去年8月以来,夫子河镇供销社针对基层门店招标承包后的新特点,严格按照“帐不能乱,钱不能丢,各项经济指标不能少”的原则,积极引导基层门店加强内部管理,讲求经济效益,收到了较好的效果。其主要作法有五点: 一是核算体制不搞一刀切。对生资组实行独立核算,自负盈亏,目标管理,超利三七分成(生资组得70%);对收购的红麻、烟叶等大宗品种实行单独核算,利润二八分成(收购单位得80%);对生活资料组和芦家河分店、实行另立帐户、包死基数、定死库存、全奖全赔;对直属门店实行部柜核算、集并帐表,按月上报;对其他门店实行统一帐 Since August last year, the supply and marketing cooperatives in Fuzihe Town, in response to the new features of bidding for grassroots stores, strictly follow the principle of “accounting can not be chaos, money can not be lost, and various economic indicators can not be less”, and actively guide grassroots stores to strengthen internal management and stress Economic benefits, received good results. The main approach has five points: First, the accounting system does not do a one-size-fits-all. The self-financing, self-financing, target management and super-profit are divided into three groups (70% of the sponsor group); separate accounting is made for the bulk varieties such as kenaf and tobacco leaf purchased, and the profit is divided into 28 80%); on the living materials group and Lujiahe branch, the implementation of a separate account, wrapped in cardinality, dead stock, full prize all lose; directly under the department counters, accounting statements, monthly reports; Other stores implement a unified account