根据国务院关于放开国营小型零售商业企业的指示精神,国营小型零售企业(下简称小零企业)已普遍实行体制改革.经营自主权明显扩大,进货渠道迅速增多,改变了过去各小零企业只在(或大都在)本地批发公司进货的现象,外地采购(下简称外购)比重大大增加,有的小零企业外购的比重甚至超过采购总量的一半以上.诚然,外购比重的增加对加强小零企业的竞争活力、满足消费需求都将会有积极的社会意义和经济效益.但是,小零企业在经营的物质条件上也有种种限制,资金少,库容小,损耗大,费用大、力量不足等.因此,怎样把小零企业的外地采购管理好,这确实是在改革的新形 According to the guidelines of the State Council regarding the liberalization of state-owned small retail business enterprises, the state-owned small retail enterprises (hereinafter referred to as small zero enterprises) have generally implemented institutional reforms. The autonomy of operations has expanded significantly, and the purchase channels have rapidly increased, changing the past few small zero enterprises. In the phenomenon of (or most of) the purchase of goods by local wholesale companies, the proportion of foreign purchases (hereinafter referred to as outsourcing) has greatly increased, and the proportion of outsourcing of small zero companies has even exceeded more than half of the total purchases. It is true that the proportion of outsourcing has increased. There will be positive social and economic benefits for strengthening the competitiveness of small zero-sized companies and satisfying consumer demand. However, there are also various restrictions on the material conditions of small-zero companies in terms of operation, low capital, small storage capacity, large losses, and high costs. , lack of strength, etc. Therefore, how to manage the foreign procurement of small zero companies is really a new form of reform.