Evaluation And Optimization Of Financial Shared Service Center Based On Balanced Scorecard

With the gradual transformation of the chinese economy and the continuous upgrading of industries,the management functions of enterprises are also facing endogenous demands for increased intensification requirements,increased efficiency,and standardized requirements.At the same time,relevant ministries and commissions such as the SASAC and the Ministry of Finance have also issued relevant documents.It is recommended to build a financial shared service center.Under endogenous demand and external pressure,financial shared service centers have gradually been widely adopted by enterprises.How to evaluate the performance of the financial shared service center,find problems and optimize them to promote the realization of corporate strategic goals has become a "migraine" for enterprises.In order to study how to evaluate and optimize the financial sharing service center effectively,this paper introduces the financial shared service center of Company Z as the research object,and mainly launches the work from three aspects.The first is based on the expected revenue and functional characteristics of the financial shared service center of Company Z,using the scientific method of balanced scorecard,from the four dimensions of finance,customer,internal process,learning and growth,15 indexes are selected to set up the evaluation system.The second is to use the 1-9 scale method and analytic hierarchy process(AHP)to assign the weight of each dimension and each index in the index system,and use the fuzzy comprehensive evaluation to quantitatively evaluate the implementation effect of Company Z’s financial shared service center.According to the results of quantitative evaluation,this paper evaluates the implementation effect of financial shared service center of Company Z,combined with the construction goal,implementation mode,concrete implementation process and function module of the financial shared service center of Company Z,the paper summarizes its success and analyzes the reasons of the gap with expectations Thirdly,on the basis of evaluation,summary and analysis,based on the theory of scale economy,the theory of process reengineering,the theory of financial organization transformation,and using the benchmarking method,from the four aspects of finance,customer,internal process,learning and growth,this paper provides some effective suggestions on how to optimize the financial sharing service center.The contribution of this paper is as follows: 1.Using the balanced scorecard to evaluate the financial shared service center of Company Z,overcoming the limitations of traditional financial index evaluation and non-financial index evaluation methods.These shortcomings include limited scope,lack of predictability for the future,short-sighted behavior,lack of organization Internal level correlation,etc.It has a good promotion effect on the evaluation and improvement of the financial shared service center.2.Tased on the characteristics of the financial shared service center,this paper adds indicators such as budget execution rate,fund concentration,and function diversification,and enriches the indicator system of the balanced scorecard.It provides a good reference for the evaluation and improvement of other companies’ financial shared service centers.3.Company Z’s financial shared service center,relative to most enterprises,its function is more comprehensive.This paper introduces in detail the whole process of setting up the financial shared service center of company Z and the concrete application of various functions,and shares some scientific methods,which provides practical experience for the enterprises that have not yet implemented.It provides more suggestions for optimizing the financial sharing service center.