在“改革、开放”总方针指引下,我单位的经营规模在不断扩大,已取得较好的经济效益。但是,也出现了一些不可忽视的问题:盲目进货、进人情货、进水钱货、“代销”转为自营等等,使库存结构日益恶化,严重影响企业两个效益进一步提高。为了扭转这种被动局面,我们从管理入手,于1989年下半年,认真修订了进货管理制度,重新规定了进货审批权限;在内部银行建立了大额进货资金跟踪管理办法;从1990年初开始,我们又以加强进货管理为轴心,开展了“六项整顿”,即:整顿进货渠道、整顿商场之间的交叉经营、整顿引厂进店、整顿代销商品管理、整顿质量管理、整顿批发 Under the general guideline of “reform and opening up”, the scale of operation of our unit is constantly expanding and good economic returns have been achieved. However, there are also some problems that can not be ignored: the blind purchase, the entry into the market, the purchase of cash, the change from “consignment” to the self-employed, etc., worsen the inventory structure and seriously affect the further improvement of the two benefits of the enterprise. In order to reverse this passive situation, we began with management. In the second half of 1989, we carefully revised the purchase management system and re-prescribed the approval authority for purchase and purchase. We established a large amount of tracking management measures for incoming funds in internal banks. Since early 1990, We have to strengthen the management of inventory as the axis, launched a “six rectification”, namely: reorganization of purchase channels, reorganization of the mall between the cross-operation, rectification cited into the shop, rectify the consignment of goods management, rectify the quality management, rectify the wholesale