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2013年中国冶金行业市场形势极为严峻,全行业利润降至“冰点”。如何在“寒冬”中生存成为各大企业关注的焦点。苏钢集团在各项经营指标上下功夫,提高了企业效益。通过管控到点、责任到位、模拟市场等一系列的改进措施,从成本管控、销售管控、市场竞争等各个方面细化管理,将资金、存货、质量成本、应收账款等纳入考核体系,责任到部门或者相关人员,加快了存货及应收账款周转,强化了企业人员的质量意识;引入市场机制,参考市场价格对各独立主体的利润指标进行核算,激活了各个部门的工作斗志,在竞争中不断完善和提高,成功渡过严寒的“冬天”。
In 2013, the market situation of China’s metallurgical industry was extremely harsh, and the profit of the entire industry dropped to “freezing point.” How to survive in the “winter” has become the focus of every major enterprise. Su Steel Group in various business indicators work hard and improve the efficiency of enterprises. Through a series of improvement measures such as control to the point, responsibility in place and simulated market, the Company refined management from aspects of cost control, sales control and market competition, and included funds, inventory, quality cost and accounts receivable into the assessment system, Responsibility to the department or related personnel to speed up the inventory and accounts receivable turnover, and strengthen the quality awareness of enterprise personnel; the introduction of market mechanisms, reference to market prices on the profit indicators of independent entities accounting to activate the various departments of the fighting spirit, In the competition continue to improve and improve, successfully through the cold “winter ”.