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江门港原有3个作业区,1996年高沙作业区引进外资改制为合资股份有限公司后,效益逐年提高;但总共不足两百号人的竹排头作业区和江咀作业区举步维艰、效益逐年下滑,亚洲金融风暴发生后,年年亏损数拾万元。为了扭转被动局面,江门港领导班子根据企业实际情况以及江门市城建规划要求,按照分步推进的办法,在深入调查研究、认真总结分析前段改革实践的经验教训基础上,先后推出了重组、消肿和公开招标竞投招聘承包经营者等举措。 在将内港两个作业区合并改组为高沙装卸队和内港作业区的基础上,精简管理人员50%,同时采取公开招标、竞投招聘承包经营者。 1999年8月,该港召开干部职工大会,公开放标。标的要求承包经营者每年上交
Jiangmen Port original three operating areas, Gaosha operation area in 1996 after the introduction of foreign investment restructuring for the joint-stock Co., Ltd., the benefits increased year by year; But less than two hundred people in total and the first operating area bamboo mouth Tsui Tsui operating area difficult, efficiency year after year After the Asian financial turmoil, the number of annual losses has risen to about $ 10,000. In order to reverse the passive situation, according to the actual situation of the enterprise and the requirements of urban planning of Jiangmen City, the leading group of Jiangmen Port has, based on the step-by-step promotion approach, thoroughly investigated and analyzed the experiences and lessons learned from the reform practice in the preceding period, Swollen and open tender bidding contractors and other initiatives. On the basis of merging and reorganizing the two operation areas of Inner Harbor and Inner Harbor into the operation team of Gaosha Tailor Team and Inner Harbor, 50% of the management personnel are streamlined and open bidding is also conducted to bid for the recruitment of contractors. In August 1999, the Hong Kong held a meeting of cadres and workers, open the tender. The bidder submits the contract to be submitted annually