Firstly, it analyzes the present situation of capital management of construction enterprises in China's construction market.
There are the following problems in the capital management of construction enterprises in China: First, the capital control of enterprises is not enough, which is mainly manifested in the fact that when the scale of construction enterprises grows gradually and the enterprise structure is further deepened and adjusted, the traditional capital management system can no longer adapt to the development status of enterprises, leading to the increasingly intensified capital contradiction of construction enterprises; Second, the execution of grass-roots units is insufficient, that is, the internal control of enterprises is not strict, which is mainly manifested in the fact that the financial system of grass-roots units lags far behind the overall situation of the current construction market, resulting in irregular use of funds and low efficiency; Third, China's large and medium-sized construction enterprises all have fund management systems, but the systems often cannot play a substantive role in the actual production and operation of enterprises. This formalistic system makes it impossible for the superior units of construction enterprises to grasp the specific situation of the changes in the funds of subordinate units or subordinate projects. Fourthly, the enterprise's fund management system lacks a perfect supervision and management system, which leads to the potential threat of financial risks and has a serious adverse impact on the fund supervision of construction enterprises; Fifth, the financial situation of construction enterprises is distorted. In order to pursue the quantitative index of funds and alleviate the internal conflicts of interest, some construction enterprises often modify the information of financial statements and audit statements without authorization, which leads to the untrue capital situation of enterprises and makes the current capital situation of enterprises unable to become an important basis for further decision-making of enterprises.
Second, the reasons for the financial difficulties of China's construction enterprises
(1) The time limit for refunding the bid bond of the construction enterprise has seriously exceeded the standard.
Bid guarantee can be divided into letter of guarantee and cash guarantee, in which letter of guarantee refers to the written guarantee commitment made by the guarantor to the other party who signed the contract, including the guarantee period, guarantee amount and economic compensation responsibility. Capital guarantee means that it takes some time to return the bid bond of the construction enterprise through the deposit. The normal time is generally 3 months, the bid bond of the successful bidder can only be returned after 3 months, and the bid bond of some enterprises can only be returned after half a year. However, judging from the bidding situation of construction enterprises in China's construction market in recent years, cash guarantee accounts for the vast majority. This phenomenon of overdue return of bid bond will bring different funds to enterprises.
(two) the construction enterprise performance bond refund period is too long.
After winning the bid, the construction enterprise needs to pay the performance bond after receiving the bid-winning notice. According to relevant data, in recent years, the amount of performance bond of Chinese construction enterprises is about 10% of the winning bid price, which is of great significance to enterprises. Because the owner regards the construction enterprise that fails to pay the deposit on time as an automatic waiver, that is, voluntarily waives the right to sign a contract with the owner, the construction enterprise generally pays the deposit on time and in quantity. During the construction period, the time for the enterprise to return the performance bond is often after the acceptance of the construction project. However, due to many problems involved in construction projects and large-scale construction projects, the construction period of construction enterprises is often long, and some owners delay acceptance after construction, which leads to a long time for the return of performance bond of construction enterprises.
(C) Construction enterprises need to pay too much for the project.
According to the current situation in China's construction field, there is no advance payment for most projects of construction enterprises, and this part of the expenses need to be paid in advance by construction enterprises. Data show that the advance payment funds of some enterprises exceed 50% of the project price, and the project price of construction enterprises is the main economic source of enterprises and the undertaker of the operating expenses of construction enterprises. If enterprises make good construction progress, they must calculate the project price regularly. At present, some enterprises still ignore the importance of the project price in the whole construction process, and it is difficult to communicate with the owners in the construction process, which leads to the high prepaid project cost and has a serious adverse impact on the construction enterprise funds.
(D) The fund management system of construction enterprises is not perfect.
To sum up, China's construction enterprises often have clear capital management and project expenditure plans, but such plans are often a mere formality, and specific construction projects cannot be controlled as planned, resulting in the lack of capital management of construction enterprises, which is not conducive to capital turnover. The specific reasons are directly related to the multilateralism of the construction market and the implementation of fund management, mainly in the following three aspects. First, construction enterprises blindly purchase fixed assets, even exceeding the financial affordability of enterprises. Second, due to the careless research on the bidding market, it leads to blind development and occupies a lot of enterprise funds; Third, the expansion of credit scale of construction enterprises is not based on their own financial ability, which leads to financial difficulties.
(E) The funds of construction enterprises lack reasonable and active adjustment.
Judging from the current situation of building construction in China, most owners and banks adopt closed supervision over the funds of construction projects. That is to say, when the construction enterprise starts construction, it must sign a tripartite fund supervision agreement with the owner and the bank, which mainly involves the use and amount of funds of the construction enterprise. According to relevant data, some banks require construction enterprises to spend less than 300,000 yuan per day. Moreover, cash consumption is strictly limited to 654.38+10,000 yuan. In the process of construction, when enterprises encounter a large number of labor costs, they must declare the use of funds to the owners and banks, and they can use the funds only after approval. Closed supervision leads to the lack of active adjustment funds for construction enterprises, and the inefficient use of funds.
Three. Measures to strengthen construction management in construction enterprises
(A) establish and improve the enterprise's fund management system
Enterprises need to start with capital budget management, implement comprehensive budget management, and establish and improve the enterprise capital management system around the strategic objectives and comprehensive development of enterprises:
(1) Prepare the capital budget plan step by step from the bottom up. From top to bottom, the budget is examined and approved through a certain meeting form, and all functional departments determine the financial capital budget of the enterprise next month by collecting and sorting out the budget plans of their subordinate units, and change the previous "use before calculation" to "calculate before use".
(2) Implement strict budget adjustment procedures. Once the budgets at all levels are approved, they shall not be changed in principle. But due to special reasons need to be adjusted, the examination and approval system should be strictly implemented.
(3) Establish a strict supervision and assessment system. The essence of fund management is the supervision and control of cash flow in all links, that is, budget management and quota assessment of cash flow in the process of construction production, task contracting, equipment purchase and infrastructure investment, dynamic monitoring and quantitative expenditure standards. When preparing the capital budget, working capital is divided into production and operation funds and non-production and operation funds according to the principle of priority. Production and operation funds, including the funds needed for undertaking tasks, project construction funds and normal management fees, are necessary funds to ensure production and operation. Should be based on the annual and monthly plans of all subordinate units within the enterprise to ensure the supply of these funds, and shall not be diverted or misappropriated.
(two) to strengthen the supervision of enterprise capital turnover.
Under the strict supervision of the capital supervision system, we attach importance to analyzing the payment risk and liquidity risk of enterprises. The contents of enterprise capital turnover supervision mainly include enterprise capital income and capital expenditure. Strictly control the entry and exit of cash flow, and strictly manage the cash flow generated from all aspects of business activities, investment activities and fund-raising activities. The key points of enterprise monitoring should include: first, capital income: strengthen the mutual connection between enterprise budget, plan, project department and finance department, and sort out accounts receivable information according to project contract, project change visa and budget settlement. Whether the receivables are outstanding or deferred; Whether the funds for projects under construction are returned in time; Whether the completed project exits in time; Approve asset disposal and fund recovery; Analysis on the difference between actual fund income and budget income in the current period and its reasons. Second, the payment of funds: whether there is payment risk in accounts payable; Whether the establishment, approval and payment of large funds are legal, whether there is any difference between the actual capital expenditure and the budget in the current period and the reasons.
(3) Pay attention to improving the efficiency of enterprise capital utilization.
First, establish and improve the fund internal settlement center system to realize centralized management, unified scheduling and effective monitoring of enterprise funds. The settlement center established by the enterprise opens special accounts for subordinate units to improve the efficiency of capital turnover; The second is to use advanced technical means to improve the utilization rate of enterprise funds, such as using online banking to "collect" the fund business of enterprise branches in a virtual master account, so as to realize the high concentration of enterprise fund management and implement unified deployment and use to ensure that funds are not idle; Third, pay attention to supervising the liquidity of enterprise funds, strictly examine the use of enterprise funds, establish a strict audit system, improve internal control measures, and contain each other among employees to prevent construction enterprises from misappropriating project funds.
Four. Concluding remarks
With the further development of China's national economic level, the field of architecture has further developed. As the saying goes, opportunities and challenges coexist. With the overall development of the construction market, under the market economy, the competition of construction enterprises in the construction field is becoming more and more fierce. In order to adapt to the fierce competition, enterprises must strengthen their own competitive strength, and the capital management of enterprises bears the brunt. Construction enterprises need to combine their own development status. By establishing and perfecting the fund management system, implementing comprehensive budget management, establishing a reasonable supervision and evaluation system, mobilizing the enthusiasm of employees through effective incentives, paying attention to improving the regulatory activity of enterprise funds and avoiding the risk of funds, the fund management level of construction enterprises can be improved and the sustained and good development of construction enterprises can be enhanced.
;