【正文】 of information technology， puters poured into the manufacturing enterprise management， enterprise manufacturing process so that anizations bee more flexible and efficient， and IT is closely related to the advanced management techniques one by one enterprise resource planning system (hereinafter referred to as ERP) emerged. ERP as a business manager to solve the problem of an advanced business management tool， able to standardize business processes and optimize enterprise logistics， capital flow and information flow integration integration， rational and efficient allocation of corporate resources， reduce costs and accelerate for the reaction speed enterprise market， thus centralized control and operational capabilities， and improve enterprise petitiveness in the market. Investment ERP system to improve enterprise management level， so as to further enhance the concept and practice of economic efficiency and petitiveness is gradually being Chinese government and corporate identity. Chinese Ministry of Information Industry and the State Economic and Trade Commission jointly issued the Guiding Opinions on Accelerating the construction of enterprise information management， requires panies to vigorously carry out the construction and application of ERP systems and enterprise information technology as a key support for the special bond discount， right ERP investment policy to give financial support. According to CCID statistics， in recent years， Chinese enterprises to implement ERP investment in fastgrowing year by year， from 570 million yuan in 2020 began to rapidly expand the scale of investment by the end of 2020 the 56 times， and predict the next five years China Enterprise ERP investment will be % CAGR growth. In this paper， A Holding Group， for example， with the ERP system， build III management and control platform， an effective solution to the uneven development of information technology within the pany， the existence of islands of information， the separation of financial services， it is difficult to achieve realtime control of the business from the perspective of the value of such problems . Keywords： centralized control， ERP systems， operating capacity IV 摘要 .................................................................................................................................. I Abstract ............................................................................................................................II 第一章 緒論 .................................................................................................................... 1 一、 研究背景和意義 ................................................................................................. 1 （一） 研究背景 ................................................................................................. 1 （二） 研究目的 ................................................................................................. 3 二、 國內(nèi)外研究綜述 ................................................................................................. 3 （一） 國外研究現(xiàn)狀 .......................................................................................... 3 （二） 國內(nèi)研究現(xiàn)狀 .......................................................................................... 6 三、 研究框架 ............................................................................................................ 8 第二章 集團管控與集團信息化理論 ............................................................................... 10 一、集團公司相關(guān)概念 ............................................................................................ 10 （一）國外 關(guān)于企業(yè)集團定義 .......................................................................... 10 （二）我國企業(yè)集團發(fā)展歷程 ...........................................................................11 （三） 我國企業(yè)集團的形成模式 ....................................................................... 12 三、 企業(yè)管控相關(guān)理論 ............................................................................................ 13 （ 一） 戰(zhàn)略管理 ............................................................................................... 13 （二） 文化管理 ............................................................................................... 13 （三） 人力資源管理 ........................................................................................ 13 （四） 無形資產(chǎn)管理 ........................................................................................ 14 （五） 財務(wù)管理 ............................................................................................... 14 （六） 績效管理 ............................................................................................... 15 四、 集團管控信息化理論 ........................................................................................ 16 （一） 集團管控信息化平臺架構(gòu)模型 ................................................................ 16 （二）集團管控信息化平臺研究 ....................................................................... 16 第三章 FS 控股公司 管控現(xiàn)狀分析 .................................................................................. 20 一、 FS控股公司 ..................................................................................................... 20 二、 FS控股公司 管控的問題 ................................................................................... 20 三、 FS控股公司 管控問題的成因 ............................................................................ 21 四、 FS控股公司 管控優(yōu)化思路 ................................................................................ 22 第四章 FS控股公司集團管控建設(shè)方案 ......................................................................... 24 一、 戰(zhàn)略管控信息化平臺建設(shè) ................................................................................. 24 （一 ）投資管理信息化建設(shè) .............................................................................. 24 （二）全面預(yù)算信息化建設(shè) .............................................................................. 2