Contract receivable management method for engineering project

Abstract

The invention relates to the field of electric digital data processing, in particular to a contract receivable management method for an engineering project. The contract receivable management method for the engineering project is characterized by being implemented according to the following steps in sequence: (1) maintenance of related information of a sales end of an operation management sharing system; (2) intelligent engineering platform data acquisition; and (3) the RPA intelligently pushes early warning. Information collection is timely, and tracking analysis is comprehensive.

Description

technical field [0001] The invention relates to the field of electrical digital data processing, in particular to a contract account receivable management method for engineering projects. Background technique [0002] Compared with manufacturing, retail, and service industries, the product (engineering project) capital investment in the engineering industry is generally higher, and the construction period of the project is generally longer, usually 2-3 years, and the process is based on advance payment and progress payment , Quality assurance payment collected in batches. In the traditional way, due to the inter-period settlement of the engineering industry, there are differences between the invoicing node and the actual project execution node. When hundreds or thousands of projects are carried out in parallel, the "accounts receivable" formed by financial invoicing is different from the business one. The actual "contract accounts receivable" will have a large deviation, an...

AI Technical Summary

Problems solved by technology

[0004] 1. Low integration of business and finance

At present, the engineering industry generally only manages the "accounts receivable" in the accounting books. The financial department manually counts the accounts receivable and sends them to the marketing department by email. The department confirms the implementation progress, and then collects from the customer; the financial department, the marketing department, and the production department have inconsistent data, there is no integration of business and finance, and each department repeats work. When hundreds or thousands of projects are carried out in parallel, manual multi-department statistics are confirmed. It is difficult to advance the work, and the accuracy of the data is low, which also greatly affects the efficiency of payment collection

[0005] 2. Responsibility for collection is not clear

The financial department tracks and manages the return of payment according to the "accounts receivable" in the accounting book, but the "accounts receivable" in traditional accounting can only show the amount formed by invoicing, and cannot truly and effectively reflect the contract terms of the project , implementation progress, owner’s confirmation, etc., cannot visually show the reasons for the formation of receivables, and the marketing department and production department will shuffle each other. The department believes that the management of accounts receivable is purely the responsibility of the marketing department, resulting in unclear ownership of rights, responsibilities, and interests, making collection difficult and slow

[0006] 3. Lack of technical means, people, technology, and data cannot be organically integrated. At present, the engineering industry generally still uses traditional manual methods for data processing, and manual notifications are made one by one. For hundreds or thousands of projects, all managers are notified. It takes more than a month to recover the feedback information, and at this time the project status and payment situation have already undergone great changes

[0007] Therefore, in the traditional way, manual ledgers are usually used. Different centralized managers in the financial, marketing, and production departments record project collection progress, execution progress, and billing status. Due to management requirements such as dynamic collection and real-time push, it is difficult to form a systematic and full-cycle tracking analysis of the project, the collection responsibility is not clear, the data between the business system and the financial system is scattered and stored, the level of business-financial integration is low, and project asset management exists. Pain points

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