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广州港黄埔集装箱码头建成之初,是当时国内三大现代化、专业化的集装箱码头之一,优势较为明显。但随着经济的不断发展,近年来周边大小码头如雨后春笋迅猛发展起来,自然就形成了激烈的竞争。黄埔集装箱公司及时把握市场经济的运输规律,积极参与竞争,强化内部管理,使船企业取得了较好的经济效益。1995年实现利润1353万元,比1994年增长了22％;1996年上半年,在运输市场依然疲软的情况下,实现利润比上年同期增长约10％。 一、按市场经济要求转换经营机制 1.用足用好企业自主权,深化内部改革。首先是进行优化结构,搞活内部分配。把原流动机械作业队划归公司属下的服务公司,旨在把两个负责件杂货和
At the beginning of the completion of the Guangzhou Port Huangpu Container Terminal, it was one of the three major modernized and specialized container terminals in the country with the obvious advantages. However, with the continuous development of the economy, the quayside of the surrounding areas have been springing up rapidly in recent years, and this has naturally led to fierce competition. Huangpu Container Company timely grasp the law of transport in the market economy, actively participate in the competition, and strengthen internal management, so that shipping companies have achieved good economic returns. In 1995, a profit of 13.53 million yuan was achieved, an increase of 22% over 1994; in the first half of 1996, with the transportation market still weak, the profit margin increased by about 10% over the same period of previous year. First, according to the requirements of the market economy to change the operating mechanism 1. To make full use of business autonomy, deepen the internal reform. The first is to optimize the structure, invigorate the internal distribution. The original mobile machinery team assigned to the company’s service company, aimed at the two responsible for the groceries and general cargo