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铁路总公司实施货运组织改革,推动铁路货运走向市场,努力为社会提供方便、快捷的铁路货运服务。XX局对症下药,成立九个货运中心,推出了“前店后厂”货改新模式,以调动各环节积极性,释放生产力。“前店”:货运中心接单并承诺按时发货,营销揽货、收费签单、组织装车的任务归货运中心,“后厂”的行车部门则相应地组织车辆和线路调配,归车务站段。货运中心按照“区域集中、跨度合理、便于协调”的原则,整合区域内货运有关车务站段、多经公司和装卸公司与货运、物流相关业务、人员和资产,组建而成,下设经营部及营业站点,分别按车间、班组管理。货运中心人员来自不同单位,人员比较复杂,年龄普遍较大,管理地域较广,横跨不同省市及地区,涉及三十多个营业站点。组建前各单位体制不同,治理结构不同,成立以后如何建立行之有效的内控制度,提高风险管理水平,增强核心竞争力,促进企业和谐、持续、健康、稳定发展。本文阐述货运中心内部控制存在的问题现状提出相应完善建议对策。
Railway Corporation to implement the reform of freight organization, to promote rail freight to the market, and strive to provide convenient and fast rail freight services. XX Bureau of the right remedy, the establishment of nine cargo centers, introduced a “shop before the factory ” cargo reform model to mobilize the enthusiasm of all sectors, release of productive forces. “Front shop ”: freight center orders and promised on time delivery, marketing Lanhuo, toll signing, the organization of loading and unloading the task of freight center, “factory ” of the vehicle is organized accordingly the deployment of vehicles and routes , To the bus station section. In accordance with the principle of “regional concentration, reasonable span and easy coordination”, the freight center integrates freight forwarding stations in the region, and is formed through the establishment of freight transportation and logistics related businesses, personnel and assets by companies and handling companies, Set up the business department and business site, respectively, by workshop, team management. Cargo center personnel from different units, more complex staff, generally older, management area is wider, across different provinces and regions, involving more than 30 business sites. Before the establishment of different units of the system, the different governance structures, after the establishment of an effective internal control system to improve the level of risk management and enhance core competitiveness, and promote business harmony, sustained, healthy and stable development. This article elaborates the status quo of the problems existing in the internal control of freight center and puts forward the corresponding suggestions for improvement.