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国家电网公司县公司子改分后,可控费用成为主要预算指标。目前可控费用包括综合计划成本项目、非项目业务外包、单控指标及其他,各类指标政策依据不同,在年底指标收口时,容易出现参差不齐现象,影响年度决算,同时给公司带来一定的经营风险。同时可控费用预算是整体下达、分类控制,且指标多、范围广,给预算执行带来一定难度。针对存在的问题,遵循复杂事简单做、简单事反复做的原则,采取细化分解、费用与资金双控制及月初月末双监
After the sub-division of the State Grid Corporation of the State Corporation, controllable expenses have become the main budget indicators. The current controllable expenses include comprehensive planning cost items, non-project outsourcing, single-controlling indicators, and other types. All types of indicators have different policy basis. When the indicators are closed at the end of the year, they are prone to irregularities, affecting the annual final accounts, and bringing the company the same time. Certain operating risks. At the same time, the controllable expense budget is the overall release and classification control, and the multiple indicators and the wide range make it difficult to implement the budget. To solve the existing problems, we follow the principle of simple and simple things, and simple and repetitive tasks. We adopt detailed breakdown, double control over costs and funds, and double supervision at the beginning of the month and the end of the month.