近年来,烟草行业开展体系建设、对标和基层创优等工作,基础管理逐步规范、体系建设日渐完善、管理基础进一步扎实,企业管理水平实现了大的提升,有力支撑了企业的顺畅运行。但行业管理手段欠系统,管理方法不够科学,管理效率有待提升等问题,还不同程度地存在,在降本增效、抵御管理风险等能力建设上,还需有质的突破。而国家局提出的“1+5”工作任务,也将对全行业要素流动、资源配置、组织结构、产品结构、体制机制等产生全方位的重大影响,管理的幅度、深度 In recent years, the tobacco industry has carried out system construction, benchmarking and grassroots work excellence. The basic management has been gradually standardized, the system construction has been gradually improved, the management foundation has been further strengthened, and the enterprise management level has been greatly improved, effectively supporting the smooth operation of the enterprise. However, due to the lack of systematic management tools, scientific management methods are not scientific enough and management efficiency needs to be improved, the problems still exist in varying degrees. There is also a need for a qualitative breakthrough in building capacity to reduce costs and increase efficiency and resist management risks. However, the “1 + 5” tasks proposed by the State Bureau will also have a significant impact in all aspects on the factor flow, resource allocation, organizational structure, product structure and system and mechanism in the entire industry. The magnitude and depth of management