I 摘要 市场经济环境复杂多变，中国企业在迎来无限机遇的同时也面临着巨大的 外在风险，尤其是投资业务，常常面临着政策、市场、资金、项目本身等多种 风险，错误的投资决策会导致企业负债累累，所以企业的内部控制体系作为抵 御风险最为有力的手段，能有效地为企业的投资安全保驾护航。但随着外部环 境的频繁变化、市场竞争日益残酷以及企业内部组织结构与业务流程科层化带 来的活力不足，使得现有的内部控制流程变得迟缓、无效。如何优化完善内部 控制流程是我国企业投资管理面临的重大现实问题。 Y集团煤业有限公司是一家能源集团旗下的专业管理煤炭板块的二级子公 司。公司成立于2015年，成立至今，公司一直以打造煤炭管理专业化团队、成 为省内煤炭整合主体、做好省内煤炭资源开发利用为目标，不断发展，不断完 善。近年来，煤炭行业随着市场经济的变化，全省煤炭产业结构调整、转型升 级工作面临严峻形势，任务艰巨，“去产能”的工作在全省煤炭行业中已全面开 展。Y集团煤业有限公司为更好地完成升级改造整合的工作，在政策的支持下积 极盘活存量资产，扔掉“包袱”，轻装上阵，在去除不良资产的同时也在不断寻 求优质新资源，希望能够优化公司的资产结构，扩大市场占有率，成为省内煤 炭行业的领军企业。“减增”当中就涉及到了很多投资业务的开展，但纵观目前 公司已开展或正在开展的投资业务，出现的流程瑕疵、推进迟缓、潜在风险较 大、决策结果失败等问题都直接反应了公司在投资业务的内部控制工作上存在 问题，尤其是内部管控的流程，不合理的流程导致内控管理失效，从而导致决 策失败。所以为了保障后续的投资业务能够有效推进、防御风险，对项目投资 的内部控制流程优化成为了企业最迫切需要开展的工作。 因此，本文以项目投资内部控制流程优化为研究对象，参照Y集团煤业有 限公司投资内部控制流程的实际情况，结合相关的理论知识，采用人员调查和 案例分析方式，对内控流程存在的问题进行深入分析，为Y集团煤业有限公司 在投资业务内部控制流程改进中提供具体的优化建议。研究表明：内部控制流 程的优化不仅是流程本身的改革，还需要通过对公司工作流程以及组织流程的 完善，并以提升信息化、内控人员能力素养；加强内部监督、评估以及政策研 摘要 II 究；制度更新作为优化的保障措施，才可全方位保障内部控制流程的有效性及 可行性。 关键词：项目投资；内部控制；流程优化 Abstract III Abstract The market orientated economy environment is complex and volatile, in which the internal control of enterprises' foreign investment has gradually shown its importance.Chinese enterprises are facing enormous external risks while welcoming unlimited opportunities. Especially for investment business, they often face various risks such as policies, markets, funds and projects themselves, the wrong investment decisions will cause the company to be heavily in debt. Therefore, the company's internal control system as the most powerful means of resisting risks, escort for the investment security of enterprises. However, with the frequent changes in the external environment, the increasingly fierce market competition, and the lack of vitality brought about by the internal organizational structure and business process hierarchy, the existing internal control processes have become slow and ineffective. How to optimize and improve the internal control process is a major practical problem faced by China's enterprise investment management. Y Group Coal Industry Co., Ltd. is a Energy Management Group second-level subsidiary company, which specializes in managing the coal sector. The company was established in 2015. Since its establishment, the company has been building a professional coal management team, aiming at been the main body of coal integration, doing well in the development and utilization of coal resources in Yunnan province. In recent years, with the changes in the market economy, the coal industry's structural adjustment, transformation and upgrading work in the province is facing a grim situation, and the task is arduous. The work of ‘de-capacity’ has been fully carried out in the province's coal industry. In order to better complete the upgrading and integration work, Y Group Coal Industry Co., Ltd. actively revitalizes the existing assets with the support of the policy, throws away the ‘baggage’to pack light, and constantly seeks high-quality new resources while removing non-performing assets to optimize the company's asset structure and expand market share, becoming the leading company in the coal industry in the province. The‘reductionincrease’involves a lot of investment business, but looking at the current investment business that the Abstract IV company has started or is carrying out, the problems such as slow process, slow progress, high potential risk, and failure of decision-making result are directly reflected the company’s internal control of the investment business, especially the internal control process. The unreasonable process leads to the failure of the internal control management, which leads to the failure of the decision. Therefore, in order to ensure that the subsequent investment business can effectively promote and defend risks, the optimization of the internal control process of project investment has become the most urgent work that enterprises need to carry out. Therefore, this paper takes the optimization of project investment internal control process as the research object, and refers to the actual situation of Y Group Coal Industry Co., Ltd. investment internal control process, combined with relevant theoretical knowledge, using personnel investigation and case analysis to carry out the problems existing in the internal control process. In-depth analysis provides specific optimization suggestions for Y Group Coal Company in the internal control process improvement of investment business. The research shows that the optimization of the internal control process is not only the reform of the process itself, but also the improvement of the company's work flow and organizational processes, and the improvement of the informatization and internal control personnel's ability; strengthening internal supervision, evaluation, policy research, and system renewal as the guarantee measures of optimizations to ensure the effectiveness and feasibility of the internal control process. Key Words: Project investment; Internal control; Process optimization 目录 V 目录 摘要 ...............................................................I Abstract .........................................................III 第一章 绪论 ........................................................1 第一节 研究背景及意义 ..........................................1 一、研究背景 ................................................1 二、研究意义 ................................................2 第二节 文献综述 ................................................4 一、国外研究现状 ............................................4 二、国内研究现状 ............................................5 三、研究述评 ................................................7 第三节 研究方法 ................................................8 一、测试方法 ................................................8 二、抽样方法 ................................................8 第四节 研究框架 ................................................9 第二章 项目投资内部控制流程理论基础 ...............................11 第一节 相关概念 ...............................................11 一、项目投资的含义 .........................................11 二、内部控制体系的含义 .....................................11 三、流程的含义 .............................................12 第二节 相关理论 ...............................................13 一、内部控制体系管理 .......................................13 二、投资风险及内部控制 .....................................14 三、业务流程管理（BPM） ....................................15 四、乔·佩帕德和菲利普·罗兰的五阶段模式 ...................16 五、威廉姆·J·凯丁格的六阶段模式 ..........................16 第三章 煤业公司项目投资内部控制流程现状 ...........................18 第一节 Y 集团及煤业公司的投资概况 .............................18 一、Y集团投资概况 ..........................................18 目录 VI 二、煤业公司投资概况 .......................................18 第二节 项目投资内部控制流程模式及衔接效果 ........