The State-owned Construction Enterprise Funds Centralized Management

At present,Chinese enterprises are in a period of great change.On the one hand,China's economic development has entered a new normal.Under the new normal,the growth rate of China's economy has shifted from the rapid growth stage to the high quality development stage.On the other hand,under the new normal of economy,finance is transforming to value creation.Money management is the backbone of enterprises to create value,is in big data environment,realize the core element of the financial Shared,is the key to improve enterprise core competitiveness,which is the most directly reflect the economic benefit of innovation management.Construction industry is a key industry to promote the high quality of our national economy.In recent years,due to the increasingly fierce market competition.,the construction enterprises have been developing and growing,but also faced with risks and challenges,and a series of financial problems have emerged.On the one hand,the account is scattered and the group cannot effectively control and supervise the financial situation of each member unit.Buyers and sellers on the other hand,due to the construction industry market status inequality,related departments supervision does not reach the designated position,appear financing channel shrinking,construction enterprise long-term advances funds and other issues,lead to serious funding gap.The important way to solve the capital shortage of construction enterprises is to fully mobilize and utilize their own internal funds to implement centralized management of funds.This paper uses the theoretical knowledge to conduct the thorough research to the centralized management of funds,and large state-owned construction enterprises YH groups of Beijing as a case,analysis the early capital management problems,the "cash pool" to build and implement an in-depth study,the following conclusions: the implementation of the "cash pool" mode to improve the state-owned enterprise group member units monitoring level,concentration and fund use efficiency double working capital,optimizing the allocation of funds added to production,to reduce the financial expenses increased overall income;But there are risks on the group headquarters,lack of centralized fund management supervision,lack of comprehensive high-quality platform for the capital management talent,information level needs to improve four sorts of problems;Finally in view of the problem put forward the following four Suggestions: strengthen the comprehensive risk prevention capacity,strengthen the supervision to improve group headquarters capital management ability,strengthening the construction of qualified and money management talents,speed up theinformationalization of the YH group overall management.It is hoped that this paper can provide effective reference for the construction and implementation of "cash pool" model for other construction enterprises.