我所是余粮地区平议结合、所库结合的单位。收购、保管、调运、经营任务都比较大,全年总经营量1.2亿多斤,常年保管粮食3600多万斤,还有六项附营业务。1986年,我们在组织增收的同时,从几个方面努力节支,取得良好成效。用钱防止大手大脚过去,我们总以为,商品流通费多少和利润构成,与企业自身利益没有多大关系,反正是财政补贴。在运杂费、保管费、其它业务费的开支上.有些同志大手大脚、铺张浪费,我们也不大注意。1986年,我们加强了这方面的管理,采取了一系列措施:一是实行费用预算制。在各店、组、站配备了兼职费用员,每月25日由他向财计组编报下月预算,再由所务会会办核定。对无预算开支的 Our institute is a unit that integrates and integrates the Yuliang region. The tasks of acquisition, storage, transportation, and operation are relatively large. The total business volume in the year is 120 million kilos, and there are more than 3600 jins of grain stored all year round. There are also six additional business operations. In 1986, while we increased revenues from organizations, we tried to save money in several areas and achieved good results. With money to prevent the overkill, we always think that the composition of the commodity circulation fee and profit does not have much to do with the company’s own interests. It is precisely the financial subsidies. We have paid little attention to the expenses of transporting miscellaneous fees, storage fees, and other business expenses. Some comrades are extravagant and extravagant. In 1986, we strengthened our management in this area and adopted a series of measures: First, the implementation of the cost-budgeting system. Each store, group, and station are equipped with a part-time fee officer. On the 25th of every month, he will prepare a budget for the next month for the financial team, which will then be approved by the office. For budgetless expenses