致谢
时光飞逝，转眼间三年的研究生生活即将结束。还记得2018年秋天重回校
园坐在矿大的教室里听老师们讲课的那种兴奋，一眨眼功夫就到了毕业的季节。
三年里，我不断协调着工作、学习和生活的冲突，不断转换着各种各样的角色，
有时候感到很累，有时候感到彷徨，有时候感到遗憾，但总的感觉是充实。
首先要感谢我的导师孙自愿教授。老师治学严谨，平易近人，专业水平首屈
一指。非常感谢老师一直以来的鞭策和鼓励，正是老师的督促和帮助，才让我从
选题、开题、初稿、定稿一步步走过来。老师不厌其烦地给我的论文提出宝贵的
修改建议，还不时地给我推荐相关的文献资料，督促论文的进度，正是老师悉心
地指导，我才能顺利完成这篇论文。在此，我再次向我的导师表示深深的敬意。
其次，要感谢矿大所有教过我的老师和一起学习的同学。老师们知识渊博，
幽默风趣，不仅给我们传授专业知识，还为我们在工作遇到的难题解惑。那些一
起学习三年的同学大都年轻有为，思维活跃，我从他们身上学到很多，这些都是
我人生中的宝贵财富。
再次，要感谢我单位的领导和同事。三年里当工作和上课产生冲突时，他们
都给予我无私的帮助。在论文的写作过程中，我不断向他们了解公司的运营情况，
他们都积极配合，并提出了很多好的建议。
最后，要感谢我的家人。正是他们的支持，我才有幸进入矿大开始我的研究
生生涯。三年来我忙于工作和学习，对他们少有陪伴，他们都毫无怨言。正是他
们默默地付出，我才能顺利完成我的学业。

摘要
随着经济的转型升级和市场竞争的加剧，企业的经营成本不断上升，经营风
险不断加大。原来的管理模式已不再适合新的环境变化。面对复杂多变的经营环
境，精细化的管理模式对财务管理提出了更高的要求。因此，必须改变财务传统
的核算角色，要从财务视角审视整条业务链，重塑业务流程，加强价值链各环节
的协同，实现业务与财务的有机融合。从而提升企业的管理决策水平，有效防范
经营风险，实现企业的价值增值。
本文在文献研究的基础上，结合价值链分析和流程再造等基础理论构建了业
财融合运作模式分析框架。通过多年来对HY公司业财管理模式的调研分析，发
现企业在运营中存在着诸多问题。如研发设计成本偏高，采购到货不及时，销售
预测不准确，生产停工待料，存货呆滞，应收账款回款难等。从而阐明了HY公
司实施业财融合管理模式的必要性及实施过程中存在的障碍。考虑到公司的管理
现状和业财融合运作模式的特点，HY公司选择了基于“价值链”分析的业财融
合运作模式。该模式以价值链分析为主线，融目标层、运营层、数据层和考核层
于一体，是一个完整的管理控制系统。该模式的实施离不开制度、人才、技术的
支撑。
本文结尾对整个研究过程进行总结，指出业财融合是当前经济形势下企业生
存发展的必然选择。基于“价值链”分析的业财融合运作模式是一个完整的PDCA
循环系统，可以为企业创造价值，而完善的基础设施建设则是其落地实施的有力
保障。
关键词：业财融合；价值链分析；运作模式
I

Abstract
With the economic transformation and upgrading and the intensification of
market competition, the operating costs of enterprises are rising and the operating
risks are increasing. The original management model is no longer suitable for new
environmental changes. Facing the complex and changeable business environment,
the refined management model puts forward higher requirements for financial
management. Therefore, we must change the traditional accounting role of finance,
examine the whole business chain from the financial perspective, reshape the business
process, strengthen the coordination of all links of the value chain, and realize the
organic integration of business and finance. So as to improve the management
decision-making level of enterprises, effectively prevent business risks and realize the
value-added of enterprises.
On the basis of literature research, combined with the basic theories of value
chain analysis and process re-engineering, this thesis constructs the analysis
framework of industry finance integration operation mode. Through the investigation
and analysis of HY Company's business and financial management mode for many
years, it is found that there are many problems in the operation of the enterprise. For
example, the cost of R & D and design is high, the purchase arrival is not timely, the
sales forecast is inaccurate, the production is suspended for materials, the inventory is
sluggish, and the collection of accounts receivable is difficult. This thesis expounds
the necessity and obstacles of HY Company's implementation of industry finance
integration management mode. Considering the management status of the company
and the characteristics of the industry finance integration operation mode, HY
Company chose the industry finance integration operation mode based on the "value
chain" analysis. This model takes the value chain analysis as the main line and
integrates the target layer, operation layer, data layer and assessment layer. It is a
complete management control system. The implementation of this model is
inseparable from the support of system, talents and technology.
At the end of this thesis, the whole research process is summarized, and it is
pointed out that the integration of industry and finance is the inevitable choice for the
survival and development of enterprises under the current economic situation. The
industry finance integration operation mode based on "value chain" analysis is a
complete PDCA cycle system, which can create value for enterprises, and perfect
infrastructure construction is a strong guarantee for its implementation.
II
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