| In recent years,the national economic growth has slowed down,and the auto market experienced the first negative growth in this century in 2018.Under the guidance of a series of national and provincial policies,the automotive industry is also gradually getting rid of the traditional manufacturing positioning and gradually shifting its business focus to the aftermarket;while the sales of major automakers have generally declined and profits have fallen,Grabbing market share during the economic downturn,tapping the effectiveness of internal assets,and providing strong support for the company's transformation have become the main problems facing manufacturers.As a heavy asset enterprise,FAW-Volkswagen has fixed assets accounting for more than 50% of the company's total assets.The company faces problems such as loss and idleness of fixed assets.The management effect of fixed assets will directly affect the company's production and operation.Therefore,how to tap the efficiency of this part of the asset,continue to revitalize the asset,realize the efficient management of the asset,and help the business transformation of the enterprise has become one of the issues that the company must consider.This article starts with the daily business of asset management of the FAWVolkswagen CP1,and digs out the problems of compliance and audit risks,inadequate asset efficiency,and separation of business and finance in the daily management of the FAW-Volkswagen CP1.Analyze the cause of the problem from the perspective of management mode,informationization degree,and business-finance integration,and provide solutions to the above problems from the perspective of asset management mode,business process reengineering,and business informatization.This article optimizes an asset life cycle management system based on the business process classification theory.Reconstruct the three stages of the acquisition,service and exit of the existing asset management process,restructure the asset management business process in line with the development of the times,and optimize and improve the efficiency of the asset management business process.By introducing a financial business partner(Business Partner,BP for short)management model,strengthen financial and business communication.This article connects the originally independent businesses under the asset management business and connects the information islands,so that the upstream business information can be adopted by the downstream,and whether the downstream information can feed the upstream business.When purchasing assets,business personnel can give priority to the use of existing assets;when assets are used,business personnel can actively consider the sharing of idle assets;when assets are scrapped,business personnel can do their best to dig out the residual value of assets.In this way,the asset management business is connected into a closed loop,forming a full life cycle management system of assets,thereby optimizing the asset allocation efficiency of FAW-Volkswagen CP1.At the same time,with the help of the IT system,the offline business online of the entire life cycle of asset management is realized,the basic business processing efficiency is improved,all business processes are transparent and visualized,and all business processes are traceable.We will further improve the efficiency of business processes through the integration of business,finance and information technology.The optimization of a entire life cycle management system is an important part of the company's 2025 strategy.At the same time,according to the corporate process classification framework of the American Productivity and Quality Center(APQC),Combined with various policies and systems within the company,the optimization and upgrade of the process are completed step by step.Cultivate financial BP as needed,build a BP training and assessment system,and use IT to quickly roll out financial BP into the business development process to help companies complete the transition between the old and new systems. |
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