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我国经济正处在由数量扩张型向质量效益型转变过渡时期,在调节产能结构和深化供给侧结构性改革的形势下,集团公司在发挥“集中力量办大事”团队优势的前提下,如何更好的提高资源使用效率和实现赢利最大化是每一个大企业需要认真思索和探索的长远课题。强化财务管理创新,整合集团发展资源,扬资金雄厚之长避成本控制之短,降低管理成本,节约财务费用,解决集团公司经济体“大而不强”、“多而不精”的突出问题,增强发展质量的同时提高抗击风险的能力有着重要的现实意义。
Under the situation that the economy of our country is in the period of transition from quantity expansion to quality and benefit, under the condition of adjusting the structure of production capacity and deepening the supply-side structural reform, under the premise of “exerting one’s strength” How to improve the efficiency of resource use and maximize profits is a long-term issue that every large enterprise needs to seriously consider and explore. Strengthen financial management innovation, integrate the development of resources of the Group, keep ample capital, avoid the short of cost control, reduce the management cost and save the financial expense, and solve the problems of “big but not strong” and “more but not refined” The prominent problems, enhance the quality of development at the same time improve the ability to combat risks has important practical significance.