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近些年,我国企业纷纷相应国家号召,贯彻落实国家“走出去”战略,在境外广泛开拓市场。中国一冶做为较早走出去的国有企业,分别在非洲的津巴布韦,利比亚;南亚的印度,巴基斯坦;东南亚的马来西亚;中东的科威特等国家地区取得了较大的业绩成就,提高了中国一冶在海外市场的声誉,打响了中国一冶的品牌。但也存在一些问题,有的部分项目由于管理不善导致了亏损,降低了公司效益并影响了自身企业走出去的步伐,引发了我们对海外工程应该如何预防风险、如何提高管理能力和水平的思考。其原因有很多,其中海外项目财务管理经验和个人能力的不足也是重要原因之一。同时海外工程给我们财务人员提供了施展才华的新舞台,机遇和挑战并存,意义深远不可否认。
In recent years, Chinese enterprises have corresponding national call to implement the national “going out ” strategy, a broad market outside the country. As a state-owned enterprise that went out earlier, China Metallurgical has made great achievements in areas such as Zimbabwe and Libya in Africa, India and Pakistan in South Asia, Malaysia in Southeast Asia and Kuwait in the Middle East, thus boosting the development of China First Metallurgical The reputation in overseas markets, has started a China Metallurgical brand. However, some problems still exist. Some of the projects caused losses due to mismanagement, which reduced the company’s benefits and affected the pace of their own enterprises going abroad. This led us to think about how overseas projects should prevent risks and improve their management capabilities and levels . There are many reasons for this. One of the important reasons is the lack of financial management experience and personal ability in overseas projects. At the same time, overseas projects provide our financial officers with a new stage for displaying their talent. There are both opportunities and challenges that are far-reaching and undeniable.