集团内转移定价系统优化研究 --基于DG公司的案例分析 摘要 近年来随着中国经济全方位多层次步入新常态，企业需要转型升级，如何 降本增效，是摆在国内企业面前的难题。转移定价产生于集团企业的内部交易 中，作为评价分部绩效，实现集团战略管理的重要手段，在企业经营管理中起 着十分重要的作用。研究转移定价系统对我国当前经济形势下，帮助国内集团 企业提高管理效率、提升集团盈利能力，是有切实的参考价值和意义的。 通过对转移定价理论基础和研究成果的梳理，我们发现因为有了内部交易 才有了转移定价，集团企业之所以选择内部交易是因为内部交易比市场交易节 约交易成本，而企业选择内部交易可能就会对外部采购进行一定的限制。在集 团内部进行交易，转移价是产品服务提供方的收入，同时也是购买方的成本， 其实质是将集团利润在内部不同分部之间进行分配，必然带来内部交易双方的 业绩评价问题。转移定价的公平、合理性就很重要，任何偏离公平合理的转移 定价都会损害内部交易的将本效应，可能会导致交易成本的上升。那么如何设 定有效的转移定价呢？不同的企业面对的内部外环境是不一样的，我们就需要 考虑影响转移定价的各项因素，如，企业的战略因素、企业的组织类型，转移 对象的特性等，根据这些因素再来选择合适的转移定价策略，适配的选择转移 定价方法。而有效的转移定价要实现三大目标：分部自治、业绩计量的公平、 合理性、战略目标一致性。据此梳理，本文提出了对转移定价系统优化的研究 框架。 本文主要采用了文献研究与案例分析相结合的研究方法。在上述研究框架 下，以DG集团为案例，通过对企业领导层沟通、实地走访、调研访谈的形式， 对其经营现状和目前转移定价系统深入进行了解，发现DG集团当前面临主要问 题是资源不聚焦，品类结构与行业的发展不匹配。而内部交易的转移定价体系， 摘要 缺乏对转移定价内外部影响因素全面考虑，存在转移定价方法使用不当的问题， 导致转移定价的有效性存在分部授权不充分、业绩评价合理性受质疑、与企业 战略目标偏离等问题。 针对上述问题，本文在综合考虑DG集团战略因素、合作型组织转移定价适 用性以及转移产品特性的因素，选择DG集团的转移定价设定策略。分品类特性 设定使用不同转移定价方法，针对常规品，卷纸部分采用市场基础的定价，其 他采用成本为基础的转移定价；针对特供品，采用变动成本为基础的转移定价。 再优化了转移定价机制，规范落实转移定价管理部门、管理机制、定期回顾机 制。为使得转移定价达到有效的运行，提出三项保障措施，以确保转移定价的 有效性。最后通过转移定价系统优化是否达到三大目标来对效果预期。 通过对DG集团转移定价系统优化的研究，本文得出以下结论，希望能给集 团企业提供更多的经验和启示：第一，转移定价产生于内部交易，其实质是内 部利润分配的一把标尺，任何偏离公平合理转移定价，都是内部交易的一种损 害，难以执行；第二，转移定价的设定策略要综合考虑各项因素，不仅是一个 孤立的定价问题，应该结合企业外部市场外部面对的竞争状况，企业自身战略、 企业组织因素、转移中间产品特性等多项因素全面分析，再做选择。第三，转 移定价是一项复杂的系统性工程，其要实现的目标也是我们检验其是否有效的 标准。第四，转移定价体系不是一成不变的，需要定期进行回顾优化。 本文的最大的创新与贡献在于转移定价方面理论研究大多是模型假设理论 研究和大样本的实证研究，较少有案例研究分析。本文通过建立有效转移定价 的研究框架，结合DG集团案例研究，全面揭示一个集团企业不当运用转移定价 带来的问题，针对问题运用建立的研究框架进行分析，重新优化集团转移定价 体系，提升管理效率、提高集团盈利水平。理论联系实际，探究当企业遇到转 移定价问题时，如何通过现有理论来指导企业寻找解决方案，期望能为后续丰 富转移定价的研究做出一定的贡献。 关 键 词：转移定价 战略目标 业绩评价 Research on Transfer Pricing System Optimization of Intra Group —Case Analysis Based on DG Company ABSTRACT Recent years, as the Chinese economy has entered a new normal in all aspects and at all levels, enterprises need to transform and upgrade. And how to reduce costs and increase efficiency becomes a difficult problem in front of domestic enterprises. Transfer pricing arises from the internal transactions of group companies. As an important means of evaluating segment performance and achieving group strategic management, it plays a very important role in business management. Studying the transfer pricing system has practical reference value and significance for helping domestic group companies to improve management efficiency and enhance group profitability under the current economic situation in China. By combing the theoretical basis and research results of transfer pricing, we find that transfer pricing exists because of internal transactions. The reason why group companies choose internal transactions is that internal transactions save transaction costs, compared to market transactions. There will be certain restrictions on external procurement. For transactions within the group, the transfer price is the revenue of the product and service provider, and also the cost of the purchaser. The essence of the transaction is to distribute the group's profits among different internal divisions, which inevitably brings about the performance evaluation of both parties in the internal transaction. The fairness and rationality of transfer pricing is very important. Any deviation from fair and reasonable transfer pricing will damage the internal effect of internal transactions and may lead to an increase in transaction costs. So how to set effective transfer pricing? The internal and external environments that different companies facing are various, so we need to consider various factors that affect transfer pricing, such as the strategic factors of the company, the type of organization of the company, and the characteristics of the transfer target. And then according to these factors, we use the adaptive selection methods to choose the appropriate Transfer pricing strategy. Effective transfer pricing must achieve three goals: segment autonomy, fairness and rationality of performance measurement, and consistency in strategic objectives. Based on this, this paper proposes a research framework for the optimization of transfer pricing systems. This article mainly adopts a research method combining literature research and case analysis. Under the above research framework, taking DG Group as a case, through the form of corporate leadership communication, field visits, investigations and interviews, and in-depth understanding of its current operating status and current transfer pricing system, it was found that the main problem currently facing DG Group is the lack of resources. Focus, the category structure does not match the development of the industry, and the internal transaction transfer pricing system lacks a comprehensive consideration of internal and external factors of transfer pricing, and there is a problem of improper use of transfer pricing methods, which leads to the validity of transfer pricing with branch authorization Adequacy, questioning of the rationality of performance evaluation, and deviation from corporate strategic goals. In view of the above problems, after comprehensively consideration of DG Group's strategic factors, the applicability of transfer pricing for cooperative organizations, and the characteristics of transfer products, this paper selects DG Group's transfer pricing setting strategy. Different category pricing uses different transfer pricing methods. For conventional products, roll paper uses market-based pricing, and others use cost-based transfer pricing. For special supplies, variable cost-based transfer pricing is used. The transfer pricing mechanism is optimized, and the transfer pricing management department, management mechanism, and regular review mechanism are standardized. At the same time, three effective measures are needed to ensure the effective operation of transfer pricing to ensure the effectiveness of transfer pricing. Finally, the effect is expected by optimizing whether the transfer pricing system meets the three goals. Through research on the optimization of the DG Group's transfer pricing system, this article draws the following conclusions, hoping to provide more experience and inspiration to other group companies: First, transfer pricing arises from internal transactions, and its essence is a scale-plate of the internal profit distribution. Any deviation from fair and reasonable transfer pricing is a kind of damage to internal transactions and difficult to implement. Second, the se