Study On The Internal Control Of Group D’s Financial Sharing Center

With the advent of the information age,companies in many countries and regions have adopted a cross-regional and cross-country business model,which requires an enterprise’s financial work model to be compatible with cross-regional and cross-country operations.The new management model of financial sharing meets these demands.Through the Internet and information technology,financial operations are centralized and processed together,synchronized in time and space,and handled by streamlined financial personnel,enabling companies to improve efficiency and reduce operating costs.However,the new financial model also brings new risks to the company,and thus the requirements for internal control of the company have changed,and how to better build effective internal control of the financial sharing service center is a question that the company should think about.Group D,a multinational enterprise specializing in international logistics,has not yet established its financial sharing center for a short period of time,and its internal control system is not yet sound.This paper starts from the five elements of internal control,and through literature research and questionnaire survey,we analyzed Group D’s internal control in depth,dig out its problems,and put forward the improvement opinions and measures to ensure optimization,so as to help Group D optimize the internal control of FSSC and provides a reference for other companies to improve their internal control.This paper analyzes the internal control of Group D’s FSSC and finds the following problems in its internal control: weak internal control environment;weak risk awareness among employees and weak risk identification and analysis capability in the FSSC;inadequate financial audit process and untimely maintenance of financial information system in terms of control activities;poor internal and external communication and low attention to information security;Internal oversight is a mere formality and internal audit is not standardized.In response to the above problems,the following optimization suggestions are put forward.In terms of control environment,it is proposed to strengthen human resource management;in terms of risk assessment,it is proposed to strengthen employees’ awareness of risk prevention and improve risk response mechanisms;in terms of control activities,it is proposed to strengthen controls related to financial auditing,increase business-side auditing and timely maintenance of financial systems;in terms of information and communication,it is proposed to strengthen training of financial and business personnel and optimize internal communication channels;in terms of internal supervision level,this paper proposes improving the supervisory platform,improving the audit method,improving the objectivity of evaluation,and improving the enterprise performance evaluation system.And provide relevant measures to ensure the implementation of the optimize plan.