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论文编号：	14561
作者编号：	2320200288
上传时间：	2024/6/2 12:08:45
中文题目：	S集团财务管理数字化转型的优化研究
英文题目：	Optimization Research on the Digital Transformation of Financial Management of S Real Estate Company
指导老师：	程莉莉
中文关键字：	数字化转型；财务共享中心；房地产企业
英文关键字：	Digital transformation; Financial Sharing Center; Real estate enterprises
中文摘要：	随着数字经济时代的到来，各行各业都面临着巨大的机遇和挑战。房地产企业为了寻求进一步的发展，保持自身不被激烈的市场竞争所淘汰，数字化转型是顺应时代变化的必由之路。而财务管理作为企业的核心，是企业数字化转型的关键。但在我国大多数企业构建财务数字化转型仍处于较为初级的阶段，在组织结构、系统构建、数据价值体现及未来发展策略上仍有很大的优化空间和研究价值。同时也需要财务部门主动寻求创新、寻求转变，根据企业的数字化战略发展目标进行业务分析和管理决策，主动寻求财务管理数字化转型之路，不断的进行数字化转型的优化与提升。 本文从S集团财务管理数字化转型现状出发，通过案例分析、问卷和访谈等方法，深入研究当前财务运行的现状及存在的诸多问题。从本质上而言，财务管理数字化水平不能满足当前集团数字化需求和财务业务需求，因此对其进行进一步优化迫在眉睫。本文分析出以下内容：S集团财务的数字化发展还处于初级阶段，目前存在较多欠缺之处，如报销流程冗陈、系统功能不足、业务反馈时效性差、数据挖掘力度不足、人工审核和手工录入量庞大等诸多问题。笔者基于对S集团财务组织架构、财务业务范围、业务流程和信息系统现状的调查，结合财务管理未来发展需求、企业发展规划、和“大智移云”背景下对于财务数字化转型的关键要素进行优化和研究。由此提出调整财务组织结构打造“三支柱”模式、完善系统功能，提高自动化水平并引入人工智能助力财务决策、优化收付款流程、搭建数据中台加强业财数据互通、重视数字化人才培养，聘请具有数字技术的领导者等核心优化建议，进一步推进企业财务数字化的建设，更好的为集团管理服务。
英文摘要：	With the advent of the digital economy era, various industries are facing enormous opportunities and challenges. In order for real estate enterprises to seek further development and maintain themselves from being eliminated by fierce market competition, digital transformation is the only way to adapt to the changes of the times. As a key department of enterprises, finance is the key to digital transformation. However, in most enterprises in China, the construction of financial digital transformation is still in a relatively early stage, and there is still great optimization space and research value in organizational structure, system construction, data value reflection, and future development strategies. The finance department also needs to actively seek innovation and transformation, conduct business analysis and management decisions based on the digital strategic development goals of the enterprise, actively seek the path of digital transformation in financial management, and continuously optimize and improve digital transformation. Starting from the current situation of digital transformation in financial management of S Group, this thesis conducts in-depth research on the current status, architecture, and many existing problems of financial operation through case analysis, questionnaires, and interviews. Essentially, the digital level of financial management cannot meet the current digital and financial business needs of the group. Therefore, further optimization is urgently needed. This thesis analyzes the following content: The digital development of S Group's finance is still in its early stage, and there are currently many shortcomings, such as cumbersome reimbursement processes, insufficient system functions, poor timeliness of business feedback, insufficient data mining efforts, and a large amount of manual review and input. The author optimizes and studies the key elements of financial digital transformation based on the organizational structure, business scope, business processes, and information system status of S Group's finance and finance, combined with the future development needs of financial management, enterprise development planning, and the background of"Big Smart Cloud". Based on this, core optimization suggestions are proposed to adjust the financial organizational structure, create a "three pillar" model, improve system functions, enhance automation level, and introduce artificial intelligence to assist financial decision-making, optimize payment and collection processes, build a data center to strengthen the exchange of business and financial data, attach importance to digital talent cultivation, and hire leaders with digital technology to further promote the digitalization of enterprise finance and better serve group management.
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