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财务共享服务中心并不仅仅是财务管理模式的调整,实际上是企业战略性结构调整的一个侧面,是促进企业职能部门比如财务、人力资源、法律、信息化等从“业务处理中心”向“价值贡献中心”和“知识卓越中心”战略转型的其中一环。从欧美跨国公司实践表明:财务共享服务的内容和边界因业务而异,因企业管理模式而异;制造、金融、电信等行业共享比例较高,而媒体娱乐、能源化工的共享比例较低。中国石油企业建设共享服务中心面临五大挑战:一是实行从勘探开发到油气贸
Financial sharing service center is not only the adjustment of financial management mode, in fact, one aspect of the strategic restructuring of enterprises, is to promote the enterprise functional departments such as finance, human resources, law, information technology from the “business processing center” One of the strategic transformations to “Value Contribution Center” and “Knowledge Center of Excellence”. The practice of transnational corporations in Europe and the United States shows that the contents and boundaries of financial sharing services vary from business to business and vary according to the enterprise management mode. Manufacturing, finance and telecommunications share a relatively high proportion, while media entertainment and energy and chemicals share a lower proportion. China’s oil companies to build shared service center faces five major challenges: First, from exploration and development to oil and gas trade