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本文以余姚供电公司在输配电价改革的大背景下开展的工程财务管理变革实践为例,以项目过程管理为主线,推行工程财务管理“系统自动化+岗位职责重塑”两大管理策略,不断提升工程财务在项目前期评价、工程预算、工程过程审核、工程投运转资等环节的管理水平,重新构建以电网“有效资产”为基础的工程财务管理模式。
In this paper, Yuyao Power Supply Company in the background of transmission and distribution price reform carried out in the reform project of financial management as an example, the project process management as the main line, the implementation of project finance management “system automation + post responsibility remodeling ” two management strategies , And continuously improve the project finance management level in the pre-project evaluation, project budget, project process auditing, project operation and capital investment, and rebuild the engineering financial management mode based on grid “effective assets ”.