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论文摘要
D集团财务管控优化方案的研究
从改革开放以来，我国经济发展模式从计划经济转向市场经济，市场化导向
不断扩大和深化，因此我国经济得到了持续、快速地增长。在这种优良的宏观经
济环境下，一大批国营和民营企业迅速成长，扩大经营范围和规模，逐渐形成了
在同一控制主体下，以股权投入为主要联系关系，以控制主体（母公司）和被控
制主体（子公司）为主要组成部分，以统一执行的章程为统一行为要求和规范的，
由所有组成部分共同组成的企业法人联合体，即通常所说的“集团公司”。经过
多年的发展，集团公司已经成为推动我国经济发展的主要力量，成为了支撑我国
经济基础的中流砥柱。虽然我国集团公司的发展欣欣向荣，但也必须认识到集团
公司发展过程中存在一些问题。由于我国集团公司的发展历史较短，发展速度较
快，特别是大部分在民营企业的基础上发展形成的集团公司经历了从无到有的过
程，在管理经验、组织结构和运营模式等方面都存在一些不足，因此在集团公司
在发展过程中难免存在很多问题，比如集团内部关系不协调，过度多元化导致缺
少协同效应，甚至存在管理失控等情况。对于集团公司而言，财务活动是集团公
司经营结果的集中体现和量化反映，财务关系是串联集团内部各个经营主体的主
要纽带，财务管理是集团战略决策和控制、企业管理的重要工具。因此，有效的
财务活动、有序的财务关系、有度的财务管理，是集团公司在市场竞争中取得优
势、保持可持续发展、真正做大做强的核心基础之一。选择一个适合市场竞争需
求又相对合理的财务管控模式，建立一个高效而又强有力的财务管控体系，从以
战略执行为基础的财务管控角度对集团公司内部各个经营主体进行有效的管理，
提升集团公司核心竞争力，是集团公司发展的关键，也是目前我国集团公司普遍
面临的主要问题
我国集团公司发展历史较短、发展速度较快，在集团财务管控方面暴露了诸
多问题，而这些问题在部分集团公司发展的过程中引发了较为严重的后果，如乐
视集团、保千里集团、辉山乳业集团。作为同样是上市公司的D集团公司，正处
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于高速发展的阶段，在高速发展的同时，对集团公司财务管控的要求也在迅速提
高。本人长期在D集团从事财务管理工作，对D集团母公司、子公司之间的财
务管控有比较深刻的了解和认识，基于近几年D集团公司对财务管控的要求和工
作实践，本文拟将D集团的财务管控优化方案作为研究的对象。本文主要从D
集团的发展概况及现有的财务管控方式，重点对D集团在财务考核模式、财务人
员管理、财务信息化、资金管理、投资管理、财务预警机制、事前财务控制等方
面进行分析研究，总结过去多年在D集团从事财务管理中取得的经验，归集D
集团财务管控存在的问题，同时对国内外优秀集团企业财务管控模式进行分析，
借鉴国内外优秀集团先进的财务管控模式，建议D集团选择“集权管理与分权管
理相集合，集权管理为主”的财务管控模式，挖掘财务管理功能，完善公司治理
结构，加速集团公司现代企业的建设，提高公司财务决策效率，提高企业经济效
益，促进D集团企业健康、稳定发展
关键词：集团公司，财务管控，优化方案
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Abstract
Research on the optimization scheme of financial management
and control of D Group
Since the reform and opening up, China's economic development model has
shifted from the planned economy to market economic, the constantly expanding and
deepening of which enables our economy to have a sustained and rapid growth. In this
favorable macroeconomic environment, a large number of state-owned and private
enterprises have grown rapidly, expanded their business scope and scale, and
gradually formed a consortium of legal persons, commonly known as the
conglomerates, which consist of the parent company, the subsidiary company, the
affiliated company and other members, with capital as the main link, the parent
company as the main body, and the group charter as the common code of conduct.
After years of development, the group companies have become both the main force to
promote China's economic development and the mainstay to support China's
economic base. Although the development of China's group companies is thriving, we
must also recognize the problems accompanied within the whole process.
The development history of the group companies in China is relatively short and the
development speed is over fast. For most private enterprises gone through the process
from scratch, deficiencies in management experience, organization structure and
operation mode inevitably leads to many problems such as inharmonious relations
within the group, lack of synergy due to excessive diversification, and even
out-of-control management. For group companies, financial activities are the
centralized embodiment and quantitative reflection of the operating results, financial
relations are the main ties linking the various operating entities within the group, and
financial management is an important tool for the strategic decision-making and
operating management. Therefore, the combination of effective financial activities,
orderly financial relations and financial management becomes a core foundation for
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group companies to gain advantages in the market, to maintain sustainable
development and to be truly bigger and stronger. Crucial factors to the development of
a group company must include a wise choose of a financial control model suitable for
the market, the establishment of an efficient control system and strategic coordination
among the various operating subjects to enhance the core competitiveness. Due to the
short development history and rapid development of China's group companies, many
problems have been exposed within the groups’ financial control system, leading to
such serious consequences as demonstrated by LeEco group, Baoqianli Group,
Huishan Dairy group. As a listed company, D group is at the stage of rapid
development which requires an effective financial control system accordingly. My
long-term practice of financial management in D group prepares me a relatively
profound understanding of the financial control between the parent company and its
subsidiaries. Thus, based on my former practice and understanding, this paper intends
to take the improvement strategies of the financial control as the object of study. This
paper, based on D Group's development and the existing financial control, mainly
focuses on the analysis of D Group’s management including but not limited to
personnel management, financial information, investment management, capital
management and budget management and abstracts the benefits resulted from and
problems occurred within. Moreover, this paper analyzes the financial control mode
of domestic and foreign excellent groups which could be used as a reference. In the
end, to ensure a healthy and stable development of D Group, the suggestion hereby is
to adapt a financial control mode of a combination of centralized management (as an
priority) and decentralized management”, to make the financial management function,
to perfect the corporate governance structure, to speed up the construction of modern
group enterprises, to improve the efficiency of financial decision-making, and to
improve the economic benefits.
Key words:
Group companies, financial control, Optimization scheme。