Shulou(Shulou.com)11/24 Report--

On October 12th, the Heisi Future Financial people Conference and Autumn Product Conference with the theme of "province" was officially held in Hangzhou. 400enterprise CEO, CFO, CIO and mainstream media attended the meeting.

At the meeting, Yang Lin, CIO of Zhongshun Jierou Paper Co., Ltd., delivered a keynote speech entitled "how to reduce the cost of the financial digitization of physical enterprises". Digital transformation is a difficult and correct path. In the face of the cost reduction problem of physical enterprises, Yang Lin believes that the key to the success of digital transformation is to combine the right system, efficient and effective process, and people who adapt to the system and process. " Based on the cooperation with Hesi, through intelligent ticket management, travel control, borrowing control and efficient connection, the automatic processing of unified central Taiwan is realized, while the budget exceeds the standard, the arrears of expenses are effectively reduced. In the comprehensive cost conversion evaluation of paper supplies, travel budget, human efficiency output, etc., it is estimated that the company has saved 20 million yuan. "

The following is a transcript of Yang Lin's live speech (simplified):

01

Digital transformation should pay more attention to "transformation"

Zhongshun Jierou is a leading household paper company, which has been established for 45 years and listed for 12 years, with sales of 10 billion yuan. The company has eight production bases and nine war zones, with manufacturing and retail as the main user groups.

At present, with the slowdown of economic growth, the disappearance of real estate dividends and the decline of the birth rate, all enterprises and industries are generally in a state of struggle and fear, and no one knows where the growth point of business will be next year and the year after next. In this context, digitization has become the focus of attention of enterprises, it seems that as long as embracing digitalization, enterprises can come back to life. But in fact, the success rate of digital transformation of China's retail and brick-and-mortar manufacturing industry may be only 20%, which is already a very optimistic estimate.

Digital transformation is actually a kind of enterprise change management, which focuses on "transformation" rather than "digitization". We should regard digitization as a tool. In the process of transformation, we should consider how to better adapt to the development of the digital age, how to better meet the needs of customers, and how to improve the efficiency and competitiveness of enterprises. However, many enterprises regard it as a project and expect to see remarkable results in the short term. However, enterprises can not simply pursue digitalization while ignoring the actual needs and goals. Enterprises need to have an in-depth understanding of the market, customer needs and internal operations, and work out digital strategies and programs in line with the actual situations. only in this way can we really promote the digital transformation of enterprises and achieve sustainable development.

Many enterprises are faced with the problem of separation between materialization and digitization. The lack of effective coordination and communication among strategy, technology and business makes it impossible for enterprises to give full play to the advantages of digital transformation. Although the top students engaged in digital business in enterprises have rich theoretical knowledge, they are often unable to apply these theoretical knowledge to practical work, which will have an impact on the process of digital transformation of enterprises. Many enterprises do not take into account the human factor, which eventually leads to the failure of digital transformation. Therefore, the key link of digital transformation lies in human change. We need to change our way of thinking and actively embrace new technologies, but at the same time we should also recognize the limitations of new technologies. In this process, we should give full play to the role of people and let people participate in the process of digital transformation, so that enterprises can better adapt to the development of the digital era and improve efficiency and competitiveness.

02

Transformation of financial functions to improve efficiency and competitiveness

First of all, we need to clarify the responsibilities and positioning of corporate finance positions. Take Zhongshun Jierou as an example, in the past, the cashier's job was to process Excel forms and settle accounts, but this did not represent the entire work of the financial department. Our finance department has hundreds of employees who work overtime day and night, and although they are very busy, the actual output is limited. In order to solve this problem, it is necessary to reconsider how to design and position the financial department at the beginning of the financial digital transformation. In order to better adapt to the development of the digital age, the finance department needs to be transformed into a comprehensive department to better communicate and collaborate with other business departments, so we have set up a sharing center. assign tasks to people who have the ability to understand business, model and algorithmic thinking, and involve them in daily business communication, discussion and presentation.

In addition, attention should be paid to risk control. The best stage to control risk is before the risk occurs. Therefore, next year we will make every effort to promote the division of finance, dividing it into three parts: business finance, traditional cashier and accounting work. For Zhongshun Jierou, the core is business-oriented finance. Finance should lead and promote the development of the business. when the business occurs, the enterprise should control the risk in advance.

Strategic finance needs to think more about ROI, investment direction and spending strategies. In the case of limited economic growth, enterprises should not reduce money simply to save costs, but should create more value by spending money, and should continue to pay attention to and actively respond to the challenges and opportunities brought about by financial digital transformation.

03

The integration of industry and money makes it more efficient to eliminate "grey" areas.

Many large traditional manufacturing industries are deeply distressed by the problem of "integration of industry and wealth", which comes not from the operation itself, but from the process of adapting to the integration of industry and wealth. Taking the index of inventory turnover as an example, there are differences in the calculation methods between financial and business departments, and each department carries out statistics according to its own caliber. Therefore, in the current entity enterprises, it is not easy to realize the integration of industry and wealth. Although Huawei, Midea and other enterprises with standardized business processes and strict regulations have done a good job in this respect, most enterprises with a level of 10 billion or less are not good enough. There are always conflicts between finance and business, so we need to bring financial staff to the front line, work closely with business units, and accurately grasp the details of each business environment.

The only strategy to solve the financial conflicts in real enterprises and even to build a sharing center to avoid risks is to establish a sound financial and economic system and clarify the responsibilities of managerial accounting and business accounting. This may seem simple, but it is actually very difficult. The implementation of a system requires business departments to abide by strict rules, while business units require flexible market rules, and there is an essential conflict between the two. Therefore, the financial department needs to make a balance between cost control and compliance with the rules, if the rules are too strict, the business unit will not be able to work; if it is too loose, it will lead to disorder.

Zhongshun Jierou has successfully solved the problem of paperless office within 3 years of cooperation with Hesi. Previously, our way of working mainly relied on manual operation. Although it was flexible and changeable, there were also many grey areas. The existence of these grey areas leads to the unclear boundary of our work, the lack of standardization of the process, and the difficulty of ensuring the quality of the data. Therefore, through the implementation of paperless office, we fully transfer the workflow to the line, and let the system help us to draw up a clear work boundary and formulate a clearer system and process, thus eliminating the existence of grey areas and achieving remarkable results.

Driven by advanced technologies such as digital technology and artificial intelligence, financial work is easier to be replaced by automation and intelligence because of its clear rules, clear flow, data standardization and other characteristics. Therefore, enterprise finance must change its concept, better integrate with business, play the role of management accounting, actively explore more automatic and intelligent means, and cooperate with excellent partners such as Hesi. to promote the progress and development of the whole financial field. We believe that only through continuous learning and innovation can we maintain a leading position in this rapidly changing era.

We hope to achieve unmanned and intelligent next year, reduce the dependence on manpower as much as possible, and approve automatically as soon as we can. The extensive use of science and technology means to position the team and finance as management accounting. Our goal is to achieve unmanned office, release the financial energy, and let the enterprise return to the nature of business. At the same time, we also need to let business people understand what digital products and data are, so that business people can grow better. Finally, we hope to work with Hesi to create more automation and AI intelligent applications, so that machines can replace traditional financial work as far as possible and reduce the dependence on manpower.

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