Research On Operation Management Of Financial Shared Service Center Of CQ Tourism Group

Financial sharing service,an emerging pattern of financial management model,is attracting greater attention.Relying on the Financial Shared Service Center,it uses information technology and process reengineering to provide customers with professional financial services for the purpose of reducing enterprise financial costs and strengthening enterprise risk control.With the increasing market competition and financial costs,and the increasing difficulty of financial control,more and more enterprise groups have established financial shared service centers.Under the background of digital economy,Financial Shared Service Center has played a great advantage,which can provide refined and customized financial services for internal or external customers.How to ensure the continuous operation of the Financial Shared Service Center and give full play to its value is the responsibility of the operation management of the Financial Shared Service Center.Taking CQ tourism group as the research object,this paper discusses the obstacles emerging from the operation process as well as the management process of its Financial Shared Service Center,formulates relevant optimization schemes,better enables the group’s financial management system and improves the support for the group’s strategic decision-making.This paper introduces the operation status and management reality of the Financial Shared Service Center of CQ tourism group,effectively summarizes the problems existing in the operation and management of the Financial Shared Service Center of CQ tourism group in terms of organization and personnel structure,business process,information system and performance management,and focuses on the causes of the problems.Combined with the relevant theories of financial sharing,this paper establishes the operation and management value chain model of Financial Sharing Service Center,and puts forward five design schemes and specific measures: organizational structure optimization,process optimization,personnel structure optimization,performance management optimization and information system optimization.Adjust the organization and personnel structure of the Financial Shared Service Center,transform the pyramid structure into an olive structure,and transform the traditional shared accounting finance into strategic finance or business finance;Establish a prism performance evaluation system to scientifically and quantitatively evaluate the the Center’s management from the five dimensions of stakeholder needs,strategy,process,ability and stakeholder contribution.By building a financial sharing information system platform and introducing advanced information technology into the operation and management of the Financial Shared Service Center,improve the data collection capacity of the Financial Shared Service Center and accelerate the development of the financial center to an intelligent financial center,so as to enable the group to transform to digital.At the same time,the introduction of new technology will replace manual operation and greatly simplify the business process.Moreover,the paper presents constructive safeguards for unstructured information.Therefore,we should reengineer the business process.In addition,this paper puts forward safeguard measures for the possible problems after the optimization of the operation and management of CQ Tourism Group’s Financial Shared Service Center,and summarizes the full text.This paper hopes that through the research and Discussion on the operation management of CQ Tourism Group’s Financial Shared Service Center,it can optimize the operation management of the enterprise’s Financial Shared Service Center at the present stage.Meanwhile,hopefully it can provide a practical reference for other enterprises that are exploring the operation and management of Financial Shared Service Center.