我厂是一个小型铁合金企业,年生产能力九千吨.1985年,由于客观情况的发展变化,我厂生产出现了暂时的新的困难.但是,我们没有接受有关部门的照顾,而是努力顺应宏观变化,积极致力于微观搞活,增强企业自我消化能力,年终不仅没有发生亏损,还实现利润100万元,缴纳产品税100余万元.我们能够很快地从困境中走出来,关键在于我们主动加强了财务管理,坚持向财务管理要效益. 一、加强成本管理,增强企业自我消化能力首先,我们在采购和销售两个环节上,加强成本控制,消化主要原材料价格上涨对成本的影响.在采购渠道上规定:能从本地进的,不从外地进;能从厂家进的不从商业进.在采购量上规定:容易采购的少 Our factory is a small ferroalloy enterprise, with an annual production capacity of 9,000 tons. In 1985, due to the development of the objective situation, our factory produced a temporary new difficulties. However, we did not accept the care of the relevant departments, but strive to comply with Macro changes, actively committing to micro-invigoration, and enhancing self-digestion ability of enterprises, not only did not make losses at the end of the year, but also realized profits of 1 million yuan, and paid more than 100 million yuan in product taxes. We can quickly emerge from the predicament. The key lies in our initiative to strengthen Financial management, adhere to the financial management to benefit. First, to strengthen cost management, and enhance self-digestion ability of the company First of all, we strengthen the cost control in the two aspects of procurement and sales, to digest the impact of rising prices of major raw materials on the cost. The channel provides that: can enter from the local, not from the field; can not enter from the manufacturers into the business. In the purchase volume: easy to purchase less