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根据国家电网公司工程财务管理要全面贯彻财务集约化管理要求,县级供电公司工程管理环节不衔接,工程结算进度滞后、工程资料不规范、年底突击结算、付款等问题不断浮出水面。为强化关键风险防控,按照资产全寿命周期管理要求,国网河北盐山县供电公司创新“三步走、五节点”工程财务管理模式,改变以往仅以财务支出结果和竣工结算资料分析管理工程项目的方法,优化和提升工程财务管理集约化管控能效,实现工程价值管理闭环。
According to the State Grid Corporation of China project financial management to fully implement the requirements of financial intensive management, county-level power supply company project management does not converge, the project settlement progress lags behind, engineering information is not standardized, the end of assault settlement, payment and other issues surfaced. In order to strengthen the prevention and control of key risks, in accordance with the requirements of the life cycle management of assets, the State Grid Hebei Yanshan Power Supply Company has innovated the financial management mode of “three steps and five nodes” to change the past financial settlement results and completion settlement data Analyze and manage the methods of engineering projects, optimize and enhance the energy efficiency of project financial management in an integrated manner, and achieve a closed-loop project value management.