資金是企業(yè)的最重要資源之一,充足的資金是企業(yè)發(fā)展的有力保障,而對資金有效的利用,可以進一步降低企業(yè)的經(jīng)營成本,提高企業(yè)的競爭力。隨著經(jīng)濟的不斷發(fā)展,企業(yè)積累的財富越來越多,在企業(yè)不斷的對外擴張中,財富分散越來越廣,資金不同地區(qū),不同的國家流動。如何對分散在各地、各個企業(yè)中的資金進行有效管理,逐漸成為學者、企業(yè)家研究的課題,通過對內(nèi)部資本市場是否有效的探討及不斷的管理實踐中,逐步形成結(jié)算中心、現(xiàn)金池、財務公司等共享模式下的企業(yè)資金集中管理。集團資金的集中管理,可以充分利用內(nèi)部富余的資金,降低企業(yè)的外部融資規(guī)模,降低了融資成本。另外對資金的集中管理,可以加強對資金結(jié)算的監(jiān)控,強化風險管控,確保資金安全。K集團是國內(nèi)一家從事第三方醫(yī)學檢驗的企業(yè),在廣州于1994年成立,在2007年開始,通過收購或新設的方式,在全國各地建立子公司。于2018年,K集團下屬公司已經(jīng)遍布全國除西藏外的其他省會城市及部份地級市,共計50多家子公司�？绲赜�、跨組織導致的資金管理問題也越來越嚴重了。如資金的信息不對稱,集團無法及時準確掌握集團整體的資金流量、流向和存量;如由于缺乏資金歸集和調(diào)配機制,無法利用集團內(nèi)部形成... 

【文章來源】：廣東外語外貿(mào)大學廣東省

【文章頁數(shù)】：83 頁

【學位級別】：碩士

【文章目錄】：
Acknowledgements
Abstract
摘要
Chapter1 Introduction
    1.1 Research Background and Significance
        1.1.1 Research Background
        1.1.2 The significance of research
    1.2 Literature Review
        1.2.1 Centralized Fund Management
        1.2.2 Financial Shared Service
    1.3 Research Content and Methodology
        1.3.1 Research Content and Technical Route
        1.3.2 Research Methodology
    1.4 Research Innovation
Chapter2 Related Concepts and Theories of Centralized Fund Management
    2.1 Overview of Centralized Fund Management& Financial Shared Service
        2.1.1 Definition and Content of Centralized Fund Management
        2.1.2 Definition of Financial Shared Service
        2.1.3 Differences between the Centralized Fund Management and the TraditionalFund Management
    2.2 Theoretical foundation for Centralized Fund Management
        2.2.1 Internal Capital Market Theory
        2.2.2 Principal-agent Theory
        2.2.3 Theory on Combination of Industry and Finance
    2.3 Centralized Fund Management models
        2.3.1 Unified Collection and Allocation of Funds
        2.3.2 Allocation of Reserve Funds
        2.3.3 Settlement Center Model
        2.3.4 Internal Banking Model
        2.3.5 Finance Company
        2.3.6 Cash Pooling Model
Chapter3 Description of K Group's Centralized Fund Management Implementation
    3.1 Profile of K Group
    3.2 Financial Management Model of K Group
    3.3 Fund Management Status of K Group
    3.4 Current Fund Management Problems of K Group
Chapter4 Case Study of K Group's Centralized Fund Management
    4.1 Cause Analysis of K Group's Fund Management Problems
        4.1.1 Historical Development of K Group
        4.1.2 Lack of Centralized Fund Management
        4.1.3 Lack of Advanced Centralized Fund Management Information Platform
        4.1.4 Lack of Effective Fund Budgeting Management System
    4.2 Necessity Analysis of K Group's Centralized Fund ManagementImplementation
        4.2.1 Fund Needs of K Group's Development
        4.2.2 Needs of K Group's Fund Cost Reduction
        4.2.3 Needs for Strengthening K Group's Fund Security Management
    4.3 Feasibility Analysis of K Group's Centralized Fund Management
        4.3.1 External Environment Analysis
        4.3.2 Internal Environment Analysis
Chapter5 Research Conclusion and Policy Suggestions for K Group's CentralizedFund Management
    5.1 Conclusion of the Research on K Group's Centralized Fund ManagementSharing Model
    5.2 Policy Suggestions for Implementing Centralized Fund Management
        5.2.1 Improve the Organizational Structure and Responsibilities of the GroupFund Management Center
        5.2.2 Improve the Management System and the Process Rearrangement
        5.2.3 Establish a Centralized Fund Management Information Platform
        5.2.4 Implement the Bank-enterprise Direct Connection
        5.2.5 Strengthen Fund Budgeting Management
    5.3 Possible Risks and Countermeasures of K Group's Centralized FundManagement
        5.3.1 Legal Risks
        5.3.2 Credit Risks
        5.3.3 Operation Risks of Centralized Fund Management
        5.3.4 Security Risks of Fund Management Platform
    5.4 Preliminary Effect Evaluation of K Group's Centralized Fund Management
    5.5 Limitations of the Present Study and Implications for Future Studies
Chapter6 Conclusions
REFERENCE



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