会计学院知识库

营运资金是企业中流动速度最快，周转性最强的资金，它的正常与否关系到企业能否正常运转。在经济日益快速发展的今天，快流通和高周转成为了很多企业的特点，在体育用品行业,这种特点尤为突出。在渠道理论视角下对营运资金管理是2009年我国第一家营运资金管理机构成立后提出的，该营运资金管理理论将财务与企业战略管理相结合，分析方式与分析过程也更加符合当今经济发展的节奏。

本文以安踏公司为案例公司，选取其2016—2019年相关财务数据,在安踏公司现行政策和营运资金管理方式上分析后,发现安踏公司在营运资金管理方式中存在的一些问题,然后在渠道理论的视角下对其三大渠道进行分析，并依据相关指标发现安踏公司营运资金管理所存在问题,分别是：一、产品周转状况不佳形成库存积压；二、销售方式单一造成应收账款回收过慢；三、管理层过于重视防范信用风险。并且根据上述问题,提出了相应的优化措施：首先，增加销售方式,加速应收款的回收；其次，采取“零库存”采购模式,与上下游成员间建立信息共享平台；然后，清晰目标消费群体,加强产品针对性；最后，创新自身线下模式，提升产品竞争力。

Working capital is the capital with the fastest flow rate and the strongest turnover in an enterprise. Whether it is normal or not is related to the normal operation of the enterprise. With the rapid economic development today, fast circulation and high turnover have become the characteristics of many enterprises. In the sporting goods industry, this characteristic is particularly prominent. The management of working capital from the perspective of channel theory was put forward after the establishment of my country’s first working capital management agency in 2009. The working capital management theory combines financial and corporate strategic management, and the analysis methods and processes are more in line with today’s economic development. Rhythm.

This article takes Anta company as a case company and selects its 2016-2019 relevant financial data. After analyzing Anta company’s current policies and working capital management methods, it is found that there are some problems in Anta company’s working capital management methods, and then in the channel Analyzed its three major channels from a theoretical perspective, and found out the problems in Anta’s working capital management based on relevant indicators. They are: 1. Poor product turnover has resulted in inventory backlog; 2. A single sales method has resulted in accounts receivable Recovery is too slow; 3. The management pays too much attention to preventing credit risks. And based on the above problems, corresponding optimization measures are proposed: firstly, increase sales methods to accelerate the recovery of receivables; secondly, adopt a "zero inventory" procurement model to establish an information sharing platform with upstream and downstream members; then, clearly target consumption Group, strengthen product pertinence; finally, innovate its own offline model to enhance product competitiveness