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1995年,武钢在资源紧张、资金短缺、原材料价格上涨、市场竞争激烈的极其困难的形势下,遵照中央和冶金部的指示精神,学邯钢,练内功,深化企业改革,转换经营机制,贯彻企业管理以财务管理为中心、财务管理以资金管理为中心的指导方针,加大清欠力度,加强资金管理,深入开展“成本效益纵深行”活动,同时在体制上实行财务集中一贯管理。这些措施拓宽和发展了武钢多年来坚持的质量效益型经营战略的内涵,使企业
In 1995, under the extremely difficult circumstances of resource shortage, shortage of funds, rising prices of raw materials and fierce market competition, WISCO, in accordance with the instructions of the Central Government and the Ministry of Metallurgy, learned from Handan Iron and Steel Company, practiced internal strength, deepened the reform of the enterprise, transformed the operation mechanism and implemented Corporate governance Focusing on financial management and financial management Focusing on financial management, the Bank strengthened the clearance of debts, strengthened the management of funds, deepened the implementation of “cost-effective and deep-going activities”, and at the same time implemented centralized and centralized management of the financial system . These measures broaden and develop the connotation of the quality-benefit management strategy that WISCO upholds over the years and enable enterprises