虽然今年政府出台了一系列紧缩性调控政策,但是我国CPI仍然屡创新高,一些原材料和农业产品的价格持续上涨。对电源企业而言,当前宏观经济形势意味着必须控制好企业运营成本,消化原材料价格上升带来的影响。一谈到降低成本大多数人们往往想到的是有形成本,即如何降低采购成本。但降低采购成本是一把双刃剑,降低采购成本,即降低构成产品的直接成本时也会伤及自己。人们应该更多的关心无形成本,即设计质量成本,设计周期成本,生产周期成本,这些成本有时不是能直接显现出来的,所以有时也往往被人们忽视。而构成这些成本总成本是一个复杂的系统工程,不是一个“快”字所能包含的。本期《电源世界》通过与数家电源企业之间的交流与探讨,为您奉上当前形势下各电源企业成本控制的途径和思考方式,供您在设计产品管理企业时参考。 Although this year the government introduced a series of tightening control policies, the CPI in China still hit new highs. The prices of some raw materials and agricultural products continued to rise. For the power companies, the current macroeconomic situation means that we must control the operating costs of enterprises, digesting the impact of rising raw material prices. When it comes to reducing costs most people tend to think of physical costs, that is, how to reduce procurement costs. But reducing procurement costs is a double-edged sword, reducing purchasing costs, which can hurt yourself by reducing the direct costs that make up your product. People should pay more attention to intangible costs, namely design quality cost, design cycle cost and production cycle cost. These costs are sometimes not directly apparent, so they are often neglected. The total cost of forming these costs is a complex system engineering, not a “fast” word can contain. This issue of “Power World” through the exchange and discussion with several power companies, to provide you with the power companies in the current situation of cost control ways and ways of thinking for your reference in the design of product management companies.