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我厂是国家机械电工行业生产y系列中小型电动机、发电机组、变压器产品的骨干企业之一;同时,兼营九种家电产品。1984年以来,工厂决定全面推行分层、分级管理办法,划小核算单位。1988年起,由于信贷资金紧缩,产品价格由原来的计划调节转变为市场调节,生产成本和采购成本上下波动很大,经济效益受到了影响。面临这种形势,我厂及时的围绕提高经济效益推行目标价格管理,重点对生产单位成本、销售价格、采购价格、外协配套件价格实行一条龙目标价格管理,增强了自身对市场变化的应变能力,较好地完成了市府下达的承包任务。如91年度较上年同期:工业总产值增
Our factory is one of the backbone enterprises of the national mechanical and electrical industry producing y series of small and medium-sized motors, generator sets, and transformer products; at the same time, it also operates nine home appliances. Since 1984, the factory has decided to fully implement the stratification and graded management measures and plan small accounting units. Since 1988, due to the tightening of credit funds, product prices have changed from the original plan adjustment to market regulation, and production costs and purchase costs have fluctuated greatly, and economic efficiency has been affected. Faced with this situation, our factory promptly implements target price management centering on improving economic efficiency, focusing on the unit cost, sales price, purchase price, and price of outsourcing accessory parts to implement one-stop target price management, and strengthens its own response to market changes. Ability to complete the contracting tasks assigned by the city government. If the year of fiscal year 91 is higher than the same period of last year, the total industrial output value increases.