Horizontal joint opens the prelude to enterprise reform
Release time:
2020-08-14
编者按：今年是改革开放40周年，尖峰也正是因为改革开放的东风，开始在市场经济浪潮中扬帆远航。9月16日，《金华日报》在第1版刊文讲述尖峰的改革故事，本报特予转载，与大家共同回顾那段给尖峰发展带来巨大转折的岁月。
横向联合拉开企业改革序幕
——尖峰集团的改革故事
《金华日报》记者 邵雪廉 通讯员 傅亦武
梳理尖峰集团的发展史，2007年是分水岭。这一年，尖峰集团水泥板块与中国建材集团战略重组。
此后的故事，绕不开尖峰医药的创新崛起和身处金华之外却源源不断为企业贡献稳定利润的尖峰水泥，绕不开行业周期性与非周期性业绩互补的双主营业务经营架构，绕不开过剩行业“利基者”与专科领域“领导者”双重定位在尖峰集团的成功实践。
此前的故事，则要从横向经济联合说起。正是因为有了横向经济联合，才有了尖峰集团前身金华水泥厂的规模扩张，才有了从金华水泥厂到尖峰集团的集团化发展之路，才有了股份制改革后的尖峰集团上市，以及上市之后的壮士断腕与凤凰涅槃。
从《尖峰演义》看金华企业改革，尖峰集团前掌门人杜自弘与现掌门人蒋晓萌都有一个共同的感受：改革创新是企业发展的永恒主题，而任何一项改革都是外部环境与内生动力的结合。
上任伊始看到危机
1958年，金华水泥厂创立，至今刚好60年。
那是用榔头敲石灰石、用手搓生料球的年代，真可谓白手起家、土法上马。经历过下马、停产的波折，金华首家水泥厂跌跌撞撞地进入了改革开放年代。
1983年，担任科长职务的杜自弘被越级提拔，出任金华水泥厂厂长。这年，他43岁，在金华水泥厂工作了18年。
那是严重短缺经济年代。水泥只要生产出来就不愁销路，利润也相当丰厚。1983年，金华水泥厂的水泥产量只有12万吨，利润却高达240万元。
但杜自弘敏锐地察觉到了国有企业即将面临的危机。
1981年，国务院出台《关于城镇非农业个体经济若干政策性规定》，指出个体经济是国营经济和集体经济的必要补充；1983年又出台补充规定，进一步放宽经营范围和经营者条件，大大推动了乡镇个体经济发展。
虽然这时的乡镇企业还处在小打小闹阶段，在整体实力上无法对国有企业产生威胁，但灵活的机制、优惠的政策使他们在市场竞争中如鱼得水，而国有企业和集体企业却被呆板的机制捆绑了手脚。
杜自弘没有因12万吨产量的240万元利润而高兴。“如果抱着小富即安的心态，固守国有企业的老路子，迟早会走下坡路。”
出路只有一条——改革！
横向联合“借蛋孵鸡”
杜自弘的改革首先向内，在企业里推行机制改革。
国营企业原先实行党委领导下的厂长负责制和职工代表大会制度，企业是法人，厂长是法人代表，在党组织的领导下行使对企业的管理权。1984年全国开始国营工业企业厂长（经理）负责制试点，金华地区有9家企业进行试点，金华水泥厂是其中之一。
厂长制改革中，过去由党总支一手包揽的生产经营决策权、干部任免权、企业内部奖励形式决定权、机构设置权等统一由厂长领导的经营班子作出决策并组织实施。
杜自弘在机制改革中，首先改革劳动人事制度，打破原有的干部终身制，中层干部一律实行聘任制，有26人成为第一批聘任制中层干部，包括蒋晓萌。同时加大人才培养力度，提高职工素质；明确各级职责权限，激发内部活力。
要想发展壮大，光在内部下功夫肯定不够。杜自弘开始眼光向外。
1984年6月，杜自弘向上级打报告，由金华水泥厂与罗店联办水泥厂。
这不是一份简单的报告，而是拉开了金华水泥厂冲破所有制成分、行政区域等多种限制进行规模扩张的序幕。
因为是计划经济时代，作为国有企业的金华水泥厂，电、煤、油等原料供应靠行政下达计划，水泥销售的价格靠行政指令；而乡镇企业可以采购议价的原材料，销售议价的水泥产品。
为了扩大生产，国有企业的资金投入要层层审批，受到多种限制；而乡镇企业的决策、执行机制更灵活。
联合办厂，即由金华水泥厂出技术、出管理，由乡镇出土地、筹资金，在国有企业的母体之外，再造一个能充分利用乡镇企业优惠政策、机制灵活的子企业。而对当地来说，可以发展经济，可以解决大量富余农村劳动力的就业。
金华水泥厂的报告得到上级政府与部门的大力支持。当年8月，这一方案获得同意，婺城新厂在罗店前庄头破土动工；1986年，金华水泥厂与山桥乡联办山桥分厂的协议签订，成为第二家联办企业。
这就是杜自弘所说的“借蛋孵鸡、养鸡生蛋”。“借蛋孵鸡”就是积极争取社会各方面力量进行投资，同时广泛开展横向经济联合，借助当地乡镇企业在土地、人力和政策等方面的优势，弥补金华水泥厂的不足。“养鸡生蛋”是通过资金流的不断滚动，不断扩大企业生产规模，增强经营能力。
有人梳理了改革开放以来中国企业家编年史，在改革开放初期，企业家的诞生分为三类族群，一是村级带头人，二是社队作坊或小工厂的厂长，三是个体劳动者。而杜自弘开创了国有企业与乡镇企业结合的新路子。
3年时间里，通过“借蛋孵鸡”，在没要国家一分钱投入的情况下，金华水泥厂的水泥生产能力提高了30万吨，固定资产增加1000万元，相当于再造3个原先的金华水泥厂。而对当地来说，农民当工人了，有人要给杜自弘塑像，被他坚决拒绝。
百年尖峰从此启航
横向经济联合使金华水泥厂从单一工厂迈向集团化企业。1987年5月，尖峰水泥集团成立，一个以金华水泥厂为核心，14个跨地区、跨行业、跨部门、不同所有制的生产经营流通单位自愿联合组成的经济实体亮相。
紧接着，为了从根本上解决集团内部资产关系上的矛盾，原先所有制不变、隶属关系不变、资产归属不变的“三不变”框框被打破，杜自弘着手股份制改造。1988年，尖峰水泥集团变为浙江尖峰水泥集团股份有限公司。
1990年，尖峰集团向社会公众发行股票；1993年7月28日，尖峰集团在上交所上市。
说起尖峰集团发展这一系列重要改革事件，杜自弘曾表示，是改革开放给了尖峰机遇，只不过是“立志冒尖、永攀高峰”的尖峰人努力地抓住了机遇；是开明的外部环境造就了尖峰，从不完善到完善、从不规范到规范，需要敢担当的政府部门和官员来担当，需要敢闯敢干的引路人来带路。
这样的改革创新精神，一直流淌在尖峰人的血液里。
2006年，尖峰集团遭遇像上世纪80年代末一样的第二次严重危机，自上市以来首次出现亏损。困难的产生都是外因与内因的结合，克服困难的途径也只有一条——结合外部环境与自身实际进行改革。2007年，尖峰集团与中国建材联合，就水泥板块业务进行整合。
2007年，蒋晓萌出任尖峰集团董事长，提出“合作创新强主业、规范科学求发展”，专注于水泥、医药两个行业，同时进一步完善现代企业治理结构，从发展战略、决策体系、科学管理、技术创新、企业文化等方面下功夫，创造了尖峰集团新的辉煌。
通过战略重组，尖峰水泥在金华市域没有一家控股的生产基地，却凭着品牌优势、管理优势、品质优势，至今仍为集团贡献稳定利润。蒋晓萌说，尖峰水泥是过剩行业的“利基者”，在区域市场做管理领先者，成本控制领先者。
通过技术创新，尖峰医药后发崛起，正呈现蓬勃的发展势头。大力度投入研发，高站位谋求合作，尖峰医药正向专科用药、肿瘤制剂、小分子靶向药物、生物制剂方向发展，逐步走向大健康产业。蒋晓萌说，尖峰药业以创新取胜、以独占取胜、以模式取胜，正在努力成为专科领域的“领导者”。
如今的尖峰集团正处于历史上发展最好的时候。至2017年底，尖峰集团总资产和净资产比上市之初分别增长了近30倍和28倍，资产质量和盈利能力不断优化。仅今年上半年，公司总体净利润就达3.02亿元，再次刷新历史最好业绩。“秉持改革创新的精神，不断迎接挑战、化解危机，企业才能更加成熟、更加理智、更加有生命力，尖峰集团才能走向百年尖峰。”蒋晓萌说。
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Peak pharmaceutical "enterprise information construction project" through the acceptance
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