Applied Mathematics and Nonlinear Sciences, 9(1) (2024) 1-18

Applied Mathematics and Nonlinear Sciences

https://www.sciendo.com

Problems and Countermeasures of Enterprise Financial Sharing in the Context of Big

Data

Rui Mi1,†
1. Accounting Institute, Henan Finance University, Zhengzhou, Henan, 450046, China.

Submission Info

Communicated by Z. Sabir
Received October 29, 2022
Accepted April 25, 2023
Available online October 15, 2023

Abstract
In this paper, a dynamic evaluation model of the functional requirements of enterprise finance centers is first established.
Then a technology and business evolution monitoring model is constructed based on the Markov chain. According to the
model of the technology-business evolution chain, the functional demand dynamic evaluation indexes are summarized,
and the indexes are reduced by a rough set algorithm to improve the functional demand dynamic evaluation effect.
Establish the functional demand dynamic evaluation method. A new decision tree algorithm is used to confirm the
branches of the evaluation so as to decompose the evaluation system, realize the grounding of indicators, and provide
auxiliary information for the enterprise’s financial sharing function optimization decision. Since the establishment of the
financial shared service center of Enterprise S in 2014, its sustainable growth rate has decreased by 18.89% from 2014 to
2016. However, from the beginning of 2017 to 2019, the rise is as high as 20%. Thus, the establishment of the financial
shared service center has improved the sustainable growth of the enterprise.

Keywords: Markov chain; Rough set; Decision tree; Functional requirements evaluation.
AMS 2010 codes: 91-02

†Corresponding author.
Email address: Mirui@hafu.edu.cn ISSN 2444-8656
https://doi.org/10.2478/amns.2023.2.00653
© 2023 Rui Mi, published by Sciendo.
This work is licensed under the Creative Commons Attribution alone 4.0 License.
2 Rui Mi. Applied Mathematics and Nonlinear Sciences, 9(1) (2024) 1-18

1 Introduction

With the development of Internet technology, the scale and business scope of enterprises have
gradually expanded, and the complicated financial management procedures and huge business data
have increased the operating costs and weakened the control ability to a certain extent [1-2]. In order
to cope with these problems, the financial sharing model was born, and since the first multinational
company, Ford established a financial sharing center, the financial sharing center has been recognized
by many enterprises and applied to various industries [3-4]. The development of enterprises is
inseparable from financial sharing centers, and the establishment of financial sharing centers allows
resources to be rationally allocated and utilized and improves the efficiency of employees and the
management capacity of business operations [5-6]. However, some problems can occur in the process
of financial sharing center implementation. For example, the organizational structure is unreasonable,
business processes are not perfect, and information systems are not updated in a timely manner [7-8].
This indicates that it is necessary to evaluate, continuously improve, and optimize the enterprise
financial sharing center [9]. By evaluating the implementation effect of the financial sharing center,
identifying its problems and proposing optimization suggestions for construction, the financial
sharing center can be continuously improved [10].

This paper takes the functional requirements of financial shared service centers as the research object
and constructs a functional requirements evaluation method for financial shared service centers.
Firstly, it explores the mechanism of the evolution of functional requirements of financial shared
service centers. The key elements of functional demand evolution, such as functional demand source,
functional demand flow, functional demand event, functional demand carrier, and functional demand
evolution chain, are analyzed on the basis of two perspectives: environment analysis and operation
process. Second, a functional requirement dynamic evaluation model is established. A functional
demand dynamic evaluation model, including a technology and business evolution monitoring model,
functional demand monitoring model, and functional demand dynamic evaluation model, is
constructed. Among them, the technology and business evolution monitoring model is based on
Markov chain theory, which monitors the probability of functional demand evolution and identifies
the key functional demand sources. The functional requirement monitoring model evaluates the
degree of functional requirements and establishes a functional requirement dynamic evaluation index
system from two levels: technical environment and business environment. Based on rough set theory
and decision tree theory, the functional demand dynamic evaluation model explores the functional
demand dynamic evaluation rules based on the functional demand monitoring results and provides
the auxiliary decision information for functional optimization. Finally, taking enterprise S as an
example, the operational effects of implementing a financial shared service center are analyzed, and
optimization strategies are proposed for improving the financial sharing model.

2 Literature Review

The literature [11] studied the application of financial sharing centers in enterprise financial
management, explored the role of financial sharing centers in improving enterprise financial
efficiency, optimizing resource allocation, and reducing costs, and analyzed the factors and
considerations that enterprises need to consider when implementing financial sharing centers. The
literature [12] constructs an enterprise credit information sharing framework by extending the
standardized financial information model (FIBO) and implements business scenarios related to credit
approval and post-loan management using smart contracts. The literature [13] investigated the impact
of digital transformation on the enterprise financial management model, organizational structure, and
employee capabilities and proposed some countermeasures. Xue, X pointed out that the traditional
centralized management method has problems of security and trust in enterprise financial information
 Problems and Countermeasures of Enterprise Financial Sharing in the Context of Big Data 3

sharing, while blockchain technology can effectively solve these problems with its decentralization
and tamper-evident features. And an innovative enterprise financial information sharing solution was
proposed, and the system framework and process were implemented with blockchain technology [14].
Deng, Y proposed a new financial information sharing method based on cloud computing and big
data technology, which is effective in speeding up enterprise financial decision making, improving
work efficiency and securing data [15]. Xiong, L proposed a big data-based Xiong, L proposed an
enterprise financial sharing service platform architecture based on big data technology and introduced
in detail the functions and implementation of each module in the architecture, the advantages of the
platform in reducing enterprise costs, improving efficiency and optimizing resource utilization, and
discussed the future development direction [16]. Lu, Y proposed an enterprise financial information
management system architecture design based on blockchain technology. The system integrates
blockchain technology with the existing financial information management system to achieve a
distributed, decentralized and secure and reliable financial information management approach [17].
The literature [18] studied the internal control model of enterprise financial management under the
market economy environment, proposed a market-oriented enterprise internal control model, and
demonstrated the important role of the model in improving enterprise financial management,
regulating enterprise business behavior, and ensuring the sustainable development of enterprises. The
literature [19] proposed a solution for establishing a financial sharing center in response to the
problems of T enterprises in financial management and discussed the key factors to be considered in
establishing a financial sharing center from various perspectives, such as system design, information
security, and organizational structure.

3 Financial Sharing Center Functional Requirements Evaluation

3.1 Markov chain-based monitoring model for technology business evolution

The source of functional requirements mainly covers technology evolution factors and business
evolution factors and is the source of functional requirements for financial shared service centers.
With the introduction of new technologies and changes in the business environment, the functional
requirements for the shared financial center will vary at different stages of construction. Therefore, it
is important to capture the changes in the functional requirements of the financial shared service
center and evaluate them in a timely manner to guide the construction and optimization of the
financial shared service center in the next stage. The path and process of the evolution of the
functional requirements of an enterprise financial shared service center are shown in Figure 1.

Source of functional requirements Functional Functional

OCR image requirement Requirements
recognition, AI events Carrier
intelligent technology Functional requirement Functional
characterization optimization path New functional
RPA, API process requirements
Technology
automation Invoice Functional emerge
Evolution
technology Authentication requirements lead
Automated to new features
Bookkeeping
Functional Bank Reconciliation Functional Functional
Specific requirements lead
requirement requirement Losses
functions to optimization of
flow thresholds
Management Control Management existing features
Business Accounting Functions
Accounting Functions Functional
Funds Management requirements lead New functional
Business Accounting
Function to deletion of old requirements
Evolution operations
features have not emerged

Funds Management
Business

Figure 1. Functional requirements evolution chain

4 Rui Mi. Applied Mathematics and Nonlinear Sciences, 9(1) (2024) 1-18

3.2 Symbolic definition of evolutionary elements

1) Technology and business-driven evolution

C ( t ) : t moments of the technical environment.

S ( t ) : t moment of the business environment.

U ( t ) : t moment business expectations for various types of functionality.

C X  RA i  , RA  j  ( t ) : t moments RA i  types and RA  j  types of technical business conditions

for the evolution of functional requirements.

C X t  : t Conditions for the evolution of functional requirements at the moment.

2) Source of functional requirements

RF : N , p ( RF ) : Functional requirement source.

 N  : The number of functional requirement categories in the functional requirement source.

RF t  m : The functional requirement source with category m at the moment of t .

p ( RF t  m) : The probability of existence of the functional requirement source with category m
at the moment of t .

3) Functional requirement flow

Rb : Rb , Ra  : Functional requirement flow.

Rb t  n : t moments n types of functional demand flow.

V t  n : t moments The rate of change of n types of functional demand streams.

p ( Rb t  n ) : t moments The probability of n types of functional demand streams being

generated.

4) Functional requirement events

RE : RA , p ( RE ) : Functional requirement event.

RA : Functional requirement event type, consistent with the functional requirement flow type.

RE t  : Functional requirement events occurring at t moments.

 Problems and Countermeasures of Enterprise Financial Sharing in the Context of Big Data 5

p ( RE t ) : t probability distribution of functional requirement events occurring at the moment.

5) Functional requirements

RL : Loss, RA : Functional requirements.

Loss : Value of functional requirements.

p ( RL t ) : Probability distribution of functional requirements at t moments.

3.2.1 Mathematical relationships of technical business evolutionary elements

1) Mathematical relationship between functional requirement sources and functional requirement

streams

The functional requirement flow evolves from the functional requirement source composed of both
technical and business factors, and is a collection of functional requirement sources evolved in
different environments. The requirement sources of the financial shared service center are represented
by RF  m and m = 1, 2, L , M , and the corresponding functional requirement streams can be
represented by R n , n N m :
E

p ( RE  n ) = p ( RF  m ) (1)

2) Numerical relationship between functional requirement flow and functional requirement event

For the same type of functional requirement flow and requirement event, during the period of
t0 , t0 + T  , the functional requirement flow RA will evolve in T time to form a new functional
requirement flow rA . The pre-evolution functional requirement flow is expressed as:

GRB ( rA ) = RB : EB [i], RA[i][i]RA[i] = rA ; i = 1, 2,, I  (2)

I is the number of types of the functional requirement flow before the evolution of functional
requirements. Define the discriminant function:

1 RA i  = rA
Gi =  (3)
0 RA i   rA

Then, at moment t0 + T , the flow of the functional demand stream of type RA is EB t0 + T  , and
we have:

EB t0 + T  = i =1 ( EB t0 + T   G(i) )

I
(4)

The rate of change V [T ] of the functional demand stream flow of type rA in time T is:
6 Rui Mi. Applied Mathematics and Nonlinear Sciences, 9(1) (2024) 1-18

 ( E t + T   G (i ) ) −  i =1 ( Em t0   G (i ) )
I I

V [T ] = i =1 M 0
(5)
T

The maximum tolerance of business personnel for a certain type of function is set to U E ( rA ) . The
maximum tolerance of the change factor of the functional demand stream is also indicated by UV ( rA ) .
The combined tolerance of the financial shared service center for each type of functional demand
stream:

U E1 ,U E2 ,L ,U EN 
U (t ) =   (6)
UV1 ,UV2 ,L ,UVN 

A functional demand is considered to have occurred when the value of functional demand flow
Ut t0 + T  exceeds U E ( rA ) or the rate of change of functional demand energy exceeds UV ( rA ) at
the moment of t0 + T :

( )
p ( RE t0 + T ) = P ( EB t0 + T )  U E ( rA ) + p (V [T ]  U F ( rA ) )
(7)
(
− p ( EB t0 + T )  U E ( rA ) ,V [T ]  U r ( rA ) )
When ( E t
B 0 + T )  U E ( rA ) and V T   UV ( rA ) occur independently of each other, then:

( )
p ( RE t0 + T ) = P ( EB t0 + T )  U E ( rA ) + p (V [T ]  U F ( rA ) )
(8)
(
− p ( EB t0 + T )  U E ( rA )  V [T ]  U r ( rA ) )
3) Mathematical relationship between functional requirement events and functional requirement
results

In the environment where technology and business evolve, if the functional requirement environment
changes within the same period. Then the subjective probability of occurrence of functional
requirements PS ( RL ) needs to be taken into consideration. The probability of occurrence of a
functional requirement:

(
p ( RL ) = f p ( RE , PS ( RL ) ) ) (9)

3.2.2 Markov chain-based monitoring of technology business evolution

A Markov chain-based model for monitoring the evolution of the technical business environment is
established. Firstly, the time series Z t is set, and the evolutionary chain of the technical business
environment in the evaluation of the functional requirements of the financial shared service center is
a Markov chain. The state transfer probability from moment tn −1 to moment t n is represented by

p Ztp = j | Ztn−1 = i . 
 Problems and Countermeasures of Enterprise Financial Sharing in the Context of Big Data 7

Second, the evolutionary chain of the technology business environment based on the financial shared
service center can be represented by Z t . t  T with a state space of S 1, 2,3,L , n . Then, the n
th order square matrix consisting of one-step transfer probabilities Pij ( i, j = 1, 2,3,L , n ) is said to
be:

 p11 p12  p1n 

P = ( Pij ) =  p21 p22  p2 n  (10)
nn
 pn1 pn 2  pnn 

When the functional requirement evolves through k step, its functional requirement transfer
probability pij (k ) :

 P11 (k ) P12 (k )  P1n (k ) 

p = ( pij (k ) ) =  P21 (k ) P22 (k )  P2 n (k )  (11)
nn
 Pn1 (k ) Pn 2 (k )  Pnn (k ) 

The purpose of the technology business evolution monitoring model is to analyze the functional
requirement sources, functional requirement flows, and functional requirement events of the financial
shared service center, and to derive the transfer probability matrix of functional requirements.

3.3 Functional requirement evaluation model based on comprehensive evaluation

3.3.1 Evaluation index system of functional requirements of enterprise financial sharing

center

1) Design ideas

In the process of designing the dynamic evaluation index system of functional requirements of
financial shared service centers, it is necessary to identify the functional requirement sources first.
The functional demand sources of an enterprise are mainly composed of two aspects: technology and
business.

According to the two main sources of functional demand sources, five first-level indicators are
designed: technical environment, functional positioning, business process, functional quality, and
functional efficiency. For each level 1 indicator, there are several level 2 indicators corresponding to
the functional demand sources. The flow of functional requirement dynamic evaluation index design
is shown in Figure 2.
8 Rui Mi. Applied Mathematics and Nonlinear Sciences, 9(1) (2024) 1-18

Smart Financial Shared Service Center Functional

Requirements Dynamic Evaluation Index

Functional requirement Functional Requirements

source identification Indicator Library

Changes in the Internal

Technical Environment

Functional Positioning

Functional efficiency
Functional quality
external environment

Business Process
environment change

Functional Functional
requirements driven requirements driven
from external from the internal
environment environment

Figure 2. Demand dynamic evaluation index design process

2) Evaluation index system

The different sources of functional requirements can be divided into two categories: dynamic
evaluation indicators of external functional requirements and dynamic evaluation indicators of
internal functional requirements. Five indicators of the technical environment, functional positioning,
business process, functional quality and functional efficiency are established. Through the
identification of functional demand sources, the functional demand dynamic evaluation index system
of the enterprise financial shared service center is shown in Figure 3.

Tier 1 Tier 2 Tier 3

Indicators Indicators Indicators
Commercial case study value,
Technology
technology development
Technical Maturity
prospects, relevant talent pool
Environment
Technology Degree of demand satisfaction,
External Indicators

Applicability ease of application

Functional demand dynamic evaluation index system

OCR-based intelligent auditing,

Intelligent NLP-based intelligent auditing,
Functional Finance knowledge graph-based supplier
Positioning relationship management
Digital management of assets,
Digital Finance
digital management of supply

Whether the process has

Process
standards and whether the
Business Standardization
standards are updated
Process
Process Automation space, whether it
Internal Indicators

Automation has been automated

Matching accuracy, scanning
Accuracy
Functional accuracy, error reporting rate
quality Difficulty and Business staff learning costs,
ease interface friendliness
Processing Complexity of operation,
Functional time processing time
efficiency Redundant Redundant operations, redundant
operations keys

Figure 3. Functional demand dynamic evaluation index system

 Problems and Countermeasures of Enterprise Financial Sharing in the Context of Big Data 9

3.3.2 Weighting design of evaluation indexes

The functional requirements information sheet is the basis for the quantitative evaluation of functional
requirements using the functional requirements dynamic evaluation indicators as the characteristic
dimensions. The functional requirements evaluation information sheet reflects the level of dynamic
evaluation indicators of each functional requirement at the current stage. Starting from the index
system of the enterprise financial shared service center, the results of the technical business
environment monitoring model of the previous stage are used to guide the determination of the
weights of functional requirement indicators in this stage. The functional requirements evaluation
dynamic index design process is shown in Figure 4.

Evaluation index
system design

Qualitative index weights Scoring of quantitative indicators

(Hierarchical analysis) (Entropy method)

Weighting

Comprehensive
evaluation

Threshold
determination

Feature engineering
results dimensionless

Determination of
indicator values

Figure 4. Functional requirements evaluation dynamic index design process

3.4 Analysis model of functional requirements evaluation results based on rough sets

3.4.1 Genetic algorithm-based functional requirements evaluation indexes approximate

The functional requirement evaluation information table is still composed of five dimensions after
simplification by hierarchical analysis, but often the source of a functional requirement will only be
strongly associated with two or three of the evaluation indicators. The number of 1s in a chromosome
r and the dependence of the functional requirement evaluation decision attributes on the feature
dimensions contained in that chromosome are two important parameters for the determination of the
fitness function. Normalizing these two variables, the established fitness function:
10 Rui Mi. Applied Mathematics and Nonlinear Sciences, 9(1) (2024) 1-18

| c | − Lr
F( r ) = +k (12)
|c|

This function is used to perform the minimum reduction of the feature dimensions. Through this
process, the minimum approximate evaluation index dimension that can effectively evaluate the
functional requirements can be obtained.

3.4.2 Dynamic rule mining and evaluation of functional requirements based on rough sets

The functional requirements of an enterprise’s financial shared service center have been in a constant
state of evolution driven by both the business and technical environments. The rough set-based
functional requirements evaluation model can build a dynamic database of functional requirements
evaluation index values for decision making of evaluation results.

1) Dynamic functional requirement evaluation rule mining

In order to prevent distortion of functional requirement evaluation results due to static decision-
making, a dynamic real-time rule database can be established. Therefore, a general model for dynamic
evaluation of functional requirements under technical business environment indicators is established
with the following decision rules:

f11  f12  f1m → D = d1

f 21  f 22  f 2 m → D = d 2
(13)

f n1  f n 2  f nm → D = d n

Combining the general model of decision rule-based reasoning with a rough set-based model for
monitoring the technical business environment of a financial shared service center, there is
S = (U , C  D,V , f ) .

Let the value range of a functional requirement indicator a1 be  f11, f21,L , fn1 , another functional
requirement indicator a2 be  f11, f21,L , fn1 , and by analogy, the value range of m functional
requirement am be  f1m , f 2m ,L , fnm  . The value range of the comprehensive functional
requirement evaluation result D is d1 , d2 ,L , dn  . and di  d j , i  j ,1  i  n, 1  j  n , there is
f (1, d ) = d1 , f ( 2, d ) = d2 , and by analogy f ( n, d ) = dn . so that C = a1 , a2 ,L , am  :

A = C  D,U =  X1 , X 2 ,L , X n  (14)

f :U  A → V (15)

f ( k.ai ) = f ki ,1  k  n,1  i  m (16)

f ( n + 1, k ) = ck ,1  k  m (17)
 Problems and Countermeasures of Enterprise Financial Sharing in the Context of Big Data 11

In the incomplete information system S = (U , C  D,V , f ) , the result inference of the evaluation
rules for functional requirements is also divided into n functional requirement priorities according
to the decision tree type. The final result obtained is the integrated evaluation result d * which is
the evaluation result.

2) Dynamic evaluation of functional requirements based on decision tree

Based on the decision tree, a decision tree type analysis is performed using the functional requirement
evaluation indicators in the functional requirement evaluation information table to obtain
comprehensive evaluation results. When the evaluation index c1  c2 L  cm of the functional
requirements of the evaluation object is not the same as any of the existing rules, it is necessary to
determine the probability of occurrence of each result by calculation. Suppose that each conditional
attribute corresponds to the decision of d k ,1  k  n :

Card ( i   d k ∣
 f ( i, a1 ) = c1 ) )
Card ( d k )
Card ( i   d k ∣
 f ( i, a2 ) = c1 ) )
Card ( d k ) (18)
L
Card ( i   d k ∣
 f ( i, am ) = c1 ) )
Card ( d k )

In the financial shared service center functional requirements monitoring model

S = (U , C  D,V , f ) , the discriminant matrix of the dynamic evaluation index value c1  c2 L  cm
of functional requirements is a matrix of order n  m :

 Card ( i   d1 ∣

 f ( i, a1 ) = c1 )) L
Card ( i   d1 ∣ )
 f ( i, am ) = cm ) 

 Card ( d1 ) Card ( d1 ) 
 
 Card ( i   d 2 ∣
 f ( i, a1 ) = c1 ) ) Card ( i   d 2 ∣ )
 f ( i, am ) = cm ) 
 L 
B=
 Card ( d 2 ) Card ( d 2 )  (19)
 L L L 
 
 Card ( i   d n ∣

 f ( i, a1 ) = c1 ) ) L
Card ( i   d n ∣ )
 f ( i, am ) = cm ) 

 Card ( d n ) Card ( d n ) 

The discriminant vector of the evaluation index value c1  c2 L  cm for functional requirements in
the financial shared service center functional requirements monitoring model S = (U , C  D,V , f ) :

E = AI 0 (20)

Where the discriminant matrix is normalized to obtain a value of A .

12 Rui Mi. Applied Mathematics and Nonlinear Sciences, 9(1) (2024) 1-18

Vector I 0 is the normalized vector of vector I :

( )
T
I = I a1 , I a2 ,L , I an (21)

I ai = 1 − Card ( posc−ai ( D ) ) Card (U ) ,1  i  m (22)

I is a vector formed by normalizing the importance of each attribute:


 1−
(
Card pos C − a1 ( D ) 

)
 Card(U ) 
 
(
 Card pos C − a2 ( D)  )
I = 1 − Card(U )  (23)
 
 L 
 
1 − Card ( pos C − am ( D) ) 
 Card(U ) 

The above formula and definition reflect the magnitude of the probability of the final comprehensive
evaluation result D when the value of evaluation index a1 , a2 ,L , am  for a functional requirement
is c1, c2 ,L , cm . The probability of the functional evaluation result D is estimated separately
according to multiple results of the decision tree type, from which the maximum value is selected as
the final evaluation result:

d * = d k = d Max( e1 ,e2 ,L ,em ) (24)

4 Analysis of the operational effects of the implementation of financial shared service

centers in enterprises

4.1 Improve cost control ability and increase the Group’s competitive advantage

The implementation of the financial shared service center has reduced the number of finance staff
while improving the efficiency and standardization of business processing, and the financial
management costs have been controlled. This paper analyzes the benefits of the financial shared
service center in terms of expense control based on the changes in the administrative expense ratio of
Enterprise S from 2010 to 2020 and a side-by-side comparison with Yili and Bright Dairy, which are
the top two companies in the same industry in terms of operating revenue.

The overhead rate indicates the efficiency of enterprise management. By comparing the changes in
the overhead rate of enterprise S, Yili and Bright Dairy, we compensate for the absolute nature of the
change in overhead in a single discussion. In general, management does not change in the same
proportion as operating revenue, so the overhead rate decreases as the scale of production and
operation of enterprises expands, and the overhead rate is shown in Figure 5. Yili shares fluctuate
more, and S and Bright Dairy change smoothly. The management expense rate of enterprise S changes
between the management expense rates of Yili shares and Bright Dairy, and before the establishment
of the financial shared service center, the management expense rate of S is in a growing trend, and
after the establishment of the financial shared service center in 2014, the management expense rate
 Problems and Countermeasures of Enterprise Financial Sharing in the Context of Big Data 13

of enterprise S increased more in 2015 and 2016, with an overall increase of 0.85%. With the smooth
operation and continuous optimization of the financial shared service center, its administrative
expense ratio has increased minimally since 2017 and showed a decreasing momentum in 2020,
indicating that after the establishment and improvement of the financial shared service center of
Enterprise S, the benefits of the financial shared service center in terms of expense control have begun
to emerge and may develop into a breakthrough to enhance the Group’s competitive ability, which
will help Enterprise S further implement its refined management strategy.

Figure 5. Management expense ratio

4.2 Realize the centralized control of funds, pending the enhancement of the role of funds
management

The efficiency of capital utilization can be used to judge the adequacy and effectiveness of the
enterprise’s asset utilization, and the faster the turnover rate indicates, the more efficient use of capital.
In this paper, we analyze the accounts receivable turnover ratio from 2010 to 2020. According to the
overall distribution and trend of accounts receivable turnover of the three enterprises, it can be
concluded that Yili has the highest accounts receivable turnover, S is the second, Bright Dairy has
the lowest, and the efficiency of S is in the middle of the two. The accounts receivable turnover rate
is shown in Figure 6. In 2013, the accounts receivable turnover rate of enterprise S increased by
15.84% year-on-year, which is a significant increase, but unlike expectations, after the Group
established the financial shared service center in 2014, its accounts receivable turnover rate showed
a decreasing trend year by year, and by 2016 it had dropped to 21.93%, compared with 57.25% in
2013, an overall decrease of 35.32 percentage points. This declining trend was only alleviated after
2017, indicating that the financial shared service center of Enterprise S failed to give full play to its
proper role in improving the efficiency of capital management. On the contrary, the accounts
receivable turnover rate of the other two enterprises declined year by year after 2013, while that of
Bright Dairy kept a small increase, but unlike the rapid decline of Yili’s accounts receivable turnover
rate, with the establishment of the financial shared service center in Enterprise S, the platform
gradually connected with the budget system, fund management system, and supplier and customer
management system, and the information systems that were previously operating independently were
integrated together and gradually played a synergistic effect. However, unlike Yili’s rapid decline in
accounts receivable turnover, Enterprise S’s accounts receivable turnover has remained stable since
the establishment of the financial shared service center and the gradual integration of the platform
with the budget system, capital management system, and supplier and customer management systems.
14 Rui Mi. Applied Mathematics and Nonlinear Sciences, 9(1) (2024) 1-18

Figure 6. Accounts Receivable Turnover Ratio

4.3 Financial Shared Service Center Operation Effectively Appears, Sustainable Growth
Capability Improved

This paper analyzes the impact of the establishment of the financial shared service center on the
profitability and sustainable growth of Enterprise S from the perspective of operational results by
comparing the net sales margin and sustainable growth rate of Enterprise S, Yili Corporation and
Bright Dairy from 2010 to 2020 in a cross-sectional manner.

The net sales margin is shown in Figure 7. The overall net sales margin of Enterprise S increased
from 2010 to 2014, among which the net sales margin decreased by 0.73 percentage points in 2012
and increased by 1.35 percentage points with a series of internal structural changes of the Group, the
net sales margin of 5.56% in 2014, but after the establishment of the financial shared service center
of Enterprise S, its net sales margin in 2016 was negative due to the implementation of raw material
inventory optimization measures, impairment of goodwill and financial losses of associates by
Enterprise S. With the smooth implementation of Enterprise S’s financial shared service center, the
net sales margin increased significantly from 2017 to 2019, from 3.51% in 2017 to 5.61% in 2019.
The vertical comparison shows that the establishment of the financial shared service center of
Enterprise S has contributed to the improvement of the Group’s profitability.

Figure 7. Net sales margin

 Problems and Countermeasures of Enterprise Financial Sharing in the Context of Big Data 15

As shown in Figure 8, the sustainable growth rate of Enterprise S rose significantly from 2013 to
2014, while the sustainable growth rate of Yili began to decline significantly, and the sustainable
growth rate of Bright Dairy rose less than that of Enterprise S. After the establishment of the financial
shared service center in 2014, the sustainable growth rate of Enterprise S dropped sharply, from
17.89% in 2014 to -1% in 2016, a decrease of 18.89 percentage points. However, with the smooth
operation of the financial shared service center, the sustainable growth rate of Enterprise S has
rebounded rapidly since 2017, reaching 19% in 2019, an increase of up to 20%, while both Yili and
Bright Dairy have shown decreasing momentum and they were sustainable In 2020, the sustainable
growth rate of all three companies declined due to the impact of external factors such as the epidemic,
but the sustainable growth rate of Enterprise S is still higher than the other two companies. This
indicates that as the S enterprises continue to dig deeper into digital operations, the establishment of
the financial shared service center drives the optimization and upgrading of the organizational
structure and industrial chain, continuously injecting new momentum into the strategic development
of the group and improving the sustainable growth capacity, making the effectiveness of the group’s
financial management transformation further visible.

Figure 8. Sustainable Growth Rate

5 Exploration of strategies to optimize the construction of enterprise financial sharing

center

5.1 Promote enterprise financial institutionalization and standardized management

Enterprises should strengthen the training of top executives to enhance the ability of top managers to
attach importance to the construction of the enterprise financial shared service center, deliver core
concepts to employees, and promote the efficient realization of the construction of the enterprise
financial shared center. In the process of optimizing the financial shared center, enterprises should
strengthen the institutionalization and standardization of financial management, make the importance
of this work clear to the top managers of the enterprise, and regularly verify the construction of the
enterprise’s financial shared center to guarantee the optimization of the construction of the enterprise
financial shared center. In addition, detailed training for all employees of the company should be
strengthened, and the training content should be set to the management system standards related to
corporate finance so that the employees of the company can understand the management system for
the construction of the corporate financial sharing center and actively understand and cooperate with
the standardized construction of the corporate financial management system in their work.
16 Rui Mi. Applied Mathematics and Nonlinear Sciences, 9(1) (2024) 1-18

5.2 Promote the reform and re-construction of enterprise financial processes

The traditional enterprise financial process can no longer meet the business management of most
enterprises. The traditional backward enterprise financial process has many drawbacks, which will
affect the operation of enterprises. For example, the traditional enterprise financial process is too
boring and tedious, the financial information accounting workflow and steps are repetitive, too many
finance departments are set up, and the staff is redundant, which reduces the business efficiency and
increases the operating cost of the enterprise. The traditional enterprise financial process must be
reformed and reconstructed in order to promote the long-term development of enterprises. The reform
and reconstruction of the enterprise financial process is the key to optimizing the construction of the
enterprise financial sharing center. Only by continuously promoting the reconstruction of the
enterprise’s financial process can we continuously improve the efficiency of the enterprise’s financial
management and make the enterprise realize efficient work. An efficient and fast enterprise financial
process can better manage the enterprise and continuously improve the business efficiency of the
enterprise. Initially, optimizing the construction of an enterprise financial sharing center involves
establishing several pilot projects and testing financial processes on this basis, discovering and
solving problems in the process, and building a more mature enterprise financial sharing center to
help enterprises solve the problems that arise in their operations.

5.3 Improve the efficiency and capacity of the construction of enterprise financial sharing
center

Talents with relevant skills are needed in the construction process of the enterprise financial shared
service center, and relevant training and learning of professional knowledge and skills of financial
personnel should be strengthened to improve the problem-solving ability and efficiency of the staff
of the enterprise financial shared service center. At the early stage of optimizing the construction of
an enterprise financial shared service center, priority should be given to employees who are
experienced in financial work so that they can better learn to operate new processes and adapt to the
new working environment faster, and improve their ability to identify and deal with problems, so as
to continuously promote the optimization of the construction work of the enterprise financial shared
service center and realize the successful operation of the enterprise.

5.4 Build a performance evaluation, reward and punishment assessment mechanism for
enterprise financial sharing center

When enterprises develop performance appraisal mechanisms, on the one hand, they should face
customer needs, set the development goals of the enterprise financial sharing center and determine
the appraisal standards based on the quality and efficiency of financial sharing services provided to
customers, such as the quality of business completion of the enterprise financial sharing center, etc.
The financial sharing center is for the enterprise financial sharing services, in which one of the
important criteria for appraising the staff of the enterprise financial sharing center is the degree of
customer satisfaction with the service. In addition, the employees of different departments within the
enterprise should know and understand the methods, contents and results of the enterprise financial
performance appraisal and reward and punishment appraisal so that the efficiency and quality of the
enterprise employees can be improved continuously and the enterprise can achieve successful
operation.
 Problems and Countermeasures of Enterprise Financial Sharing in the Context of Big Data 17

6 Conclusion

This paper constructs a functional requirement evaluation method for intelligent financial shared
service centers under dynamic evolution from the research theories related to the functional
requirement evaluation of intelligent financial shared service centers. The evaluation results of the
financial shared service center of enterprise S are finally derived.

After the establishment of the Finance Shared Service Center in 2014, the increase in the overhead
rate of Enterprise S was large in 2015 and 2016, with an overall increase of 0.85%. With the smooth
operation and continuous optimization of the financial shared service center, its overhead rate has
increased minimally since 2017.

In 2013, Enterprise S’s accounts receivable turnover rate increased by 15.84% year-on-year, but after
the establishment of the financial shared service center in 2014, its accounts receivable turnover rate
showed a decreasing trend year-on-year and dropped to 21.93% in 2016, compared with 57.25% in
2013, an overall decrease of 35.32 percentage points, and this decreasing trend was only alleviated
after 2017 This indicates that the financial shared service center of S enterprises has failed to fully
play its role in improving the efficiency of fund management. However, with the stable operation of
the financial shared service center in 2017, Enterprise S’s accounts receivable turnover ratio remained
stable.

The overall net sales margin of Enterprise S increased from 2010 to 2014, among which the net sales
margin decreased by 0.73% in 2012 and increased by 1.35 percentage points to 5.56% in 2014, but
after Enterprise S established the financial shared service center, its net sales margin was negative in
2016. With the smooth implementation of the financial shared service center in Enterprise S, the net
sales margin increased significantly from 2017 to 2019, from 3.51% in 2017 to 5.61% in 2019.
Therefore, the establishment of the corporate finance shared service center has contributed to
improving the profitability of the Group.

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