壮大煤炭企业集体经济的措施

• 作 者: 郑伯年
• 机 构: 肥城矿务局
• 出 处: 煤炭经济研究
• 发表日期: 1990年04期
• 关键词: 骨干项目 规模经济 内部市场 城局 备品配件 地理位置优势 小型机械 退休待遇 劳动力优势 产品生产能力

煤炭企业搞多种经营集体经济已有6、7年了。但步子不大,进展不快,至今仍未形成具有自己特色的规模经济,没有真正到达三个主体之一的地位。究其原因,主要是未实现安置型向效益型的转变、摆脱对煤矿的依赖、走出小打小闹的圈子和形成具有特点的竞争力强的产品系列和骨干项目。因此,煤炭企业多种经营集体经济要有大的发展和飞跃,就必须充分发挥优势,开发拳头产品,尽快形成具煤矿特色的产品系列,以产品的发展和产品的改革带动项目的改造和效益的提高。

It has been six or seven years for coal enterprises to engage in various types of collective management. However, the pace is not big and the progress is not fast. So far, there has not yet formed a scale economy with its own characteristics and has not really reached the status of one of the three main subjects. The reason is mainly that the resettlement-oriented economy has not been transformed into a profit-oriented economy, its dependence on coal mines has been eliminated, the ranks of small-scale hiccups have been eliminated, and competitive product lines and key projects with characteristics have been formed. Therefore, if coal-mining enterprises are to have a large-scale development and leap forward in their diversified management of collective economy, they must give full play to their advantages and develop products with competitive prices to form a series of products with coal mines as soon as possible. Driven by the development of products and the reform of products, the reform and efficiency of projects are driven Improve.