[Abstract]: The management of accounts receivable is crucial for an enterprise. It is related to whether the enterprise's funds can flow smoothly. This article mainly discusses some problems existing in the current accounts receivable management, and puts forward its own suggestions on how to strengthen accounts receivable. Funds are the blood of an enterprise. If an enterprise lacks blood, it may be "malnourished" at worst or "dying" at worst, and may die at any time. In reality, many companies go bankrupt and close down precisely because of poor capital turnover. Therefore, how to strengthen the management of accounts receivable has become the key to the survival and development of enterprises. 1. Problems in the management of accounts receivable: When we audited some enterprises, we found that the management of accounts receivable was very chaotic and the internal control was quite weak, mainly in the following aspects: 1. The enterprise did not Establish correct accounts receivable management goals, pursue profit maximization one-sidedly, and ignore the cash flow of the enterprise. One of the important reasons for this is that the evaluation of corporate leaders places too much emphasis on profit indicators and does not set "should" Indicators such as "account collection recovery rate". 2. There is no responsible department for accounts receivable management. Many companies have a large amount of accounts receivable that cannot be paid and collected. One of the main reasons is that it is not clear which department is responsible for managing the accounts receivable, no corresponding management methods have been established, and necessary internal controls are lacking, resulting in There is no accountability for lost accounts receivable. 3. Accounting supervision of accounts receivable is quite weak. There is no accounting management system for accounts receivable, and there is no auxiliary management of accounts receivable or only auxiliary management based on age. Many companies simply classify the amount of accounts receivable according to age in the supplementary information of their balance sheets, and do not usually perform auxiliary management of accounts receivable. When the company returns money well, it can basically meet the needs, but when the company returns money poorly, it cannot meet the needs of management. There is no system for regular inventory of accounts receivable, and accounts receivable are not accounted for for a long time. Due to the differences in time and space in the flow of goods and funds during the transaction process, as well as the possibility of errors in the delivery and recording of bills, both parties to the creditor's rights and debts must conduct regular reconciliations of outstanding matters in economic transactions to clarify the relationship between the two parties. Rights and obligations. In reality, some companies have not reconciled their accounts for a long time, and even if they have reconciled their accounts, there is no legal and effective basis for reconciliation. They are just verbal promises and cannot have the desired effect. No bad debt write-off management system has been established. Some companies have uncollected accounts receivable that have been on the books for a long time, with the accounts receivable even aging for more than 10 years. In fact, these assets have long been unrecoverable. 4. The enterprise fails to conduct credit management of accounts receivable according to risk levels. At present, most enterprises do not conduct risk assessments on accounts receivable, have not established a complete credit sales system, and have no bottom line on whether and how much overdue accounts receivable can be recovered. In response to the above existing problems, the author puts forward his own countermeasures: to strengthen and improve accounts receivable management, we must first solve the target problems. Profit maximization is not the goal of accounts receivable management. If profit maximization is the goal, it may lead to the neglect of risks and the sacrifice of the company's long-term interests. The overall goal of accounts receivable management should be to establish the concept of maximizing corporate value, and good turnover of funds cannot be ignored. First, a reasonable balance of accounts receivable must be established in advance and planned management of accounts receivable must be implemented. The year-end balance of accounts receivable should be clarified in each year's annual plan, and a relatively positive average collection period should be set. The average collection period should be allowed to fluctuate up and down this indicator each year as a basis for performance assessment. Set Determine the proportion of accounts receivable to total current assets and implement flexible control. When products are popular, credit sales will be tighter; when products are weak, credit sales will be lenient; when funds are tight, credit sales will be stricter. When the scale of credit is close to the police limit, decisive measures should be taken to suspend credit business. Second, responsibility management of accounts receivable should be implemented so that someone is responsible for each account receivable. Establish a credit sales approval system. Take measures to avoid losses from the source, implement "whoever approves, who is responsible", and have a clear responsible person for each account receivable business, so as to facilitate the timely recovery of accounts receivable and reduce bad debts loss.

Of course, enterprises can grant different amounts of approval authority to personnel at different levels based on their own characteristics and management convenience. Each handling personnel can only handle approval within their respective authority. If the limit exceeds the limit, approval must be obtained from the superior leader. If the amount is particularly large, it must be submitted to the top leadership of the enterprise for approval. At the same time, the responsibility system must be implemented in practice. Each handling personnel should be responsible for the business handled by themselves and be linked to their economic interests. They should also be required to supervise each business they handle afterwards until the funds are recovered. Establish a sales responsibility system, introduce incentive mechanisms, and implement reward and punishment measures. Enterprises can use loan recovery as the main basis for evaluating the performance of the sales department and sales personnel, and establish an indicator assessment system, including total sales revenue, loan recovery rate, accounts receivable turnover rate, etc., based on the actual recovery situation and the salary of the outstanding personnel hook up. Third, implement scientific contract management and use the law to protect your legitimate rights and interests! Contracts should be signed for supply business other than cash receipts. A unified contract text should be used for the main supply business. The contract elements should be complete and specific, especially the collection period, specific liability for breach of contract for delayed payment, etc. should be clear and accurate. Only in this way can we use legal weapons to ensure that our own interests are not infringed as much as possible. Fourth, evaluate the customer's credit and determine the scale of credit sales. Conduct in-depth on-site investigations on the asset status, financial status, operating capabilities, past business records, corporate reputation, etc. of customers who intend to sell on credit, evaluate their credit ratings based on the investigation results, and establish credit rating files for customers who sell on credit. Excellent means that the enterprise is large in scale and has a good reputation in past business dealings; Qualified means that the assets and financial status are average, the financial system is relatively standardized, there are certain assets as collateral, and the payment can be settled after reminders in past business dealings. Customers with bad assets and poor financial status, chaotic financial system, no asset mortgage, no business dealings in the past or customers with bad credit standing. The credit rating of credit customers should be assessed once a year, and can be adjusted at any time under special circumstances. Determine sales policies based on the repayment ability and credit rating of credit customers. For customers with poor credit, cash transactions will be used. For customers with average or better credit, acceptance bills will be used when cash is not accepted. For customers with good credit, payment will be collected in installments, but the time limit and cumulative amount will be limited. There must be clear regulations. Fifth, give full play to the Christian function of accounting and assist in the collection of accounts receivable. The financial department of the enterprise should establish detailed accounts for accounting accounts receivable according to the credit sales customer area, perform accounting on credit sales in a timely manner, and make regular statistics on accounts receivable for each customer. The amount, age and increase and decrease of the accounts are reported to the company leaders and sales department in a timely manner to provide a reliable basis for evaluating and adjusting the credit rating of credit sales customers, and at the same time, it is also possible to understand the overall situation of credit sales. The corporate accounting department should regularly send statements of account and debt reminder notices to credit customers. For credit customers who have not exceeded the time limit, it is mainly necessary to obtain a statement that has been confirmed and signed by the supply and marketing and accounting managers of both parties as the original basis for the reconciliation between the two parties; for credit customers who have exceeded the time limit, after the statement is issued, At the same time, debt reminder notices need to be distributed to collect debts in a timely manner. The enterprise's supply and marketing department and relevant handling personnel should actively cooperate with the accounting department to do this work. Sixth, carry out active collection policies and risk transfer mechanisms. For credit customers who have overdue debts, enterprises should organize efforts to urge dealers to step up collection. Especially for credit customers with poor reputations, long-term debts, and large amounts, a dedicated person must be responsible for the implementation of the management. Rewards and punishments for credit sales personnel. The supply and marketing department of the enterprise should organize personnel to actively contact the other party and collect the arrears in a timely manner. For credit customers who are temporarily unable to repay in the near future, the other party should be required to formulate a repayment plan and provide a guarantee so that they can gradually repay their debts. For those who do not formulate a repayment plan and do not provide guarantees, or who are found to lack solvency, they should be resolved through legal channels in a timely manner. Implement risk transfer for some uncollectible accounts: First, you can transfer asset liquidity, that is, convert accounts receivable into assets with more liquidity. Since the bill is a literal document, it has stronger claim rights than accounts receivable. The bill can be discounted to the bank when it is not due, and can also be endorsed and transferred, making it more liquid. When an enterprise cannot collect accounts in time, it can consider converting them into notes receivable to prevent bad debt losses to a certain extent.

Again, it is a transfer of objects, using part or all of its accounts receivable as collateral, borrowing money from a financial institution within a specified period, or selling all the accounts receivable to a financial institution, so that the enterprise will transfer its accounts receivable. Some or all of the risks involved in the recovery are passed on to the financial institution. At present, this practice has been implemented in some Western countries. Finally, direction transfer can also be implemented. When it is found that accounts receivable are difficult to collect, the company can be flexible and buy back the assets it needs from customers to offset this part of the accounts receivable. That is, the company can treat this part of the accounts receivable as advance payment. Provide customers with funds to purchase assets, thereby realizing a transfer in the direction of accounts receivable.