摘要
本文首先对企业集团进行资金管理的相关理论做了简要的回顾,以为后续的现实分
析提供基础。接着,本文对我国国有企业集团资金管理做了一个全面详细的分析。在这
部分中,先是介绍了我国国有企业集团的形成原因及探讨了国有企业集团资金管理的必
要性。然后,对目前我国国有企业集团资金管理的应用现状作了说明。虽然我国国有企
业集团的资金管理在过去的十几年中有了很大的进步,但是由于经济体制以及很多国有
企业集团对资金管理缺乏足够的认识,在实际运行中暴露出了很多问题,因此,接下来
本文重点对我国有企业集团资金管理存在的问题进行了深入的剖析。最后,本文以上海
淮海商业(集团)有限公司的资金管理模式构建为案例,针对淮海集团资金管理的现状,
结合淮海的业务和管理的需求,吸收已有资金管理的先进经验,分析实行资金集中管理
的必要性和可行性,考察资金集中管理面临的难点,为我国国有企业集团资金管理模式
的选择提供理论支持。

关键词:国有企业集团;内部资本市场;资金管理;财务控制
Abstract
Firstly, we gave a brief review of the theories of enterprise group capital management to
dissect the source of capital management issues of the state-owned enterprise group. Then, we
did a comparative analysis about the existing enterprises Group's funds management mode
between domestic and abroad. On the basis of these work, we have a comprehensive and
detailed analysis of fund management of China's state-owned enterprise group. In this section,
we first discussed the necessity of the Group's capital management of state-owned enterprises.
Then, we explained the application of the Group's capital management of state-owned
enterprises in China. Although the Group's capital management of state-owned enterprises in
China has made great progress in the past ten years, but due to the economic system, and
many companies lack of sufficient knowledge of fund management, in the actual operation
exposed a lot of problems, therefore, the paper carried out an in-depth parsing of the China
enterprise Group funds management. Finally, this article takes Shanghai Huaihai Commercial
(Group) co.,LTD as a case of the construction of the capital management mode, in view of
the situation of Huaihai group fund management, with the demand of business and
management of Huaihai, absorbs the advanced experience of existing cash management,
analysis the necessity and feasibility of implementing the centralized fund management,
examines centralized management of funds facing difficulties , to our country state-owned
enterprise group fund management mode of choice to provide theoretical support.
Key words: State-owned enterprise group; Internal capital Market; Fund management;
Financial control