作为国际公认的国家质量技术基础设施，检验认证行业对于政府发挥监管和服务职能以及促进中国从制造大国向制造强国的转变具有重要意义。近年来我国整个检验认证行业一直处于蓬勃发展的态势，机构数量、营业收入、从业人员都呈现逐年稳步增长。目前在国家政策层面的支持和推动下，整个行业的整合大幕正在徐徐拉开，如何能够成功地实施并购整合，培育和保持企业的核心竞争力，提升技术能力和市场占有率，是每个想要做大做强的检验认证机构必须面对和思考的问题，而并购本身风险很大，失败率非常高，整合出现问题导致并购不成功的案例比比皆是，如今上市公司的商誉居高不下就是最好的佐证。 本文首先从A公司的基本情况出发，总结了A公司的核心能力；介绍了检验认证行业的现状和发展趋势；介绍了上海众材的基本情况。其次结合企业核心能力理论的整合模型，从技术整合、组织和管理整合、人力资源整合、文化整合四个方面，梳理了A公司收购上海众材后的整合管理现状。接下来从综合效果分析、访谈情况分析、管理整合效果分析、技术整合效果分析、人力资源整合效果分析五个维度对整合管理的效果进行了系统评价，从中也得出了在整合管理过程中存在的问题和不足，最后基于存在的问题，结合相关理论，给出相应改进建议。本文的研究不仅有助于改善A企业对上海众材的整合管理水平，也可以为行业内其他企业并购后的整合管理提供借鉴和参考。 通过A公司对上海众材的并购整合效果分析发现：A公司对上海众材并购后的整合速度太慢、耗时太长，上海众材的技术能力提升速度缓慢、获得资质后相应的市场拓展能力不足，上海众材的成本费用控制效果不佳，对上海众材的人员外派不成功、人员激励不足等问题，都是导致整合后上海众材业绩平平的原因。本文通过研究，建议A公司在集团范围内成立技术服务平台，加强各单位之间技术资源的对接与互助；完善内部人才管理与培养，加强A公司与上海众材间人员的流动；建立更为科学合理的薪酬激励与考核评价制度；加强费用管控和审计监督，强化监督管理；加强集团范围内信息化管理，提升整合管控效率。

As an internationally recognized national quality and technology infrastructure, test and certification is of great significance to the government's supervision and service functions and to promoting China's transition from a manufacturing power to a manufacturing power. In recent years, China's entire inspection and certification industry has been in a booming trend, and the number of institutions, operating income, and employees have shown steady growth year by year. At present, with the support and promotion of the national policy level, the integration of the entire industry is slowly unfolding. How to successfully implement mergers and acquisitions, cultivate and maintain the core competitiveness of enterprises, and enhance technological capabilities and market share. The problems that the certification and certification institutions that want to become bigger and stronger must face and think about, and the risks of mergers and acquisitions themselves are very high, the failure rate is very high, and the cases of unsuccessful mergers and acquisitions are common in the integration. Now it is the best evidence that the reputation of listed companies is high everywhere. Firstly, starting from the basic situation of A company, this paper summarizes the core competence of A company, introduces the current situation and development trend of inspection and certification industry, and introduces the basic situation of Shanghai Zhongcai. Secondly, it introduces the current situation of integration management of A company after acquisition of Shanghai crowdsourcing. According to the integration model of core competence theory and the mode selection of integration, it concretely analyses and summarizes the current situation of integration management of A company on Shanghai crowdsourcing from four aspects: technology integration, organization and management integration, human resources integration and cultural integration. Next, the paper systematically evaluates the effect of integration management from five dimensions: comprehensive effect analysis, interview situation analysis, management integration effect analysis, technology integration effect analysis and human resources integration effect analysis, and draws out the problems and shortcomings in the process of integration management. Finally, based on the existing problems, combined with relevant theories, it gives corresponding suggestions for improvement. This study not only helps to improve the integration management level of A company to Shanghai audiences, but also provides reference for other enterprises in the industry after M&A. Through the analysis of the merger and integration effect of A company on Shanghai Volkswagen, it is found that the merger and acquisition of Shanghai Volkswagen is too slow and time-consuming, the technical ability of Shanghai Volkswagen is slowly improved, the corresponding market expansion ability after qualifications are not kept up, the cost control effect of Shanghai Volkswagen is not good, the personnel expatriation of Shanghai Volkswagen is unsuccessful, and the staff incentive is insufficient. The problems are all the reasons that lead to the flat performance of Shanghai's audiences after the integration. Through research, this paper suggests that A company set up a technical service platform within the group scope to strengthen the docking and mutual assistance of technical resources among various units; improve internal talent management and training, strengthen the flow of personnel between A company and Shanghai; establish a more scientific and reasonable salary incentive and evaluation system; strengthen cost control and audit supervision; and strengthen the information management within the group to improve the efficiency of integrated management and control.