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在当前企业流动资金总量增长过快,结算资金居高不下,资金使用效益普遍下降的状况下,为了积极寻找加强流动资金管理的对策,我们除了进一步要求各级领导增强资金管理意识,切实把资金管理工作抓细抓实,控制流动资金总量的增长;要求各单位坚持进货环节的进货会审制度、销售环节的销货款回笼责任制和储存环节的库存结构定期分析排队制度外,还主要抓了以下几方面的工作,并取得了一定的成绩。一、下达考核指标,加强资金目标管理,具体作法是:给各单位下达流动资金年平均占用额指标,要求企业流动资金总量的增长,一般应低于商品销售额的增长速度;下达流动资金周转天数;下达销售资金率;下达结算资金占全部流动资产的比重;下达有问
In the current situation in which the total flow of corporate capital has grown too fast, the settlement funds have remained high, and the use of funds has generally declined, in order to actively seek measures to strengthen the management of liquidity, we have not only further urged leaders at all levels to increase their awareness of fund management, but also effectively Fund management work is carried out in detail to control the growth of total liquidity; all units are required to insist on the purchase review system for the incoming goods, the sales system for the responsibility for returning sales and the inventory structure for storage links, and regularly analyze the queuing system. The following aspects of the work, and achieved certain results. First, release assessment indicators, strengthen the management of financial goals, the specific approach is: to each unit to release the average annual occupancy of liquidity indicators, requiring the growth of corporate liquidity, generally should be lower than the growth rate of merchandise sales; released liquidity Turnover days; Release of sales funds; Release of settlement funds as a percentage of total liquid assets;