会计学院知识库

  营运资金是维持企业正常运转的重要保障，贯穿企业价值链的各个环节。通过对营运资金的持续优化，可以使企业实现资源的有效配置，从而为企业带来更多的价值。当前国内及国际环境日益复杂，工程机械行业快速增长，产能过剩、库存量大、生产乏力等问题相继出现。传统的营运资金管理模式也受到了巨大冲击，企业急需转变营运资金管理模式，由此很多集团实施了数字化转型，并借助数字化技术不断完善现有营运资金管理模式，在很大程度上提升了营运资金的管理效率。三一重工作为我国工程机械行业的龙头企业，数字化转型较为成熟，本文以此为研究对象，对其营运资金管理进行分析。 

  首先，对数字化转型、营运资金管理及二者相结合的国内外文献进行梳理。以渠道管理理论、客户关系管理理论、利益相关者理论为依据展开分析。其次，介绍了三一重工的基本情况，总结其数字化的发展历程，并从整体层面分析其营运资金状况。再次，对三一重工数字化转型下营运资金管理模式进行分析，并从流动性、盈利性和风险性三个方面对营运资金管理进行了评价。最后，提炼出三一重工的优秀管理经验，针对有待优化的地方，提出改进建议。

  研究表明，三一重工的营运资金管理是较为成功的案例，从2016年企业确立数字化转型战略后，营运资金管理的效率有了大幅度的提升。本文据此提炼出三一重工优秀经验有：数字化转型减少资源错配；新型的生产方式提高效率；形成从上游到下游的战略合作体系。但三一重工在营运资金管理中仍然存在一些问题：过度占用供应商资金；现金回收质量较差；营运资金结构不合理。基于此提出了适度让利供应商；重视应收账款管理；加强营运资金风险管控等优化建议。通过对三一重工在数字化转型下营运资金管理分析，能够为行业内其他企业转变营运资金管理模式提供一定的参考。

   Working capital is an essential guarantee for maintaining the regular operation of an enterprise and runs through all links of the enterprise value chain. Through the continuous optimization of working capital, the enterprise can realize the effective allocation of resources, thereby bringing more value to the enterprise. The current domestic and international environment is becoming increasingly complex, the construction machinery industry is multiplying, and problems such as overcapacity, large inventory, and weak production have emerged one after another. The traditional working capital management model has also been significantly impacted. Enterprises urgently need to change the operating capital management model. As a result, many groups have implemented digital transformation and continuously improved the existing capital management model with the help of digital technology, which has dramatically enhanced the working capital management model. s efficiency. Sany Heavy Industry is a leading enterprise in my country's construction machinery industry, and its digital transformation is relatively mature. This paper takes this as the research object to analyze its working capital management.

    First, sort out the domestic and foreign literature on digital transformation, working capital management, and combining the two. The analysis is based on customer relationship management, channel, and value chain theories. Secondly, it introduces the basic situation of Sany Heavy Industry, summarizes its digital development process, and analyzes its working capital situation from an overall level. Thirdly, it explores the operating capital management mode of Sany Heavy Industry under the digital transformation and evaluates the working capital from three aspects: liquidity, profitability, and risk. Finally, according to the analysis and evaluation, Sany Heavy Industry's excellent experience is refined, and improvement suggestions are put forward for the areas that need to be optimized.

     Research shows that Sany Heavy Industry's working capital management is a relatively successful case. Since the company established a digital transformation strategy in 2016, operating capital efficiency had been dramatically improved. Based on this, this paper extracts the excellent experience of Sany Heavy Industry: digital transformation reduces resource misallocation; new production methods improve efficiency and form a strategic cooperation system from upstream to downstream. However, there are still some problems in Sany Heavy Industry's working capital management: the excessive occupation of suppliers' funds, poor quality of cash recovery, and unreasonable working capital structure. Based on this, it puts forward optimization suggestions such as moderately sharing profits with suppliers, paying attention to accounts receivable management, strengthening risk management, and control of working capital. Through the analysis of Sany Heavy Industry's working capital management under the digital transformation, it can provide a certain reference for other enterprises in the industry to change their working capital management mode.