公司資金管理[文獻(xiàn)翻譯]

《公司資金管理[文獻(xiàn)翻譯]》由會(huì)員分享，可在線閱讀，更多相關(guān)《公司資金管理[文獻(xiàn)翻譯]（11頁(yè)珍藏版）》請(qǐng)?jiān)谘b配圖網(wǎng)上搜索。

1、原文：The company funds managementMoney is a company engaged in the economic activities of the basic elements, the company is developing the necessary elements. Money is a company engaged in the economic activities of the basic elements, the company is developing the necessary elements. The companys fi

2、nances both showed that company of resource allocation, quantity and quality, and also reflects the companys capital structure and property right relations. Companys production and management, financing investment and profit distribution are based on capital as the link, from start to finish, throug

3、hout the whole process of company business activities. Fund flow index has become the company credit evaluation and development potential, value evaluation is an important index, in some places, Banks have started the company cash flow situation as whether to give the company to provide credit is an

4、 important basis, some even to the companys future cash flow as reimbursement guarantees. Thus, strengthen financial management, improving capital operation benefit is the company in competition invincible and keep sustainable development important guarantee. How to strengthen the cash management? F

5、rom the following three aspects: First, the comprehensive budget management 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 orderly, is the important gu

6、arantee 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 implementation budget preparation, analysis, evaluation, the company production and operating activities of all th

7、e capital expenditures are subject to strict budget management in. The companys budget should with assets as a link, practises graded budget, the parent company should lay particular emphasis on improve investment, finance the budget to capital management budget is given priority to, the unified pla

8、nning fund executes, centralized management, Subsidiary criterion with production management budget and reinforce the cost and flow of fund budget. The companys budget once determined, must become company organization of production and operating activities legal basis, do not get optional change. An

9、d the company capital budget is the core of company overall budget, including annual and monthly budget. The annual budget is calculate inside year company inflows and outflows scale. According to the scale of the company may determine the financing and investment policy. And monthly budget is more

10、close to reality, can accurately reflect the monthly cash flow, accordingly can also specific adjustment, financing and investment plan. Additional funds in accordance with the purposes, still can commit divided into the following three aspects: the budget of budget: 1、 and operating activities cash

11、 flow budget: mainly includes business income and operating expenditures budget. Business 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 companys variou

12、s expenditures budget guarantee. Monthly income budget is able to reflect relatively clear capital inflows roughly time for the companys capital operation and provide a relatively accurate basis; Operating expenditures budget consists of company business activities all capital expenditures budget, a

13、nd the difference of income is mirrorring company in investment can provide the self-capital scale, the company is investment, financing policies selected, and the important basis of monthly operating expenditure budget and the difference of income criterion can accurately provide companys financing

14、 and investment plan basis, increase the companys capital operation efficiency, reduce the financial expenses. 2、the investment activities 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

15、is a long-term investment, must use NPV etc to judge the feasibility 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, capital using forehead is

16、 larger also, therefore, ask according to the annual self-owned financing volume and low cost of financing to determine the annual investment capital expenditures budget. 2 it is short-term investments, which emphasizes the short-term cash liquidity, is a kind of long-term scale established under th

17、e situation of short-term assets stock returns problem, it is to point to in no selected effectie long-term investment plan, choose low-risk, high benefit of investment decisions, the companys stock fund revitalize the rise, obtain better income. 3、and financing activities cash flow budget: financin

18、g budget refers to the chosen optimization of investment projects, remove self-owned funds, choose low financing 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 l

19、ong-term assets and long-term liabilities, current assets and liabilities correspondence between the structure of financing strategy and correlation. Second, strengthen centralized management of funds Centralized fund accounting is financial companies as the carrier of the centralized fund managemen

20、t mode, the groups parent company with subordinates centralized fund management company independent management group, the combination of fund settlement and financial subordinate unit company financial function combination, capital effectively balance and the optimization of capital structure combin

21、ation, nbre goals and process management combination, foreign efficient utilization and risk management, capital of combining information management and business process reengineering combination. This fund management mode can be four reunification to describe, namely: 1、unified bank account managem

22、ent, ensure monetary fund safety. Money is the most liquid assets, is the internal control of the key link. For 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 fina

23、ncial institutions and keep the redundant account using only basic payment account and multiple cross capital account and realizing capital expenditure two lines. That all subsidiary need money all by the parent company daily transfer, all income funds are prescribed way to parent companys daily cro

24、ss inside account, so as to ensure group company of capital receipts and unified centralized management. Another subsidiary in group of financial receipts and account within the company, with open for group company internal unit between products services to provide support and play settlement financ

25、ial companys financial function to internal transactions settlement instead of monetary fund settlement, realized the internal group without monetary fund turnover. 2、unified dispatching, strengthen capital fund operation regulation. To meet the needs of production and business operation and constru

26、ction, unified dispatching right, especially significant capital investment scale of overall planning, control, direct investment funds to a high return low risk areas, and also gives subsidiary daily money management authority, realize group to subordinate unit funds operating effectively monitor a

27、nd guard against financial settlement risk. Group company according to the annual budget scheduled subsidiaries, affiliates of using the capital scale according to the annual budget request subsidiary prepare monthly budget, and will use fund quota decomposition to every day, the group company hereb

28、y transfer funds. The subsidiary is through all money flows into account in accordance with the prescribed collection path delimit to group company account, the group company unified redeployment and ensure the group company for all of the funds of effective control, reducing capital outflow and pre

29、cipitation risk. Accordingly group company can also planning to use fund, the surplus fund to adopt effective operation mode, has achieved good returns. 3、unified capital credit management, ensure financing efficiency and safety. Is unified internal credit management, through group financial company

30、 focused on the member unit executes internal loan 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 optimization and the needs of th

31、e development of various units, unified from commercial Banks loan to raise money, as the credit management outspread, emphasize the parent company shall, without the approval of guaranty, each unit of member of group had voluntarily to external guarantee to reduce financing cost and reduce the cont

32、ingent liabilities, prevent the occurrence of security risk and ensure financing efficiency and safety. 4、unified funds of process control, use fund efficiently. In the capital goals on control each year, prepare its annual budget index, funds tied up with economic responsibility system evaluation i

33、ndexes hooks. Through the tracking examination of budget funds from material purchase, stock, inventory and disposal, products sales efc.so implement process control and management. Strengthen the process of management, using foreign capital in introducing foreign investment in domestic and foreign

34、relevant when strengthening lending policies and interest rates and trends of research, a good grasp of the utilization of foreign capital project decision-making shut, reasonably determine the loan to effectively use scheme. Pay attention to foreign investment risk prevention and management, the us

35、e of money DiaoQi, interest rates DiaoQi, prepayment, future foreign exchange trading a variety of forms such as dissolve debt risk. Third, the implementation of the internal audit system Cash flow control refers to all company cash inflow and outflow means of control, it need a strong department ac

36、cording to effective system to control. The finance department of the company just one aspect of the implementation and still have audit departments for checks. Mainly includes: 1、organization guarantee. Should center around the financial control to establish effective organization guarantee, Organi

37、ze and implement daily financial control shall establish corresponding supervision and coordination, arbitration, the examination institutions, will these institutions of functions merge to the companys standing body. Shall establish various execution budget responsibility center, make each responsi

38、bility center on the decomposition of the budget target can control and can assume complete responsibility. 2、system guarantee. The internal control system including the organizations design and internal company take all the coordination between methods and measures. These methods and measures to pr

39、otect the property of the company, check the accuracy of accounting information, improve operation efficiency, make relevant personnel follow established management policy. 3、information feedback guaranteed. Financial control is a dynamic control process, to ensure the financial budget implementatio

40、n, must to each responsibility center of budget implementation situation to carry on the track, constantly adjust deviation, budget more reasonable, execute more effective. The specific practices are: 1、ruled over all the funds, unified redeployment funds to strengthen the management of the company

41、cash. 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: on his company shall carry out strict management of the budget, Of the variou

42、s departments to implement spare gold, Strict branch open a bank account management: balance two lines, all income unified over company headquarters unified transfer, branch the funds needed by the company headquarters unified audit and arrangement. 2、strengthen money exchanges and inventory managem

43、ent, 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 receivable and accounts payable management; Strengthen the other receivables and other payable management; Strengthen ad

44、vance receivable, prepaid receivable management; Strengthen the inventory management; Strict company collection, accelerate cash backflow responsibility system, reduce and control of bad debt rate. As possible by using commercial credit, reasonable utilization of their clients money. Cash flow and r

45、ivers like water, can be done, also cannot overflow, should keep a certain balance, want to hold, hows strength, go and do the size of the things, otherwise itll take cash flow to break, the company to maintain hard. But within the company, must establish strictly observe the rules and regulations o

46、f the atmosphere, the system is the outline, all must act according to the system operation, to ensure the safe and efficient funds. Outside the company, the company must also and banking financial institutions, such as closely and adopt high income, low cost, low risk of financing, investment polic

47、y, ensure enterprises of the cash flows of unblocked. Source: Lough, The Companys Financial Management, Harvard business magazine. 2007 (6) : P 199-214.譯文：公司資金管理資金是公司從事各項(xiàng)經(jīng)濟(jì)活動(dòng)的基本要素，是公司發(fā)展的必備要素。 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(shí)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(yíng)、籌資投資和利潤(rùn)分配都是以資金為紐帶，從起點(diǎn)到終點(diǎn)，貫穿于公司經(jīng)營(yíng)活動(dòng)的全過(guò)程。資金流量指標(biāo)已經(jīng)成為公司信譽(yù)評(píng)價(jià)、

48、發(fā)展?jié)摿Αr(jià)值評(píng)估的重要指標(biāo)，在有些地方，銀行已開(kāi)始把公司現(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(lái)的現(xiàn)金流量作為還款的擔(dān)保。因此，加強(qiáng)資金管理，提高資金運(yùn)營(yíng)效益是公司在競(jìng)爭(zhēng)中立于不敗之地和保持可持續(xù)發(fā)展的重要保證。 如何加強(qiáng)現(xiàn)金管理呢？應(yīng)從以下三個(gè)方面入手： 一、推行全面預(yù)算管理 預(yù)算是一種控制機(jī)制和制度化的程序，是實(shí)施資金集中管理的有效保證，是公司生產(chǎn)經(jīng)營(yíng)活動(dòng)有序進(jìn)行的重要保證，是公司進(jìn)行監(jiān)督、控制、審計(jì)、考核的基本依據(jù)。公司的全面預(yù)算管理是對(duì)生產(chǎn)經(jīng)營(yíng)各個(gè)環(huán)節(jié)實(shí)施預(yù)算的編制、分析、考核，把公司生產(chǎn)經(jīng)營(yíng)活動(dòng)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

49、帶，實(shí)行分級(jí)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(yíng)預(yù)算為主，實(shí)行資金的統(tǒng)一籌劃，集中管理；子公司則以生產(chǎn)經(jīng)營(yíng)預(yù)算為主，加強(qiáng)成本費(fèi)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)經(jīng)營(yíng)活動(dòng)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(cè)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(shí)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(jì)劃。另外按照資金的用途，還可將資金預(yù)算分為以下三個(gè)方面的預(yù)算： 1、經(jīng)營(yíng)活動(dòng)現(xiàn)金流量預(yù)算：主要包括經(jīng)營(yíng)收入與經(jīng)營(yíng)支出預(yù)算。經(jīng)營(yíng)收入是

50、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(yíng)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(xiàng)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(shí)間，為公司的資金運(yùn)作提供較為準(zhǔn)確的依據(jù)；經(jīng)營(yíng)支出預(yù)算則包括公司經(jīng)營(yíng)活動(dòng)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(shí)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(yíng)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(jì)劃依據(jù)，增加公司的資金運(yùn)營(yíng)效益，減少財(cái)務(wù)費(fèi)用支出。 2、投資活動(dòng)現(xiàn)金流量預(yù)算：公司為了獲取更多的盈利，擴(kuò)大公司的規(guī)模必須進(jìn)行有效的投資。它分為兩類：一是長(zhǎng)期投資，必須用凈現(xiàn)值等來(lái)

51、判斷投資項(xiàng)目的可行性，屬于投資回報(bào)期長(zhǎng)的資金支出，但也是增加公司發(fā)展?jié)摿Φ挠辛ΡＷC，長(zhǎng)期投資的資金使用期都較長(zhǎng)，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(lái)確定年度投資資金支出預(yù)算。二是短期投資，它強(qiáng)調(diào)的是短期現(xiàn)金的流動(dòng)性，是一種在長(zhǎng)期規(guī)模既定狀況下的短期資產(chǎn)存量的收益問(wèn)題，它是指在沒(méi)有選定有效的長(zhǎng)期投資計(jì)劃時(shí)，選擇風(fēng)險(xiǎn)低，受益高的投資方案，將公司的存量資金盤活起來(lái)，取得較好的收益。 3、籌資活動(dòng)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(lái)強(qiáng)化公司資金的管理水平。它

52、強(qiáng)調(diào)形成長(zhǎng)期資產(chǎn)與長(zhǎng)期負(fù)債、流動(dòng)資產(chǎn)與流動(dòng)負(fù)債間的結(jié)構(gòu)對(duì)應(yīng)性及相關(guān)性的融資策略。 二、 加強(qiáng)資金的集中管理 資金集中核算是以財(cái)務(wù)公司為載體的集中式資金管理模式 , 是集團(tuán)總公司資金集中管理與下屬公司自主管理的結(jié)合、集團(tuán)所屬單位資金結(jié)算與財(cái)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(guò)程管理的結(jié)合、外資高效利用與風(fēng)險(xiǎn)管理的結(jié)合、資金信息化管理與業(yè)務(wù)流程再造的結(jié)合。這種資金管理模式可以 “ 四個(gè)統(tǒng)一 ” 來(lái)描述，即： 1、統(tǒng)一銀行開(kāi)戶管理，確保貨幣資金安全。貨幣資金是流動(dòng)性最強(qiáng)的資產(chǎn)，是內(nèi)部控制的最關(guān)鍵環(huán)節(jié)。為強(qiáng)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

53、，撤銷集團(tuán)內(nèi)部各單位在社會(huì)金融機(jī)構(gòu)的多余賬戶，保留使用唯一基本付款賬戶及多個(gè)上劃資金專戶，實(shí)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(jìn)行劃撥，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(tuán)公司對(duì)資金的收付的統(tǒng)一集中管理。另外子公司還在集團(tuán)的財(cái)務(wù)公司內(nèi)開(kāi)設(shè)收付賬戶，為與集團(tuán)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(cái)務(wù)公司的金融功能，以內(nèi)部往來(lái)結(jié)算代替貨幣資金結(jié)算，實(shí)現(xiàn)了集團(tuán)內(nèi)無(wú)貨幣資金的流轉(zhuǎn)。 2、統(tǒng)一資金調(diào)度，強(qiáng)化資金運(yùn)作監(jiān)管。為滿足生產(chǎn)經(jīng)營(yíng)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，將資金投資引向高回報(bào)低風(fēng)險(xiǎn)的地區(qū)，同時(shí)也給予子公

54、司日常的資金管理權(quán)限，實(shí)現(xiàn)集團(tuán)對(duì)下屬單位資金運(yùn)營(yíng)的有效監(jiān)控和防范資金結(jié)算風(fēng)險(xiǎn)。集團(tuán)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(tuán)公司據(jù)此劃撥資金。子公司的所有資金流入則通過(guò)收款專戶按照規(guī)定的路徑上劃至集團(tuán)公司的帳戶內(nèi)，由集團(tuán)公司統(tǒng)一調(diào)配使用，從而保證了集團(tuán)公司對(duì)所有資金的有效控制，降低了資金的外流及沉淀風(fēng)險(xiǎn)。據(jù)此集團(tuán)公司還可規(guī)劃使用資金，將富余資金采取有效的運(yùn)作模式，取得較好的收益。 3、統(tǒng)一資金信貸管理 , 確保籌資效益和安全。一是統(tǒng)一內(nèi)部信貸管理，通過(guò)集團(tuán)財(cái)務(wù)公司集中對(duì)成員單位實(shí)行內(nèi)部貸款制度，合理調(diào)節(jié)集團(tuán)

55、內(nèi)部資金流向，優(yōu)化資金信貸結(jié)構(gòu)，為集團(tuán)內(nèi)部提供高質(zhì)量的貸款支持。二是統(tǒng)一對(duì)外籌資職能，根據(jù)集團(tuán)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(shí)作為信貸管理的延伸，強(qiáng)調(diào)由母公司統(tǒng)一對(duì)外擔(dān)保，未經(jīng)集團(tuán)批準(zhǔn) , 各成員單位不得自行對(duì)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(xiǎn)，確?；I資效益和安全。 4、統(tǒng)一資金過(guò)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(jì)責(zé)任制考核指標(biāo)掛鉤。通過(guò)預(yù)算的跟蹤考核，對(duì)資金從物資采購(gòu)、存貨的盤點(diǎn)和處置、產(chǎn)成品銷售等全過(guò)程實(shí)行過(guò)程控制和管理。加強(qiáng)外資利用的過(guò)程管理，在引進(jìn)外資時(shí)強(qiáng)化對(duì)國(guó)內(nèi)外有關(guān)貸款政策和利

56、率水平及走勢(shì)的研究，把握好利用外資項(xiàng)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(xiǎn)防范和管理，利用貨幣調(diào)期、利率調(diào)期、提前還款、遠(yuǎn)期外匯買賣等多種形式化解外債風(fēng)險(xiǎn)。 三、推行內(nèi)部審計(jì)制度 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(gè)強(qiáng)有力的部門依據(jù)有效的制度來(lái)控制。公司財(cái)務(wù)部門只是實(shí)施的一個(gè)方面，還需要有審核部門進(jìn)行把關(guān)。 主要包括： 1、組織保證。應(yīng)圍繞財(cái)務(wù)控制建立有效的組織保證；組織和實(shí)施日常財(cái)務(wù)控制應(yīng)建立相應(yīng)的監(jiān)督、協(xié)調(diào)、仲裁、考評(píng)機(jī)構(gòu)，將這些機(jī)構(gòu)的職能合并到公司的常設(shè)機(jī)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(duì)分解的預(yù)算指標(biāo)既能控制，又能承擔(dān)完成責(zé)任。 2、

57、制度保證。內(nèi)部控制制度包括組織機(jī)構(gòu)的設(shè)計(jì)和公司內(nèi)部采取的所有相互協(xié)調(diào)的方法和措施。這些方法和措施用于保護(hù)公司的財(cái)產(chǎn)，檢查公司會(huì)計(jì)信息的準(zhǔn)確性，提高經(jīng)營(yíng)效率，促使有關(guān)人員遵循既定的管理方針。 3、信息反饋保證。財(cái)務(wù)控制是一個(gè)動(dòng)態(tài)的控制過(guò)程，要確保財(cái)務(wù)預(yù)算的實(shí)施，必須對(duì)各責(zé)任中心執(zhí)行預(yù)算的情況進(jìn)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。 具體做法有： 1、 統(tǒng)管資金，統(tǒng)一調(diào)配使用資金，加強(qiáng)對(duì)公司現(xiàn)金的管理。為防止資金的體外循環(huán)，加強(qiáng)對(duì)資金的管理，許多公司都采取了一系列加強(qiáng)現(xiàn)金管理的措施?？梢越梃b的現(xiàn)金管理制度包括：對(duì)自己的公司實(shí)行嚴(yán)格的預(yù)算管理；對(duì)各部門實(shí)行備用金制；嚴(yán)格分公司開(kāi)立銀行帳

58、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。 2、 加強(qiáng)對(duì)往來(lái)款項(xiàng)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?jí)簳r(shí)間：加強(qiáng)應(yīng)收帳款、應(yīng)付帳款的管理；加強(qiáng)其他應(yīng)收款和其他應(yīng)付款的管理；加強(qiáng)預(yù)收帳款、預(yù)付帳款的管理；加強(qiáng)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(shí)盡可能利用商業(yè)信用，合理利用客戶的資金。 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，有多大的實(shí)力，就去做多大的事情，否則就會(huì)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(xiàng)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(jī)構(gòu)緊密聯(lián)系，采取高收益、低成本、低風(fēng)險(xiǎn)的融資、投資政策，確保企現(xiàn)金流量的暢通。出處: 洛夫，公司的財(cái)務(wù)管理,哈佛商業(yè)雜志.2007(6): P199-214.