财务管理系统中英文对照外文翻译文献

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2024年6月25日发(作者：)

中英文资料

中英文资料翻译

A Financial Control System that Focuses on Improvement

and Success

Of 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 represent 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

shouldn’t just be about compliance, they should be about continually improving

key aspects of the financial operation such as:

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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 calculations 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. 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 to creating a financial internal control

system. Sox is nice; but continual improvement is better for everyone.

Financial control of projects

Purpose:

中英文资料

Established and effective cost control systems and procedures, understood and

adopted by all members of the project team, entail less effort than ‘crisis

management’ and will release management effort to other areas of the project.

Fitness for purpose checklist:

The prime objective of the government’s procurement policy is to achieve

best VFM.

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To exercise financial/cost control, project sponsors need to review and act

on the best and most appropriate 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 and should always be presented to give

a comparison of the present position with the control estimate.

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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 contents of a cost report

are given in Annex A.

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Tables of figures are essential, but for rapid understanding and analysis

of trends some graphs are helpful.

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Suggested content:

The following aspects should be addressed in a financial report (rather than

repeating detailed information available in earlier reports, later reports can

summarise the key points and cross refer to the relevant earlier reports):

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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 should address the original base

estimates and risk allowances for each element)

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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 yet to be placed

variations pending

future changes anticipated.

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