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黄冈地区供销系统在1978年全国统一清理有问题商品时,处理了近三千万元的有问题商品,以后有问题商品仍然不断出现,不断处理,每年列入财产损失的都在四、五百万元左右,1986年全地区又处理有问题商品1,400多万元,而年终清库,仍结存有问题商品2,450万元。就以这2,450万元而论,每月需付出利息16.2万元,全年达194万元,需近两亿元的销售额才能抵补这部分支出。如何解决这个问题,我认为,必须首先明确正确划分有问题商品的标准,成立有问题商品盘点鉴别小组;然后对有问题商品建立考核指标,实行严格考核,并与奖惩挂钩,以促进企业改善经营管理,减少损失。考核指标可采用“百元库存有问题商品含量”,指标的制订可参考1978年全国统一处理有问题商品后,有问
The Huanggang region’s supply and marketing system handled nearly 300 million yuan worth of troubled goods when it unified the nationwide problem-solving commodity in 1978. Later, the problematic goods continue to emerge and continue to be dealt with. The annual loss of property is in the four or five hundred. About 10,000 yuan, in 1986 the whole region handled more than 14 million yuan of commodities in question, and at the end of the year, there were still 24.4 million yuan worth of defective commodities. As far as this $24.5 million is concerned, it is necessary to pay interest of RMB 162,000 per month and RMB 1.94 million for the whole year, which will require nearly RMB 200 million in sales to cover this part of the expenditure. How to solve this problem, I think, we must first clearly define the correct criteria for the commodity in question, set up a discriminating team for the inventory of problematic commodities, and then set up assessment indicators for the problematic commodities, implement strict assessments, and link them with rewards and punishments to promote the improvement of business operations. Management, reduce losses. The assessment index can be used as “the content of defective commodities with 100-yuan stocks.” The formulation of indicators can refer to the unified treatment of problematic products in the country in 1978.