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随着财务共享中心在过去一两年来热度的持续攀升,越来越多的本土企业将建立FSSC作为财务管控体系转型的主要突破方向,2016年作为“财务共享行业元年”的说法也不胫而走。在外部财税监管环境急剧变革、IT技术连续迭代加速以及越来越深入的业财一体化需求,与财务组织自身变革的进程叠加在一起,形成一波前所未有的财务转型的巨浪。然而,这股巨浪必然伴随着激浊扬清的双重力量,FSSC从规划到实现的全链条过程中,也不可避免地出现了大量似是而非或曾经正确但如今早已不合时宜的观点。为此,本期《共享服务》专刊透过对各类先进案例的研讨与剖析,遴选出5大常见的伪问题,进行系统性的破解,以便降低整个国内企业财务组织向FSSC转型过程中不必要的思想压力和由此带来的内部“摩擦系数”。
As the financial sharing center has been on the rise for more than a year or two, more and more local enterprises will establish FSSC as the major breakthrough in the transformation of their financial control system. In 2016, as the “first year of the financial sharing industry” spread like wildfire. The drastic changes in the external fiscal and taxation regulatory environment, the continuous iteration of IT technology and the deepening demand for the integration of industry and finance have been combined with the progress of the financial organizations’ own transformation to form an unprecedented wave of financial restructuring. However, this huge wave must inevitably accompany the surge of turbidness and clearness. As a result, from the planning to the realization of the entire chain, the FSSC has inevitably emerged a large number of plausible or incorrect but now outdated views. To this end, this issue of “Shared Services” special issue through the discussion and analysis of various advanced cases, selected five common pseudo-issues, a systematic crack, in order to reduce the entire domestic financial organization to FSSC transition process Necessary ideological stress and the resulting internal “friction coefficient ”.