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近两年来,由于通货膨胀加剧,信贷紧缩,银行结算梗阻等原因,使得不少企业陷入资金奇缺的困境。例如,我厂去年9至12月份资金缺口就达一千多万元,生产处于半停顿状态。在困境中,我们通过向内使劲,加强流动资金的内部管理,在一定程度上缓解了资金的供需矛盾。我们的作法和体会是: 1.改变产品的生产构成,加强产品的销售工作。船舶产品是船舶行业的主要产品,不能不生产,但生产周期长,资金周转慢。我们通过适当减少这类产品的生产,而根据市场情况多生产一些投资少、见效快、效益高的非船舶产品,既缓解资金的不足,又提高企业的经济效益。如我厂1988年通过生产短、
In the past two years, due to increased inflation, credit crunch, bank settlement, and other reasons, many companies have been trapped in the scarcity of funds. For example, the cash shortage of our plant from September to December last year amounted to more than 10 million yuan, and production was in a half-pause. In the predicament, we have strengthened internal management of liquidity through inward efforts to ease the contradiction between the supply and demand of funds to some extent. Our practices and experiences are: 1. To change the production structure of products and strengthen the sales of products. Shipbuilding products are the main products of the shipbuilding industry and cannot be produced without production. However, the production cycle is long and the capital turnover is slow. By appropriately reducing the production of such products, we will produce more non-ship products with less investment, quick results, and high profitability according to market conditions. This will not only ease the shortage of funds, but also increase the economic efficiency of enterprises. If our factory passed the short production in 1988,