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天津港储运公司自1988年实行招标承包以来,党委、行政、工会齐心协力,带领全体职工紧紧围绕生产经营这个中心开展工作,在激烈的市场竞争中,三年迈出三大步,1988年创利702.4万元,1989年创利1004万元,1990年实现利润1136.9万元,提前一年零四个月完成三年创利1260万元的承包指标,质量、能耗、利润三项指标均达到国家一级企业标准,以较大的优势在1990年晋升为国家二级企业,由过去港务局的“不放心”企业一跃而成为天津港一颗冉冉升起的新星。同样的外部环境,同样的市场条件,为什么这个公司能够从“丑小鸭”变成“白雪公主”?其秘密在于深化改革,健全了企业内部领导体制,充分
Since Tianjin Port Storage and Transportation Co., Ltd. implemented the contract for bidding in 1988, party committees, administration, and trade unions have worked together to lead all employees to work closely around the center of production and operation. In the fierce market competition, three years have taken three major steps. 1988 The annual profit reached 7.924 million yuan. In 1989, the company made profits of 10.04 million yuan. In 1990, it achieved a profit of 11.369 million yuan. It completed a three-year profit-making contract of 12.6 million yuan in one year and four months ahead of schedule. The three indicators of quality, energy consumption, and profit all reached the target. The national-level enterprise standard was promoted to a state-level second-level enterprise in 1990 with a relatively large advantage. The “don’t worry” enterprise of the Port Authority had once become a rising star of Tianjin Port. The same external environment, the same market conditions, why the company can change from “ugly duckling” to “white snow princess”? The secret lies in deepening reforms and improving the internal leadership system of enterprises.