萬(wan)科財務共(gong)(gong)享(xiang)服務中(zhong)心(xin)以(yi)員工費用報銷流(liu)程(cheng)為共(gong)(gong)享(xiang)服務切入(ru)點(dian)，二期(qi)將(jiang)合同類的管理費用及所有營銷費用納入(ru)共(gong)(gong)享(xiang)流(liu)程(cheng)，三期(qi)將(jiang)成本類、收入(ru)類業務流(liu)程(cheng)納入(ru)共(gong)(gong)享(xiang)中(zhong)心(xin)。未來，萬(wan)科財務共(gong)(gong)享(xiang)中(zhong)心(xin)運營將(jiang)逐(zhu)步走向成熟，為內外部(bu)客戶提供專業化服務。
3-4天(tian)內上(shang)線一家公司(si)，快速(su)復(fu)制財務(wu)管理(li)流程和制度標準(zhun)
萬科(ke)(ke)集(ji)(ji)團(tuan)通(tong)過(guo)建(jian)(jian)立(li)(li)財(cai)(cai)(cai)(cai)(cai)務(wu)(wu)(wu)共(gong)(gong)享(xiang)服務(wu)(wu)(wu)中(zhong)(zhong)心(xin)，為集(ji)(ji)團(tuan)快速發展(zhan)住宅、物業、商(shang)業等提供集(ji)(ji)約化(hua)財(cai)(cai)(cai)(cai)(cai)務(wu)(wu)(wu)保(bao)障。財(cai)(cai)(cai)(cai)(cai)務(wu)(wu)(wu)共(gong)(gong)享(xiang)服務(wu)(wu)(wu)中(zhong)(zhong)心(xin)建(jian)(jian)立(li)(li)后，通(tong)過(guo)可(ke)復制的管(guan)理標準，在(zai)3-4天內(nei)上線一家公司(si)，月審核單據量(liang)增加到(dao)30000多筆。萬科(ke)(ke)財(cai)(cai)(cai)(cai)(cai)務(wu)(wu)(wu)共(gong)(gong)享(xiang)服務(wu)(wu)(wu)中(zhong)(zhong)心(xin)基于金蝶(die)EAS財(cai)(cai)(cai)(cai)(cai)務(wu)(wu)(wu)共(gong)(gong)享(xiang)服務(wu)(wu)(wu)平臺，將財(cai)(cai)(cai)(cai)(cai)務(wu)(wu)(wu)共(gong)(gong)享(xiang)服務(wu)(wu)(wu)中(zhong)(zhong)心(xin)制定的一切財(cai)(cai)(cai)(cai)(cai)務(wu)(wu)(wu)制度都固化(hua)在(zai)統一的數據庫中(zhong)(zhong)，包括財(cai)(cai)(cai)(cai)(cai)務(wu)(wu)(wu)作業流程(cheng)等都在(zai)信息系統中(zhong)(zhong)進行統一設定，成(cheng)員單位不得(de)隨意修(xiu)改，從而保(bao)證(zheng)總部的戰略得(de)到(dao)有效貫徹和落實。
加強管(guan)控，避免一線(xian)公(gong)司出現標(biao)準執行偏差和內(nei)部管(guan)理黑洞
萬科(ke)在上(shang)(shang)線(xian)財務(wu)(wu)共享(xiang)(xiang)(xiang)時，借助(zhu)流(liu)程再造(zao)的(de)(de)理念再造(zao)財務(wu)(wu)流(liu)程，實(shi)現(xian)財務(wu)(wu)共享(xiang)(xiang)(xiang)服務(wu)(wu)中(zhong)(zhong)心(xin)(xin)的(de)(de)業(ye)務(wu)(wu)和數據整合。財務(wu)(wu)共享(xiang)(xiang)(xiang)模式(shi)下，實(shi)現(xian)了(le)人員集(ji)(ji)(ji)中(zhong)(zhong)、流(liu)程集(ji)(ji)(ji)中(zhong)(zhong)及數據集(ji)(ji)(ji)中(zhong)(zhong)。萬科(ke)集(ji)(ji)(ji)團(tuan)在武(wu)漢建立了(le)財務(wu)(wu)共享(xiang)(xiang)(xiang)中(zhong)(zhong)心(xin)(xin)，統一進行管理，避免了(le)財務(wu)(wu)人員受到當地(di)機(ji)構負責人的(de)(de)影響(xiang)，強化(hua)財務(wu)(wu)標準(zhun)的(de)(de)執行。同時，萬科(ke)將(jiang)費(fei)用報銷、合同付款等(deng)18類業(ye)務(wu)(wu)流(liu)程的(de)(de)審(shen)批(pi)統一納入財務(wu)(wu)共享(xiang)(xiang)(xiang)中(zhong)(zhong)心(xin)(xin)，在集(ji)(ji)(ji)團(tuan)范(fan)圍內實(shi)現(xian)財務(wu)(wu)的(de)(de)集(ji)(ji)(ji)中(zhong)(zhong)管控。財務(wu)(wu)共享(xiang)(xiang)(xiang)上(shang)(shang)線(xian)后(hou)，財務(wu)(wu)共享(xiang)(xiang)(xiang)中(zhong)(zhong)心(xin)(xin)每(mei)月日常(chang)審(shen)核中(zhong)(zhong)發(fa)現(xian)了(le)多筆(bi)以前沒有發(fa)現(xian)的(de)(de)付款違規情況。
通過員工信用(yong)管理，進(jin)行智(zhi)能化審單，有(you)效(xiao)提升共享運營(ying)效(xiao)率(lv)
萬科建立(li)(li)財(cai)務共享(xiang)中(zhong)心(xin)后，中(zhong)心(xin)日均審(shen)單工(gong)(gong)(gong)作(zuo)量非常大(da)，而共享(xiang)審(shen)批(pi)資源是有限的，使(shi)得(de)報(bao)銷(xiao)流程(cheng)有一(yi)定的滯后性，中(zhong)心(xin)人員(yuan)工(gong)(gong)(gong)作(zuo)壓力大(da)，而一(yi)線員(yuan)工(gong)(gong)(gong)對報(bao)銷(xiao)速度仍(reng)不滿意。為了(le)(le)加(jia)快費用(yong)(yong)付款流程(cheng)，通過金蝶EAS信(xin)息系(xi)統建立(li)(li)起提(ti)(ti)(ti)單人的信(xin)用(yong)(yong)機制，對信(xin)用(yong)(yong)等級(ji)高的提(ti)(ti)(ti)單人可(ke)以免人工(gong)(gong)(gong)審(shen)核進(jin)行系(xi)統智(zhi)能審(shen)單，有效提(ti)(ti)(ti)升了(le)(le)共享(xiang)中(zhong)心(xin)的運營效率，大(da)大(da)提(ti)(ti)(ti)高了(le)(le)員(yuan)工(gong)(gong)(gong)的滿意度。
財(cai)務數據的(de)深度挖掘與利用，為公司決策(ce)提供有用的(de)信息(xi)
萬(wan)科集團構建以(yi)數(shu)(shu)(shu)據(ju)共享為核心的(de)(de)(de)財務共享中心，通過(guo)多年的(de)(de)(de)數(shu)(shu)(shu)據(ju)積累使其成(cheng)為真(zhen)正意義上(shang)的(de)(de)(de)大數(shu)(shu)(shu)據(ju)中心，在大數(shu)(shu)(shu)據(ju)中心，對于(yu)財務和(he)業務單據(ju)采集后的(de)(de)(de)結構化和(he)非結構化的(de)(de)(de)數(shu)(shu)(shu)據(ju)能夠展開高(gao)效的(de)(de)(de)分(fen)析。通過(guo)預先設立的(de)(de)(de)模型(xing)，能夠挖掘出有價值的(de)(de)(de)信(xin)息，有效支撐集團決策分(fen)析。
