An important condition for the smooth operation of an enterprise is fund management. Funds, as the core content of finance, are an important indicator to measure the level of enterprise management. At the same time, the operation of funds is directly related to the reasonable and effective sustainable development of the entire enterprise. Fund management is more important to the normal operation of the entire enterprise. Below are the problems that exist in corporate fund management that I have collected and compiled for your reference. I hope it can help friends in need. What are the problems in corporate capital management 1

Problems in corporate capital management

1. There is no reasonable financing plan, blindly raising external financing, the ratio of self-owned funds and external financing is unreasonable, and the funds The cost is higher.

2. The control and overall planning of funds are too arbitrary, and a fund budget management system has not been established, resulting in a shortage or surplus of funds, affecting the normal business activities of the enterprise or causing unnecessary waste.

3. There is no reasonable arrangement for capital investment, and business operations have less consideration for capital financing costs, resulting in low or negative profit margins on corporate funds.

4. Poor fund management, low utilization efficiency, or lack of monitoring system, resulting in greater financial risks.

5. Financial personnel have weak awareness of financial management and lack the ability to use funds to create benefits for the enterprise.

Discussion on the main measures to strengthen corporate capital management

1. Based on the principle of appropriate borrowing, formulate a reasonable financing plan, match the optimal financing method, and reduce corporate financing costs

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First, we must give full play to the positive role of financing in production and operation, which requires us to grasp the principle of appropriate borrowing and make full use of the principle of financial leverage, that is, when the investment return rate is greater than the bank loan interest rate, the loan amount The larger the loan, the higher the profit margin of the company; on the contrary, the loan will not be repaid, putting the company in trouble. Therefore, depending on the degree of debt operation of an enterprise, it is necessary to fully investigate and study the performance and market conditions of future projects, formulate a reasonable financing plan, and make decisions based on the principle of financial leverage.

Second, when raising funds, we must fully consider the company's reasonable asset-liability ratio and determine the optimal ratio of the company's own funds and external financing. The asset-liability ratio reflects not only the degree of business risks of an enterprise, but also its ability and level of utilizing external funds. It is an indicator that enterprises should focus on. The environment in which an enterprise operates is different, and the asset-liability ratio can be different. The key is to adapt to the market and economic environment and to keep it under control.

Third, use various financing methods flexibly to reduce corporate financing costs. At present, there are many ways to raise funds for enterprises, which are not limited to bank loans, bonds, and bank acceptance bill financing. We can also use some trade settlement methods to achieve financing for enterprises. For example, for enterprises with subsidiaries in Hong Kong, we can open remote By using long-term international letters of credit, billing or discounting in Hong Kong, we can obtain low-cost overseas funds; by using forward domestic letters of credit and then discounting, we can also achieve lower-cost financing for enterprises. Therefore, before raising funds, enterprises should compare various financing methods and choose the optimal financing method, thereby reducing the overall financing cost of the enterprise.

2. Establish and improve a fund management system based on budget management, supervise funds before, during and after the event, make overall plans, optimize fund allocation, and improve fund use efficiency

First, fund budget management is the core content of fund management. Establish a comprehensive budget control system for budget preparation, approval, and supervision. Strictly control capital expenditures before and during the event, strictly limit unbudgeted capital expenditures, and minimize the occupation of funds. The budgetary capital expenditures shall implement a responsible person limit approval system, and the extra-budgetary capital expenditures shall implement a layer-by-layer approval system. The use of large amounts of funds must be subject to collective decision-making approval or joint signature.

Second, strengthen cash flow analysis and forecasting, strictly control cash inflows and outflows, and ensure payment and debt repayment capabilities.

Establish the concept of "where the money flows, management will follow", integrate cash flow management into all aspects of corporate management, establish a scientific fund management system, strengthen the unified management, unified dispatch and unified balance of funds, so that the funds can be managed in a unified way. Inflows, outflows, and turnovers are consistent with the company's planning and arrangements in terms of time and amount. On the premise of ensuring payment ability, optimize capital allocation, achieve dynamic balance of cash flow, and ensure the quality of the company's net income.

3. Develop a fund use plan and reasonably arrange the direction of fund investment; strengthen the awareness of capital costs in business operations and improve the company's capital profit rate

First, enterprises should formulate plans for the use of funds. Fund use plan, rational arrangement and use of funds, and increase the use value of funds. The capital resources of an enterprise are limited. The use of funds should be combined with the corporate goals and corporate value chain. Guided by the efficiency and effectiveness of capital utilization, the company should give full play to its overall advantages and use limited funds to projects and businesses that maximize corporate benefits. , improve the profit level of the enterprise.

Second, in business operations, we should pay attention to and strengthen the awareness of capital costs, and refine the capital costs into each business operation, such as the occupation of various operating funds of the enterprise according to the average financing cost of the enterprise. Calculating the cost of capital occupancy can increase the importance that every operator of the company attaches to capital benefits, efficiency, and costs, thereby improving the company's capital profit rate.

4. Speed ??up the turnover of current assets and improve the efficiency of fund use

First, optimize the internal structure of working capital and promote the effective use of funds. Maintain a good proportion and structure of monetary funds, reserve funds, production funds, finished product funds, settlement funds, etc. to reduce the waste of funds in various links, accelerate the turnover of funds, and promote the effective use of funds.

Second, strictly control the inventory cycle and accounts receivable cycle. In terms of inventory, we should shorten the cycle, accelerate capital turnover, and reduce capital occupation by shortening the residence time of inventory in the production and operation process, reducing inventory, and accelerating product sales. In terms of the accounts receivable cycle, the management of accounts receivable should be strengthened, corresponding accounts receivable policies should be formulated, and every effort should be made to shorten the account collection period, speed up capital turnover, and reduce capital occupation.

Third, strengthen the management of fund use, strictly control the scope of expenditures, eliminate all unreasonable expenditures, reduce waste, reduce consumption, and promote the reasonable and effective use of funds.

5. Strengthen the cultivation of financial management capabilities, rationally utilize funds, and improve the level of corporate financial management returns

First, with the continuous changes in the financial environment at home and abroad, corporate financial personnel should Always pay attention to financial policies and financial markets, pay attention to various financial products launched by banks at different times, such as 7-day notice deposits, treasury bond repurchase business, etc., use the temporarily idle funds of enterprises to obtain higher returns, and realize corporate financial innovation. effect.

Second, enterprises engaged in import and export business should also pay attention to changes in the foreign exchange market and avoid the risk of exchange rate changes. In recent years, the exchange rate in the foreign exchange market has changed frequently. Enterprises should pay close attention to exchange rate changes, choose favorable currencies for international settlement, and use forward exchange rate locking and other methods to avoid the risk of exchange rate changes. In addition, enterprises should also make flexible use of various foreign exchange financial management products of banks, such as forward foreign exchange settlement and sales, import foreign exchange payment financial management, etc., to create benefits for enterprises through foreign exchange financial management.

6. Establish and improve the fund security guarantee mechanism and monitor the effective operation of the guarantee mechanism in real time

First, establish the enterprise fund safety guarantee mechanism

Strictly supervise and control funds In and out, transfer, internal turnover, establish a reasonable approval and authorization system, review system, credit system, settlement system, inventory system and other related fund guarantee systems, and use the system to ensure the safe use of funds.

Second, strengthen the internal and foreign currency audits of the enterprise, and monitor the effective operation of the real-time monitoring guarantee mechanism

Realize regular supervision and inspection of monetary funds, strengthen the internal audit and external audit of the enterprise, and monitor the operating activities , investment activities, financing activities and other aspects of the flow of funds to adopt strict management.

The focus of its monitoring includes fund receipts and expenditures, inventories, accounts receivable, differences between actual receipts and expenditures of funds and budgeted receipts and expenditures; whether large-amount fund projects, approvals, and payments are in compliance, etc., to ensure the safety of corporate financial funds.

In summary, fund management is the core of enterprise financial management. It is necessary to establish a set of fund management methods that adapt to the development of the market economy and the needs of enterprises, so that enterprises can raise and use funds as efficiently as possible. Take an optimized path. On this optimized path, enterprises can obtain funds in the most favorable way, use funds in the best way, obtain maximum benefits from them, and promote better and faster development of enterprises. What problems exist in enterprise fund management 2

1. Countermeasures to strengthen enterprise fund management

(1) Implement fund budget management

Enterprise fund management requires planning and arrangements , which requires incorporating fund management into the budget system. Enterprises must carefully calculate the funds needed in the production and operation process, and on this basis, make detailed plans for the use of funds, so that fund management and fund planning become scientific and accurate. Enterprises should implement a fund budget management system within the enterprise. If conditions permit, enterprises can incorporate the fund budget management system into the comprehensive budget management system and strictly implement preparation, approval and supervision work to lay a good premise for fund management and give the enterprise a good start in fund management.

(2) Improve the informatization level of fund management

Enterprises can use modern information technology to build a fund management information system. Enterprise fund management has high real-time requirements, so it is necessary to establish a fund management system. Information systems are necessary. The author believes that the corresponding management system is also necessary, and the operation of the information management system should be avoided as much as possible, so that fund management can embark on a scientific path.

(3) Improve the fund management system

Enterprises should continuously improve their fund management awareness, especially the fund management awareness of financial personnel. Enterprises can train financial personnel according to their own conditions, improve their professional knowledge, instill in them the latest financial management concepts, and reserve the best talent team for the enterprise's fund management. In addition, enterprises must provide institutional guarantees for their capital management from the perspective of improving internal control systems.

(4) Improving the efficiency of fund use

Increasing supervision is an important measure to improve the efficiency of fund use. Enterprises should strengthen the frequency and intensity of supervision and focus on monitoring the process of fund use. , improve the ability of financial personnel to implement the fund management system, strengthen the authority of the fund management system, conduct fund allocation in strict accordance with the system, and continuously improve the efficiency of fund use.

2. The starting point for strengthening corporate fund management

(1) Fund operation process

First, the enterprise must prepare a fund use plan. The main purpose of preparing a fund use plan is to improve the purpose and planning of fund use, avoid fund shortages and fund restrictions, effectively improve fund use efficiency and coordinate fund dispatch. Enterprises should prepare fund use plans based on specific businesses, taking into account the company's capital needs and cost-saving principles, and adopt correct and scientific calculation methods to calculate the company's capital needs in the future. Enterprise fund management should be based on reasonable fund requirements. Fund management requires dedicated management. In addition, enterprises should set up emergency plans to deal with unplanned situations and emergencies. Secondly, enterprises should pay attention to fund raising management. In the process of production and operation, the development funds required by the enterprise are not all self-owned. They need to obtain funds through corresponding financing channels, and fund raising management is also very important. Fund raising management can be carried out from two aspects: exogenous fund management and endogenous fund management. Exogenous funds generally arise from the production and operation needs of enterprises. Enterprises need to choose appropriate financing channels and methods, obtain financial support from the outside, accumulate credit in development, and make full use of the country's corresponding preferential policies for industrial development. Endogenous funds mainly refer to the company's accounts receivable and other receivables. The company should rationally deploy the funds currently under its control to gradually improve the efficiency of the use of funds.

Thirdly, enterprises should pay attention to the use of funds. The basic principle of enterprise production and operation is to obtain maximum benefits at the lowest cost, and the enterprise's capital management should also aim at this. The management of corporate funds reflects the level of corporate financial management. It is a dual combination of corporate financial management technical capabilities and corporate capital utilization management capabilities. It is a direct reflection of the quality and literacy of corporate financial management personnel. Enterprises must pay attention to capital utilization management, in raw materials. Effective supervision is carried out in the procurement link, funds in transit link and inventory management link, and strives to achieve optimal allocation of corporate assets and reasonable allocation of funds, so as to improve the company's capital structure. Finally, companies should pay attention to fund allocation management. On the one hand, the value created by the enterprise is used as retained earnings to expand the scale of production and operation; on the other hand, the enterprise must distribute it to stakeholders. Internal interest issues within the enterprise are also important issues that affect the long-term development of the enterprise. If not handled properly, the enterprise may fall into management difficulties and affect the business development of the enterprise. A good fund allocation system can keep employees' work enthusiasm and labor creativity at a high level, improving the company's production efficiency and management efficiency. Therefore, enterprises must develop a scientific and practical fund allocation system, which is also one of the important contents of fund management.

(2) Quality of capital operation

First of all, enterprises must make good capital adjustments. The development of an enterprise requires funds, which shows that the production and operation process of an enterprise is the process of capital circulation, and only when funds flow can the normal operation of the enterprise be maintained. To improve the efficiency of capital use, enterprises must pay attention to the synergy of capital operation and ensure this with scientific management systems. Secondly, enterprises must do a good job in capital efficiency management. There is a contradiction between the liquidity and efficiency of funds. Excessive liquidity will increase the opportunity cost of the enterprise, and the enterprise's funds will lose the opportunity to make profits. In the operation and management of an enterprise, it is necessary to first ensure the demand for daily funds. For temporarily uncertain capital expenditures, the efficiency of funds can be improved by investing in projects with less profitability but high liquidity and low risk. Investments with long periods and large amounts should be handled with caution. What problems exist in corporate capital management 3

1. Prominent problems in corporate capital risk management

First, the distortion of financial information.

Quite a lot of corporate financial information is not transparent, complete, and not timely. It is difficult for senior decision-makers of enterprises to obtain accurate financial information, and they are unclear about the funding situation at the grassroots level, which makes the summarized information generally distorted, the accounting calculations are inaccurate, and the statements are untrue. Sometimes the consolidated accounting statements also cover up the actual operations of the subordinate units. Condition.

Second, poor monitoring.

In large and medium-sized enterprises, there is a common problem of insufficient monitoring of multi-fund operation links. Although some supervision positions have been set up within the enterprise and a variety of supervision systems have been formulated, it is difficult to implement them in a timely and effective manner due to various reasons. Use credit.

A considerable number of enterprises have not yet formed an effective decision-making restraint mechanism on major investment and other issues. Leaders have a weak awareness of the rule of law. Individuals often have the final say, and the flow of funds is out of touch with control.

Third, the efficiency of fund use is low.

The realistic contradiction between the centralized management of corporate funds and the dispersion of internal funds has become a prominent issue in corporate financial capital risk management at this stage. It is common for subsidiaries to open multiple accounts, and the capital risk management (risk control network) is seriously out of control.

Investment decisions are highly arbitrary. Some companies ignore their own financial and development goals and invest blindly. They make many investment mistakes and suffer serious losses, which worsens the already tight financial situation. Capital accumulation is serious, inventory occupation ratio is too high, arrears remain high, working capital occupation is increasing, turnover is slow, and corporate reputation and profitability are declining.

2. Enterprise financial risk analysis

First, investment risk analysis.

There are many examples of companies that ignore their own abilities and development goals and are keen to open new businesses and invest blindly, causing serious losses.

Before making any investment, an enterprise should conduct a feasibility analysis of the investment project. It is only feasible when the net cash flow generated by the investment project is positive based on comprehensive consideration of various factors. Risks are generated and developed in the production and operation activities of enterprises. The uncertainty of not meeting expectations is a dynamic phenomenon and has strong conductivity.

The risks of one enterprise will be transmitted to another enterprise, and the risks of one department may cause other departments to suffer losses, resulting in a chain effect of risk transmission. Therefore, the organizational risk transmission discussed in this article refers to the transmission and impact of risks among multiple relevant interest units within the organization. It is not surprising that blind pursuit of extensional expansion, the so-called diversification, and random investment projects without in-depth investigation and research will lead to bankruptcy.

Second, capital operation analysis.

In terms of capital operations, if inventory accounts for a relatively large proportion of the current assets of an enterprise group, due to poor liquidity of the inventory, a large amount of the enterprise's funds will be taken up, and the enterprise must pay a large amount of storage fees for the storage of these inventories. This leads to an increase in business expenses and a decrease in profits. Enterprises also have to bear the losses caused by inventory depreciation caused by falling market prices and losses caused by poor storage, which creates financial risks.

In accounts receivable management, companies focus too much on sales performance and ignore the issue of accounts receivable control. Sometimes in order to increase sales and expand market share, a large number of products are sold on credit, resulting in a large increase in the company's accounts receivable. In the process of credit sales, due to insufficient understanding of the customer's credit rating, blind sales on credit will cause accounts receivable to get out of control, and a considerable proportion of accounts receivable will not be recovered for a long time until they become bad debts. The assets have been occupied by the debtor for a long time without compensation, which seriously affects the liquidity and safety of the company's assets.

Third, income distribution analysis.

Dividend distribution policy not only affects the interests of all parties related to the enterprise, but is also closely related to the company's financing issues and capital structure issues, and involves the long-term development of the enterprise. The formulation of dividend policy mainly involves how to determine the dividend payout ratio, the form in which dividends are distributed, and the stability of the dividend policy. Dividend policy can be regarded as important information indicating the company's development status. Except for special circumstances such as major investment opportunities and major changes in future income, companies usually tend to have a more stable dividend distribution policy.

3. Strengthen corporate fund management and risk control

First, improve the internal fund dispatch control system.

To improve the internal fund dispatch control system, we should start from the authorization and approval system, the separation of incompatible duties system, and internal audit. In terms of the use of funds, enterprises should establish hierarchical approval standards and authorities based on their own circumstances, arrange expenditures according to the approved cash flow budget and capital expenditure budget, strictly limit external security rights and external investment rights, and should be equipped with a set of Scientific risk early warning system.

Second, strengthen fund raising management.

Financial personnel should establish the concept of corporate capital cost and capital risk management, and establish and improve the capital control system and decision-making system with the main content of controlling financial risks, controlling capital costs, and selecting reasonable capital structures. Financing includes scientific prediction of fund demand and reasonable selection of financing methods. Enterprises should reasonably choose capital volume forecasting methods such as trend forecasts, sales percentages, and qualitative forecasts based on their own actual conditions. Choose a variety of financing methods, such as issuing stocks, absorbing direct investment, issuing bonds, loans, commercial credit, etc., to diversify financing risks and control them beforehand.

Third, implement centralized management of funds.

The goal of capital risk management should be to ensure the safety, liquidity, efficiency, and profitability of funds. Implementing appropriate centralized fund management can play the above role to a certain extent.

For example, establish a settlement center system or set up a fund dispatching center to coordinate and manage the various funds of the enterprise, so that all fund transactions of various departments and subordinate units are brought under the control of the financial department, and centralized management of funds is achieved, thereby achieving strict control of long-term account opening. and external circulation of funds to ensure centralized and unified capital risk management. Centralized management, unified dispatch and effective monitoring of internal funds can also be achieved by establishing a financial center or internal bank. The financial center or internal bank is responsible for the business dealings with the bank, and subordinate units only retain necessary daily expense accounts. Fourth, implement fund budget management.

Comprehensive budget management is adopted in capital risk management, and budget preparation adopts a rolling capital risk management method of level-by-level preparation, level-by-level approval, and rolling implementation. Once the budget is determined, it becomes the legal basis for organizing production and operation activities within the enterprise and cannot be changed at will. Fund budget management is part of comprehensive budget management. Enterprises should take cash flow management as the core, strengthen comprehensive budget management, further refine fund arrangements, and enhance cash guarantee capabilities. Coordinate and plan the supply of funds for production, operation and investment and financing activities, scientifically predict the budget's annual cash receipts and payments, balances and deficiencies, reasonably determine the scale of cash receipts and payments, carry out fund planning safely and efficiently, strengthen budget control over the entire process of cash inflows and outflows, and ensure Conduct analysis, supervision and assessment of capital budget implementation.

Fifth, speed up the turnover of accounts receivable and inventory.

Enterprises must actively clean up inventory and receivables, strictly control the scale and growth rate of inventories and receivables, speed up the turnover of inventories and receivables, and reduce the occupation of working capital. Efforts will be made to promote lean production, speed up the material flow in the production process, and reduce process backlog. Make good sales forecasts, insist on determining production based on sales, determine reasonable inventory levels based on production plans, innovate marketing models, and strive to increase the proportion of advance receipts and reduce the amount of advance payments. Establish and improve the customer credit management system, strengthen payment recovery management, implement collection responsibilities, strictly control the contract signing, fund settlement, payment collection and other aspects, speed up the return of cash, and increase the turnover speed of accounts receivable.

Sixth, establish an early warning and monitoring mechanism.

Enterprises must establish and improve capital risk management mechanisms, establish and improve early warning monitoring indicator systems from aspects such as capital supply, capital investment, turnover efficiency, and debt risk levels, determine key monitoring objects and areas, and conduct careful analysis. Changes in important indicators such as asset-liability ratio, interest-bearing debt ratio, cash flow from operating activities, etc., focus on maturing debt, and prepare contingency plans in advance for possible financial risks to improve risk response capabilities.