The company's financial management level should match the company's development stage. Whether the financial management level is ahead or behind the development stage will restrict the company's development. Specifically, the functions of financial institutions, the setting of financial institutions and posts, and the corresponding basic financial and accounting management systems are all adjusted and optimized according to the development of the company.

Only by integrating business processes and financial processes, clarifying the operational responsibilities and processes of all parties, and standardizing financial and business operations can the management efficiency of enterprises be effectively improved.

(A) the existing problems

1, functions of financial institutions

(1) The functions of financial institutions are unclear, and the connection with the work of other departments is unclear, resulting in duplication or vacuum in the actual work of various departments;

(2) Insufficient understanding of financial management functions, low positioning of financial institutions, and great restrictions on the exertion of financial management functions, making it difficult to support the strategic development of the company;

(3) The functions of financial institutions are limited to accounting and fund allocation, and the functions of fund management, tax planning, financial planning and monitoring, and decision support are relatively weak.

2. Financial institutions and post setting.

(1) The financial institutions and posts have been set in the past, and have not been adjusted accordingly with the development of the company. They can only meet the needs of accounting and fund allocation, and the very important functions such as fund management, tax planning, financial planning and monitoring, and decision support lack the support of corresponding institutions and post platforms;

(2) The responsibilities of the chief financial officer are not clear, only responsible for the specific work of finance and accounting, and less involved in the company's resource allocation and strategic planning;

(3) The positions of financial institutions do not fully follow the principle of incompatible positions, and the responsibilities of the positions are unclear, resulting in repeated responsibilities or vacuum.

3. Basic management of finance and accounting

(1) The accounting work lacks a systematic, standardized and applicable system for standardization; There is a certain degree of disconnection between business process and accounting process;

(2) The responsibility of financial expenditure approval is not clear, and there is no explicit authorization management; There are deficiencies in the collection, payment and daily management of funds, and there is a lack of applicable systems to regulate them;

(3) The filing, storage and borrowing of financial accounting files lack clear and applicable regulations.

(B) the direction of improvement

According to the company's development strategy and development stage, define the functions of financial institutions, set up financial institutions and posts, and realize a smooth transition of management promotion; Linking with the business process, integrating the accounting process, clarifying the position of accounting and the focus of financial management in the complete process, thus clarifying the responsibilities and rights among financial personnel, business personnel at all levels and senior managers, and improving the efficiency and effectiveness of organization and management; Formulate basic financial management system and standardize financial work.

The details are as follows: the management of the company should update the management concept and constantly adjust the financial functions and institutional settings according to the development needs of the company; Clearly define the functions of financial institutions suitable for the company's development and give financial institutions the functions they should have in the company's management system;

Establish a new financial organization suitable for the company's development status and management level improvement, clarify post responsibilities at all levels, and provide organizational guarantee for the full play of financial functions; Realize the organic combination of business and finance, strengthen financial analysis and financial monitoring, and enhance decision support; Re-interpret the company's accounting process, clarify accounting policies, and standardize accounting treatment; Establish and improve the accounting statements, clarify the requirements, procedures and responsibilities of the company's accounting information quality, and ensure the truthfulness, completeness and timeliness of accounting information; Design the basic financial management system, improve the management level, and ensure the standardized operation of business management.

Second, the financial budget system

The financial budget system is an important tool for the daily operation of an enterprise, and it is one of the management support processes of the enterprise. It interacts with other management support processes and supports the business processes of the enterprise (marketing management, planning management, procurement and production management, inventory management). Through the implementation of comprehensive budget management, we can define and quantify the company's business objectives, standardize the management control of enterprises, implement the responsibilities of each responsibility center, clarify the responsibilities and rights at all levels, and clarify the assessment basis, thus ensuring the success of enterprises.

(A) the existing problems

1, confuse budget with plan

Only the annual comprehensive plan, not the monthly or quarterly budget quantified according to the plan, is not enough as the basis for management and assessment.

2. The financial department can't play an effective supervisory role in expenditure approval.

Without a budget as a basis, normal and exceptional expenditures cannot be distinguished when approving expenditures, and the financial department cannot play an effective supervisory role in approving expenditures.

3. Lack of corresponding budget assessment system.

The lack of the corresponding budget assessment system leads to the separation between the preparation and implementation of enterprise budgets, with emphasis on preparation and light implementation. Budget can not be a "hard constraint" for enterprises, which makes the budget lose its due authority and seriousness.

4. Lack of in-depth analysis of budget variance.

When analyzing the budget implementation, it is difficult to determine the causes of the budget differences and to organically link the budget implementation with the business conditions of the enterprise by simply calculating the ratio between the budget value and the implementation without in-depth and quantitative analysis of the budget differences.

When the enterprise develops to a certain stage, a series of problems such as management level, power distribution, cost control, performance evaluation of departments and employees appear constantly, which hinders the further development of the enterprise. At this time, enterprises need to adjust the original management system, break through the bottleneck of enterprise development, and make enterprises develop at a higher management level.

(B) the direction of improvement

1. Define the organization of overall budget management.

The organization of budget management is the basis and guarantee of comprehensive budget management. The establishment of organizational structure includes the establishment of various budget institutions, the functions of each institution, the division of responsible units, and the responsibilities of relevant departments of the enterprise.

2. Set up procedures and processes for comprehensive budget management.

The main processes of budget management include: defining the rights and responsibilities of the responsibility center; Define budget objectives; Budget preparation, summary, review and approval; Budget execution and management; Performance report and variance analysis; Assessment of budget indicators.

3. Implement comprehensive budget management

Compiling the enterprise's budget according to the principles, methods, processes and procedures of budget management, implementing budget management and assessing the responsible units and individuals according to the budget;

Through the implementation of comprehensive budget management, the responsibilities and objectives of managers at all levels of enterprises are implemented, the examination and approval procedures of various expenditures are simplified, the efficiency of decision-making is increased, and enterprises have stronger ability to adapt to the market;

The matching of costs and expenses with the corresponding cost drivers makes the expenditure of costs and expenses more reasonable, and the supervision and information audit of financial departments are more based, and at the same time, the contradiction between financial departments and business departments is reduced;

Budget provides a basis for enterprise performance appraisal, which is conducive to establishing a fair and reasonable performance appraisal and salary system.

Third, the financial accounting system

(A) the existing problems

1, excessive repetitive work and redundant related links;

2. Lack of * * * enjoyment of data, and information islands between departments and enterprises;

3. There is a lack of uniformity in the setting of related subjects, and it is difficult to make statistical analysis of data;

4. The timeliness of information transmission is poor and the cost is high.

(B) the direction of improvement

The company's financial accounting needs to adapt to the development of enterprise production scale, manage the business division scientifically and effectively, and improve the competitiveness of enterprises in a timely manner. Through the analysis of management needs, it can be clear that the financial accounting system of Beibiao needs to be improved mainly:

1, realize the * * * enjoyment of enterprise economic business data, reduce the manual repeated processing of data, and break the information island;

2. Establish an efficient centralized management system, strengthen the supervision of the division, and avoid the right vacuum;

3. A high degree of cooperation between finance and business processing, realizing the synchronization of enterprise logistics and value flow;

4. Strengthen financial management ability, liberate single accounting work and enhance financial decision-making ability.

Fourth, the financial statement system

Senior managers of enterprises have little chance to get first-hand information directly, and they must get sorted and analyzed information through the reporting system. The statements of an enterprise can be divided into financial statements mainly based on accounting information submitted to the outside world and management statements mainly based on business management information submitted to the management. In many cases, enterprises equate the two and rely on accounting caliber's financial statements to obtain management information. Although there are reports with management caliber, too much information is mainly controlled, and non-financial information is not integrated. Moreover, the structure of management reports, the caliber of information collection, and the frequency of submission are far from the requirements of management decisions, so they cannot effectively support decisions.

(A) the existing problems

1, external statements are subject to relevant accounting standards, and the information provided by them is different from the management information required by the company's management;

2. Without management statements, business operators can only obtain decision-making support information from financial accounting statements, which leads to the deviation of decision-making;

3. There is no routine and regular reporting system, and decision makers only ask the relevant departments to provide information when they feel that they need it. This completely random and non-normative way of providing information is difficult to ensure the accuracy and consistency of information;

4. Various departments form repetitive or worthless management information, while some valuable management information is deposited at the grassroots level and not fed back to the decision-making level, resulting in the waste of management information resources;

5. Because there are no management statements, managers at all levels can only draw management information from the financial accounting caliber. In many cases, the information obtained by senior managers and middle managers is almost the same, which lacks the guiding role for business.

(B) the direction of improvement

1, a management report system based on enterprise management accounting and with gross profit contribution income statement as the core;

2. Around the income statement, it is gradually extended to an integrated management report system, which is related to various variable costs, variable expenses, sales expenses management and analysis, contribution gross profit and loss analysis, production management and analysis, and inventory management analysis.

3. Establish a whole reporting system that meets the management needs, ranks, classifies and integrates non-financial information;

4. The management can obtain the processed, analyzed, sorted and valuable management information in time to effectively support management decision-making;

5, the report submitted with regularity, timeliness, comprehensiveness and pertinence;

6. Management at all levels only get information related to themselves, and filter out irrelevant information to avoid confusion, save time and improve management efficiency.