Problems in financing of manufacturing industry

1. Relevant financial personnel have low business skills.

With more and more social and economic subjects in China, there are more people who know accounting knowledge, fewer people who know both theoretical knowledge and practical work experience, and fewer compound talents with good accounting knowledge, practical skills and management level. At present, one of the sources of financial personnel is generally from other enterprises, and there is no practical experience in this enterprise; One is the transfer of newly qualified workers; One is the lack of working ability after graduation from school; One is that the so-called old accountant lacks the renewal of ideas and knowledge. These people manage very important financial work, coupled with the lack of acquired learning and training, which leads to the confusion of financial foundation, the inconsistency of accounts, and the financial management is only not analyzed, which is normal. Such financial management has undoubtedly brought side effects to the business decision-making of enterprises.

2. Weakening of budget management

In the process of manufacturing production and operation, from supply to production to sales, it is inseparable from the overall budget of the enterprise, because the budget is the overall plan of the enterprise's recent development strategy. However, many manufacturing industries lack this knowledge. Managers believe that the development of enterprises depends on suppliers, markets and customers, so the budget stays on the data in the report. Some departments think that the budget is the business of the financial department, and the financial department will make a good budget as long as it makes a good income and expenditure; Grassroots people don't even understand the significance and function of the budget. This leads to the lack of first-hand information and coordination between departments, and the lack of leadership support and attention. Therefore, the budget is carried out under the old model and method with blank information, which leads to the failure of budget management in practice, the gap between plan and reality is very large, and departmental budget and comprehensive budget are not at the same starting line, which eventually leads to the opposite of budget and development goals.

3. Fund management confusion

As we said, capital is the lifeblood of an enterprise. Only by controlling capital reasonably can the operation of an enterprise be optimized. However, many manufacturing industries only look at the income statement in fund management, not at the accounts receivable and bad debt reserves on the balance sheet, nor do they analyze and track the aging. In their view, funds are just data, and they unconsciously do accounts and prepare statements. No one pays attention to the cash flow statement, and no one analyzes the trend and net flow of cash. Funds cannot be effectively controlled and utilized, accounts receivable remain high, other accounts payable depend on them for a long time, and the purchase of raw materials and equipment is artificial and random, which leads to a great waste of resources and a high debt ratio of enterprises. In the long run, the vicious circle will undoubtedly increase the financial expenses and operational risks of enterprises.

4. Lack of risk prevention plan

We say that opportunities are accompanied by challenges and benefits are accompanied by risks. Enterprises are inevitably accompanied by operational risks and financial risks in their operations. But how should we face these risks? Make the enterprise develop steadily in growth? This is the first problem that enterprises should consider. However, under the temptation of high income, many enterprises just ignore this point. They don't set up a special risk planning management team, so they are very indifferent to the concept of risk and its harmfulness. They also don't investigate and analyze internal and external risks in business operations, and they don't evaluate and prevent plans. This concept of zero risk is terrible, which brings hidden dangers to enterprise management.

Measures to be taken in view of the problems existing in the financial management of manufacturing enterprises in China at present

1. Strengthen the professional skills construction of relevant personnel.

Financial management requires relevant personnel to be proficient in theory and skills, and have a high level of management. Especially in the manufacturing industry, the content from raw material procurement to finished product sales is complex and changeable, and it needs to study hard. As the saying goes: learning is endless. In the case of congenital deficiency, it must be made up the day after tomorrow. Therefore, relevant business personnel must actively seek various ways to improve their comprehensive ability. At the same time, the unit should also support everyone and give encouragement and rewards. Those who have achieved excellent results in the above-mentioned studies or passed the title examination will be rewarded; When they take part in training and exams, the unit should give them support. At the same time, the unit can also let people with excellent work and excellent grades participate in training with funds to stimulate the learning atmosphere of relevant financial personnel. At the same time, they should also hire social financial management talents with high salaries, so as to improve the overall quality of enterprise financial management team.

2. Strengthen budget management and pay attention to the implementation of budget objectives.

First of all, we should establish a budget management system in an all-round way, so that leaders can personally grasp the budget. This helps leaders understand the overall dynamics of the enterprise and formulate and implement various policies. Secondly, under the premise of highlighting the management of key links, we should comprehensively improve the budget awareness of all departments and grass-roots personnel, truly exert the synergistic effect between comprehensive budget and departments, make material procurement, product production and sales connect with each other, narrow the gap between budget plan and reality, and make departmental budget consistent with comprehensive budget, which is finally reflected in the development strategy of enterprises. Make the budget really work and achieve the goal.

3. Strengthen fund management and do a good job in holding funds.

While analyzing the importance of funds, it does not mean that funds can only be held and cannot be thrown out. In order to occupy the market and improve competitiveness, enterprises must use funds for reasonable operation. So how to use the funds? Financial statements can truly reflect the production and business activities of enterprises, so enterprises should make a detailed analysis of various financial statements and notes. For example, when analyzing the income statement, pay more attention to the analysis of net profit; When analyzing the risk balance sheet, pay more attention to the analysis of accounts receivable, bad debts, cash and other subjects; In addition, we should also pay attention to the analysis of cash flow statement and net flow trend. Based on the above factors, we can work out the best capital holdings to meet the needs of instantaneous market changes and ultimately promote the benign development of enterprises.

4. Strengthen the control of risk awareness

As the saying goes: know yourself and know yourself, and you will win every battle. As we said earlier, the risks faced by enterprises are inevitable. Then we should treat risks correctly, predict risks, analyze risks, evaluate risks, optimize risk strategies and other means to prevent risks within the controllable range. For example, set up a risk planning team to manage the risks of various major decisions of enterprises. For external risks, they should observe and study the market, use scientific means to predict and analyze the market, and then make major decisions based on the actual situation of the enterprise itself; For the internal risks of enterprises, we should go deep into the grass-roots level, master the first-hand information, and then compare the plans formulated by enterprises, analyze the gaps, find out the reasons and solve them. This can effectively prevent risks inside and outside the enterprise. Thereby promoting the realization of enterprise strategic objectives.