1、坚持问题导向，面向未来发展，服务公司战略，制定科技创新规划及年度实施计划，进行核心工艺和关键技术攻关，建立了包括项目立项审批、实施监督、效果评价、成果奖励等方面的技术创新管理机制。公司是一家集研发、生产、销售为一体的高新技术企业，专注于产品，致力于产品的设计与开发，各种生产流水线工艺的自动化智能化改造，为客户设计开发各种产品生产线。公司致力于高新技术产业发展，拥有有效专利和软件著作权50多项，全国质量管理先进企业、全国用户满意企业、国家标准化良好行为AAAA企业，全国工业知识产权运用标杆企业。二、公司经济效益分析上一年度，xxx集团实现营业收入4310.84万元，同比增长19.28%（696.
2、70万元）。其中，主营业业务白术生产及销售收入为3831.05万元，占营业总收入的88.87%。上年度营收情况一览表序号项目第一季度第二季度第三季度第四季度合计1营业收入905.281207.041120.821077.714310.842主营业务收入804.521072.69996.07957.763831.052.1白术(A)265.49353.99328.70316.061264.252.2白术(B)185.04246.72229.10220.29881.142.3白术(C)136.77182.36169.33162.82651.282.4白术(D)96.54128.72119.5311
3、4.93459.732.5白术(E)64.3685.8279.6976.62306.482.6白术(F)40.2353.6349.8047.89191.552.7白术(.)16.0921.4519.9219.1676.623其他业务收入100.76134.34124.75119.95479.79根据初步统计测算，公司实现利润总额955.38万元，较去年同期相比增长121.92万元，增长率14.63%；实现净利润716.53万元，较去年同期相比增长127.86万元，增长率21.72%。第四章 市场分析预测一、建设地经济发展概况地区生产总值2283.19亿元，比上年增长10.27%。其中，第一产业
4、增加值182.66亿元，增长6.10%；第二产业增加值1415.58亿元，增长10.71%第三产业增加值684.96亿元，增长5.66%。一般公共预算收入266.64亿元，同比增长8.40%，一般公共预算支出449.65亿元，同比增长10.18%。国税收入345.90亿元，同比增长11.24%；地税收入亿元76.82，同比增长7.51%。居民消费价格上涨1.01%。其中，食品烟酒上涨0.91%，衣着上涨0.76%，居住上涨0.84%，生活用品及服务上涨1.05%，教育文化和娱乐上涨0.79%，医疗保健上涨0.79%，其他用品和服务上涨1.17%，交通和通信上涨0.94%。全部工业完成增加值15
5、63.44亿元。规模以上工业企业实现增加值1438.15亿元，比上年增长8.60%。规模以上AA、BB、CC、DD（含白术）等主导行业共完成工业增加值1269.66亿元，增长11.66%。AA完成增加值448.44亿元，增长9.26%；BB完成工业增加值315.04亿元，增长9.58%；CC完成工业增加值237.62亿元，增长10.30%；DD完成工业增加值144.25亿元，增长8.58%。规模以上工业企业实现主营业务收入6414.10亿元，比上年增长9.53%。实现利润总额344.76亿元，比上年增长6.54%。固定资产投资完成4362.20亿元，比上年增长7.65%。其中，建设项目投资完成
6、3838.74亿元，增长10.81%；房地产开发投资完成523.46亿元，增长8.61%。在固定资产投资中，第一产业投资完成218.11亿元，同比增长10.06%；第二产业投资完成3315.27亿元，同比增长10.79%；第三产业投资完成828.82亿元，增长5.14%。高新技术产业投资1127.68亿元，增长8.83%。民间投资3540.10亿元，增长7.51%。城市基础设施投资528.28亿元，增长5.01%。重点项目1013个，完成投资2810.35亿元，增长10.75%。全市实现社会消费品零售总额1896.83亿元，比上年增长7.65%。城镇实现零售额1092.55亿元，增长5.84%
7、；乡村实现零售额350.61亿元，增长5.56%。限额以上批发零售企业商品零售额亿元517.47，增长6.77%。实际利用外资61093.84万美元，同比增长56.75%。外贸进出口总值340.74亿元，同比增长56.92%。其中，出口总值221.48亿元，同比增长51.85%；进口总值119.26亿元，同比增长55.19%。二、白术行业市场分析目前，区域内拥有各类白术企业925家，规模以上企业31家，从业人员46250人。截至2017年底，区域内白术产值199726.63万元，较2016年166591.57万元增长19.89%。产值前十位企业合计收入91295.61万元，较去年79284.0
8、7万元同比增长15.15%。区域内经济发展持续向好，预计到2020年地区生产总值6000.07亿元，年均增长8.68%。预计区域内白术行业市场需求规模将达到299988.05万元，利润总额77470.58万元，净利润29497.03万元，纳税18281.80万元，工业增加值118844.45万元，产业贡献率13.51%。第五章 项目选址科学性分析一、项目选址原则项目建设方案力求在满足项目产品生产工艺、消防安全、环境保护卫生等要求的前提下尽量合并建筑；充分利用自然空间，坚决贯彻执行“十分珍惜和合理利用土地”的基本国策，因地制宜合理布置。二、项目选址该项目选址位于xx保税区。加快推动转型升级创新发
9、展，是园区适应和引领经济发展新常态的根本之策。根据省委省政府和当地市委市政府总体工作部署，在新起点上整装再出征，统筹稳增长、促改革、转方式、调结构、惠民生，打造发展升级版。用5年时间，全面推动转型升级和创新发展，努力实现经济增长更稳健、产业结构更合理、质量效益更显著、创新实力更雄厚、生态环境更优美。三、建设条件分析近年来，项目承办单位培养了一大批精通各个工艺流程的优秀技术工人；企业的人才培养和建设始终走在当地相关行业的前列，具有显著的人才优势；项目承办单位还与多家科研院所建立了长期的紧密合作关系，并建立了向科研开发倾斜的奖励机制，每年都拿出一定数量的专项资金用于对重点产品及关键工艺开发的奖励。
10、四、用地控制指标投资项目土地综合利用率100.00%，完全符合国土资源部发布的工业项目建设用地控制指标（国土资发【2008】24号）中规定的产品制造行业土地综合利用率90.00%的规定；同时，满足项目建设地确定的“土地综合利用率95.00%”的具体要求。五、地总体要求本期工程项目建设规划建筑系数60.19%，建筑容积率1.13，建设区域绿化覆盖率6.19%，固定资产投资强度177.09万元/亩。土建工程投资一览表序号项目占地面积（）基底面积（）建筑面积（）计容面积（）投资（万元）1主体生产工程8177.358177.3513785.2513785.251189.391.1主要生产车间4906.
11、414906.418271.158271.15737.421.2辅助生产车间2616.752616.754411.284411.28380.601.3其他生产车间654.19654.19799.54799.5471.362仓储工程1734.941734.945153.945153.94323.412.1成品贮存433.74433.741288.481288.4880.852.2原料仓储902.17902.172680.052680.05168.172.3辅助材料仓库399.04399.041185.411185.4174.383供配电工程92.5392.5392.5392.536.533.1供
12、配电室92.5392.5392.5392.536.534给排水工程106.41106.41106.41106.415.844.1给排水106.41106.41106.41106.415.845服务性工程1098.801098.801098.801098.8068.955.1办公用房505.09505.09505.09505.0935.665.2生活服务593.71593.71593.71593.7136.366消防及环保工程309.98309.98309.98309.98n a shipment arrives, the warehouse prints a receiving workshe
13、et which shows the quantity ordered and a description of the merchandise.Departments are required to sign for deliveries that come from the warehouse. These receiving documents come to the Warehouse and are filed. There is no reconciliation between what is sent from the warehouse and what is receive
14、d by the departments.In some cases, departments are sending in receiving documents before they are actually receiving the merchandise or services.Receiving routes all receiving documents to Purchasing once they are input into the system.In some cases, the same person is both ordering and receiving i
15、n the departments.Recommendations1.Eliminate printing the receiving worksheet in the warehouse to check in an order. Receiving personnel should not have access to quantities ordered. Limited purchase order inquiry access should be given, in order to check the validity of a purchase order that is rec
16、eived.2.Consider establishing a policy of returning goods to vendors if a valid purchase order cannot be located in a timely fashion.3.Reports reconciling inventory transfers and receipts should be produced and reviewed by management regularly.4.Generate receiving reports only upon actual receipt of
17、 goods and services with adequate proof of delivery. Receiving should only accept receiving reports (P-3) from departments with adequate proof of delivery.5.All receiving reports should be maintained in Receiving, not Purchasing. They should be safeguarded from unauthorized theft, destruction or use
18、.6.Allow for limited space in the receiving area to enforce the efficient distribution of goods away from receiving.7.All persons that are both ordering and receiving in departments should be identified to management. Justification should be given by the department as to the business reason for this
19、. Implementation CategoryIIIIIIIIIIIIIE.Access to MaterialsObservationsAccess to CSR inventory is not completely secure. There are doors that are unlocked and could be accessed.The motion detector security system in the warehouse may not provide full coverage. Someone familiar with the system could
20、circumvent it.Someone does not monitor the hospital dock at all times, because of staffing levels.The dock doors at the warehouse remain open during business hours. Access is not limited. Recommendations1.Limit access to storage areas. 2.Clearly define employees that should have access to supply are
21、as.3.Clearly define which doors should be locked and at what times. Set up entry/exit procedures for employees (keys or key cards to employees for all locked doors). Inform all departments of new procedures.4.Perform a critical review of security procedures a picture of my family.我家的一张照片。my 我的。 5.这个
22、妇女是我的妈妈。特指用 The. 五、My family来源:学&科&网 Z&X&X&K There are four people in my family. They are my father, my mother, my sister and I. My father is a doctor. He is a good doctor. My mother is a teacher. She teaches English in a school. My sister and I are students . We are at the same school. My parents l
23、ove us very much. I love my family. 用一般现在时态描写自己的家庭。 er with its Microsoft Windows-based, graphical user interface (GUI). The project team unanimously scored SAP as the easiest to use. SAP also integrates business graphics with many functions, such as production capacity planning by workcenter, which
24、 will help users interpret the new information. The ability to “drill down” summary data to the supporting detail was also rated as highly desirable.Oracle was second in ease of use. While Oracle runs under Windows, the components and “zones” of its screen design were not fully graphical. Oracle doe
25、s provide user defined flow of screens to logically complete a business transaction. The fact that Oracle plans to release a fully GUI version of its applications in 1996 did not impact this evaluation.Baans character-based user interface was perceived as difficult to use.Additional Evaluation Crite
26、riaBesides functional fit, the other key criteria are technical architecture, vendor support, and implementation/cost. SAP and Oracle shared similar technical scoring, with SAPs user interface given a slight nod over Oracles integration to the intelligent database server. Baan does not fit into the
27、characteristics of client/server architecture at this time.Support goes to Oracle with nearby local offices for sales, technical, training, and implementation support. SAP and Baan implementations would require advanced planning to schedule appropriate vendor resources.The costs for software, databa
28、se, and hardware for all three software finalists fall within a fairly narrow range and should not impact the selection.Project Team RecommendationThe project team selected SAP as the software that best meets Ablestiks needs. The next step is to immediately begin Phase II, Conference Room Pilot. In
29、Phase II, the project team focuses on determining exactly how Ablestik will use the software. This involves the definition of master files codes and templates, screen flow and configuration, system defaults, and operational procedures. A controlled subset of business transactions are piloted in the
30、software for the entire business cycle. The Pilot Test is an iterative process of designing, testing designs, making changes, and retesting. Upon completion of the Pilot Test, the project team will begin Phase III, System Implementation to complete the conversion of the new integrated system.Project
31、 Scope & ApproachScopeThe functional scope of this project addresses these integrated business functions:ManufacturingDistribution Master Scheduling Sales Order Processing Production Control Shipping/Invoicing Work Orders Order Tracking Shop Floor Control Pricing Quality Assurance Sales Forecasting
32、Capacity Planning Sales Analysis Material Requirements Planning (MRP) CommissionsMaterials ManagementAccounting Inventory Management General Ledger Inventory Lot Control Financial Reporting Purchasing Accounts Payable Physical Inventory Accounts Receivable Cycle Counts Fixed Assets Bar Coding/Scanni
33、ng Product Costing Health and Safety (MSDS)The following functions were specifically excluded: human resources, payroll, advertising / promotional materials, plant and equipment maintenance, building environmental controls, physical security, research, and quality testing methodology (how to conduct
34、 tests).ApproachA full discussion of the approach and methodology for Phase I can be found in our proposal document, dated March, 1994.User InterviewsOver 52 key management and users representing the above functions were interviewed. A list of interviewees can be found in the Phase I Appendices (und
35、er separate cover), Appendix A, List of Interviewees. From these interviews, two key documents were created:knockout criteria matrixdetailed functional requirements matrix.These matrices are included in the Phase I Appendices, Appendix B and Appendix C, respectively.Software CandidatesThese fifteen
36、Unix-based software vendors w6NYNEX Corporation, New York, N.Y.KEY BUSINESS ISSUESWith increasing competition throughout the NYNEX service territory, NYNEX needed to better understand the cost of their various business processes. This would enable them to look at the key drivers of these costs and h
37、ow they relate to various products, customers, and service areas. The prototype Activity Based Costing (ABC) programs developed for Manhattan and Queens were designed to be adopted throughout NYNEXs six-state service area and provide for full scale use of Activity Based Management (ABM).HOW ABC/ABM
38、WERE USEDThe joint NYNEX/Arthur Andersen ABC team developed models for two key business processes for certain geographic markets: maintenance and provisioning.The purpose of the project was to: Provide market area managers with relevant cost information for activities over which they have control. D
39、evelop an ABM prototype in the Manhattan market area that could be used to demonstrate the direct linkage between tactical decisions and cost consequences. Develop an ABC methodology and process that could be “rolled out” to all NYNEX market areas at a later time. THE RESULTS FOR NYNEXAlthough the i
40、nitial ABC/ABM projects ended after completion of the Queens program, NYNEX is now positioned to develop ABC models and implement the use of ABM throughout its entire service area.NYNEX is the parent company of the former New York Telephone and New England Telephone companies that serve New York, Ma
41、ine, New Hampshire, Vermont, Massachusetts, Rhode Island, and parts of Connecticut. Two years ago, NYNEX decided it needed to find out how much it actually spends to service its customers, which products drove the costs and what are the key drivers of costs. The company had long relied on general le
42、dger data for information about such things as labor costs, occupancy, training, supplies and the like. In addition, systems to look at customer and product profitability were based on allocations of costs to specific products and customers. These allocations were based on high level assumptions whi
43、ch did not represent the true relationship of what drives the costs to be incurred. ABC PrototypeArthur Andersen was engaged to assist NYNEX in developing a prototype Activity Based Costing (ABC) model for the maintenance process of its Manhattan market area (see Exhibit 1 for the conceptual framewo
44、rk). The original purpose of this prototype was to develop a methodology that could be used for cost management, identifying activity costs and providing a basis for process improvement. In addition to supplying relevant cost information, the Manhattan prototype could also be used to demonstrate the
45、 direct linkage between tactical decisions and cost consequences and, at a later time, be expanded to all NYNEX market areas.The ABC project ultimately focused on two specific NYNEX processes: Maintenance, the process that is responsible for maintaining service and for troubleshooting service proble
46、ms when they occur. Provisioning, the process that begins when consumers call to establish new service or order additional features. NYNEX had done a lot of research on ABC and ABM but had not yet developed how these tools would work within their business environment, an Arthur Andersen spokesperson
47、 reported. The company wanted to use the initial prototype as an educational tool for demonstrating the benefits of ABC.15 Wire CentersAll of NYNEXs Manhattan customers are served through one of 15 wire centers, each of which has associated maintenance and provisioning centers. If a residential or business customer calls due to problems with service or to order new service, the resultant work is completed by the per
