| Budget management is an important part of a company’s management accounting system and is now widely used by companies to achieve their business objectives by linking company strategy,business plans and performance reviews.However,due to the characteristics of the industry in which the company is located and its size,the understanding,application and implementation of total budget management also differ.In the context of the global economic downturn and the tightening of industry regulations,competition in the financial leasing industry has intensified and product homogenisation has become serious,and the traditional crude development model has failed to adapt to the new development environment.How comprehensive budget management can help companies win competition,develop with high quality and prevent and resolve risks has become a core issue in enterprise management.On the basis of summarizing and refining the theory and application of comprehensive budget management,analyzing the business characteristics and operation of the financial leasing industry and financial leasing companies,this study compares the current situation and implementation of comprehensive budget management of Z Financial Leasing Company,summarizes the results achieved by comprehensive budget management,and carries out a comprehensive evaluation of the status of comprehensive budget management of Z Company using hierarchical analysis and fuzzy comprehensive evaluation method.The study found that the following problems existed in the comprehensive budget management of Company Z: Firstly,in terms of the basic environment of comprehensive budget management,the division of labour in the comprehensive budget organization was unclear and the informationization of comprehensive budget management was low;secondly,in terms of comprehensive budget preparation,the preparation of budget objectives lacked risk control objectives;thirdly,in terms of budget execution,the control means in budget execution were insufficient;fourthly,in terms of comprehensive budget appraisal,the appraisal indexes only included financial performance indicators and lacked non-financial performance indicators.Fourth,in terms of comprehensive budget assessment,the assessment indicators only include financial performance indicators and lack non-financial indicators.Finally,the following recommendations were made:(1)Optimise the budget organisation,build an information and communication cloud platform,make full use of data resources and explore new development blue ocean.(2)Take risk control as the starting point,reshape the comprehensive budget indicator system and strengthen the company’s risk culture.(3)Establishing a five-level monitoring system and dynamic monitoring system,strengthening rolling monitoring and forecasting,and setting up a monthly budget warning and monitoring mechanism;(4)Building a comprehensive budget assessment system based on the four dimensions of the balanced scorecard-financial,customer,internal business process and learning and growth-with the company’s strategy as the core,which includes non-financial indicators.Through this study,the comprehensive budget management of Company Z will be further refined and standardised,thus enhancing the strength of the company and realising its long-term sustainable development.At the same time,the research in this paper provides reference and reference for financial peers engaged in comprehensive budget management. |
