Analysis And Design For Financial Centralization System Of Jilin Province Sales Branch Of CNPC

Just as the history of the management information system, the enterprise takingMIS is a gradually process. The process is from zero to entity, and is improved andintegrated step by step. While China joined the WTO, the environments of Chineseenterprises become critical day by day. Taking MIS could supply a powerful support toChinese enterprises, state owned enterprises specially. It could make their managementmore scientifically and precisely, and improve the ability that adopt to rapid changedenvironments. The evolvement of financial management system of Jilin provincesales branch of CNPC testified such fact and rule.Financial management is the one of core cell of enterprise management. TakingMIS in financial management reflects the improvement of enterprise managementmode, meanwhile, Taking MIS in financial management supply a firm support toimprovement of enterprise management mode, to be driving force even.March 1998, state department decided to organize two super regional groups,CNPC and SINOPEC, according to the principle that mixing the upward anddownward. Jilin province sales branch of CNPC is belong to CNPC. October 28, 1999,CNPC LTD. is established. April 2000, China Ptro comes to IPO in the stock market ofHong Kong and NewYork simultaneously.Jilin Province Company changed from the independent fictitious person to anunderling enterprise of a super group, as named Jilin sales branch of CNPC, andbecome a regional sales company of a LTD. which financing abroad. The managementmode change greatly thorough every aspect, it focus on four aspects, the first ispositive sales network construction, the second is total budget management by meansof general project management, the third is to promote flat management, the forth is tostrengthen inner control. Financial management is the most affected part . The financialmanagement system is composed of three levels as province, city and county originally,each one is independent fictitious person which financing independently. Gradually, thesystem changed to two levels as province and city, and financial centralizing now.Meanwhile, Financial management system is run on the computers at three levelsseparately originally, and changed to be connected through province, financing powerand financial data management unified.We have promoted the V5.0 from 2000, though it can meet the need of financialreport, but can not suit to more precise inner management mode changes. Its structuredid not support the financial mode which one account embraced many entities; it can'taccord with financial centralized management.In the process of financial management system evolvement, the most important isthe moment that from V5.0 to V6.0, that to realize the purpose of connecting throughprovince, financing power and financial data management unified. In such stage, thesystem is changed form a unilateralist to a management module, and be added manymanagement function, such as financial analysis, financial forecasting, financial control,etc.Financial centralizing system is the framework of the data from the duty center plusassistant calculation, duty center, account subject system and assistant calculation couldbe accessing crossly, these three parts make the base of account structure, such structurecould meet the need of the new financial system. The new system not only enhancedpower of the client management and monitoring, but also increased many newfunctions, such as cross balance assistant ability, in addition, it provides a separatebudget management module, it pay more attention to the I/O panel to the outer data, itsdata capacity is more than V5.0 geometrically.This upgrade project started at 2003, the main segments as follows:Organizational structure cut, occupation function design, V5.0 evaluation, workingflow reform, initiation project design, new system function design, equipment selection,network design and personnel training. By January 2005, the system of financialcentralizing be checked and accepted, and put into use normally. The work-flowre-organization is consist of inner trade balance, outer payment, inner appropriatingfunds and capital construction, taxes, financial report and budget control.Among the procedure of the project, many concrete difficulties appeared, such ascommunication embarrassment, organizational culture difference, sudden affaire, etc.We hold the principles thoroughly, that are the chief leadership and the time is money.Eventually, we accomplished the system switch on schedule.According to the performance evaluating system of National InformationEvaluating Center, we evaluated the result of the system. The questionnaireinvestigation embraced four aspects, such as application fitness; resources matching;organization culture fitness, sensitiveness. The conversation investigation method isused mainly to the leaders, focus on the strategy fitness and investment fitness. Only bythe evaluating system, the result is very common, but accord with the realityapproximately. From the view of whole, the result of this system improvement is moreexciting, not only the financial department, but also the whole company. The mainreasons as follows. The first is it assistant the company's organization structure reform,it meets the need of the strategy of flatting management; the second is it forced themanagement mode reform; the third is it made the base of inner control systemconstruction; the forth is it bring the real benefit to the company, such as taxes paymentand capital efficiency and security; the fifth is it made the diathesis of the staffer...