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这个案例很生动,很值得我们深思。 思考之一:目前基地后勤服务系统 定位不明确,不准确的问题急需解决 大部分油田将基地后勤服务系统定 位为生活服务经营单位,有较大的完成 经营指标的压力。虽然现在是市场经济 的时代,但石油石化系统,特别是油田 企业大多是远离城镇的独立矿区,基地 后勤服务系统主要为油田各生产单位和 职工家属提供生活服务。一方面服务对 象和内容基本固定,很难面向社会服 务;另一方面服务收费带有明显的福利 色彩,有的甚至是无偿服务。而有的基 地后勤服务单位还没有与主业分开运 行,更谈不上分开核算和考核了。因此, 应结合油田实际尽快解决基地后勤服务 单位的定位问题,解决分开运行、分开 核算、分开考核的问题。目前这种“三 不分开”的状况很难对油田基地后勤服 务系统进行准确定位,也很难有科学的 管理体制和机制保证基地后勤服务系统 做好高质量的服务工作,更难谈走上良 性发展道路问题。
This case is very vivid, it is worth our deep consideration. One of the considerations: At present, the base logistics service system positioning is not clear, inaccurate problems urgently need to be resolved Most of the oil field base service system will be positioned as life service business unit, a greater pressure to complete the operating indicators. Although it is an era of market economy, petroleum and petrochemical systems, especially oilfield enterprises, are mostly independent mines far away from cities and towns. The base logistics service system mainly provides living services for all production units and their families in the oilfield. On the one hand, service targets and contents are basically fixed, and it is very difficult to face social services; on the other hand, service charges have obvious welfare colors, and some even provide free services. However, some logistic service units have not operated separately from the main business, not to mention the separate accounting and assessment. Therefore, we should solve the positioning problem of the base logistics service unit as soon as possible in light of the actual oil field and solve the problems of separate operation, separate accounting and separate assessment. At present, this situation of “three non-divisions” makes it difficult to accurately locate the logistics service system of oilfield bases and it is also very hard to have a scientific management system and mechanism to ensure that the logistics service system of the base area is capable of performing high-quality service and harder to talk about. Benign path of development.