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上海石化物资供应工作加强了领导和管理力度,在理顺物资供应组织体系,建立健全管理规章制度,有效压缩和调整库存资金,建立规范的资源市场,实行计划集中、资金集中及统一采购等方面,均取得了实质性的进展,使整个公司物资供应归口管理的集中程度明显加强。储备资金平均占用额在1996年压缩5.22%、1997年压缩10.46%的基础上,1998年又压缩11.59%;1998年度采购资金与1997年相比减少15.2%,减少采购资金2.99亿元,采购成本与1997年相比,平均下降11%。实践证明,我公司实行物资供应加强集中管理的体制改革方向是对头的,实施的步骤也是积极稳妥的。从1997年下半年起,公司生产经营面临空前未有
Shanghai Petrochemical material supply work to strengthen leadership and management efforts to rationalize the material supply organization system, establish and improve the management rules and regulations, effective compression and adjustment of inventory funds, the establishment of a standardized resource market, the implementation of centralized planning, centralized funding and unified procurement aspects , Have made substantial progress, so that the centralized management of the company’s supply of materials has been significantly strengthened. The average reserve of funds was reduced by 5.22% in 1996 and 10.46% in 1997, and then decreased by 11.59% in 1998; the purchase funds in 1998 decreased by 15.2% from 1997, and the purchase capital was reduced by 299 million yuan, the purchase cost Compared with 1997, the average decrease of 11%. Practice has proved that the direction of the reform of the system for strengthening the centralized management of material supply by our company is right, and the steps of implementation are also proactive and sound. From the second half of 1997, the company’s production and management faced an unprecedented unprecedented