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中国化工供销公司中南公司自去年以来,从加强流动资金管理入手,大力改善经营管理,收到较好的效果。1988年,流动资金周转天数比上年同期加快46天;实现利润1051万元,人均创税利13.85万元,超额60%完成计划指标。今年上半年,在资金短缺的困难情况下,定额流动资金周转天数又比上年同期加快3天,实现利润比去年同期增加74万元,增长了17%。一、典型分析,提高对资金定额管理的认识该公司长期从事计划分配工作,资金使用由财务部门统包供应,不少职工头脑中的资金、利息、效益观念淡薄。公司为此向职工重点解剖分析了几个典型事例。如公司设备科1987年9月购进30辆日野牌载重汽车,金额226.8万元,按规定收取3%费用。如果加快销售,还可有一点盈利。但压库半年,直到1988
Since last year, Zhongnan Company, a chemical supply and marketing company in China, started with strengthening liquidity management and greatly improved its operation and management, and received good results. In 1988, the turnover days of working capital accelerated 46 days over the same period of previous year; the profit was 10.51 million yuan, the per capita tax-making profit was 138.5 thousand yuan, and the excess of 60% completed the planned targets. In the first half of this year, under the difficult circumstances of shortage of funds, the turnover days of fixed working capital increased by 3 days over the same period of previous year, and the profit increased by 740,000 yuan or 17% over the same period of last year. First, the typical analysis to raise awareness of the fixed capital management The company has long been engaged in the planning of the distribution of funds used by the financial department package supply, many workers in the minds of the capital, interest and benefits of the concept of weak. To this end the company focused on anatomical analysis of several typical examples. Such as the company equipment department in September 1987 purchased 30 Hino brand trucks, the amount of 2,268,000 yuan, according to the provisions of 3% fee. If you speed up sales, but also a little profit. But the depressions half a year, until 1988