Research On Process Reengineering And Dynamic Optimization Of Shared Service Center Of S Accounting Firm

With the rapid development of domestic and foreign economic markets,as the supervisor of social and economic activities,the benign competition between third-party intermediary institutions such as accounting firms is becoming increasingly fierce.With the expansion of operation scale and business scope,the old management control methods and business processes of accounting firms can no longer meet the growing demand gap,and problems such as rising operating costs,low operating efficiency and increasingly difficult to control audit risks are gradually exposed.In order to improve their competitiveness and expand their market share,large and medium-sized accounting firms at home and abroad have set up sharing service centers in recent years."Optimizing management mode and business process reengineering" plays an indispensable role in the establishment and continuous optimization of accounting firms’ sharing service centers.Based on the theory of Shared services with research achievements at home and abroad,starting from the operating status of S accounting firms sharing center,combining with the actual situation of sharing center internal staff questionnaire,effective sorting out the existing problems of each business process,and in many ways by SPORTS model for sharing center to study and analysis the feasibility of business process reengineering.Secondly,according to the above problems,the general ideas and methods of business process reengineering are put forward,and each control node of business process reengineering is displayed in the form of flow chart.Finally,the cost,efficiency and quality of BPR are evaluated and analyzed by fuzzy analytic hierarchy process,and the dynamic optimization management model and basic guarantee measures of BPR are put forward,and the future high-speed and healthy development of sharing services center is prospected.In this paper,process optimization and reengineering are carried out on three representative businesses of the shared service center of S Accounting firm,namely,financial statement auditing business,expense reimbursement business and employee management assessment process,in order to achieve the purpose of reducing cost and increasing efficiency and weakening risk control.At the same time,the fuzzy analytic hierarchy process is used to evaluate and analyze the regenerated process,which provides a key direction for its future dynamic optimization,provides a reference for the development and optimization of other small and medium-sized accounting firms in China,and promotes its transformation to intensive,information and high efficiency.