Research On Internal Control Of Financial Sharing Service Center Of S Group Co.,Ltd

With the development of the economy,in recent years,large enterprise groups have established branches and project departments in China and even globally to meet business needs.The decentralized financial management model is no longer able to meet the requirements of refined management in enterprises.Many large enterprise groups have introduced the financial shared service center management model into their enterprises,utilizing the financial shared service center to centralize the financial information,business information,and other standardized work content of subsidiary companies.Standardized processes are established within the financial shared service center for unified processing,reducing financial management costs,and to some extent improving the operational and management efficiency of the enterprise.However,in recent years,in the process of enterprise practice,while reducing costs,increasing efficiency,and avoiding traditional financial risks,some new risks and problems have emerged in the financial shared service center.Therefore,the internal control of the financial shared service center needs to be strengthened.Since the establishment of the Financial Shared Service Center in 2020,S Group Co.,Ltd.has achieved good results in improving work efficiency in areas such as handover,high-speed,and business travel services.However,there are several problems in internal control: the risk assessment mechanism is not perfect enough,and the evaluation methods and content are not comprehensive;At the same time,the financial sharing section of S Group Co.,Ltd.continues to expand,with higher requirements for the capacity and stability of information systems.The security of information systems still needs to be further improved,internal communication channels are single,and information transmission between peers,superiors and subordinates,group headquarters,branches,and project departments lags behind,resulting in slow business progress and reduced financial management efficiency;The unreasonable setting of internal supervision processes and the lack of emphasis on the assessment of financial supervision personnel have made internal supervision a mere formality.Through in-depth research on S Group Co.,Ltd.,the following suggestions and strategies are proposed to improve its internal control.In terms of risk assessment,improve the content of risk assessment and effectively prevent major risks;In terms of information and communication,optimize the information system and improve communication channels;In terms of internal supervision,establish a reasonable supervision and management system,and strengthen internal training and assessment.The significance of this study is to address the internal control issues that arise during the operation of the Financial Shared Service Center of S Group Co.,Ltd.after its establishment,and to provide reference and reference for the improvement of internal control in enterprises.By establishing a risk warning mechanism,setting up internal supervision and management processes,and other measures,the role and efficiency of internal control can be strengthened,providing guarantees for the healthy and stable development of enterprises,and providing certain guidance for the same industry to solve the problem of internal control deficiencies in financial shared service centers.