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1、 财务管理系统 中英文资料外文翻译文献A Financial Control System that Focuses on Improvement and SuccessOf course, we are not saying that businesses should ignore prudent controls over their cash drawer. The point is that focusing on small components while not knowing how much cash is tied up in receivables does not r
2、epresent a control system that recognizes priorities and risk. Focusing solely on the rote and mundane does little to improve your overall financial performance. Financial control systems shouldnt just be about compliance, they should be about continually improving key aspects of the financial opera
3、tion such as: Regularly reviewing and improving the overall capital structure. Using a capital plan to minimize the cost of capital while strengthening the Debt/Equity position. Managing working capital so excessive inventories and receivables do not sap financial resources. Ensuring proper calculat
4、ions and scenarios are explored while making debt/investment or leasing decisions. Maximizing returns while minimizing costs for cash and merchant accounts.A control system of well-defined processes is not only about control or compliance, it is also about consistently striving to do a little better
5、. Control systems that are designed only to achieve compliance are doing the bare minimum, and they represent a missed opportunity to gain improvement and a competitive edge. And that should be enough reason for any size and type of company to think about using a continual improving process approach
6、 to creating a financial internal control system. Sox is nice; but continual improvement is better for everyone.Financial control of projects Purpose: Established and effective cost control systems and procedures, understood and adopted by all members of the project team, entail less effort than cri
7、sis management and will release management effort to other areas of the project.Fitness for purpose checklist: The prime objective of the governments procurement policy is to achieve best VFM. To exercise financial/cost control, project sponsors need to review and act on the best and most appropriat
8、e cost information. This means that they should receive regular, consistent and accurate cost reports that are both comprehensive in detail and presented in a manner that permits easy understanding of both status and trends. Reports need to be tailored to suit the individual needs of each project an
9、d should always be presented to give a comparison of the present position with the control estimate. Reports to project sponsors normally give only the status of the project overall. But sponsors will on occasion need to monitor costs against a specific cost centre in more detail. The typical conten
10、ts of a cost report are given in Annex A. Tables of figures are essential, but for rapid understanding and analysis of trends some graphs are helpful. Suggested content:The following aspects should be addressed in a financial report (rather than repeating detailed information available in earlier re
11、ports, later reports can summarise the key points and cross refer to the relevant earlier reports): development of budget original authorised budget new budget authorisations (giving justification for changes) current authorised budget expenditure to date(Each section on budgets and expenditure shou
12、ld address the original base estimates and risk allowances for each element) commitments agreed variations (giving justification for variations) potential/expected claims or disputes awaiting resolution (if the project is going well, this area should be small) commitments required to complete orders
13、 yet to be placed variations pending future changes anticipated.Each of the following cost elements should be covered: in-house costs and expenses (including all central support services, administration, overheads etc) consultancy fees and expenses (design, feasibility, client advice, legal, constru
14、ction management, site supervision etc) land costs way leaves and compensation demolition and diversion of existing facilities new construction or refurbishment costs operating costs maintenance costs disposal costs insurance costs all other costs relating to the project not listed above. All prices
15、 need to be discounted to a common base. Example of a cost summary reportFinancial ControlFinancial Control is a major contributory factor to business survival. For many managers, exercising effective financial control is, at best, seen as a mystery and, at worst, not even considered. Yet monitoring
16、 a small number of important figures can ensure that you retain complete and effective financial control.ObjectivesThis section is intended to help you put in place that financial control: to ensure that you are estimating costs accurately and then keeping them under control; to ensure that you are
17、charging and/or paying the right price; and to ensure that you can collect money owed to you and can pay your bills as they fall due. Its objectives are: to demonstrate how effective financial control assists in the management of the organisation in which you work; to show that control can be achiev
18、ed through simple documentation; and, to suggest financial indicators for inclusion in your strategic objectives.1 Achieving ControlGood financial results will not arise by happy accident! They will arise by realistic planning and tight control over expenses. Remember that profit is the comparativel
19、y small difference between two large numbers: sales and costs. A relatively small change in either costs or sales, therefore, has a disproportionate effect on profit.You must watch your costs/prices and margins very carefully at all times since small changes in any of these areas can lead to substan
20、tial changes in net profit. Control can then be exercised by comparing actual performance with budget. To do this, you will need to produce: a financial plan, agreed as being achievable by all concerned; and, some means of monitoring performance against the plan.Since there will always be difference
21、s between the actual and the plan, you need some form of control. Beyond a certain organisational size, control can only be exercised by delegation; the human aspect of control is, therefore, important.Why keep records?Accurate record keeping is required if you are to be effective in monitoring perf
22、ormance against budget. Other reasons why you will need to keep accurate records are: there is a legal obligation to do so; any shareholders may want accounts; the VAT inspectors will need them; HM Revenue and Customs will require them; potential suppliers may require them; you will need to report a
23、ccurate figures to your stakeholders; you will need to identify areas of possible concern; and, you will need to investigate and explain variances (under or overspends against your budget).Accounting records will need to be detailed enough for you to be able to say at any one time what the financial
24、 position is; ie, how much cash is in the business or the budget? How much do you owe? How much is owed to you? How big is the overdraft (or overspend)? How long could bills be paid for if cash stopped flowing in? What is the profit margin?Financial control will be poor if there are no clear objecti
25、ves and a lack of knowledge of the basic information necessary to run a business or department successfully. A lack of appreciation of the cash needs for a given rate of activity and a tendency to assume that poor results stem from economic conditions or even bad luck will only exacerbate the situat
26、ion.Accounting centresOne way of delegating financial responsibility is to set up a system of accounting centres. Where businesses make a range of products, putting each into a different accounting centre makes it easier to determine which of the products are profitable. Some costs (eg factory rent)
27、 are more difficult to allocate, so may be recorded in a holding account and then split between products. Indirect costs could be allocated by the proportion of sales represented by each product (by volume or cost), by proportion of machine time used, or by some other appropriate method.This split w
28、ill give an indication of the profitability of each product, but you should beware of ceasing sales of a particular product because of low profit or loss - the costs currently charged to that accounting centre would have to be redistributed among those remaining, so necessitating increased sales of
29、those products.There are four possible levels of financial responsibility with appropriate targets and control requirements: revenue centre - staff only have responsibility for income (eg a sales department in a store). Staff have sales targets against which income is measured and compared; cost cen
30、tre - staff have responsibility for keeping costs within set targets, but do not have to worry about where the money comes from (eg an NHS Trust department); profit centre - staff have more responsibility and control and will agree targets of profitability and absolute levels of profit (eg a divisio
31、n within a larger company). Control is achieved through monitoring performance as measured by the profit and loss account (P&L); they are unable, however, to invest in new equipment; and, investment centre - the staff have authority over investments and the use of assets (eg a subsidiary company) al
32、though the holding company would typically need to approve major investment. Targets would focus on return on capital and control would be through monitoring performance measured by the complete accounts.2 Management Information SystemsIf your financial control is to be effective you need to regular
33、ly analyse your actual performance figures and compare them against the financial plan and, perhaps, performance of the business historically.An easy way of comparing actuals and budgets is variance analysis. Usually, only a few figures need to be watched regularly to achieve effective control. Usin
34、g a computer-based spreadsheet will assist you with all your analysis requirements.Having a suitable management information system (MIS) is a prerequisite for effective monitoring. Although it might sound daunting, an MIS can be extremely simple. An MIS is simply a set of procedures set up by you an
35、d your staff to ensure that data about the business is collected, recorded, reported and evaluated quickly and efficiently. That information is then used to check the progress of the business and to control it effectively. For most small businesses, there are likely only to be a few key elements. Ma
36、rketing monitoring - Are you achieving your sales targets, in terms of level of sales and market share? How full is your order book? Are customers paying the right price? Production - How does the level of output compare with the level of sales? What is the percentage of rejects? How does the actual
37、 cost compare with the standard cost? Staff monitoring - Are they being effective? Are they satisfied and motivated? Financial control - Are you meeting your financial targets?You will need proper systems in place to ensure that: You keep careful track of everything bought by the business, especiall
38、y if the person ordering is not the person who pays the bills; You record everything sold by the business and that everything is properly invoiced, especially if the person doing the selling is not the person who raises the invoices or chases customers for payment; There is an effective stock contro
39、l system which records incoming raw materials and compares them against purchase orders, monitors progress through the production stages (if appropriate) and records the dispatch of finished goods; and, All payments and receipts are recorded to ensure that bank balances and overdraft limits are kept
40、 within agreed levels.Computerised accounting packages and spreadsheets make it relatively straightforward to record data and present it in an easily understood format. It still requires discipline to ensure that the data is collected, but making an effort will be rewarded through improved understan
41、ding of your business.The key to an effectiveMIS is to ensure that you only monitor a small number of figures and that those figures relate back to the strategic objectives and the operational objectives that you have set for your business. If other people need to see the figures, ensure that they g
42、et them speedily. If your system of financial control is to be successful, figures must be quickly available after month end.一个财务管理系统，该系统的改进与成功重点 当然，我们并不是说，企业应该忽视对他们的现金抽屉审慎控制。 重点是，集中于小部分，而不知多少现金绑在了应收账款并不代表一种控制系统，识别优先事项和风险。 着眼于死记硬背和世俗完全没有用于改善整体财务表现。 财务控制系统不应仅仅是合规性，他们应该对不断改善的财务运作等关键方面： 定期检讨及改善整体的资本结构。
43、 利用资本计划，以尽量减少资金成本，同时加强债务/股东权益的立场。 营运资金管理等过度存货和应收款不SAP财务资源。 确保适当的计算和方案进行了探讨，同时使债务/投资或出租的决定。 最大化回报，同时尽量减少现金和商家帐户的费用。 一个确定的过程控制系统的完善也即将一贯努力做到不仅涉及控制或遵守，这是一个好一点 。 四，控制设计不仅是为了实现合规系统正在做的最低限度，他们代表了错过机会获得改善和竞争优势。 和应为任何规模和类型的公司足够的理由认为，大约用持续改进的过程方法来建立一个财务内部控制制度。 红袜是好的，但不断改善，对所有人都有好处。财务控制项目 目的： 建立和有效的成本控制制度和程序，
44、理解和项目组全体成员通过，意味着更少的精力比危机管理和发布管理的努力将这个项目的其他领域。 的目的清单： 政府的采购政策的首要目标是要达到最佳的VFM。 行使财务/成本控制，项目发起人需要审查并采取行动的最佳和最适当的成本信息。 这意味着他们要接受定期的，一致的和准确的成本报告，既全面，详细的方式，允许两者状况和趋势的介绍很容易理解。 报告需要进行调整，以适应每个项目的个别需要，应始终将提交给一个有控制的估计现在的位置比较。 报告对项目发起人通常只给出该项目的整体状态。 但是，赞助商将需要监控的场合详细针对一个特定的成本中心的成本。 一个典型的成本报告的内容载于附件A 数字表是必不可少的，但对
45、于快速理解和趋势的分析一些图是有益的。 建议的内容： 应从以下几个方面加以解决的财务报告（而不是重复以前的报告中的详细信息可用，后来的报道可以总结的重点和交叉参考有关以前的报告）： 发展预算 原核定的预算 新的预算授权（提供变更理由） 目前核定预算 迄今为止开支 （每对预算和支出部分应针对每个元素的原有基础估计和风险津贴） 承诺 同意变化（变化给予的理由） 潜在/预期索赔或纠纷亟待解决（如果项目进展顺利，这方面要小） 需要完成的承诺 订单尚未被放置 待变化 未来变化的预期。 以下各成本要素应包括： 内部成本和费用（包括所有中央支援服务，管理，费用等） 顾问费用及开支（设计，可行性，客户咨询，法
46、律，施工管理，现场监督等） 土地成本 叶和补偿方式 拆除现有设施和引水 新建或翻新的费用 经营成本 维修费用 处置费用 保险费用 所有以上未列出的有关该项目的其他费用。 所有价格需折算为一个共同的基础。 示例费用汇总报告 财务控制 财务控制是一个重要的促成因素对企业的生存。 对于许多管理人员，行使有效的财务控制，充其量被视为是一个谜，在最坏的，甚至没有考虑。 然而，监控的重要人物少数能确保您保留完整，有效的财务控制。 目标 本节的目的是帮助你制订的财务控制：为确保您准确估算成本，然后让他们受到控制，以确保您是收费和/或支付合适的价格，并确保您可以收集欠你的钱，可以为他们支付帐单到期。 其目标是
47、： 展示如何有效的财务控制在你的组织，它协助管理工作; 显示控制可以通过简单的文件;并 建议在您的战略目标列入财务指标。 1 实现控制 良好的财务业绩将不会出现意外的快乐！ 他们将出现在由实际的规划和严格控制开支。 请记住，利润是两个大的数字比较小的差异：销售和成本。 在任一销售成本或相对小的变化，因此，有一对利润不成比例的影响。 你必须在任何时候观看您的成本/价格和利润非常小心，因为在这些领域中任何微小的变化可能导致净盈利大幅变化。 然后可以行使控制通过比较实际绩效与预算。 要做到这一点，你需要出示： 财务计划，商定由有关各方实现的;以及 一些监测手段反对这个计划的表现。 由于总是与实际与计
48、划的差异，你需要某种形式的管制。 除了一定的组织规模，控制只能行使代表团;了控制人的方面，因此，重要的。 为什么要保留记录？ 需要准确记录是一致的，如果你是在对预算执行的有效监督。 其他原因，您将需要保持准确的记录： 有法律义务这样做; 任何股东可能要账目; 增值税督察会需要他们; 英国税务及海关将要求他们; 潜在的供应商可能会要求他们; 您将需要报告的准确数字，以你的利益相关者; 你将需要确定可能引起关注的领域;以及 你需要调查和解释差异（在您的预算超支或反对）。 会计记录必须足够详细，以便能够对你说在任何时间的财务状况是什么，也就是说，有多少现金的业务或财政预算案？ 你欠多少钱？ 多少钱是欠你的吗？ 多大透支（或超支）？ 多久可以支付账单，因为如果停止现金流入？ 什么是利润？ 财务控制会很差，如果没有一个明
