Frontiers in Business, Economics and Management 
ISSN: 2766-824X | Vol. 15, No. 2, 2024 

 

93 

Transformation of Management Accounting 
Informationization Based On Financial Sharing 

Jialing Cheng, Xiong Shan 

Sichuan University of Light and Chemical Engineering 

 

Abstract: Nowadays, with the popularization of Internet technology, big data and other technologies, the society is gradually 
moving towards the information age, and enterprises need to deal with financial information more efficiently, and the application 

of management accounting information has emerged. With the gradual maturity of the application of the financial sharing model 

and the rapid development of the Chinese market, many enterprises try to establish financial sharing centers to realize the 

transformation of management accounting informationization. The informatization transformation of management accounting 

promotes internal communication and decision-making and improves the external competitiveness of enterprises. Through the 

establishment of financial sharing, optimization and upgrading after establishment are the steps of financial management, 

organizational management and decision-making management of enterprises.The successful experience of management 

accounting informatization transformation in Company X reveals that it is crucial to actively establish financial sharing and 

transform management accounting informatization. 

Keywords: Financial sharing, Management accounting informatization, Transform 

 

1. Introduction 

In recent years, the capital market continues to open up, the 

economy has shown rapid development, enterprises to cope 

with the expansion of management, have joined the team of 

financial sharing, but also faced with the new problem of 

management accounting informationization. Financial 

sharing and management accounting informatization 

construction in China's enterprise development time is 

relatively short, compared to other foreign countries, China's 

theoretical research, as well as the practice of the effect of 

there are many gaps, many enterprises are still in the groping 

stage for financial sharing construction still need to continue 

to improve and continue to optimize the enterprise 

management accounting informatization. 

2. Theoretical analysis of the 
transformation of management 
accounting informatization of 
financial sharing 

2.1. The Role of Financial Sharing In the 
Transformation of Management 

Accounting Informationization 

2.1.1. Beneficial to Improve the Practicality of 
Management Accounting Information 

Enterprises in the process of carrying out financial 

management, but also the financial information will be more 

quickly entered into the financial information system, and 

then in a short period of time to carry out the analysis and 

processing of data. At the same time, the enterprise through 

the use of financial software, will also quickly realize the 

automatic generation of charts. Through the financial shared 

services as a benchmark, the realization of management 

accounting informatization, will to a large extent to achieve 

the practicality of management accounting information to 

improve, and then make the management of accounting in the 

direction of information development. 

2.1.2. Beneficial to Further Reduce the Cost of Financial 
Management 

In the enterprise operation and management, the cost of 

financial management is relatively high. It can be found that 

the size of the enterprise is large, the cost of financial 

management will be higher. There is a big difference with 

financial accounting, and the data analysis results of 

management accounting will provide reference for the 

management decision of the enterprise. Therefore, enterprises 

will also put forward more strict requirements for 

management accounting. Management accountants not only 

need to have professionalism, but also need to continuously 

improve their management capabilities. In the early days, the 

cost of enterprise management accounting is relatively high, 

but the timeliness is insufficient, and will only assume the 

responsibility of management record books. Under the 

financial shared services, through the construction of 

information-based management accounting, not only will 

further reduce the cost of financial management labor, but 

also make the financial management in the direction of 

intelligent as well as information-based development [5]. 

Moreover, the results of data analysis will also bring reference 

to the development of enterprises, so that enterprises can 

scientifically formulate corresponding plans. At the same 

time, financial shared services under the management 

accounting informatization, will also save the time of 

management accounting analysis and statistics, in order to 

ensure that the development path of the enterprise is more 

correct, so that the enterprise to obtain stable development. 

2.1.3. Beneficial to Improve the Efficiency of Financial 
Management and Control 

Through the financial shared services as the basis for the 

development of management accounting information 

technology construction, will to a large extent to realize the 

integration of finance. In this way, in the financial system, it 

is possible to integrate the financial data information of 

branches or subsidiaries to improve the efficiency of financial 

management and control. In the process of actual financial 

control work, through the financial shared services, it is 



 

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possible to connect the terminal equipment distributed in 

various places with the management center, and then obtain 

the data of operation management and finance. With the cloud 

storage and cloud computing technology, online data analysis 

and processing, which makes the financial information 

processing more automatic and intelligent, simplifies the 

workflow of financial management, and there will be no 

financial information submitted back and forth. This will not 

only improve the effect of financial management of 

enterprises, but also reduce the probability of information 

errors caused by manual errors in financial management, and 

further promote the development of enterprises. 

2.2. Problems with the Transformation of 
Management Accounting 

Informationization for Financial Sharing 

2.2.1. Data Quality Issues 
Data quality management requires that the data does not lie 

in quantity but in quality, the problems of data quality are: 1. 

Correlation. The same data may be stored in different spaces, 

modifying the data in one of the ports may cause the data to 

be repaired by correlation, resulting in errors when the other 

ports fetch the number again.2. Unstructured data. If the 

document storing the data is broken, the data path cannot be 

found and the data source cannot be traced.3. Reliability. 

Whether the data stored in the cloud is reliable is also one of 

the important factors to measure the quality. The data is 

reported on time and accurately, and the data is cross-checked 

and confirmed by different departments to ensure the 

authenticity of the data. The main factor that causes data 

quality problems is because there is information asymmetry 

in the data-using ports, and different ports may have different 

ways of processing data, so that there may be some 

differences in the data they upload, and other ports may take 

the data on their own, because there is no clear standard for 

checking the data, and there are differences in the 

understanding of the users, which may lead to bias, and the 

erroneous data may lead to subsequent decision-making bias 

and repetition, which affects the normal operation and 

development of the enterprise [12]. 

2.2.2. Transformation of the Applicable Issues 
Financial sharing is actually relative to the higher degree of 

scale of the enterprise, the more standardized and process-

oriented business, the better the utility of financial sharing, 

which means that smaller or more business, more complex 

projects, the application of the difficulty is undoubtedly 

increased. For example, in the early days of many enterprises 

into the construction of financial sharing, but with the 

expansion of business, but gradually abandoned the 

application of financial sharing, there may still be a sharing 

model, but it is virtually useless. Because the differences 

between the modules and projects to increase the face of each 

module and project to re-adjust the sharing model, the degree 

of inapplicability becomes higher, but to the enterprise 

financial management has brought trouble, so part of the 

enterprise simply abandoned the use. From the analysis of the 

nature of financial sharing, it is to turn the work with high 

repetition rate into model operation. With the complexity of 

the business form, the reason for the abandonment of these 

enterprises lies in the applicability, so it is necessary to study 

the ability to discriminate between different types of business 

and adopt artificial intelligence to complete the sorting and 

auditing as much as possible, in order to solve the 

applicability problem effectively and achieve the purpose of 

transformation. 

3. The Transformation Analysis of 
Management Accounting 
Informatization of Company X's 
Financial Sharing 

3.1. Basic Situation of the Company 

Company x is one of the first publicly listed companies in 

mainland China and is a professional residential development 

enterprise. Whether it is the company's strategy, management 

team, governance structure, products or corporate culture, or 

brand value, it has obvious advantages in China's real estate 

industry. As of the third quarter of 2021, the Company 

achieved operating revenue of RMB271.49 billion, an 

increase of 12.4% year-on-year, and net profit attributable to 

shareholders of the listed company of RMB16.69 billion. The 

gross profit margin of the Company's real estate development 

and related assets operation business from January to 

September was 17.5%, the Company's net gearing ratio was 

31.9%, the cash-to-short-debt ratio was 1.79, and the asset-

liability ratio excluding advance receipts was 70.5%, the 

overall operation is sound.

 

Table 4-1. X company's main indicators  

Main financial indicators 

Business indicator 2016 2017 2018 2019 2020 

Operating income 240477 242897 297679 367894 419112 

The total profit 39254 51142 67460 76539 79676 

Net profit 28350 37208 49272 55132 59298 

Net profit margin 11.79% 15.32% 16.55% 14.99% 14.15% 

Return on net assets 18.41% 20.89% 22.24% 21.78% 18.24% 

Earnings per share 1.9 2.54 3.06 3.47 3.62 

data source: X company's Financial statements for 2016-2020 

 



 

95 

 
Figure 4-1. X company's operating income 

As can be seen from the chart, x company's operating 

income in the past 5 years showed a steady upward trend, 

from 240 billion scale in 2016 to 400 billion scale in 2020, 

the growth in 2019 and 2020 is 23.59% and 13.91% 

respectively. Nearly one year time by the macro policy 

regulation and financial policy tightening, the momentum of 

development slowed down, the land price increase led to the 

decline of gross profit margin of the newly acquired projects, 

x the company's key business layout areas of first and second 

tier cities price restriction policy, as well as the high land price 

projects into the settlement period of the company's 

profitability of the impact of the larger, as can be seen from 

the charts in 2018-2019, the Group's net interest rate has been 

showing a gradual decline. 

3.2. Company X's Pre-Transformation Finance 
Sharing Model 

In March 2013, Company X set up Finance Sharing, which 

is positioned as a second-tier department of the Group's 

Finance Department, and the payment review and accounting 

of the head office and each first-tier company are under its 

responsibility for processing. In the first phase of finance 

sharing, the employee expense reimbursement process is used 

as the entry point for shared services, and billing support and 

basic accounting business support are provided to improve the 

quality of financial processing. The expense reimbursement 

process flows seamlessly through the enterprise portal system, 

the EAS expense reimbursement system, the fund 

management system, the financial management system, the 

workflow approval system, the imaging system and the 

archive system; the accounting business support is to bring 

frontline account processing The accounting business support 

is the first line of account processing to the sharing center, the 

first line only need to send the relevant voucher attachments 

on a regular basis, the specific account processing are handled 

by the sharing center, the liberation of the first line of basic 

work, after the financial sharing center began to upgrade the 

expansion of the financial sharing center, in addition to 

reimbursement and non-contractual management costs to pay 

for the second phase of the marketing marketing and 

contractual management costs into the sharing process. The 

specific expense reimbursement process in the enterprise is 

shown in the figure. 

 

 

 
Figure 4-2. Reimbursement process 

 

Contract Payment Management: Company X's Financial 

Sharing Center provides contract signing process and contract 

payment process in contract payment management. The 

initiator enters the key elements of the contract on the system 

and attaches the contract attachments, and the contract 

approval is completed online by all levels of reviewers 

through K2 approval, and the electronic contract, after 

passing the approval, automatically enters into the company's 

file manager's proxy system, and is then used by the file 

manager to Stamped with electronic signature, realizing the 

real paperless office. After the contract is signed, it will be 

automatically filed and stored in the file system for easy 

inquiry. When the contract is paid, the operator will find the 

contract to be paid from the file system, and can pay the 

corresponding contract payment in batches according to the 

contract payment rhythm, realizing the high efficiency of 

contract filing and payment. 

3.3. Deficiencies of the Finance Sharing Model 
before Transformation 

Low positioning of financial sharing: Since each first-line 

company still retains its finance department and carries out all 

kinds of financial work independently and supervises the 

work of financial sharing, sharing is more like an auxiliary 

department of the first-line finance department rather than a 

subordinate department of a group headquarters, resulting in 

a low positioning of the sharing center. It is difficult to play 

its financial resources sharing advantages, not conducive to 

the realization of information sharing with other departments. 

Single function, no decision-making power: before the 

transformation of the financial sharing center is more like a 

payment center to pay the main function, taking into account 

the accounting function, relatively single function. Shared 

center financial personnel are mostly external, assembly line 

work mode, batch review of various types of payment image 

240477 242897
297679

367894
419112

0

100000

200000

300000

400000

500000

2016 2017 2018 2019 2020

Operating income

Operating…

Fill in the 
form

Business audit

Shared audit
Payment

Record and 
file



 

96 

attachments, confirm the authenticity of invoices, work 

monotonous, although processing a large amount of 

information and data, but the data cannot be summarized 

statistics, it is difficult to form an effective basis for decision-

making. 

Poor communication between units and reduced 

communication efficiency: Financial sharing adopts a 

centralized service approach, and effective communication 

between the sharing center and subsidiaries is a decisive 

factor. However, before the transformation of financial 

sharing and front-line communication is relatively closed, the 

sharing center to deal with the problem of no uniform 

standards, the front-line staff if there is a problem need to 

consult, it is difficult to have a fast track, resulting in the two 

sides of the information transfer efficiency is low, the work of 

docking is still in accordance with their own standards and 

processes. 

Incomplete performance appraisal: Since the main duties 

of the shared center are financial work, and the financial work 

relies on various real business scenarios and different 

departments, if the shared center is appraised only by 

financial standards, it is possible that the shared 

implementation plan is not optimal, which is not conducive to 

the shared center to play a greater role. 

3.4. Internal Transformation of the Company's 
Management Accounting 

Informationization Based On Financial 

Sharing 

The Company's capital management transformation based 

on financial sharing: Compared with other industries, real 

estate itself is characterized by long cycles and high capital 

demand. Since the second half of 2020, policies to control the 

real estate industry have been introduced, and in August 2020, 

the Ministry of Housing and Construction and the Central 

Bank of China set three red lines for the real estate industry 

in the symposium of key real estate enterprises: 1) the asset-

liability ratio of real estate companies is greater than 70% 

after excluding the advance receipts, 2) the net debt ratio is 

greater than 100%, and 3) the cash-to-debt ratio is less than 1 

times. Short-term debt ratio is less than 1 times. The 

introduction of the “three red lines” has rewritten the rules of 

the industry, relying on high leverage, high debt and high 

inventory can no longer achieve high growth, and the 

enterprise's ability to manage funds is once again put to the 

test. After two transformations, based on the financial sharing 

of funds management for tax, cost, income and other funds 

for the collection and payment, to assist the Group's capital 

center for the transformation of management accounting 

information technology and breakthroughs to lay the 

foundation for the specific point of view, there are mainly the 

following aspects of the control: 

Control of funds collection and payment: after the 

transformation of the financial sharing center can be more 

proactive in the management of funds, monitoring the self-

balancing state of the funds of the regional companies, in the 

current relatively tense funds, the sharing center requires each 

first-line companies to report monthly payment plans and 

payment rhythm, according to the amount of funds in the pool 

and the amount of funds uploaded by the first-line companies 

to authorize the final amount of the actual amount of payment; 

the end of the month of the funds plan At the end of the month, 

the actual payment situation of the capital plan is analyzed to 

understand the deviation rate of capital payment, and the 

Group can provide funds by way of cross-regional transfer to 

reduce the risk and cost of financing by frontline companies. 

Opening the function of direct bank-enterprise connection 

is a further step to improve the efficiency of the automatic 

transfer function. As the name suggests, the direct link 

between the bank and the enterprise will establish a direct 

connection function to reduce the intermediate capital transfer 

steps, while using automated technology financial personnel 

only need to review the steps to control the safety of funds, 

without manual input operations, reducing the risk of 

operational errors, management fraud and other risks. 

Flexible allocation of funds: X company by the end of 2020, 

the two red lines to reach the standard, the gearing ratio 

slightly exceeded the standard, the company's return to the 

green file is imminent, and at the same time to Hangzhou as a 

representative of the part of the city began to regulate the 

source of funds for the purchase of land, clear that the funds 

for the purchase of land shall not be directly or indirectly 

using financial institutions of all types of financing funds, the 

abundance of its own funds is particularly important, through 

the centralized control of the financial sharing, the group can 

be front-loaded in the future! Through the centralized control 

of financial sharing, the Group can arrange the future cash 

flow situation in advance, adjust the payment or return the 

principal of financing in a timely manner, and optimize the 

structure of the enterprise's capital and debt.  

Table 4-2. Debt ratio of Company X from 2018 to 2020 

                                 Unit: (100 million yuan) 

 2020 2019 2018 

Total liability 15193.33 14593.50 12929.59 

Contractual 

liabilities 
6307.47 5770.47 5047.11 

Total assets 18691.77 17299.29 15285.79 

Asset-liability 

ratio 
71.75% 76.53% 76.99% 

Net debt ratio 18.09% 33.87% 30.89% 

data source: X company's Financial statements for 2016-

2020 

 

From the table, it can be found that after Company X 

excludes the advance receipts, the asset-liability ratio in 2020 

has a relatively large decline, slightly higher than the red line 

requirement of 70%, and completes the adjustment of the 

asset-liability structure in 2021 to return to the green file. 

Company X's net debt ratio has been maintained at a low level, 

with a significant decline in 2020, only 18.09%, and in 2020, 

the coverage of the interest-bearing liabilities maturing within 

one year by the money funds the multiple is 2.4 times, and the 

financial position of the enterprise is safe. 

 

 

 

 

 

 



 

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Table 4-3. Cash flow of financing activities of Company X from 2016 to 2020 

                                                       Unit: (100 million yuan) 

 2020 2019 2018 2017 2016 

Subtotal of cash inflow from 

financing activities 
1539.36 1233.94 1693.08 1237.75 901.56 

Subtotal of cash outflow from 

financing activities 
1864.40 1567.32 1245.10 685.10 588.59 

Net cash flow used in 

financing activities 
-325.04 -333.38 447.98 552.65 312.97 

Data source: X company's Financial statements for 2016-2020 

As can be found from the table, since 2019, Company 

X's net cash flow from financing activities has been negative, 

and the number of corporate return financing amounts 

exceeds the amount of newly generated borrowings, and the 

Group has gradually realized self-balancing of funds and the 

transformation of funds management by financial sharing 

from payment tools to funds management tools, which 

enables Company X to have a more detailed understanding of 

the income and expenditure of each company, and has already 

been able to mobilize funds of each frontline company across 

the Group, and It has realized the unified management of 

funds, alleviated the impulsive fund payment of the first-line 

companies, optimized the Group's asset-liability ratio, and 

thus enhanced the credit rating in the capital market, lowered 

the borrowing interest rate, and realized a virtuous cycle. 

Company x's accounting management transformation 

based on financial sharing: in terms of accounting 

management, the degree of consistency between accounting 

rules and accounting preparation has increased. After the 

transformation of accounting management, the T+0 

Excellence Efficiency Improvement Program was launched 

through replicable management standards. For example, the 

tax payment module automatically flows between its own tax 

system, process system, bank, payment system, and 

accounting system. Banks automatically reconcile, the system 

timed operations, every day according to the reconciliation 

rules to do automatic reconciliation, at the same time in order 

to achieve timely reconciliation and reduce the pressure of the 

month-end. Accounting can view the reconciliation results in 

the billing system. After the reconciliation is completed on 

the same day, the shared system will send emails to the 

reconciling accountant with the details of the bank flows that 

cannot be reconciled, so as to remind the processing in time. 

In the accounting to find out the reasons for reconciliation 

differences and processing to confirm that the data is correct, 

issued a balance reconciliation statement, the shared system 

in the completion of the node in order to confirm that the 

company to complete the bank reconciliation. Cultivate 

professional talents, in addition to financial knowledge, 

financial personnel also need to understand the real-time 

policy, master the current government guidance, financial 

policy, planning in advance, training financial personnel to 

income-determined expenditure ability, to protect the balance 

of funds, reasonable planning for the enterprise's overall cash 

flow status. Build a financial sharing bridge to promote the 

transformation of personnel. Accounting is one of the 

contents of the financial sharing, the traditional accounting 

accounting from the front-line financial management mode 

out of the group of companies involved in a variety of 

business forms brought together to solve the financial sector 

manpower duplication of inputs to enhance staff efficiency 

and save business operating costs. 

3.5. The Company's External Transformation 
of Management Accounting 

Informationization Based On Financial 

Sharing 

Company x's investment management transformation 

based on financial sharing: At the beginning of 2021, a “two-

concentration” policy was put forward for 22 key cities, the 

introduction of which led to a huge change in the original real 

estate investment model. Compared with the original 

fragmented land auctions, the capital demand of each city 

company was relatively decentralized, and the difficulty of 

capital allocation was lower. Under the existing model, the 

centralized land auctions led to impulsive capital demand of 

the first-tier companies, especially during the period of 

centralized land auctions in multiple cities, which was a 

greater challenge to the Group's cash flow balance. Arbitrary 

use of funds may make it impossible for the company to raise 

the necessary funds to complete the acquisition of high-

quality land, or increase the cost of financing, thus preventing 

the company from obtaining profits in an optimal manner. 

According to the original shared center mode of control, the 

first-line companies do not need to bear the cost of funds for 

land auctions, and the first-line use of funds for acquiring 

projects is arbitrary, and high-priced land was acquired during 

2017-2018. In order to adjust the policy of acquiring land, the 

third-phase transformation of X Company's Finance Shared 

Center will bring investment into the scope of management, 

and adopt a separate line of management for investment (1) 

Substantial assessment. The internal appraisal model of 

borrowing and occupancy is used to restrain the frontline 

companies. Borrowing and occupancy are both internal 

assessment modes. Borrowing means that the group company 

invests in subsidiaries in the nature of debt and charges 

subsidiaries finance costs at a certain rate; occupancy means 

that the group company invests in subsidiaries in the nature of 

equity and does not need to calculate finance costs, but it is 

necessary to proportionately deduct the occupancy amount 

during the end-of-year performance appraisal, and the 

monthly requirement for the city company's capital allocation 

is extreme after the opening of the project to return the funds 

of the land acquisition and to supplement the shared center's 

capital pool through assessment. Supplementary sharing 

center capital pool, through the assessment + post-investment 

cash flow management dual mode, making X company 

operating cash flow appeared to improve.

 



 

98 

 
Figure 4-3. Net cash flow from operating activities of company X. 

 

As can be seen from the table, the net cash flow from 

operating activities of Company X plummeted in 2018, and 

in addition to the normal land acquisition and expansion, 

high-priced land and land king land also appeared more in this 

period, and in 2019 and 2020, when the transformation of the 

financial sharing center began, the cash flow from operating 

activities of Company X rose steadily. The sharing center is 

given the authority to assess and is no longer a single 

functional organization, and in the era when cash is king, it is 

important to pay attention to every cash expenditure in order 

to enable the healthy and stable development of the enterprise. 

Company X's transformation of financing management 

based on financial sharing: real estate is a capital-intensive 

industry that requires capital to sustain both operation and 

expansion. With the introduction of government policies and 

the downward pressure on housing prices in recent years, a 

large amount of capital is needed for land payments and 

project payments required for business operations. In the face 

of a large amount of capital pressure, many enterprises began 

to rely excessively on financial leverage, accelerating the 

turnover of enterprises, with the growth of indebtedness, the 

cost of corporate financing rose, thus triggering a series of 

financial risks. The emergence of the “three red lines” control 

policy, the original rough use of funds mode will no longer be 

applicable, with every money, borrow every money is 

particularly important to the financial sharing of higher 

requirements, cannot just a simple pool of funds, the need for 

further transformation to become a balanced tool for 

corporate funds. In addition to the return of financing funds 

mentioned in the internal transformation of funds 

management transformation, it is also necessary to take into 

account whether the cost of financing can be reduced and 

whether mortgage protection can be provided. Total-to-total 

four certificates financing: X company will be the four 

certificates of the project in various regions of the resources 

pooled to the financial sharing center, through the scale effect 

of the head office of each bank to communicate with the loan 

interest rate to reduce the financial risks that may exist in the 

negotiations around the world, as well as the emergence of the 

interest rate is too high, in the completion of the total-to-total 

negotiation, the sharing center to arrange for the bank to 

docking with the first-line company, the first-line company to 

provide the relevant materials to cooperate with the 

completion of the loan approval, the loan The funds are 

released into the Sharing Center, which distributes the funds 

according to the actual needs of each region, thus maximizing 

the efficiency of the use of funds. 

 

 

Table 4-4. Loan amount of Company X in 2019-2021 

 
short 

loan 

long-term 

loans 

Bonds 

payable 

financial 

expenses 

financing 

cost 

2021 941822 6748105 2673942 443574 4.28% 

2020 2023838 12317828 4661087 875758 4.61% 

2019 1273357 11762442 4837033 925527 5.18% 

Data source: X company's Financial statements for 2019-2021 

The third phase of X company's financial sharing center 

began to transform in 2019, according to the table, the 

financing interest rate of X company showed a downward 

trend in 2019-2021, especially in 2021 by all kinds of macro-

controls, X company is still able to maintain a favorable 

position to the financial port, the essence of the financing cost 

of the real estate enterprise is the remuneration paid by the 

user of funds to the owner of funds. x company through the 

sharing mode to realize the efficient operation of funds, 

reducing the capital deposits of each frontline company, better 

reducing the scale of indebtedness, optimizing the debt 

structure, and low indebtedness will be more conducive to 

obtaining funds at a low interest rate and realizing the benign 

cycle of corporate cash flow.2021 In June 2021, a number of 

high-quality real estate enterprises represented by Company 

X respectively lowered the coupon interest rate of their 

corporate bonds, among which Company X lowered the 

coupon interest rate of its “18A01” bonds to “1A01” bonds. 

18A01” bond coupon rate from 4.05% down to as low as 

2.8%, during the same period, the average financing cost of 

high-interest rate real estate enterprises remained at around 

8%, the interest rate difference between real estate enterprises 

increased, showing a polarized trend. In January 2022, 

Company X lowered the coupon rate of “19A01” bonds from 

3.65% to as low as 2.5%. In the midst of the increasingly 

fierce competition in real estate, the reduction of financing 

costs has become one of the sources of profit for real estate. 

Supply chain financing: supply chain to real estate as a key 

823.23

336.18
456.87

531.88

0

200

400

600

800

1000

2017 2018 2019 2020

Net cash flow from operating activities



 

99 

enterprise, revitalization of the supply chain node enterprise 

receivables, in the case of ensuring the stability of the 

supplier's capital flow, slow down the actual payment rhythm 

of real estate enterprises, broaden the financing channels, 

reduce the peak of the enterprise funds, and the cost of 

financing is low, belongs to the off-balance sheet liabilities, is 

not subject to the influence of the “three red lines”, optimize 

the balance sheet. Balance sheet. 

 
Figure 4-4. Company payment process 

As shown in the figure, the shared center entrusts the third-

party funds to pay the project payment to the supplier, the 

supplier receives the funds for the project payment after 

deducting the interest, and the shared center pays the 

supplier's accounts receivable to the third-party funds upon 

expiration, and the term of the financing is generally one year. 

The Finance Sharing Center will regularly negotiate with 

third-party financing channels to obtain high-quality 

financing resources at lower financing costs according to the 

Group's overall project payment rhythm, and then each front-

line company will apply to the Sharing Center for the use of 

supply chain financing quota according to the actual payment 

situation. 

Total to total mortgage resources: In addition to the funds 

required for the development of the enterprise itself, the 

customer's mortgage resources, real estate enterprises are 

required to pay attention to, sales return is the basic guarantee 

of the cash flow of real estate enterprises, in the environment 

of the collection of expenditure, the amount of return will 

directly affect the enterprise can pay cash situation in the next 

stage, early 2021, the bank two red lines clear real estate loans 

accounted for the proportion of the proportion of the personal 

housing loans on the line, the bank Loan amount is restricted, 

the audit is more stringent, the lending cycle is prolonged, by 

X company 2021 quarterly statement can be found, 2021 

cumulative to the three quarters of net cash from operating 

activities is 1.22 billion, of which the third quarter is -5.561 

billion, a year-on-year drop of 151.62%. Under the double 

blow of the market and the financial end, after the scarcity of 

real estate mortgage amount, the real estate operating cash 

flow also fell off a cliff. In the face of the sudden situation, 

the Sharing Center exchanged deposits for mortgages. The 

Sharing Center took the province as a unit, collected mortgage 

demand from various banks around the world, actively 

communicated with the head offices, and through the total-to-

total strategic model, fought for mortgage scale with deposits 

at the head office level, and then decentralized it to the first-

line companies to dock to various branches and sub-branches 

to guarantee the mortgage repayment of Company X in the 

fourth quarter. 

4. Based on the Financial Sharing of 
Management Accounting 
Informationization Transformation 
Implementation Recommendations 

4.1. Establishment of Financial Sharing 
Accounting File Management 

In the era of big data today, it is very important to do a good 

job of electronic accounting case management in all aspects 

of financial development. Traditional accounting file 

management relies on human resources, accounting personnel 

are required to regular storage of accounting files are 

summarized, not only spend more time, but also once the 

personnel transfer, job transition, the original accounting 

information may be lost. With the emergence of financial 

sharing centers, account processing is centralized in one place, 

and accounting documents are also stored in one place, so that 

front-line companies can rely on shared accounting files when 

they need to check and verify their accounts. After process 

iteration and optimization, financial sharing can accurately 

capture the accounting data of each front-line company, 

including cost invoice entry, project payment, expense 

payment and other related information, to a certain extent, 

standardized account processing, reducing the error rate that 

may exist in manual bookkeeping, while the attached images 

in the approval process of accounts payable will be used as 

the basis of the bookkeeping vouchers, which are saved in the 

electronic accounting file, so that it is convenient to find the 

corresponding basis when checking the accounts at a later 

stage. At the same time, the images of the attachments 

attached to the accounts payable approval process are used as 

the basis of the entry vouchers and saved in the electronic 

accounting file, which is convenient for the later checking of 

accounts to find the corresponding basis. The accounting file 

management system is mainly used for auditing the 

company's payment vouchers and files, which can match the 

approval process of payment one by one and clarify the basis 

for approval and the approver, so as to fulfill the responsibility 

to the person. After completing the classification process of 

accounting information, corresponding codes will be 

generated according to each project company, which can be 

queried through specialized accounting systems, such as SAP 

system, to facilitate the making of business decisions. 

Accounting files are stored in the financial cloud, so frontline 

companies do not need to set up special accounting files, and 

paper vouchers are uniformly stored in the financial sharing 

center for reference. The accounting file system ensures the 

efficiency of data query and utilization, eliminating the need 

to search for each voucher and corresponding attachments 

inefficiently, and also improves the security of accounting 

information storage [13]. 

4.2. Optimize the Procedure of Managing the 
Flow of Accounting Information 

In the flow of funds, it should start from the financial 

sharing center to effectively manage the funds of each 

department and grasp the status information of the flow of 

funds, and it should constantly strengthen the management 

and control of funds in order to improve the efficiency of the 

flow of funds, make the management of funds more efficient 

and scientific, and better serve for the management 

accounting informatization. Taking the information flow as 

the fundamental starting point, standardize the business 

Financial 
Sharing 
Center

provider
Third-party 
financing 
channels



 

100 

process standardization, expand the business process 

coverage, including expense reimbursement, fund settlement, 

fixed asset accounting, procurement to payment, general 

ledger to statement, cost accounting, order to collection and 

other links, in order to promote the maturity of the financial 

sharing center, make the link between each department and 

organization closer, so as to improve the utilization rate of 

information and the circulation rate, and fundamentally 

Enhance the financial management level of the enterprise. 

4.3. Strengthening the Introduction and 
Cultivation of Management Accounting 

Complex Talents 

The company insists on reducing employees for the 

purpose of realizing the transformation of enterprise value 

and further development of enterprise management and 

accounting informationization. Therefore, it is necessary to 

carry out management training for internal employees, and 

encourage employees to obtain certificates through some 

practical benefits, and then enhance the professionalism of the 

enterprise's financial personnel and their own 

competitiveness, so as to obtain more opportunities to 

participate in the management of the business, so as to better 

serve the enterprise [19]. Strengthen the financial internal 

personnel circulation, for example, the cost module has been 

the same group of people, there should be a fixed period of 

time for the rotation, so that the financial personnel are 

familiar with each module of the enterprise, accounting and 

analysis of the management of the formation of an upgraded 

model to cultivate a comprehensive range of talents, to be put 

into practice. 

4.4. Optimization and Maintenance of the 
Management Accounting Information 

Platform 

The use of cloud computing, so that the enterprise and the 

bank, the market, the integration of customers, to achieve 

multi-directional co-working and management, improve the 

efficiency of financial management. x enterprise in the initial 

construction of treasury management system with the China 

Merchants Bank, but this also need to pay attention to the 

enterprise's information security, because it is an external 

software system, so pay attention to the preservation of 

enterprise information, especially the confidential 

information. Enterprises themselves through the Internet 

technology and big data and other technologies, the 

development of management information systems to improve 

the security of corporate information. Enterprises within the 

enterprise to strengthen the advanced technology and 

software in-depth exploration and utilization, and constantly 

strengthen and update the system security and data within the 

X enterprise. Invest in information security protection funds, 

such as purchasing firewalls, encryption, equipped with 

professional security agencies, etc., the original traditional 

financial system has the advantages of the extension of the 

development of low-investment into the integration of new 

financial management module functions, the efficient 

integration of financial accounting, procurement of materials, 

cost and budget management and other functional modules, 

the establishment of a high-quality accounting information 

technology management platform, a complete presentation of 

a variety of financial data, business data, so that the data are 

interconnected and better serve the decision-making of 

managers. 

5. Conclusion 

This paper takes real estate development enterprise 

Company X as an example, introduces the changes and 

effectiveness of Company X before and after the 

establishment of financial sharing and before and after the 

transformation of financial sharing, and concludes that the 

real estate industry or other industries on the implementation 

of the transformation of management accounting 

informatization recommendations. Company X financial 

sharing from a single payment and bookkeeping system, 

gradually turned into a diversified network that integrates 

financial information, so as to make the enterprise's financial 

resources get a greater degree of adaptability, and for the 

enterprise to Saves management costs. Linking the internal 

and external management of management accounting with 

each other and creating a data platform for information 

interoperability is an important step for enterprises to clarify 

responsibilities and improve operational efficiency, and for 

individuals it is a good way to improve work efficiency and 

get the best out of their abilities. The three iterations of the 

update integrate various functions of finance, cost, investment 

and enterprise management, systematizing the basic business 

of enterprise finance, centralizing the management of funds, 

efficienting enterprise decision-making, and enriching the 

sources of investment and financing. Contact the enterprise's 

own development needs, keep pace with the development of 

the times, pay attention to the key financial management 

accounting information technology, build a suitable 

organizational structure and continuous optimization, and 

strengthen the financial sharing data information processing, 

will be able to find a suitable financial sharing system for their 

own enterprises, and take the road of transformation of 

management accounting information technology. 

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