公司資金管理外文翻譯

1、<p>　　1985單詞,3500漢字</p><p>　　出處：Source: Lough, The Company's Financial Management, Harvard business magazine. 2007 (6) : P 199-214.</p><p><b>　　原文：</b></p><p>　

2、　The company funds management</p><p>　　Money is a company engaged in the economic activities of the basic elements, the company is developing the necessary elements. </p><p>　　Money is a company

3、 engaged in the economic activities of the basic elements, the company is developing the necessary elements. The company's finances both showed that company of resource allocation, quantity and quality, and also refl

4、ects the company's capital structure and property right relations. Company's production and management, financing investment and profit distribution are based on capital as the link, from start to finish, through

5、out the whole process of company business activities. </p><p>　　How to strengthen the cash management? From the following three aspects: </p><p>　　First, the comprehensive budget management <

6、/p><p>　　The budget is a kind of control mechanism and institutionalized procedures and implementing the centralized fund management is the effective guarantee, company production and operating activities order

7、ly, is the important guarantee of the company shall supervise and control, audit, examine the basic basis. The company is the comprehensive budget management in the production and business operation each link implementat

8、ion budget preparation, analysis, evaluation, the company production and operat</p><p>　　1、 and operating activities cash flow budget: mainly includes business income and operating expenditures budget. Busin

9、ess income is that a company selling products, providing labor services and rent assets obtained cash inflow, annual operating revenue reflects the annual company to receive the capital size. Is the company's various

10、 expenditures budget guarantee. Monthly income budget is able to reflect relatively clear capital inflows roughly time for the company's capital operation and provide</p><p>　　2、the investment activities

11、 of cash flow budget: company in order to obtain more profits, expand the size of the company must conduct effective investment. It is divided into two kinds: it is a long-term investment, must use NPV etc to judge the f

12、easibility of investment projects, belong to investment return period long capital expenditures, but also increase the company development potential of powerful guarantees, long-term investment funds life are longer, cap

13、ital using forehead is larger als</p><p>　　3、and financing activities cash flow budget: financing budget refers to the chosen optimization of investment projects, remove self-owned funds, choose low financin

14、g solutions financing budget. And effective finance policy also requires from internal maturity structure of debt capital fund management up strengthen the company level. It stressed form long-term assets and long-term l

15、iabilities, current assets and liabilities correspondence between the structure of financing strategy and correlatio</p><p>　　Second, strengthen centralized management of funds </p><p>　　Central

16、ized fund accounting is financial companies as the carrier of the centralized fund management mode, the group's parent company with subordinates centralized fund management company independent management group, the c

17、ombination of fund settlement and financial subordinate unit company financial function combination, capital effectively balance and the optimization of capital structure combination, nbre goals and process management co

18、mbination, foreign efficient utilization and risk managem</p><p>　　1、unified bank account management, ensure monetary fund safety. Money is the most liquid assets, is the internal control of the key link. Fo

19、r the purpose of strengthening the monetary fund of beforehand control of monetary fund, perfecting the system of basic internal dragged on the basis of internal units, cancel in social financial institutions and keep th

20、e redundant account using only basic payment account and multiple cross capital account and realizing capital expenditure two lines. That al</p><p>　　2、unified dispatching, strengthen capital fund operation

21、regulation. To meet the needs of production and business operation and construction, unified dispatching right, especially significant capital investment scale of overall planning, control, direct investment funds to a h

22、igh return low risk areas, and also gives subsidiary daily money management authority, realize group to subordinate unit funds operating effectively monitor and guard against financial settlement risk. Group company acco

23、rdi</p><p>　　3、unified capital credit management, ensure financing efficiency and safety. Is unified internal credit management, through group financial company focused on the member unit executes internal l

24、oan system, properly regulate internal capital flows, optimize capital structure, internal credit for providing high quality loan support. 2 it is unified foreign financing function, according to the group fund structure

25、 optimization and the needs of the development of various units, unified from commerci</p><p>　　4、unified funds of process control, use fund efficiently. In the capital goals on control each year, prepare it

26、s annual budget index, funds tied up with economic responsibility system evaluation indexes hooks. Through the tracking examination of budget funds from material purchase, stock, inventory and disposal, products sales ef

27、c.so implement process control and management. Strengthen the process of management, using foreign capital in introducing foreign investment in domestic and foreign rele</p><p>　　Third, the implementation of

28、 the internal audit system </p><p>　　Cash flow control refers to all company cash inflow and outflow means of control, it need a strong department according to effective system to control. The finance depart

29、ment of the company just one aspect of the implementation and still have audit departments for checks. Mainly includes: </p><p>　　1、organization guarantee. Should center around the financial control to estab

30、lish effective organization guarantee, Organize and implement daily financial control shall establish corresponding supervision and coordination, arbitration, the examination institutions, will these institutions of func

31、tions merge to the company's standing body. Shall establish various execution budget responsibility center, make each responsibility center on the decomposition of the budget target can control and can a</p>&

32、lt;p>　　2、system guarantee. The internal control system including the organization's design and internal company take all the coordination between methods and measures. These methods and measures to protect the pro

33、perty of the company, check the accuracy of accounting information, improve operation efficiency, make relevant personnel follow established management policy. </p><p>　　3、information feedback guaranteed. Fi

34、nancial control is a dynamic control process, to ensure the financial budget implementation, must to each responsibility center of budget implementation situation to carry on the track, constantly adjust deviation, budge

35、t more reasonable, execute more effective. </p><p>　　The specific practices are: </p><p>　　1、ruled over all the funds, unified redeployment funds to strengthen the management of the company cash

36、. To prevent capital of extracorporeal circulation, strengthening the management of funds, many companies have adopted a series of measures to strengthen the cash management. Can use of cash management system includes: o

37、n his company shall carry out strict management of the budget, Of the various departments to implement spare gold, Strict branch open a bank account management: "balance two lin</p><p>　　2、strengthen mo

38、ney exchanges and inventory management, speed up the capital turnover. The company shall be the following measures, reduced cash outflows, increase cash inflows, reducing capital tie up time: strengthen the account recei

39、vable and accounts payable management; Strengthen the other receivables and other payable management; Strengthen advance receivable, prepaid receivable management; Strengthen the inventory management; Strict company coll

40、ection, accelerate cash backflow responsibili</p><p>　　Cash flow and rivers like water, can be done, also cannot overflow, should keep a certain balance, want to hold, how's strength, go and do the size

41、of the things, otherwise it'll take cash flow to break, the company to maintain hard. But within the company, must establish strictly observe the rules and regulations of the atmosphere, the system is the outline, al

42、l must act according to the system operation, to ensure the safe and efficient funds. Outside the company, the company must also and ban</p><p><b>　　譯文：</b></p><p><b>　　公司資金管理&

43、lt;/b></p><p>　　資金是公司從事各項經(jīng)濟活動的基本要素，是公司發(fā)展的必備要素。 </p><p>　　公司的資金狀況既表明了公司的資源配置、數(shù)量和質(zhì)量，同時也反映了公司的資本構(gòu)成和產(chǎn)權(quán)關(guān)系。公司的生產(chǎn)經(jīng)營、籌資投資和利潤分配都是以資金為紐帶，從起點到終點，貫穿于公司經(jīng)營活動的全過程。資金流量指標(biāo)已經(jīng)成為公司信譽評價、發(fā)展?jié)摿Αr值評估的重要指標(biāo)，在有些地方，銀行已開始

44、把公司現(xiàn)金流量情況作為是否給公司提供信用的重要依據(jù)，有的甚至把公司未來的現(xiàn)金流量作為還款的擔(dān)保。因此，加強資金管理，提高資金運營效益是公司在競爭中立于不敗之地和保持可持續(xù)發(fā)展的重要保證。 </p><p>　　如何加強現(xiàn)金管理呢？應(yīng)從以下三個方面入手： </p><p>　　一、推行全面預(yù)算管理 </p><p>　　預(yù)算是一種控制機制和制度化的程序，是實施資金集中

45、管理的有效保證，是公司生產(chǎn)經(jīng)營活動有序進行的重要保證，是公司進行監(jiān)督、控制、審計、考核的基本依據(jù)。公司的全面預(yù)算管理是對生產(chǎn)經(jīng)營各個環(huán)節(jié)實施預(yù)算的編制、分析、考核，把公司生產(chǎn)經(jīng)營活動中所有的資金收支均納入嚴(yán)格的預(yù)算管理之中。公司的預(yù)算應(yīng)以資產(chǎn)為紐帶，實行分級預(yù)算，母公司應(yīng)側(cè)重搞好投資、融資預(yù)算，以資本經(jīng)營預(yù)算為主，實行資金的統(tǒng)一籌劃，集中管理；子公司則以生產(chǎn)經(jīng)營預(yù)算為主，加強成本費用和資金流量預(yù)算。公司預(yù)算一經(jīng)確定，就應(yīng)成為公司組織生產(chǎn)

46、經(jīng)營活動的法定依據(jù)，不得隨意更改。而公司資金預(yù)算則是公司全面預(yù)算的核心，包括年度、月度預(yù)算。年度資金預(yù)算是測算年度內(nèi)公司資金的流入、流出規(guī)模。根據(jù)規(guī)?？梢源_定公司的融資、投資的政策。而月度預(yù)算則比較接近實際，能較準(zhǔn)確的反映每月的資金流量情況，據(jù)此也可以具體的調(diào)整融資、投資計劃。另外按照資金的用途，還可將資金預(yù)算分為以下三個方面的預(yù)算： </p><p>　　1、經(jīng)營活動現(xiàn)金流量預(yù)算：主要包括經(jīng)營收入與經(jīng)營支出預(yù)算

47、。經(jīng)營收入是指公司銷售產(chǎn)品、提供勞務(wù)以及出租資產(chǎn)等取得的現(xiàn)金流入，年度的經(jīng)營收入反映的是年度公司能收到的資金規(guī)模，是公司的各項支出預(yù)算的保證。月度收入預(yù)算則能較為清晰的反映資金流入的大致時間，為公司的資金運作提供較為準(zhǔn)確的依據(jù)；經(jīng)營支出預(yù)算則包括公司經(jīng)營活動所有資金支出的預(yù)算，與收入的差額則是反映公司在投資時所能提供的自有資金規(guī)模，也是公司投資、融資政策選定的重要依據(jù)，而月度經(jīng)營支出預(yù)算與收入的差額則能準(zhǔn)確的提供公司的融資、投資計劃依據(jù)

48、，增加公司的資金運營效益，減少財務(wù)費用支出。 </p><p>　　2、投資活動現(xiàn)金流量預(yù)算：公司為了獲取更多的盈利，擴大公司的規(guī)模必須進行有效的投資。它分為兩類：一是長期投資，必須用凈現(xiàn)值等來判斷投資項目的可行性，屬于投資回報期長的資金支出，但也是增加公司發(fā)展?jié)摿Φ挠辛ΡＷC，長期投資的資金使用期都較長，資金使用額也較大，因此要求根據(jù)年度自有資金量及較低的融資成本來確定年度投資資金支出預(yù)算。二是短期投資，它強調(diào)的

49、是短期現(xiàn)金的流動性，是一種在長期規(guī)模既定狀況下的短期資產(chǎn)存量的收益問題，它是指在沒有選定有效的長期投資計劃時，選擇風(fēng)險低，受益高的投資方案，將公司的存量資金盤活起來，取得較好的收益。 </p><p>　　3、籌資活動現(xiàn)金流量預(yù)算：融資預(yù)算是指在選定好優(yōu)化的投資方案后，去除自有資金額后，選擇較低的融資方案融通資金的預(yù)算。而且有效的融資政策還要求從負(fù)債資本的內(nèi)部期限結(jié)構(gòu)上來強化公司資金的管理水平。它強調(diào)形成長期資產(chǎn)

50、與長期負(fù)債、流動資產(chǎn)與流動負(fù)債間的結(jié)構(gòu)對應(yīng)性及相關(guān)性的融資策略。 </p><p>　　二、 加強資金的集中管理 </p><p>　　資金集中核算是以財務(wù)公司為載體的集中式資金管理模式 , 是集團總公司資金集中管理與下屬公司自主管理的結(jié)合、集團所屬單位資金結(jié)算與財務(wù)公司金融功能的結(jié)合、資金有效平衡與資本結(jié)構(gòu)優(yōu)化的結(jié)合、資金占用目標(biāo)與過程管理的結(jié)合、外資高效利用與風(fēng)險管理的結(jié)合、資金信息化

51、管理與業(yè)務(wù)流程再造的結(jié)合。這種資金管理模式可以 “ 四個統(tǒng)一 ” 來描述，即： </p><p>　　1、統(tǒng)一銀行開戶管理，確保貨幣資金安全。貨幣資金是流動性最強的資產(chǎn)，是內(nèi)部控制的最關(guān)鍵環(huán)節(jié)。為強化貨幣資金的事前控制，在健全貨幣資金基本內(nèi)部牽制制度的基礎(chǔ)上，撤銷集團內(nèi)部各單位在社會金融機構(gòu)的多余賬戶，保留使用唯一基本付款賬戶及多個上劃資金專戶，實現(xiàn)資金的收支兩條線。即所有子公司需用的資金均由母公司每日進行劃撥，

52、所有的收入資金則按規(guī)定的途徑每日上劃至母公司的賬戶內(nèi)，從而保證了集團公司對資金的收付的統(tǒng)一集中管理。另外子公司還在集團的財務(wù)公司內(nèi)開設(shè)收付賬戶，為與集團公司內(nèi)部單位間的產(chǎn)品勞務(wù)結(jié)算提供支持，并發(fā)揮財務(wù)公司的金融功能，以內(nèi)部往來結(jié)算代替貨幣資金結(jié)算，實現(xiàn)了集團內(nèi)無貨幣資金的流轉(zhuǎn)。 </p><p>　　2、統(tǒng)一資金調(diào)度，強化資金運作監(jiān)管。為滿足生產(chǎn)經(jīng)營與建設(shè)的需要，統(tǒng)一重大資金調(diào)度權(quán)，尤其是統(tǒng)籌規(guī)劃，控制投資規(guī)模，

53、將資金投資引向高回報低風(fēng)險的地區(qū)，同時也給予子公司日常的資金管理權(quán)限，實現(xiàn)集團對下屬單位資金運營的有效監(jiān)控和防范資金結(jié)算風(fēng)險。集團公司根據(jù)子公司的年度資金預(yù)算排定子公司的資金使用規(guī)模，要求子公司按照年度資金預(yù)算編制月度資金預(yù)算，并將資金使用額度分解至每天，集團公司據(jù)此劃撥資金。子公司的所有資金流入則通過收款專戶按照規(guī)定的路徑上劃至集團公司的帳戶內(nèi)，由集團公司統(tǒng)一調(diào)配使用，從而保證了集團公司對所有資金的有效控制，降低了資金的外流及沉淀風(fēng)險

54、。據(jù)此集團公司還可規(guī)劃使用資金，將富余資金采取有效的運作模式，取得較好的收益。 </p><p>　　3、統(tǒng)一資金信貸管理 , 確?；I資效益和安全。一是統(tǒng)一內(nèi)部信貸管理，通過集團財務(wù)公司集中對成員單位實行內(nèi)部貸款制度，合理調(diào)節(jié)集團內(nèi)部資金流向，優(yōu)化資金信貸結(jié)構(gòu)，為集團內(nèi)部提供高質(zhì)量的貸款支持。二是統(tǒng)一對外籌資職能，根據(jù)集團資金結(jié)構(gòu)優(yōu)化以及各單位發(fā)展的需要，統(tǒng)一向商業(yè)銀行辦理貸款籌措資金，同時作為信貸管理的延伸，強

55、調(diào)由母公司統(tǒng)一對外擔(dān)保，未經(jīng)集團批準(zhǔn) , 各成員單位不得自行對外擔(dān)保，以降低籌資成本和減少或有負(fù)債的發(fā)生，防范擔(dān)保風(fēng)險，確?；I資效益和安全。 </p><p>　　4、統(tǒng)一資金過程控制，提高資金使用效益。在資金目標(biāo)控制上，每年編制年度資金占用預(yù)算指標(biāo)，與經(jīng)濟責(zé)任制考核指標(biāo)掛鉤。通過預(yù)算的跟蹤考核，對資金從物資采購、存貨的盤點和處置、產(chǎn)成品銷售等全過程實行過程控制和管理。加強外資利用的過程管理，在引進外資時強化對國

56、內(nèi)外有關(guān)貸款政策和利率水平及走勢的研究，把握好利用外資項目的決策關(guān)，合理確定貸款有效使用方案。注重外資風(fēng)險防范和管理，利用貨幣調(diào)期、利率調(diào)期、提前還款、遠期外匯買賣等多種形式化解外債風(fēng)險。 </p><p>　　三、推行內(nèi)部審計制度 </p><p>　　現(xiàn)金流量控制是指公司所有現(xiàn)金流入、流出的控制手段，它需要一個強有力的部門依據(jù)有效的制度來控制。公司財務(wù)部門只是實施的一個方面，還需要有審

57、核部門進行把關(guān)。 主要包括： </p><p>　　1、組織保證。應(yīng)圍繞財務(wù)控制建立有效的組織保證；組織和實施日常財務(wù)控制應(yīng)建立相應(yīng)的監(jiān)督、協(xié)調(diào)、仲裁、考評機構(gòu)，將這些機構(gòu)的職能合并到公司的常設(shè)機構(gòu)中。應(yīng)建立各種執(zhí)行預(yù)算的責(zé)任中心，使各責(zé)任中心對分解的預(yù)算指標(biāo)既能控制，又能承擔(dān)完成責(zé)任。 </p><p>　　2、制度保證。內(nèi)部控制制度包括組織機構(gòu)的設(shè)計和公司內(nèi)部采取的所有相互協(xié)調(diào)的方法和

58、措施。這些方法和措施用于保護公司的財產(chǎn)，檢查公司會計信息的準(zhǔn)確性，提高經(jīng)營效率，促使有關(guān)人員遵循既定的管理方針。 </p><p>　　3、信息反饋保證。財務(wù)控制是一個動態(tài)的控制過程，要確保財務(wù)預(yù)算的實施，必須對各責(zé)任中心執(zhí)行預(yù)算的情況進行跟蹤，不斷調(diào)整偏差，使預(yù)算更加合理，執(zhí)行更加有效。 </p><p><b>　　具體做法有： </b></p>&

59、lt;p>　　1、 統(tǒng)管資金，統(tǒng)一調(diào)配使用資金，加強對公司現(xiàn)金的管理。為防止資金的體外循環(huán)，加強對資金的管理，許多公司都采取了一系列加強現(xiàn)金管理的措施?？梢越梃b的現(xiàn)金管理制度包括：對自己的公司實行嚴(yán)格的預(yù)算管理；對各部門實行備用金制；嚴(yán)格分公司開立銀行帳戶的管理： “ 收支兩條線 ” ，所有收入都統(tǒng)一上繳公司總部統(tǒng)一劃撥，分公司所需資金，則由公司總部統(tǒng)一審核和安排等。 </p><p>　　2、 加強對往來

60、款項和存貨的管理，加速資金的周轉(zhuǎn)。公司應(yīng)下列措施，減少現(xiàn)金的流出，增加現(xiàn)金的流入，減少資金占壓時間：加強應(yīng)收帳款、應(yīng)付帳款的管理；加強其他應(yīng)收款和其他應(yīng)付款的管理；加強預(yù)收帳款、預(yù)付帳款的管理；加強存貨的管理；嚴(yán)格公司收款責(zé)任制，加快現(xiàn)金的回流，減少和控制壞帳的比例；同時盡可能利用商業(yè)信用，合理利用客戶的資金。 </p><p>　　現(xiàn)金流量與江河流水一樣，不能干，也不能溢，要保持一定的平衡，要量力而行，有多大的

61、實力，就去做多大的事情，否則就會把現(xiàn)金流拉斷，導(dǎo)致公司難以維持。而在公司內(nèi)部，必須建立嚴(yán)格遵守各項規(guī)章制度的氛圍，制度是綱，所有的行為必須按照制度操作，才能保證資金的安全、高效。在公司外，公司也必須與銀行等金融機構(gòu)緊密聯(lián)系，采取高收益、低成本、低風(fēng)險的融資、投資政策，確保企現(xiàn)金流量的暢通。</p><p>　　出處: 洛夫，《公司的財務(wù)管理》,哈佛商業(yè)雜志.2007(6): P199-214.</p>