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加强后勤管理,提高军事经济效益,是和平时期军队后勤工作的重点。当前总部在分配经费时,虽然对师以下部队进行了倾斜,但是经费物资的供求矛盾仍然比较突出。一方面经费物资供给量短缺;一方面使用效益差,丢损浪费大。如何把有限的经费物资管理好、使用好,发挥其最大的军事经济效益,是摆在各级后勤领导面前的重要课题。本文就本部近几年在后勤经费物资的供应管理中试行供应计价化,保障集约化,计划控制,动态控制,责任控制(简称为“两化三控”),探索了提高经济效益、服务效益的有益路子,谈一些粗浅的体会。
Strengthening logistics management and improving military economic efficiency are the focus of logistics work in peacetime. When the current headquarters allocates funds, although the forces below the division are tilted, the contradiction between supply and demand of financial supplies is still outstanding. On the one hand, there is a shortage of funding supplies; on the one hand, the use of poor efficiency, loss of waste and large. How to manage and use the limited funds and supplies well and bring its maximum military economic benefits into play is an important issue that confronts logistics leaders at all levels. In this paper, the Ministry of Finance has tried to provide pricing, security, intensification, plan control, dynamic control, and responsibility control (referred to as “two controls and three controls”) in the supply and management of logistic financial supplies in recent years, and explored ways to increase economic efficiency and service effectiveness. The helpful way to talk about some superficial experience.