Enterprise group is the inevitable product of modern mass production. With the steady development of the socialist market economy, China's enterprise groups have also made great progress. However, at present, there are still many problems in the centralized management of funds in enterprise groups in China, such as multi-head account opening, information distortion and loose management. On the basis of analyzing the problems existing in the centralized management of enterprise group funds, this paper expounds the necessity of centralized management of group funds, and emphatically analyzes the countermeasures for perfecting the management of group funds.

First, the problems existing in the centralized management of enterprise group funds

(1) Multi-head account opening and multi-head fund allocation lead to the high cost of fund use of the Group, and the subsidiaries lack the overall awareness of fund management, which affects the efficiency of fund use and reduces the speed of fund turnover. When subsidiaries open multiple bank accounts, because funds cannot be directly transferred between subsidiaries, on the one hand, a large amount of funds are scattered and idle in multiple banks, on the other hand, a large amount of funds are borrowed from multiple banks. In order to make up for the capital gap, enterprises with capital shortage paid a high interest price, while enterprises with sufficient cash flow chose to deposit the remaining funds in banks because of the lack of adjustment measures and incentive mechanism, which could not form the management effect of reducing the group's capital cost, resulting in a higher overall capital cost of the group.

(2) The capital budget is not in place and loses its binding effect. Although enterprises have a budget system, the budget has not become the legal basis for enterprises to organize production and business activities. Therefore, the income and expenditure of funds lack unified planning and control, which is arbitrary, resulting in unbalanced cash flow and insufficient ability to pay. Even some enterprises are out of touch with the cash market, with unscientific indicators and lack of strict measurement standards and assessment basis, resulting in poor execution and weak constraints.

(3) Backward fund management methods and technical means lead to information distortion. Under the condition of modern money market economy, the production and operation activities of enterprises are increasingly complex, the production environment is different and the demand is diversified. The resulting large-scale production and highly centralized management mode need a large number of accurate basic data and related information support. However, traditional management methods cannot integrate such complicated information flow, logistics and capital flow in time and accurately. It is difficult for group companies to grasp the financial dynamics of subsidiaries in time, which makes the information lag behind. In this way, the inefficient use of funds enhances the flexibility of fund adjustment of group companies, and can make use of the time difference of enterprise capital demand to find and seize favorable opportunities in financial and monetary markets or other investment fields and reduce the cost of financial funds on the premise of ensuring the demand for operating funds.

(C) enhance the financing strength of enterprises

Because the financing ability of an enterprise mainly depends on its debt paying ability, it is also closely related to its profitability and cash flow. Because the scale advantage is not obvious, the subsidiary may not get preferential financing conditions. Therefore, the centralized management of funds can broaden the financing channels of enterprises, and it is easier to raise a large amount of funds through the unified account opening of group companies and the unified allocation of funds and financing with the overall credit of enterprise groups.

Second, the necessity of centralized management of group funds to develop the economy, traffic should go first.

There is a great demand for funds for transportation infrastructure construction. Due to the policy adjustment, the secondary road toll originally exercised according to the authorization was cancelled, and the cash flow suddenly became smaller. In addition, the "three guidelines and one method" issued by the China Banking Regulatory Commission and the central bank have increased the difficulty of financing.

Group companies have many key projects and large investments, and funds are the blood of enterprises. Therefore, centralized management and unified allocation of funds to make their circulation smooth, efficient and fast is the premise to improve the core competitiveness and profitability of the group and realize the strategic objectives of the group. Therefore, centralized management of procurement funds is imperative.

(A) centralized fund management, improve

Beneficiary group companies centrally manage the purchased funds, and the funds within the purchasing group can adjust each other's surplus and deficiency. Through the extraction and scheduling of funds, group companies can participate in the management of subordinate companies from a higher level, strengthen fund management and improve the efficiency of fund use.

(B) in strengthening corporate financial supervision

At the same time, reduce financial costs. Under the condition of centralized fund management system, through a unified information platform, timely and effectively monitor the purchase of fund accounts of member enterprises, and master financial data, fund settlement, investment and financing.

III. Countermeasures for Improving Centralized Management of Enterprise Group Funds At present, the state has adopted a prudent monetary policy.

In order to improve the efficiency of capital use as soon as possible, enterprise groups can develop healthily and rapidly along the right track in adversity only by establishing a management idea centered on capital management, changing their thinking mode and enhancing their adaptability.

(A) ideological understanding of the unity of enterprise settings.

The Group highly unified its thinking, and Qi Xin made concerted efforts to promote the centralized management of the Group's funds. The thought of the person in charge of each company should be unified to the requirements of the group, understand and promote this work, and realize that the purpose of fund concentration of the group is to give full play to the advantages of fund accumulation, so as to better support business development, improve the efficiency of fund use, reduce risks and maximize the overall benefits of the group company. 2 "effect.

(B) the establishment and improvement of enterprise group finance

The financial management system has established and improved the financial management system that meets the requirements of the group's business development, and formed a set of scientific, standardized and efficient financial management system to enhance the control and execution of the group, mobilize the enthusiasm of subsidiaries, and combine rewards and punishments. There are mainly foreign investment, financing, external guarantee, mortgage, pledge and other matters, the appointment of financial personnel and the management of capital budget.

(C) to strengthen the internal funds of enterprise groups

Group companies centralize settlement management and unify the right to dispatch major funds. In particular, the overall planning will guide investment in high-return and low-risk projects. At the same time, give the subsidiary the daily fund management authority, buy the group company to effectively monitor the fund operation of the subsidiary, and prevent the risk of fund settlement. At the same time, adjust the surplus and deficiency of internal funds among subsidiaries, rely on the internal funds of the group as much as possible to meet the needs of production, operation and investment, and reduce the cost of funds by reducing bank loans and financial expenses.

(D) Strengthen the advance of enterprise group funds.

Budget management is an important aspect of group financial management, and the parent company of the group has the final decision on the budget of its subsidiaries. Starting from improving the enterprise's resource allocation ability and scale efficiency, the group company comprehensively implements centralized fund management, and implements fund management to the place of purchase through budget, making it an effective mode to implement centralized fund management and solving outstanding problems such as scattered use of funds and low efficiency. The implementation of the capital budget is linked to the performance appraisal system, thus forming a strong control over the operators of various enterprises.

(E) Enterprise Group Construction Fund Management

In order to promote the unification of enterprise funds and financial accounting, promote the informatization development of enterprise management, and provide information guarantee for financial decision-making and control, enterprise groups should adopt group management software for all enterprises in the group, establish a perfect data system and information sharing mechanism, monitor banks in time with the help of banking power, effectively integrate and optimize the capital flow and information flow in business processes, and change post-event management into event management by mastering the dynamics of subsidiaries. Finally, the efficient and scientific management of cash enterprise group funds. Conclusion By strengthening and improving the fund management of enterprise groups, we can give full play to the role of funds and promote the intensive and financing functions of enterprise groups, thus optimizing the asset structure of enterprises, innovating cash management better and further promoting the healthy and rapid development of enterprises.

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