Research On The Optimization Countermeasures Of B Company’s Working Capital Management

Affected by the COVID-19 epidemic in 2020,more and more retail companies have begun to lay out digital transformation and smart retail platforms to achieve sustainable development.Working capital is one of the key contents of enterprise financial management,which has been circulating in the entire production and operation process of enterprise procurement and storage,manufacturing,sales operation and after-sales service,etc.,and each link of operation contains different stakeholders,making the enterprise become a "Vanity Fair" for various stakeholders to cooperate.Therefore,studying the working capital management of retail enterprises under stakeholders is not only in line with the development trend of the current era,but also has important practical significance.Firstly,the research results of relevant scholars at home and abroad on working capital management and stakeholders are sorted out and summarized,and the impact of decision-making of various stakeholder groups on the working capital management of enterprises is studied,and the corresponding theoretical framework is formed.Secondly,it introduces the basic situation of B company,selects the financial data from 2015 to2020,draws on professor Wang Fenghua’s specific division of stakeholders and the working capital management performance appraisal indicators studied by Professor Wang Zhuquan,and analyzes B company from the perspectives of five stakeholders:controlling shareholders,creditors,suppliers,operators and employees,and consumers The current problems in the company’s working capital management model,and it is found that the allocation of the working capital structure of B company is unbalanced;Inventory occupies higher capital;High dependence on commercial credit;Underutilization of advance collection credit;There are certain substantive issues such as credit assessment risks.Important reasons for these substantive problems include the lack of advanced modern scientific management concepts and the more aggressive working capital management strategies;Great pressure on repayment of short-term debt;The expansion of scale has led to poor communication of relevant information and low efficiency of capital operation;Lack of relevant innovative talents to gain insight into working capital management;Failure to establish demand alignment with customers to enhance customer stickiness.Finally,combined with the above analysis,specific suggestions for improvement are proposed: optimize the working capital management strategy;Broaden financing channels and reasonably manage financial risks;Strengthen the synergy of interests with upstream suppliers and establish a supplier inventory management information system;Build a multi-departmental collaborative and interactive management model,and improve the construction of a talent training system for operators and employees;Broaden communication channels with consumers,improve smart retail systems and other optimization suggestions.In short,in the process of enterprise digital transformation,from the perspective of enterprise stakeholders,comprehensively study the working capital management system of B company,strengthen the coordinated management of B company’s stakeholder groups,reduce the agency costs caused by the problem of entrusting agents,and the transaction costs directly caused by the problem of information asymmetry,which is conducive to the maintenance of long-term and stable interest partnerships between various stakeholder groups and the company,and further enhance The standardized operation of B company’s working capital and the company’s ability to resist operational risks.