论文部分内容阅读
当不少企业家和有识之士纷纷探索搞活大中型企业的出路时,石家庄第二制药厂用十多年改革的实践作出回答:只有转换企业内部经营机制,才会焕发出勃勃生机。改革使第二制药厂从一个不足百人,产值不足200万元的小厂发展为今天拥有4个合资企业,年生产抗生紊粉针3亿支,总资产达1亿元,年利税超过2000万元的氨苄青霉素粉针生产厂,在全国50家最大经营规模工业企业中,排行22位,已进入国家大型企业行列。
When many entrepreneurs and people of insight have explored ways to invigorate large and medium-sized enterprises, Shijiazhuang No.2 Pharmaceutical Factory responded with the practice of more than 10 years of reform. Only by transforming the internal operation mechanism of enterprises can it be full of vitality. The reform has led to the development of No. 2 Pharmaceutical Factory from a small factory with a production capacity of less than RMB200 million to four joint ventures with an annual output of 300 million pieces of antimicrobial powder, total assets of 100 million yuan and annual profits and taxes of over 20 million Yuan ampicillin powder production plant in the country’s 50 largest-scale industrial enterprises, ranked 22, has entered the ranks of large state enterprises.