﺘﻮﺳﻂ ﺣﺴﺎﰊ‪ 3.10‬ﻭﺑﺎﳓﺮﺍﻑ ﻣﻌﻴﺎﺭﻱ ‪ ،1.421‬ﳑﺎ ﻳﺒﲔ ﺃﻥ ﳍﺎ ﺗﺄﺛﲑ ﰲ ﲣﻄﻴﻂ ﺍﻟﻄﺎﻗﺔ‬
‫ﺍﻹﻧﺘﺎﺟﻴﺔ؛‬
‫‪ -‬ﻭﻛﺎﻥ ﺁﺧﺮ ﻋﺎﻣﻞ ﻫﻮ ﻣﺴﺘﻮﻯ ﺗﻨﻈﻴﻢ ﺍﻟﻌﻤﻞ ﻭﺍﻹﻧﺘﺎﺝ ﻓﻘﺪ ﲢﺼﻞ ﻋﻠﻰ ﻣﺘﻮﺳﻂ ﻗﺪﺭﺓ ‪ 2.51‬ﻭﺑﺎﳓﺮﺍﻑ‬
‫ﻗﺪﺭﺓ ‪ 1.450‬ﻭﻫﺬﺍ ﻣﺎ ﻳﺪﻝ ﻋﻠﻰ ﺗﺄﺛﲑ ﻣﺘﻮﺳﻂ ﻭﻓﻖ ﻵﺭﺍﺀ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺚ‪.‬‬
‫ﺟﺪﻭﻝ ﺭﻗﻢ )‪ :(4‬ﻳﻮﺿﺢ ﺃﻫﻢ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﲣﻄﻴﻂ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‬
‫ﺍﻻﳓﺮﺍﻑ ﺍﳌﻌﻴﺎﺭﻱ‬ ‫ﺍﳌﺘﻮﺳﻂ‬ ‫ﻋﺪﺩ ﺍﻟﻌﻴﻨﺔ‬ ‫ﺍﻟﻔﻘـــﺮﺓ‬ ‫ﻡ‬
‫‪1.329‬‬ ‫‪3.21‬‬ ‫‪427‬‬ ‫ﻣﺴﺘﻮﻯ ﺍﻻﺳﺘﺨﺪﺍﻡ‬ ‫‪1‬‬
‫‪1.425‬‬ ‫‪3.22‬‬ ‫‪429‬‬ ‫ﻃﺒﻴﻌﺔ ﻭﺩﺭﺟﺔ ﺗﻘﺪﻡ ﺍﻵﻻﺕ ﻭﺍﳌﻌﺪﺍﺕ‬ ‫‪2‬‬
‫‪1.300‬‬ ‫‪3.23‬‬ ‫‪431‬‬ ‫ﻃﺒﻴﻌﺔ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ ﻭﺧﻮﺍﺻﻬﺎ‬ ‫‪3‬‬
‫‪1.421‬‬ ‫‪3.10‬‬ ‫‪425‬‬ ‫ﻃﺮﻕ ﺍﻹﻧﺘﺎﺝ ﺍﳌﺴﺘﺨﺪﻣﺔ‬ ‫‪4‬‬
‫‪1.313‬‬ ‫‪3.23‬‬ ‫‪431‬‬ ‫ﺩﺭﺟﺔ ﲣﺼﺺ ﺍﳌﻨﻈﻤﺔ‬ ‫‪5‬‬
‫‪1.409‬‬ ‫‪3.33‬‬ ‫‪425‬‬ ‫ﺩﺭﺟﺔ ﻣﻬﺎﺭﺓ ﻭﺗﺪﺭﻳﺐ ﺍﻟﻌﺎﻣﻠﲔ‬ ‫‪6‬‬
‫‪1.450‬‬ ‫‪2.51‬‬ ‫‪431‬‬ ‫ﻣﺴﺘﻮﻯ ﺗﻨﻈﻴﻢ ﺍﻟﻌﻤﻞ ﻭﺍﻹﻧﺘﺎﺝ‬ ‫‪7‬‬
‫‪1.396‬‬ ‫‪3.11‬‬ ‫‪432‬‬ ‫ﻇﺮﻭﻑ ﺍﻟﺘﺸﻐﻴﻞ ﺍﳌﻨﺎﺳﺒﺔ‬ ‫‪8‬‬
‫‪1.390‬‬ ‫‪3.18‬‬ ‫‪429‬‬ ‫ﺯﻳﺎﺩﺓ ﺍﻷﻧﺸﻄﺔ ﺍﻟﺘﺮﻭﳚﻴﺔ‬ ‫‪9‬‬
‫‪1.426‬‬ ‫‪3.75‬‬ ‫‪432‬‬ ‫ﺯﻳﺎﺩﺓ ﺍﻟﻄﻠﺐ‬ ‫‪10‬‬
‫‪1.433‬‬ ‫‪3.58‬‬ ‫‪433‬‬ ‫ﺍﻟﺘﺬﺑﺬﺑﺎﺕ ﺍﳌﻮﲰﻴﺔ ﻟﻠﻄﻠﺐ‬ ‫‪11‬‬
‫‪1.359‬‬ ‫‪3.65‬‬ ‫‪431‬‬ ‫‪ 12‬ﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﻭﺍﻹﺩﺍﺭﻳﺔ ﺍﳉﺪﻳﺪﺓ‬
‫ﺍﳌﺼﺪﺭ‪ :‬ﻣﻦ ﺇﻋﺪﺍﺩ ﺍﻟﺒﺎﺣﺚ‬

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 ‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﺩ‪ .‬ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬
‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫ﺍﺧﺘﺒﺎﺭ ﻓﺮﺿﻴﺔ ﺍﻟﺒﺤﺚ‪:‬‬

‫ﻓﺮﺿﻴﺔ ﺍﻟﻌﺪﻡ ) (‪:‬ﻻ ﺗﻮﺟﺪ ﻋﻼﻗﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﻣﻌﻨﻮﻳﺔ ﺑﲔ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﻟﻨﻈﺎﻣﻲ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ‬
‫ﻭﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‪.‬‬
‫ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺒﺪﻳﻠﺔ ) (‪ :‬ﺗﻮﺟﺪ ﻋﻼﻗﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﻣﻌﻨﻮﻳﺔ ﺑﲔ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﻟﻨﻈﺎﻣﻲ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ‬
‫ﺍﳌﻮﺍﺩ ﻭﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‪.‬‬
‫ﻭﺑﺎﺳﺘﺨﺪﺍﻡ ﻣﻌﺎﻣﻞ ﺍﻻﺭﺗﺒﺎﻁ ﺑﲑﺳﻮﻥ ﺑﲔ ﺍﻟﻨﻈﺎﻣﲔ‪ ،‬ﻳﺘﻀﺢ ﻣﻦ ﺧﻼﻝ ﺍﳉﺪﻭﻝ )‪ (5‬ﺃﻥ ﺍﻻﺭﺗﺒﺎﻁ ﺑﲔ‬
‫ﻧﻈﺎﻣﻲ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﻭﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺍﺭﺗﺒﺎﻁ ﻃﺮﺩﻱ ﺿﻌﻴﻒ ﺣﻴﺚ ﻛﺎﻥ ﻣﻌﺎﻣﻞ ﺍﻻﺭﺗﺒﺎﻁ ﺑﲑﺳﻮﻥ‬
‫ﻳﺴﺎﻭﻱ ‪ . 0.241‬ﻭﻳﺘﺒﲔ ﺃﻳﻀﺎ ﺃﻥ ‪ Sig.= 0.00‬ﻭﻫﻲ ﺃﻗﻞ ﻣﻦ ‪ ، 0.05‬ﻟﺬﻟﻚ ﻧﺮﻓﺾ ﻓﺮﺿﻴﺔ ﺍﻟﻌﺪﻡ ﻭﻧﻘﺒﻞ‬
‫ﺑﺎﻟﻔﺮﺿﻴﺔ ﺍﻟﺒﺪﻳﻠﺔ ﺍﻟﻘﺎﺋﻠﺔ ﺑﻮﺟﻮﺩ ﻋﻼﻗﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﻣﻌﻨﻮﻳﺔ ﺑﲔ ﻧﻈﺎﻣﻲ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﻭﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‪.‬‬
‫ﺟﺪﻭﻝ ﺭﻗﻢ )‪(5‬‬
‫ﻳﻮﺿﺢ ﻣﻌﺎﻣﻞ ﺍﻻﺭﺗﺒﺎﻁ ﺑﲔ ﻧﻈﺎﻣﻲ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﻭﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‬
‫ﺍﳌﻮﺍﺩ‬ ‫ﺍﻟﻄﺎﻗﺔ‬
‫‪Pearson Correlation‬‬ ‫‪1‬‬ ‫**‪.241‬‬
‫ﺍﳌﻮﺍﺩ‬ ‫)‪Sig. (2-tailed‬‬ ‫‪.000‬‬
‫‪N‬‬ ‫‪433‬‬ ‫‪433‬‬
‫‪Pearson Correlation‬‬ ‫**‪.241‬‬ ‫‪1‬‬
‫ﺍﻟﻄﺎﻗﺔ‬ ‫)‪Sig. (2-tailed‬‬ ‫‪.000‬‬
‫‪N‬‬ ‫‪433‬‬ ‫‪433‬‬
‫‪**. Correlation is significant at the 0.01 level (2-tailed).‬‬

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 ‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﺩ‪ .‬ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬
‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫ﺧـﺎﲤـﺔ‪:‬‬
‫ﻣﻦ ﺧﻼﻝ ﲝﺜﻨﺎ ﻫﺬﺍ ﻭﺑﺎﻷﺧﺺ ﻋﻨﺪ ﲢﻠﻴﻞ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﺴﺎﺑﻘﺔ ﰎ ﺍﻟﺘﻮﺻﻞ ﺇﱃ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻻﺳﺘﻨﺘﺎﺟﺎﺕ ﺃﳘﻬﺎ‪:‬‬
‫‪ ‬ﻫﻨﺎﻙ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻌﻮﺍﻣﻞ ﻭﺍﻟﱵ ﳍﺎ ﺗﺄﺛﲑ ﻣﻬﻢ ﺟﺪﺍ ﰲ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺃﳘﻬﺎ‪ :‬ﲢﺪﻳﺪ‬
‫ﻣﻮﺍﺻﻔﺎﺕ ﺍﳌﻮﺍﺩ‪ ،‬ﻭﺿﻊ ﺧﻄﺔ ﺍﻹﻧﺘﺎﺝ‪ ،‬ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‪ ،‬ﺍﻟﻄﻠﺐ ﻋﻠﻰ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ‪ ،‬ﲢﻴﺪ‬
‫ﺍﻟﻜﻤﻴﺎﺕ ﺍﳌﻮﺍﺩ ﺍﻟﻮﺍﺟﺐ ﺷﺮﺍﺋﻬﺎ‪ ،‬ﺗﻮﻗﻴﺖ ﺍﻟﺸﺮﺍﺀ‪ ،‬ﺍﻟﻘﺪﺭﺓ ﺍﳌﺎﻟﻴﺔ ﻭﺍﻹﻣﻜﺎﻧﻴﺎﺕ‪ ،‬ﻣﻬﺎﺭﺍﺕ ﺍﻟﻌﺎﻣﻠﲔ‪،‬‬
‫ﻭﺇﻣﻜﺎﻧﺎﺕ ﻭﻃﺎﻗﺎﺕ ﺍﻟﺘﺨﺰﻳﻦ؛‬
‫‪ ‬ﻫﻨﺎﻙ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﻬﻤﺔ ﺍﳌﺆﺛﺮﺓ ﰲ ﲣﻄﻴﻂ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺗﺘﻤﺜﻞ ﰲ ﺍﻵﰐ‪ :‬ﺯﻳﺎﺩﺓ ﺍﻟﻄﻠﺐ‪،‬‬
‫ﺍﻟﺘﺬﺑﺬﺑﺎﺕ ﺍﳌﻮﲰﻴﺔ ﻟﻠﻄﻠﺐ‪ ،‬ﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﻭﺍﻹﺩﺍﺭﻳﺔ ﺍﳉﺪﻳﺪﺓ‪ ،‬ﺩﺭﺟﺔ ﻣﻬﺎﺭﺓ ﻭﺗﺪﺭﻳﺐ ﺍﻟﻌﺎﻣﻠﲔ‪،‬‬
‫ﺩﺭﺟﺔ ﲣﺼﺺ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻣﺴﺘﻮﻯ ﺍﻻﺳﺘﺨﺪﺍﻡ‪ ،‬ﻃﺒﻴﻌﺔ ﻭﺩﺭﺟﺔ ﺗﻘﺪﻡ ﺍﻵﻻﺕ ﻭﺍﳌﻌﺪﺍﺕ‪ ،‬ﻭﻃﺒﻴﻌﺔ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﻭﺧﻮﺍﺻﻬﺎ؛‬
‫‪ ‬ﻳﺘﻀﺢ ﻣﻦ ﺧﻼﻝ ﺩﺭﺍﺳﺔ ﺃﻫﻢ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮ ﺓ ﺑﲔ ﻧﻈﺎﻣﻲ ﲣﻄﻴﻂ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻭﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ‬
‫ﻣﻦ ﺍﳌﻮﺍﺩ ﺑﺄﻥ ﻫﻨﺎﻙ ﻋﻼﻗﺔ ﻃﺮﺩﻳﺔ ﺿﻌﻴﻔﺔ ﺑﲔ ﻋﻮﺍﻣﻞ ﻛﻞ ﻣﻦ ﺍﻟﻨﻈﺎﻣﲔ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ ﻳﺆﻛﺪ ﻋﻠﻰ ﺍﻟﻌﻼﻗﺔ ﺑﲔ‬
‫ﺍﻟﻨﻈﺎﻣﲔ‪.‬‬

‫ﻭﰲ ﺿﻮﺀ ﻧﺘﺎﺋﺞ ﺍﻟﺒﺤﺚ ﻭﺍﺳﺘﻨﺘﺎﺟﺎﺗﻪ ﰎ ﺍﻟﺘﻮﺻﻞ ﺇﱃ ﻭﺿﻊ ﺍﻟﺘﻮﺻﻴﺎﺕ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬

‫‪ ‬ﻭﺿﻊ ﳕﻮﺫﺝ ﻳﺘﻀﻤﻦ ﺃﻫﻢ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﰲ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﻭﻫﻲ‪ :‬ﰲ ﲢﺪﻳﺪ ﻣﻮﺍﺻﻔﺎﺕ‬
‫ﺍﳌﻮﺍﺩ‪ ،‬ﻭﺿﻊ ﺧﻄﺔ ﺍﻹﻧﺘﺎﺝ‪ ،‬ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‪ ،‬ﺍﻟﻄﻠﺐ ﻋﻠﻰ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ‪ ،‬ﲢﻴﺪ ﺍﻟﻜﻤﻴـﺎﺕ ﺍﳌـﻮﺍﺩ‬
‫ﺍﻟﻮﺍﺟﺐ ﺷﺮﺍﺋﻬﺎ‪ ،‬ﺗﻮﻗﻴﺖ ﺍﻟﺸﺮﺍﺀ‪ ،‬ﺍﻟﻘﺪﺭﺓ ﺍﳌﺎﻟﻴﺔ ﻭﺍﻹﻣﻜﺎﻧﻴﺎﺕ‪ ،‬ﻣﻬﺎﺭﺍﺕ ﺍﻟﻌﺎﻣﻠﲔ‪ ،‬ﺇﻣﻜﺎﻧﺎﺕ ﻭﻃﺎﻗـﺎﺕ‬
‫ﺍﻟﺘﺨﺰﻳﻦ؛‬
‫‪ ‬ﺍﻫﺘﻤﺎﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻴﻤﻨﻴﺔ ﺑﺈﻋﻄﺎﺀ ﺃﳘﻴﺔ ﺃﻛﱪ ﻟﺘﺨﻄﻴﻂ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻋﻨﺪ ﺑﻨﺎﺀ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ‬
‫ﻣﻦ ﺍﳌﻮﺍﺩ؛‬
‫‪ ‬ﻧﻮﺻﻰ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﻴﻤﻨﻴﺔ ﺍﻟﺼﻨﺎﻋﻴﺔ ﺑﺈﻋﺪﺍﺩ ﻧﻈﺎﻡ ﺷﺎﻣﻞ ﻳﺄﺧﺬ ﰲ ﺍﻻﻋﺘﺒﺎﺭ ﲣﻄـﻴﻂ ﺍﻟﻄﺎﻗـﺔ ﺍﻹﻧﺘﺎﺟﻴـﺔ‬
‫ﻭﺍﻻﻫﺘﻤﺎﻡ ﺑﺄﻫﻢ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﻋﻠﻴﻪ ﻻﺳﻴﻤﺎ ﺍﻟﻄﻠﺐ ﻭﺗﻘﻠﺒﺎﺗﻪ؛‬
‫‪ ‬ﺍﻻﻫﺘﻤﺎﻡ ﲜﻮﺍﻧﺐ ﺩﺭﺟﺔ ﻣﻬﺎﺭﺓ ﻭﺗﺪﺭﻳﺐ ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﻴﻤﻨﻴﺔ ﻟـﺪﻭﺭﻫﺎ ﰲ ﲣﻄـﻴﻂ ﺍﻟﻄﺎﻗـﺔ‬
‫ﺍﻹﻧﺘﺎﺟﻴﺔ ﻭﺍﻻﺳﺘﻔﺎﺩﺓ ﺍﻟﻘﺼﻮﻯ ﻣﻨﻬﺎ‪.‬‬

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 ‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﺩ‪ .‬ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬
‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫ﺍﳌﻼﺣﻖ‬
‫ﺑﺴﻢ ﺍﷲ ﺍﻟﺮﲪﻦ ﺍﻟﺮﺣﻴﻢ‬
‫ﺍﺳﺘﺒﺎﻧﻪ ﺍﻟﺒﺤﺚ‬
‫ﺍﻷﺥ‪ /‬ﺍﻷﺧﺖ‪ ..................................................... :‬ﺍﻟﺴﻼﻡ ﻋﻠﻴﻜﻢ ﻭﺭﲪﺔ ﺍﷲ ﻭﺑﺮﻛﺎﺗﻪ‬
‫‪‬ﺪﻑ ﻫﺬﻩ ﺍﻻﺳﺘﺒﺎﻧﺔ ﺇﱃ ﲝﺚ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﻧﻈﺎﻣﻲ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﻭﲣﻄـﻴﻂ ﺍﻟﻄﺎﻗـﺔ ﺍﻹﻧﺘﺎﺟﻴـﺔ‪ ،‬ﺩﺭﺍﺳـﺔ‬
‫ﻟﻠﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‪.‬‬
‫ﺍﻟﺮﺟﺎﺀ ﺗﻌﺎﻭﻧﻜﻢ ﺑﻮﺿﻊ )√( ﺇﺷﺎﺭﺓ ﺻﺢ ﺃﻣﺎﻡ ﺍﳋﻴﺎﺭﺍﺕ ﺍﻟﱵ ﺗﺮﻭ‪‬ﺎ ﻣﻨﺎﺳﺒﺔ‪ ،‬ﻭﻧﺆﻛﺪ ﻟﻜﻢ ﺑﺎﻥ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺘﺤﺼـﻞ ﻋﻠﻴﻬـﺎ‬
‫ﺳﺘﺴﺘﺨﺪﻡ ﻓﻘﻂ ﻹﻏﺮﺍﺽ ﺍﻟﺒﺤﺚ ﺍﻟﻌﻠﻤﻲ ﻭﺳﺘﻌﺎﻣﻞ ﺑﺴﺮﻳﺔ ﺗﺎﻣﺔ ‪.‬‬
‫ﻭﺍﷲ ﻭﺍﱄ ﺍﻟﺘﻮﻓﻴﻖ‬
‫ﺍﻟﺒﺎﺣﺚ‬
‫ﺍﳉﺰﺀ ﺍﻷﻭﻝ‪ :‬ﺑﻴﺎﻧﺎﺕ ﺷﺨﺼﻴﺔ‬
‫‪ ‬ﻋﺪﺩ ﺳﻨﻮﺍﺕ ﺍﳋﺪﻣﺔ ) ( ﺃﻗﻞ ﻣﻦ ‪ 3‬ﺳﻨﻮﺍﺕ) ( ﻣﻦ ‪ 5-3‬ﺳﻨﻮﺍﺕ ) ( ﻣﻦ ‪ 10-6‬ﺳﻨﻮﺍﺕ ) ( ﻣﻦ ‪15-11‬‬
‫ﺳﻨﺔ ) ( ﺃﻛﺜﺮ ﻣﻦ ‪ 15‬ﺳﻨﺔ ) (‪.‬‬
‫‪ ‬ﺍﳌﺆﻫﻞ ﺍﻟﻌﻠﻤﻲ) ( ﺍﺑﺘﺪﺍﺋﻲ ) ( ﺇﻋﺪﺍﺩﻱ ) (ﺛﺎﻧﻮﻱ‬
‫) ( ﺩﺑﻠﻮﻡ ﻣﺘﻮﺳﻂ ) ( ﺟﺎﻣﻌﻲ ) ( ﻣﺎﺟﺴﺘﲑ ) ( ﺩﻛﺘﻮﺭﺍﻩ‬
‫‪ ‬ﺍﳉﻨﺲ ) ( ﺫﻛﺮ ) ( ﺃﻧﺜﻰ‬
‫‪ ‬ﺍﻟﻌﻤﺮ ) ( ﺃﻗﻞ ﻣﻦ ‪ 30‬ﺳﻨﺔ ) ( ﻣﻦ ‪ 40-31‬ﺳﻨﺔ ) (ﻣﻦ‪ 41‬ﺳﻨﺔ ﻭﻣﺎ ﻓﻮﻕ‪.‬‬
‫‪ ‬ﻋﺪﺩ ﺍﻟﺪﻭﺭﺍﺕ ﺍﻟﱵ ﺷﺎﺭﻛﺖ ﻓﻴﻬﺎ‪ ( ):‬ﱂ ﺃﺷﺎﺭﻙ ﰲ ﺃﻱ ﺩﻭﺭﺓ) ( ﺃﻗﻞ ﻣﻦ ﺩﻭﺭﺗﲔ) ( ﻣـﻦ ‪ 6-3‬ﺩﻭﺭﺍﺕ ) (‬
‫ﺃﻛﺜﺮ ﻣﻦ ‪ 6‬ﺩﻭﺭﺍﺕ‬
‫ﺍﳉﺰﺀ ﺍﻟﺜﺎﱐ‪ :‬ﺍﳉﻮﺍﻧﺐ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺘﺨﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻭﲣﻄﻴﻂ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‬
‫ﺃ‪ .‬ﺇﱃ ﺃﻱ ﺣﺪ ﺗﺮﻯ ﻣﻦ ﻭﺟﻬﺔ ﻧﻈﺮﻙ ﺗﺆﺛﺮ ﻫﺬﻩ ﺍﻟﻌﻮﺍﻣﻞ ﰲ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ‪ :‬ﺿﻊ ﻋﻼﻣﺔ)√( ﺃﻣﺎﻡ ﺍﻟﺮﺃﻱ ﺍﳌﻨﺎﺳﺐ ﻣﻦ‬
‫ﻭﺟﻬﺔ ﻧﻈﺮﻙ‪:‬‬
‫ﺇﱃ ﺣﺪ ﺻﻐﲑ‬ ‫ﺇﱃ ﺣﺪ‬ ‫ﺇﱃ ﺣﺪ‬ ‫ﺇﱃ ﺣﺪ‬ ‫ﺇﱃ ﺣﺪ‬
‫ﺍﻟﻔﻘـﺮﺓ‬ ‫ﻡ‬
‫ﺟﺪﺍ‬ ‫ﺻﻐﲑ‬ ‫ﻋﺎﺩﻱ‬ ‫ﻛﺒﲑ‬ ‫ﻛﺒﲑ ﺟﺪﺍ‬
‫ﺧﻄﺔ ﺍﻹﻧﺘﺎﺝ‬ ‫‪1‬‬
‫ﲢﺪﻳﺪ ﻣﻮﺍﺻﻔﺎﺕ ﺍﳌﻮﺍﺩ‬ ‫‪2‬‬
‫ﻣﻬﺎﺭﺍﺕ ﺍﻟﻌﺎﻣﻠﲔ‬ ‫‪3‬‬
‫ﺇﻣﻜﺎﻧﺎﺕ ﻭﻃﺎﻗﺎﺕ ﺍﻟﺘﺨﺰﻳﻦ‬ ‫‪4‬‬
‫ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‬ ‫‪5‬‬

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 ‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﺩ‪ .‬ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬
‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫ﺗﺎﺑﻊ ﻟﻠﺠﺪﻭﻝ ﺍﻟﺴﺎﺑﻖ‬

‫ﲢﺪﻳﺪ ﻛﻤﻴﺎﺕ ﺍﳌﻮﺍﺩ ﺍﻟﻮﺍﺟـﺐ‬
‫‪6‬‬
‫ﺷﺮﺍﺅﻫﺎ‬
‫ﺗﻮﻗﻴﺖ ﺍﻟﺸﺮﺍﺀ‬ ‫‪7‬‬
‫ﺍﻟﻘﺪﺭﺓ ﺍﳌﺎﻟﻴﺔ ﻭﺍﻹﻣﻜﺎﻧﻴﺎﺕ‬ ‫‪8‬‬
‫ﺍﳋﻄﻂ ﻭﺍﻟﺘﻮﺳﻌﺎﺕ ﺍﳌﺴﺘﻘﺒﻠﻴﺔ‬ ‫‪9‬‬
‫ﺳﻴﺎﺳﺎﺕ ﺍﻟﺸﺮﻛﺔ ﰲ ﺍﻟﺘﺼﻨﻴﻊ ﺃﻭ‬
‫‪10‬‬
‫ﺍﻟﺸﺮﺍﺀ‬
‫ﺍﻟﻄﻠﺐ ﻋﻠﻰ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ‬ ‫‪11‬‬
‫ﻣﺪﻯ ﺗﻮﻓﺮ ﺍﳌﻮﺍﺩ‬ ‫‪12‬‬
‫ﺃﺫﻭﺍﻕ ﺍﳌﺴﺘﻬﻠﻜﲔ‬ ‫‪13‬‬
‫ﺍﻟﻘﻮﺓ ﺍﻟﺸﺮﺍﺋﻴﺔ‬ ‫‪14‬‬
‫ﺍﳌﻨﺎﻓﺴﺔ‬ ‫‪15‬‬
‫ﺍﳌﻮﺭﺩﻭﻥ‬ ‫‪16‬‬
‫ﺍﳉﻮﺩﺓ ﰲ ﺍﻷﺳﻮﺍﻕ‬ ‫‪17‬‬
‫ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﺒﺪﻳﻠﺔ ﻭﺍﳌﻜﻤﻠﺔ‬ ‫‪18‬‬
‫ﺏ‪ .‬ﺇﱃ ﺃﻱ ﺣﺪ ﺗﺮﻯ ﻣﻦ ﻭﺟﻬﺔ ﻧﻈﺮﻙ ﺗﺆﺛﺮ ﻫﺬﻩ ﺍﻟﻌﻮﺍﻣﻞ ﰲ ﲣﻄﻴﻂ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ‪ :‬ﺿﻊ ﻋﻼﻣﺔ) √ (ﺃﻣﺎﻡ ﺍﻟﺮﺃﻱ ﺍﳌﻨﺎﺳـﺐ ﻣـﻦ‬
‫ﻭﺟﻬﺔ ﻧﻈﺮﻙ‪:‬‬
‫ﺇﱃ‬ ‫ﺇﱃ‬ ‫ﺇﱃ ﺣﺪ‬ ‫ﺇﱃ‬ ‫ﺇﱃ ﺣﺪ‬
‫ﺍﻟﻔﻘـﺮﺓ‬ ‫ﻡ‬
‫ﺣﺪ ﺻﻐﲑ ﺟﺪﺍ‬ ‫ﺣﺪ ﺻﻐﲑ‬ ‫ﻋﺎﺩﻱ‬ ‫ﺣﺪ ﻛﺒﲑ‬ ‫ﻛﺒﲑ ﺟﺪﺍ‬
‫ﻣﺴﺘﻮﻯ ﺍﻻﺳﺘﺨﺪﺍﻡ‬ ‫‪1‬‬
‫ﻃﺒﻴﻌﺔ ﻭﺩﺭﺟﺔ ﺗﻘﺪﻡ ﺍﻵﻻﺕ ﻭﺍﳌﻌﺪﺍﺕ‬ ‫‪2‬‬
‫ﻃﺒﻴﻌﺔ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ ﻭﺧﻮﺍﺻﻬﺎ‬ ‫‪3‬‬
‫ﻃﺮﻕ ﺍﻹﻧﺘﺎﺝ ﺍﳌﺴﺘﺨﺪﻣﺔ‬ ‫‪4‬‬
‫ﺩﺭﺟﺔ ﲣﺼﺺ ﺍﳌﻨﻈﻤﺔ‬ ‫‪5‬‬
‫ﺩﺭﺟﺔ ﻣﻬﺎﺭﺓ ﻭﺗﺪﺭﻳﺐ ﺍﻟﻌﺎﻣﻠﲔ‬ ‫‪6‬‬
‫ﻣﺴﺘﻮﻯ ﺗﻨﻈﻴﻢ ﺍﻟﻌﻤﻞ ﻭﺍﻹﻧﺘﺎﺝ‬ ‫‪7‬‬

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 ‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﺩ‪ .‬ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬
‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫ﺗﺎﺑﻊ ﻟﻠﺠﺪﻭﻝ ﺍﻟﺴﺎﺑﻖ‬

‫ﻇﺮﻭﻑ ﺍﻟﺘﺸﻐﻴﻞ ﺍﳌﻨﺎﺳﺒﺔ‬ ‫‪8‬‬
‫ﺯﻳﺎﺩﺓ ﺍﻷﻧﺸﻄﺔ ﺍﻟﺘﺮﻭﳚﻴﺔ‬ ‫‪9‬‬
‫ﺯﻳﺎﺩﺓ ﺍﻟﻄﻠﺐ‬ ‫‪10‬‬
‫ﺍﻟﺘﺬﺑﺬﺑﺎﺕ ﺍﳌﻮﲰﻴﺔ ﻟﻠﻄﻠﺐ‬ ‫‪11‬‬
‫ﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﻭﺍﻹﺩﺍﺭﻳﺔ ﺍﳉﺪﻳﺪﺓ‬ ‫‪12‬‬

‫ﻗﺎﺋﻤﺔ ﺍﳌﺮﺍﺟﻊ‪:‬‬
‫ﻣﺆﻟﻔﺎﺕ ﺑﺎﻟﻠﻐﺔ ﺍﻟﻌﺮﺑﻴﺔ‪:‬‬
‫‪ .1‬ﺍﻟﺘﻤﻴﻤﻲ‪ ،‬ﺣﺴﲔ ﻋﺒﺪﺍﷲ‪ ،‬ﲣﻄﻴﻂ ﻭﻣﺮﺍﻗﺒﺔ ﺍﻹﻧﺘﺎﺝ‪ ،‬ﺩﺍﺭ ﺍﻟﻔﻜﺮ ﺍﳌﻌﺎﺻﺮ‪ ،‬ﺑﲑﻭﺕ‪.2000 ،‬‬
‫‪ .2‬ﺍﳊﺴﻴﲏ‪ ،‬ﳏﻤﺪ ﺍﺑﺪﻳﻮﻱ‪ ،‬ﲣﻄﻴﻂ ﺍﻹﻧﺘﺎﺝ ﻭﻣﺮﺍﻗﺒﺘﻪ‪ ،‬ﺍﻟﻄﺒﻌﺔ ﺍﻷﻭﱃ‪ ،‬ﻋﻤﺎﻥ‪ :‬ﺩﺍﺭ ﺍﳌﻨﺎﻫﺞ ﻟﻠﻨﺸﺮ‬
‫ﻭﺍﻟﺘﻮﺯﻳﻊ‪.2001،‬‬
‫‪ .3‬ﺍﳊﻨﺎﻭﻱ‪ ،‬ﳏﻤﺪ ﺻﺎﱀ ﳏﻤﺪ ﺗﻮﻓﻴﻖ ﻣﺎﺿﻲ‪ ،‬ﲝﻮﺙ ﺍﻟﻌﻤﻠﻴﺎﺕ ﰲ ﲣﻄﻴﻂ ﻭﻣﺮﺍﻗﺒﺔ ﺍﻹﻧﺘﺎﺝ‪ ،‬ﺍﻟﻘﺎﻫﺮﺓ‪،‬‬
‫ﺍﻟﺪﺍﺭ ﺍﳉﺎﻣﻌﻴﺔ ‪.2001،‬‬
‫‪ .4‬ﺯﻭﻳﻠﻒ‪ ،‬ﻣﻬﺪﻯ ﺣﺴﻦ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﻟﺸﺮﺍﺀ ﻭﺍﻟﺘﺨﺰﻳﻦ‪ ،‬ﻣﺪﺧﻞ ﺣﺪﻳﺚ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﺩﺍﺭ ﺍﻟﻔﻜﺮ‪ ،‬ﺍﻟﻄﺒﻌﺔ ﺍﻟﺜﺎﻧﻴﺔ‪،‬‬
‫‪.2006‬‬
‫‪ .5‬ﺍﻟﺴﻨﻔﻲ‪ ،‬ﻋﺒﺪﺍﷲ ﻭﺃﲪﺪ ﺍﻟﺸﺎﻣﻲ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﻹﻧﺘﺎﺝ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ‪ ،‬ﺍﻟﻄﺒﻌﺔ ﺍﻟﺜﺎﻧﻴﺔ‪ ،‬ﺻﻨﻌﺎﺀ‪ :‬ﺩﺍﺭ ﺍﻟﻔﻜﺮ‬
‫ﺍﳌﻌﺎﺻﺮ‪.2000،‬‬
‫‪ .6‬ﺷﻘﺮﺍ‪ ،‬ﺃﻛﺮﻡ‪ ،‬ﺍﻹﺩﺍﺭﺓ ﺍﻟﺼﻨﺎﻋﻴﺔ‪ :‬ﺗﻨﻈﻴﻢ ﺻﻨﺎﻋﻲ – ﺇﺩﺍﺭﺓ ﺇﻧﺘﺎﺝ – ﺗﺴﻮﻳﻖ‪ ،‬ﺩﻣﺸﻖ‪ :‬ﻣﻄﺒﻌﺔ ﻃﺮﺑﲔ‪،‬‬
‫‪.1973-1972‬‬
‫‪ .7‬ﻋﺒﻴﺪﺍﺕ‪ ،‬ﺳﻠﻴﻤﺎﻥ ﺧﺎﻟﺪ ‪ ،‬ﻣﻘﺪﻣﺔ ﰲ ﺇﺩﺍﺭﺓ ﺍﻹﻧﺘﺎﺝ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺩﺍﺭ ﺍﳌﺴﲑﺓ‪.2008 ،‬‬
‫‪ .8‬ﺍﻟﻌﻠﻲ‪ ،‬ﻋﺒﺪ ﺍﻟﺴﺘﺎﺭ ﳏﻤﺪ‪ ،‬ﺍﻹﺩﺍﺭﺓ ﺍﳊﺪﻳﺜﺔ ﻟﻠﻤﺨﺎﺯﻥ ﻭﺍﳌﺸﺘﺮﻳﺎﺕ‪ ،‬ﺍﻟﻄﺒﻌﺔ ﺍﻷﻭﱃ‪ ،‬ﺍﻷﺭﺩﻥ‪ :‬ﺑﺪﻭﻥ ﺩﺍﺭ‬
‫ﻧﺸﺮ‪.2001 ،‬‬
‫‪ .9‬ﺍﻟﻌﻠﻲ‪ ،‬ﻋﺒﺪ ﺍﻟﺴﺘﺎﺭ ﳏﻤﺪ‪ ،‬ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﺴﻴﻄﺮﺓ ﻋﻠﻰ ﺍﻹﻧﺘﺎﺝ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺩﺍﺭ ﺍﳌﺴﲑﺓ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‬
‫ﻭﺍﻟﻄﺒﺎﻋﺔ‪ ،‬ﺍﻟﻄﺒﻌﺔ ﺍﻷﻭﱃ‪.2007 ،‬‬

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 ‫ﲢﻠﻴﻞ ﻋﻼﻗﺔ ﻧﻈﺎﻡ ﺍﻟﻄﺎﻗﺔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻣﻊ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﳌﻮﺍﺩ ﺍﳋﺎﻡ‬
‫ﺩ‪ .‬ﻋﺒﺪ ﺍﷲ ﲪﻮﺩ ﺳﺮﺍﺝ‬
‫ﺩﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﺼﻨﺎﻋﺎﺕ ﰲ ﺍﳉﻤﻬﻮﺭﻳﺔ ﺍﻟﻴﻤﻨﻴﺔ‬

‫‪ .10‬ﺍﻟﻔﻀﻞ‪ ،‬ﻣﺆﻳﺪ ﻋﺒﺪ ﺍﳊﺴﲔ ﻭﻳﻮﺳﻒ ﺍﻟﻄﺎﺋﻲ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ‪ ،‬ﻣﻦ ﺍﳌﺴﺘﻬﻠﻚ ﺇﱃ ﺍﳌﺴﺘﻬﻠﻚ‬
‫ﻣﻨﻬﺞ ﻛﻤﻲ‪ ،‬ﻋﻤﺎﻥ‪ ،‬ﺩﺍﺭ ﺍﻟﻮﺭﺍﻕ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ ،‬ﺍﻟﺼﻔﺤﺔ ﺍﻷﻭﱃ‪.2004 ،‬‬
‫‪ .11‬ﻛﺘﺎﺏ ﺍﻹﺣﺼﺎﺀ‪ ،‬ﺍﻟﺴﻨﻮﻱ‪ -‬ﺍﳉﻬﺎﺯ ﺍﳌﺮﻛﺰﻱ ﻟﻺﺣﺼﺎﺀ‪.2006-1990 ،‬‬
‫‪ .12‬ﻣﺼﻄﻔﻰ‪ ،‬ﺎﻝ ﻓﺮﻳﺪ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺩ ﻭﺍﻹﻣﺪﺍﺩ‪ ،‬ﺍﻹﺳﻜﻨﺪﺭﻳﺔ‪ ،‬ﺩﺍﺭ ﺍﻟﻔﺘﺢ ﻟﻠﺘﺠﻠﻴﺪ ﺍﻟﻔﲏ‪.2008 ،‬‬
‫‪ .13‬ﺍﳌﻨﺼﻮﺭ‪ ،‬ﻛﺎﺳﺮ ﻧﺼﺮ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻹﻧﺘﺎﺟﻴﺔ‪ ،‬ﺍﻷﺭﺩﻥ‪ ،‬ﺩﺍﺭ ﺍﳊﺎﻣﺪ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪.2009 ،‬‬
‫‪ .14‬ﺍﻟﻮﻭﺩﺍﺱ ﺑﻨﺎ‪ ،‬ﺭﺍﻛﺶ ﻛﻲ ﺳﺎﻭﻥ‪ ،‬ﺗﻌﺮﻳﺐ ﳏﻤﺪ ﳏﻤﻮﺩ ﺍﻟﺸﻮﺍﺭﰊ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﻹﻧﺘﺎﺝ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ‪ ،‬ﻣﺪﺧﻞ‬
‫ﺣﺪﻳﺚ‪ ،‬ﺍﻟﺮﻳﺎﺽ‪ ،‬ﺩﺍﺭ ﺍﳌﺮﻳﺦ ﻟﻠﻨﺸﺮ‪ ،‬ﺍﻟﻄﺒﻌﺔ ﺍﻷﻭﱃ‪1999 ،‬‬

‫ﺗﻘﺎﺭﻳﺮ‪:‬‬
‫‪ .1‬ﺍﻟﺘﻘﺮﻳﺮ ﺍﻟﻨﻬﺎﺋﻲ ﻟﻨﺘﺎﺋﺞ ﺍﳌﺴﺢ ﺍﻟﺼﻨﺎﻋﻲ– ﺍﳉﻬﺎﺯ ﺍﳌﺮﻛﺰﻱ ﻟﻺﺣﺼﺎﺀ ﺑﺼﻨﻌﺎﺀ‪.2004 ،‬‬

‫ﻣﺆﻟﻔﺎﺕ ﺑﺎﻟﻠﻐﺔ ﺍﻷﺟﻨﺒﻴﺔ‪:‬‬

‫‪1. Heizer and Render, Production and Operations Management, London‬‬
‫‪Ally and BACON inc,1988.‬‬
‫‪2. Jay Heizer, Barry PENDER, Principles of operations management,‬‬
‫‪pearson Prentice Hall, Edition.‬‬
‫‪3. Richard B. Chase, and others, Production and Operations management‬‬
‫‪Manufacturing and Services, Eighth Edition.‬‬
‫‪4. William J.STEVENSON, Operations Management, Mc Graw- Hill, Irwin,‬‬
‫‪8 the edition.‬‬

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