Three Links To Improve The Management Of Financial Funds

< p > < strong > 1. At present, < a href= "http://www.91se91.com/news/index_c.asp > > enterprise finance < /a > outstanding problems in fund management < /strong > /p >

< p > in recent years, with the development of enterprise groups and the establishment of parent subsidiary company system, problems in financial capital management have become increasingly prominent, and financial risks are increasingly revealed. The following three aspects are manifested: < /p >

< p > (1) information distortion is difficult to provide scientific basis for scientific decision making.

The most fundamental thing in modern enterprise management is information management. Enterprises must grasp the real and accurate information in time to control logistics and capital flow.

However, at present, the information of quite a number of enterprises in China is seriously opaque, asymmetric and unintegrated.

Because of their own interests, the management departments of enterprises do not want to provide relevant information in time, and make artificial information islands. The top decision-makers of enterprises are difficult to obtain accurate financial information and do not know the following situation.

What is more serious is that all levels of enterprises are intercepting information, or even providing false information, making the aggregated information generally distorted, accounting errors are not allowed, statements are not true, sometimes consolidated accounting statements also cover up the actual operating conditions of subsidiaries.

At the same time, driven by interests, the social < a href= "http://www.91se91.com/news/index_c.asp" > audit > /a > has also gone through the motions, so that some enterprises "fake data really do accounts, true data make false accounts". Different occasions, different accounts and book profits appear to be many, but the number of non-performing assets is increasing.

According to the Ministry of finance's accounting information quality spot checks, it is confirmed that more than 80% of the accounting information of enterprises in the country is distorted to varying degrees.

The untruth of information not only directly affects the scientific decision of the enterprise, but also affects the effect of the government's macro management and social supervision.

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< p > (two) lack of monitoring and lack of strict supervision in advance and in matters.

At present, in the state-owned enterprises, owners are generally faced with problems such as inadequate supervision and even internal control by enterprises, parent companies, subsidiaries, and company management, and embezzlement of funds or even embezzlement of state assets.

Although a number of supervisory functions have been set up, various supervisory systems have been developed. However, because supervisors do not have the necessary information and means to grasp the overall financial situation of enterprises, they are unable to play their roles in time and effectively.

Quite a number of enterprises have not yet formed effective decision-making and restraint mechanisms on major investment issues.

Many parent companies are unable to grasp the change of financial capital of their subsidiaries in a timely manner. They are unable to make ends meet, and rely on the old and new businesses to maintain production and operation.

Since supervision is not instantaneous, it is lagging behind.

A lot of business leaders are not clear about the financial situation of their own assets, while financial personnel are not very familiar with the business situation and are subordinate to each other. They often deal with accounts only according to the leadership's intention, resulting in "financial management follows accounting, accounting follows the leadership's will", making financial supervision a mere formality.

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< p > (three) funds are scattered and inefficient.

At present, the contradiction between the centralized management of enterprise groups and the contradiction between the decentralization and occupation of multi-stage corporate funds has become the most prominent problem in the management of enterprise's financial capital at this stage.

First, the phenomenon of multi account opening of subsidiaries is quite common. Some subsidiary companies have set up hundreds of accounts and more than 1000 accounts, and funds management has been seriously out of control.

Two, investment decisions are arbitrariness. Some enterprises, regardless of their own capabilities and development goals, blindly invest in new businesses, invest more errors, and make serious losses.

The three is that the funds are precipitated seriously, and the expenses are not reasonable. The loans are in arrears. The funds for the finished products are increasing, the turnover is slow, and the credit and profitability of the enterprises are decreasing.

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< p > < strong > two, why a a < < http://www.91se91.com/news/index_c.asp > > capital management < /a > can not go deep and hard to go up < /strong > /p >

< p > (1) effective fund centralized management mode has not yet formed.

Centralization and decentralization in enterprise management is a unity of opposites. From the practice of multinational corporations abroad, power can be dispersed, but financial rights must be concentrated.

At present, the management level of enterprise groups in our country is too many.

Most functional departments of enterprises are separated from each other, lack of information connection and data integration, and the information of production, marketing, purchase and storage is out of step. The original integrated and coherent business has been artificially separated into many links.

The old management mode has been broken and the new mode has not yet been established. The understanding of centralization and decentralization between the parent and subsidiary companies is difficult to be unified. The decentralized management mode that has been emphasized in the past has obviously not suited to the requirement of the flat management of the modern enterprise group.

Most enterprise groups failed to form highly centralized fund management and command system, lacking unified and standardized financial control system. There is no unified information platform, information pmission channels are not smooth, financial data, capital settlement, investment and financing management can not be centralized, which makes it difficult for enterprise decision-makers to grasp relevant information in the whole process of production and operation in time and accurately, and can not implement effective management, supervision and control.

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< p > (two) the technical means and methods of management are backward.

The production and operation activities under the modern market economy are becoming more and more complex. The market is spread all over the place, the products are varied, the demand is diversified, and the operation is pnational. The large-scale production and highly centralized management mode that needs to be built up requires massive and accurate basic data and relevant information to support. In order to integrate the complicated information flow, logistics and capital flow timely and accurately, the traditional management means can not be achieved.

Most enterprises have unclear capital occupation, unclear product cost composition, material consumption and no quota of working hours, and no basis for assessment decision making. They can not meet the requirements of modern and meticulous management of enterprises.

Relying solely on traditional manual methods to calculate, calculate and pmit all kinds of information in the process of production and operation is not only slow and inefficient, but also difficult to span the limits of management, geographical distribution, traffic and communication, and supervision and management will lag behind.

In addition, influenced by all kinds of human factors, rules and regulations are hung on the wall and remain in the books. There is no strong means to guarantee the effective implementation of the system. There are no hard constraints, hard procedures, difficult chapters to follow, and chapters do not follow, which makes management difficult and hard to manage.

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< p > (three) the learning and promotion of new technology and experience is not enough.

Most enterprises lack the understanding of the application of the computer information management system centered on financial management software, and what is the requirement for implementing the computerized financial information management system, what kind of financial capital management mode the enterprise adopts, what kind of financial management software can effectively improve the management level of financial funds, and so on.

Conscientiously summarizing and vigorously promoting the successful experience of computer information technology in enterprises, and comprehensively comparing and forcing unified and applicable financial management software have become the top priority of strengthening enterprise management at present.

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< p > < strong > three, how to guide enterprises to strengthen and improve financial capital management < /strong > < /p >

< p > (1) vigorously applying computer information technology to provide a strong guarantee for the centralized management and effective monitoring of funds in enterprises.

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< p > 1, we should focus on the management of financial capital and promote the application of computer network technology.

Enterprise financial capital information is the intersection point of all kinds of information, and is also the basis for supporting business decisions.

Financial management is the core of enterprise management, and the concept of financial management centered on capital management has become the consensus of the business community.

Computer network technology and unified financial management software are effective carriers for advanced management ideas, management modes and management methods, and also an inevitable choice for centralized management and effective supervision and control of funds.

The promotion and use of financial management software is not only to promote the software itself, but also to promote a scientific and advanced management concept, management method and management technology.

We should learn from the successful experience of some enterprises at home and abroad and follow the general law of the development of enterprise informatization, and gradually advance from easy to difficult links such as financial management, logistics management, marketing management, production management and so on.

According to the principle of "overall planning, step by step implementation, highlighting priorities, making it easier and harder to get ahead", the management subsystem of finance, sales, procurement, warehousing, production and so on should be developed and utilized in order to achieve development, use one piece and effect one, and gradually realize the integration of logistics, capital flow and information flow.

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< p > 2, starting from weak links, we first set up an internal information management system centered on financial capital management.

At present, most enterprises in our country have poor timeliness of financial fund information in procurement, inventory, distribution, cost accounting and other aspects, and the quality of accounting information, especially the authenticity of information, is a serious problem.

Through the use of computer network tools and unified financial management software, we can replace the cumbersome accounting data processing, analysis and artificial basic management work and the "man to man" monitoring method with the help of computer management software application, so as to extend the management's hand and increase the pparency. In particular, rules and regulations can be solidified by computer programs, reduce human factors and become hard constraints.

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< p > 3, we should actively promote the integration of Finance and business.

The highest level of financial management is the perfect combination of business and finance, that is, the integration of Finance and business.

Therefore, the application of unified computer financial management software, the integration of financial information and business processes, and gradually introducing, digesting, developing and using the international advanced ERP (Enterprise Resource Planning) system software are the basic directions for the development of enterprise internal informatization.

Enterprises should actively introduce the management software that integrates unified financial and business management with the actual situation, and gradually realize the integration of information flow, logistics and capital flow and data sharing in the whole process of production and operation, so as to ensure the standardization and efficiency of financial management work such as budget, settlement and monitoring.

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< p > (two) to implement comprehensive budget management, improve the settlement center system, and implement centralized management of funds.

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< p > budget as a control mechanism and institutionalized procedure is an effective mode to implement centralized management of funds. A sound budgetary system of enterprises is actually the embodiment of corporate governance structure. The complete budget system is an important guarantee for the orderly production and operation of enterprises, as well as the basic basis for supervision, control, auditing and assessment of enterprises.

Enterprises should effectively change the current situation of financial budgets in nominal terms, establish and improve the comprehensive budget management mechanism, implement budgeting, analysis and assessment systems in all aspects of production and operation, and incorporate capital budgets in production and operation activities into strict budget management procedures.

The wide application of computer network technology has provided the possibility for comprehensive budget and timely settlement of funds, thus making centralized management of funds possible.

Enterprises should take assets as a link and carry out classified budgeting. The parent company should focus on doing well in the investment and financing budgets, focusing on capital operation budgeting, implementing unified planning of funds and centralized management.

Once the budget is confirmed, it becomes the statutory basis for the internal organization and production activities of the enterprise, and it is not allowed to change at will.

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< p > (three) carry out the accounting appointment system and internal auditing system, and strengthen financial supervision and control.

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< p > 1, carry out the accountant appointment system.

At present, state-owned enterprises still have such problems as single ownership structure, absence of owners, imperfect corporate governance structure, weak supervision of board of supervisors and serious internal control.

How to strengthen the financial supervision and control of the enterprise group to its share holding or holding subsidiary company, objectively needs to find a supervision mechanism of the owner to the operator, so as to ensure the centralized management of the funds and the authenticity of accounting information.

In the light of the actual situation and characteristics of the enterprise group, various forms of accounting appointing system, such as the chief financial officer, the finance minister at the next level, should be implemented, so as to strengthen the timely supervision in advance and in matters. At the same time, ensure the effective operation of the unified financial management software within the group and effectively safeguard the interests of the investors.

State owned large enterprises and asset management companies authorized by the state can appoint the chief financial officer to wholly owned and controlling subsidiaries and enter the board of directors of enterprises. They are responsible for the appointing agencies and the board of directors of enterprises. Conditional enterprises can also adopt the way of financial ministers' lower level management and direct assignment of financial accountants to effectively prevent information asymmetry and insider control problems.

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< p > 2, strengthen the internal auditing system of enterprises.

The internal audit of enterprises is an important step to strictly supervise and assess the management of enterprise's financial funds, and it is also a guarantee for strengthening supervision and restraint mechanism and making the budget achieve tangible results.

Compared with large foreign groups, a big gap between state-owned enterprises is that internal audit is not enough.

Therefore, large enterprises should set up high-level internal audit supervision institutions, equipped with specialized personnel, establish their status, clarify their functions, and improve the internal audit supervision and assessment system, so as to ensure the true and reliable financial information of enterprises.

It is necessary to strengthen the process audit and supervision of the implementation of internal rules and regulations and major business decisions, move forward to supervise the pass, and change the past "post supervision" to supervise and supervise in advance and in the event. The whole process of tracking and monitoring the investment and financing, capital flow and financial situation of the wholly owned or controlling subsidiaries should be carried out around the development goals and annual budgets of the enterprises. Regular inspection should be carried out to give timely feedback to the outstanding problems in the implementation of the budget, and to rectify and deal with them so as to ensure the seriousness of the budget and the timely realization of the development goals of the enterprises.

To combine the budgetary audit within the enterprise with the external financial audit, the internal audit is mainly the audit of the budget execution and the actual operation effect. The external audit mainly depends on the social accounting firms to audit the legality of their financial statements, accounts and vouchers.

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< p > in short, strengthening and improving the management of enterprise's financial funds is an important link in realizing management innovation and promoting the level and step up of enterprise management work. It is also an urgent need to implement the basic norms of modern enterprise system management.

Therefore, it is of great practical significance to select a batch of key state-owned enterprises to carry out the application of computer financial management software, and to actively sum up experience and speed up the promotion.

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