What aspects should the financial shared service model be gradually realized?

1) Determine the scope and content of the implementation of financial sharing. The establishment of the financial shared service model must be gradual, and attempts can be made in some areas at the initial stage, and then gradually expand the scope of sharing. Financial Shared Service Center.

While providing services for the entire group company, if there is still spare energy, it can also provide financial management services to create a new profit growth point. In fact, the content of financial shared services is quite extensive, including the financial budget, accounting, and financial statements of each unit within the scope of shared services.

compilation and other work.

2) Determine the organizational structure for the implementation of financial sharing.

The establishment of the Financial Shared Service Center will inevitably have an impact on the existing organizational structure, and the leaders of the group themselves must be very supportive of the implementation of this work. The design of the organizational structure includes all aspects of the organizational hierarchy, job division, staffing, and business capability requirements.

3) Determine the address of the Financial Shared Service Center. The headquarters of large enterprise groups are generally located in prosperous areas with convenient transportation and many resources, with high rental costs, and the financial sharing service model relies on strong information remote technology to achieve long-distance operation, so you can choose a more remote place and low office cost when selecting a location.

4) Sort out the process of financial sharing services. The biggest difference between the financial shared service model and the previous financial centralized model is that the former is not a simple collection and combination of the existing financial processes, but to realize the reengineering design of the financial process on the existing basis, mainly including the reengineering of the following major system processes: accounts receivable.

Processes, accounts payable.

Processes, construction in progress, and fixed assets.

Business processes, labor cost processes, loan and bill management processes, general ledgers.

Processes, expense reimbursement processes, contract business processes, etc.

5) Build a strong information system platform. The smooth realization of financial shared services is inseparable from the support of information technology systems, and the financial shared service center must realize the sharing and management of information data to provide services for a number of different customer units, and establish an information system platform covering the entire enterprise, so it is very necessary to have a strong information system support.

The realization of the financial sharing service model can be understood as how to successfully operate financial sharing, which is divided into three parts: first, digital shared operation, as far as possible to adopt an intelligent way.

Second, the ability of continuous innovation of automation.

Third, the value mining of data assets.

1. The financial sharing model is a kind of repetitiveness that will be scattered among the frontal units of each business.

High, easy-to-standardize financial business process reengineering.

with standardization, and centralization into the financial shared service center.

This is a job management model that handles processing in a unified manner.

2. The traditional financial model is that each business unit independently handles the financial work of the unit, and its main function is accounting and supervision, and it is independent of the business process.

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ERP is not the transition from traditional to sharing, these are two systems, and their functions are not the same, sharing can be used as a business front desk to undertake the business that ERP can not carry, and can also be used as a data code-based land platform to store business data and financial data.

The sharing platform can be understood as a combination, connecting the front-end business system with the back-end accounting system and capital system to meet the requirements of automation of business processing and standardization of financial accounting. At the same time, the sharing platform is also a platform used by the accounting personnel of the sharing service center.

Through the platform, the accounting personnel can realize the functions of dispatching, auditing, bookkeeping, and payment of business document review.

The shared platform will not replace ERP, nor can it replace ERP.

1. Centralized mode.

This model can also be said to be the basic model of financial sharing services, and it is also the easiest model for most enterprises to adopt when carrying out financial sharing services. This model usually achieves the goals of large-scale processing and standardization, standardized management, and process optimization by consolidating and integrating the daily transactional work of finance.

2. Complete the full market-oriented model of Syna.

The Financial Shared Service Center at this time.

It has become an independent entity, facing the market and providing services to customers in the face of competition with the service organizations in the market. Under this model, the services and charges of the financial shared service center are completely market-oriented, and the original internal customer is only a long-term customer of the financial shared service center.

3. Internal market-oriented model.

Under this model, the service focus of the financial shared service center and the service object are still internal, but in terms of service methods and service charges, it adopts the form of simulated marketization, usually through the way of internal service charges to offset the daily operating costs.

At this point, the internal customer has the option to decide whether or not to accept these services through cost accounting.

4. External service mode.

This model has truly opened the first step towards the marketization of financial shared service centers. In this model, the financial shared service center ensures the internal information security of the enterprise.

and if you have spare power, you can provide relevant professional services to the outside world.

Extended Materials. Financial shared services are financial business processes that rely on information technology.

treatment based on the optimization of the organizational structure.

For the purpose of standardizing the process, improving process efficiency, reducing operating costs, returning to the cluster or creating value, the distributed management model provides professional production services for internal and external customers from a market perspective.

A feasibility study is being carried out on the establishment of a financial shared service center.

This report of Polo combines the professional experience of shared service practitioners to point out common misunderstandings in the industry:

Myth 1: Any enterprise can standardize data with the help of a financial shared service center.

and process standardization.

Myth 2: The establishment of a financial shared service center will effectively reduce the financial cost of the enterprise.

Myth 3: The loss of financial personnel will be alleviated after the establishment of the financial shared service center.

The first is to centralize the establishment of a financial shared service center.

Pooling staff from different financial organizations in one specific location and establishing a shared service center is a common method of achieving shared services, and has been adopted by many multinational enterprises. This approach requires the concentration of relevant financial personnel in different locations within the enterprise into a single location, i.e., the concentration of financial personnel in a low-cost, tax-advantaged location. At the same time, in order to adapt to the operation of the shared service center and improve its operational efficiency, enterprises often reorganize and re-engineer their processes.

In addition, in the process of establishing a shared service center, enterprises are often required to implement a new unified system to replace the original number of scattered and traditional systems in the enterprise, which brings to the enterprise a reduction in personnel costs, fixed asset costs and information system costs. Under this model, the front-line business personnel who were originally responsible for accounting operations in the enterprise will become the staff of the financial shared service center, which is still part of the enterprise with only considerable autonomy, and its costs are generally allocated back to the internal departments of the enterprise that use its services.

The second is to build a new financial shared service center.

The establishment of a new Shared Late Access Service Center will lead to a major organizational restructuring, requiring a new location, new staff, new information systems, and new processes that will create sufficient conditions for the independent operation of the Shared Service Center.

Due to the need for a completely new factor for the entire shared service center, the disadvantages were obvious: it was costly, slow to set up, and could not respond to the huge and urgent financial sharing needs of the entire group.

The third type is the virtual financial shared service center.

The virtual financial shared service center does not need to gather people in a unified location, but uses systems and other technologies to connect employees in different geographical locations, and the biggest disadvantage of this model is that due to the lack of regular face-to-face communication, it will lead to difficulties in cooperation between employees in different locations. Moreover, some organizations also find that in the existing technical level conditions, the establishment of virtual shared service centers required by the enterprise intranet, conference and other facilities often do not meet the needs of enterprises. Still, a virtual shared service center is an effective alternative when organizations are unable to achieve the staffing and geographic configuration needed to establish a shared service center surface.

The feature is that it is only suitable for large enterprises. A financial shared service center isn't suitable for all businesses. Financial shared services are mainly applicable to large multinational enterprises, cross-regional enterprises and large enterprise groups.

To measure whether an enterprise has the conditions to implement shared services, we should start from two aspects, on the one hand, the profitability analysis of the implementation of shared services, and on the other hand, the feasibility analysis. From the perspective of profitability, enterprises that can benefit from shared services generally have the following characteristics: business units in multiple different locations are supported by independent and complete back-office functional teams, business scale transactions are large, enterprises need to invest a lot of personnel and energy to meet the overall management and control requirements, daily business process processing costs are higher than the market average, and enterprises hope to achieve scale growth through mergers and acquisitions. Invest heavily in business processes and information technology related to support functions, etc.

From the perspective of feasibility, an enterprise that can successfully implement shared services should have the following basic conditions: the correct understanding of leaders. Business leaders can realize that the sharing center is not only a tool to reduce costs or strengthen control, but also a strategic measure to support enterprises to achieve long-term growth.

Enterprises should have the most basic network and communication facilities, have ERP system support that can support the sharing model, or have plans to implement ERP system in the short term to ensure effective integration between various business modules.

The most obvious difference between the financial shared services model and financial centralization is (c).

A. Scale B. Management control C. Process reengineering D. Standardization.

The biggest difference between the financial shared service model and the previous financial centralized model is that the former is not a simple collection and combination of the existing financial processes, but to realize the reengineering design of the financial process on the existing basis, mainly including the reengineering of the following major system processes: accounts receivable process, accounts payable process, construction in progress and fixed assets business process, labor cost process, loan and bill management process, general ledger process, expense reimbursement process, contract business process, etc.