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| 论文编号： | 9081 | |
| 作者编号： | 2220150449 | |
| 上传时间： | 2017/6/5 16:40:57 | |
| 中文题目： | M公司财务共享服务研究 | |
| 英文题目： | Research on Financial Shared Service-Based on M company | |
| 指导老师： | 程新生 | |
| 中文关键字： | 财务共享服务；信息系统；流程标准化；平衡计分卡 | |
| 英文关键字： | Financial Shared Service; Information System; Process Standardization; The Balanced Score Card | |
| 中文摘要： | 从20世纪80年代美国福特公司的第一个财务共享中心建立至今已有30余载，时至今日，国内企业组建财务共享中心的消息不绝于耳。作为一种方兴未艾的管理模式为何如此受全球优秀企业所青睐？ 财务共享服务模式是将企业各个业务部门中相同且重复的财务操作流程集中处理以期达到规模效应,从而降低运营成本,提高运营效率,强化企业核心竞争力。财务共享服务是继外包，业务流程重组，全面质量管理之后，又一个非常有突破性的管理模式。 笔者曾在大型跨国企业的财务共享中心工作10余年，积累了大量的实践经验，对于财务共享中心的运营和管理等颇有心得。本人从财务共享理论出发，选择M公司的财务共享中心为研究对象，对其管理中的特色及经验进行了介绍，包括人力资源管理，标准化流程，电子会计档案，信息系统管理，内部控制管理。 接下来又对其遇到的问题进行梳理和分析，包括税务风险问题，成本管控问题,绩效考核问题,核心竞争力问题以及客户管理问题。针对这些问题笔者提出了针对五大问题的改进思路:防范税务风险,持续降低运营成本,绩效管理改善,提升财务管理职能,提高客户满意度。 最后提出了结论和展望，笔者对于财务共享中心的模式充满信心，它必将会在信息技术的蓬勃发展下发挥更大的财务管理功能。 | |
| 英文摘要： | In the 1980s, the first Financial Shared Service of Ford Moto was established. Till now, we find that more and more foreign company and local company applied this model in their company strategy and daily operation. Why it is so popular in the world as new management tool? Financial Shared Service is aimed to centralize the same or repeated process of different finance sectors into one center, to achieve economic scales, to reduce operating cost, to improve operational efficiency, to enhance the core competitiveness of enterprises. Financial Shared Service is a very breakthrough management model after outsourcing, business process reengineering and quality management. The author has worked in the Financial Shared Center of large multinational companies for more than 10 years, has accumulated a lot of experience in the operation and management through running Financial Shared Service Center. The author also studies the Shared Service theory and chooses M company’s FSSC as research objective, introduce how it is operated and managed: including human resources, process standardization; electronic file management; information technology, internal control. Continuously the author raises up five issues of M’s FSSC. including tax risk, cost control, performance appraisal, core competence and customer management.Then author illustrate improving measurement during daily operation: including how to prevent tax risk; cost reduction, performance managing improvement; improve financial management function and customer satisfaction. The last part is the conclusion and outlook. | |
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