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论文编号：	15197
作者编号：	2320224264
上传时间：	2024/12/12 2:05:17
中文题目：	T集团智能财务共享中心的优化研究
英文题目：	Research on the optimization of T Group''s intelligent financial sharing center
指导老师：	黄福广 孟祥军
中文关键字：	建筑企业；数字化转型；财务共享；智能财务
英文关键字：	Construction Enterprises; Digital Transformation; Financial Sharing; Intelligent Finance
中文摘要：	在科技发展日新月异的当下，我国对智能技术日益重视，经济一体化大背景下，互联网、人工智能、大数据等创新科技与理念的飞速发展，为财务共享服务模式提供了新的实现可能。在这样的背景下，只有全力推进企业智能改革，才能实现长期稳定的发展。建筑行业一直是我国经济发展的主动力，在过去一段时间中，粗犷的发展模式导致建筑行业竞争日趋激烈，内部组织架构冗余，生产经营的标准化程度已经无法满足企业高质量发展的要求。建筑企业亟待通过数智化转型来加强内部管理合规性建设，促进企业各业务流程实现规范化运转。 作为建筑行业的标杆企业，T集团“十四五”发展战略明确提出要“发展成为最值得信赖的世界一流综合建设产业集团”，希望通过创新管理方式建成为世界一流企业。智能财务共享中心是企业实现精益化管理的重点举措，也是达成总体战略目标的有效途径。本文基于T集团智能财务共享中心的建设现状，从总体规划、推进方案、应用场景等方面来分析T集团智能财务共享中心的实施情况，并对智能财务共享中心的建设效果进行评价，进而找到建筑企业智能财务共享中心在建设过程中存在的问题及成因，最后提出对应的优化改进方向。主要结论如下： 其一，建筑行业在业务复杂化和规模增长的背景下，需要通过智能财务共享中心实现精细化管理，T集团亟待调整更新基础智能财务共享中心以适应新时代要求，来促进资源整合优化；其二，随着智能化技术在企业管理工作中的推广，财务共享服务的智能化转型已经成为学术界研究以及企业战略变革的重点。学者们对智能化财务共享的构建路径、实施优势与效果、实践环节存在的问题等形成了较为丰富的力量基础，这为企业数字化转型提供了有效支撑；其三，T集团智能财务共享中心自搭建以来，在防范财务风险、提升管理效能、促进信息传递等方面产生了一定的实施效果；其四，T集团智能财务共享中心已经实现了一定程度的报账智能化、流程智能化、资金管理智能化、业财融合智能化，但是系统整体的智能化水平仍显不足，对于数据接口搭建、新功能开发、关键流程设计等方面投入不足，其优化改进工作还需进一步推进。
英文摘要：	With the rapid development of science and technology, China attaches more and more importance to intelligent technology. Under the background of economic integration, the rapid development of innovative technologies and concepts such as Internet, artificial intelligence and big data has provided new possibilities for the realization of financial sharing service model. In this context, only by fully promoting the intelligent reform of enterprises can we achieve long-term and stable development. The construction industry has always been the main driving force of China's economic development, in the past period of time, the rugged development mode has led to the increasingly fierce competition in the construction industry, the internal organizational structure is redundant, and the standardization of production and operation has been unable to meet the requirements of high-quality development of enterprises. Construction enterprises need to strengthen the construction of internal management compliance through digital intelligence transformation, and promote the standardized operation of business processes. As a benchmark enterprise in the construction industry, T Group's "14th Five-Year Plan" development strategy clearly proposes to "develop into the most trustworthy world-class comprehensive construction industrial group", and the company hopes to build a world-class enterprise through innovative management methods. Intelligent financial sharing center is an important measure for enterprises to achieve lean management and an effective way to achieve the overall strategic goal. Based on the construction status of the financial sharing center in the construction industry, this paper analyzes the implementation of the intelligent financial sharing center of T Group from the aspects of the overall planning, promotion scheme, safeguard measures and application scenarios of the intelligent financial sharing center, and evaluates the construction effect of the intelligent financial sharing center. Then find out the problems in the construction process of intelligent financial sharing center, and finally put forward the corresponding optimization and improvement direction. The main conclusions are as follows: Firstly, the construction industry is facing a complex and growing business environment, which requires fine-tuned management through intelligent financial shared service centers. T Group needs to adjust and update its intelligent financial shared service center to meet the requirements of the new era and promote resource integration and optimization. Secondly, with the promotion of intelligent technology in enterprise management work, the intelligent transformation of financial shared services has become a focus of academic research and corporate strategic change. Academics have formed a rich body of knowledge on the construction path, implementation advantages and effects, and practical problems of intelligent financial shared services, which provides effective support for enterprise digital transformation. Thirdly, since the intelligent financial shared center was set up at T Group, it has produced certain implementation effects in terms of risk prevention, management efficiency enhancement, and information transmission. Fourthly, T Group's intelligent financial shared center has achieved a certain degree of automation in reporting, process flow, fund management, and business-finance integration, but the overall level of intelligentization is still insufficient. There is insufficient investment in data interface construction, new function development, and key process design, and the optimization and improvement work still needs to be further promoted.
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