集团财务管控是集团实施有效管控的最基本手段之一。中央科研设计企业“十一五”发展较快,带来资产规模扩大、资本链条延长、管理跨度加大、地域分布变广。而集团总部财务管控能力较弱,重大事项管控不力,总部财务功能未有效发挥,参与决策支持和价值创造的力度不足,集团化的财务管理体系建设滞后等问题仍然没有较好解决。中央科研设计企业如何根据本企业生产经营特色、发展状况、组织结构和运营模式等方面特点实施对子公司的有效财务管控,努力建成世界一流 The Group’s financial control is one of the most fundamental means by which the Group can effectively manage and control. Central scientific research and design enterprises “Eleventh Five-Year ” has developed rapidly, bringing the scale of assets, capital chain extension, management span increases, the geographical distribution of widening. However, the Group’s financial management and control capacity is weak, the management of major issues is not strong, the financial functions of headquarters are not effectively utilized, the lack of participation in decision-making support and value creation, and the lagging construction of the group-based financial management system are still not well resolved. How the Central Scientific Research Designing Enterprise Implements Effective Financial Control over Subsidiaries According to Characteristics of the Company’s Production and Operation, Development Status, Organizational Structure and Operational Mode, etc., and strives to build a world-class enterprise