Research On Operation And Optimization Of Enterprise Financial Shared Service Center Based On Process Reengineering

With the development and wide application of information technology,enterprise management has gradually entered the information age.In order to expand the business scope and enhance the scale effect,large enterprises in China have responded to the national "going out" policy.At the same time,all kinds of infrastructures and the "one belt and one way" strategy put forward by the state have brought development opportunities for the construction industry enterprises.Many large construction enterprises in China have stepped out of the country to internationalize.However,there are great differences in financial,tax and management calibre among countries.Traditional financial management model can not meet the development needs of enterprises in the new era.Enterprises have opened the way to explore financial sharing services.This new type of financial management mode has run over thirty years since its establishment.Through the experiments of many large enterprises,it has proved that it has great advantages in reducing costs and increasing efficiency and improving the level of financial management,which has brought new ideas for the financial process management of large enterprises.At present,the first batch of financial sharing service centers in China have been running for more than 10 years.According to the life cycle theory,it is necessary to adapt to the development of the times and make relevant optimization.Based on the perspective of process reengineering,this paper deals with the mid-term operation and post-optimization of Financial Sharing Service center,and provides advice for the sustainable development of Financial Sharing Service Center in enterprises.Firstly,this paper analyses the operation status of China’s Financial Sharing Service center,finds out the background and conditions for the construction of China’s Enterprise Financial Sharing Service Center model,and analyses the problems faced by the Financial Sharing Service Center in the operation of China’s enterprises.Secondly,based on the background of C Company,a construction industry enterprise,after introducing its background and multi-dimensional analysis,this paper studies the operation status of the company’s Financial Sharing Service Center process,including accounting process,material purchase payment process,expense reimbursement process and fund collection process,and finds out that thedeficiencies of the current financial process are the lack of process setting and management.There are problems in team building,and risks in the operation of Financial Sharing Service centers.The corresponding solutions are put forward,including optimizing expense reimbursement process,establishing bank account management process,improving the level of process managers,establishing salary incentive process,establishing enterprise culture of process management,establishing project cost management business process,strengthening the training of financial personnel,improving business quality,improving staff incentive system and implementing job rotation system.Finally,through case analysis,the paper puts forward five suggestions for Chinese enterprises to construct and operate financial sharing service centers from five aspects: system guarantee,improvement of operation process,optimization of implementation process,optimization of process reengineering method and avoidance of operation risk.This has certain practical significance for other enterprises in China to construct and optimize the operation of Financial Sharing Service center.