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随着企业改革的不断深化和生产经营的变化加剧,现行的物资管理方式已经滞后,这主要表现在以下三个方面:一是物资耗用管理不科学。由于传统管理方式影响生产和设备需用的材料、备件多少缺少科学的依据,存在“大车拉小车”和物质功能不能完全充分利用的问题,容易造成损失和浪费。二是物资管理手段落后,企业现在实行物质领耗的纸质票据,审批一次物资要通过车间主任、物资部门计划员、主管负责人、分管领导和矿长等多层程序,
With the continuous deepening of enterprise reform and the intensification of changes in production and management, the current material management has lagged behind. This is mainly manifested in the following three aspects: First, unscientific management of material consumption. As the traditional management methods affect the production and equipment required materials, spare parts, the lack of scientific basis, there is “Cart pulled cart ” and the material function can not be fully utilized, easy to cause loss and waste. Second, backward means of material management, enterprises now implement the material consumption of paper-based instruments, approval of a material through the workshop director, material department planners, the competent person in charge of the leadership and the mine and other multi-level procedures,