To strengthen and improve the management of accounts receivable, we must first solve the target problem. Profit maximization is not the goal of accounts receivable management. If the goal is to maximize profits, it may lead to ignoring risks and giving up the fundamental interests of enterprises. The general goal of accounts receivable management should establish the concept of maximizing enterprise value, and good capital turnover should not be ignored. The first is to implement the planned management of accounts receivable. According to the development scale, business direction and market situation of the enterprise, feasible sales payment index and payment rate are formulated at the beginning of the year, and the year-end balance of enterprise accounts receivable is inferred according to the payment index and payment rate, and a relatively positive average payment period is set, allowing the annual average payment period to fluctuate up and down the index as the basis for assessing performance, setting the proportion of accounts receivable to total current assets, implementing flexible control, and tightening the scale of credit sales when products sell well; When the product is weak, be lenient; Be strict when money is tight. When the scale of credit reduction is close to the warning line, we should resolutely take measures to suspend credit business. Second, the formation of accounts receivable responsibility management, so that everyone is responsible for each account receivable. Establish an examination and approval system for credit sales. Stop the losses of enterprises from the source, implement the principle of "whoever approves is responsible", and each account receivable business has a clear responsible person, so as to facilitate the timely recovery of accounts receivable and reduce the loss of bad debts. Enterprises can facilitate management according to their own characteristics, and give different levels of personnel different amounts of approval authority. All managers can only apply for approval within their authority. If the amount exceeds the limit, they must ask the superior leader for approval. If the amount is particularly huge, they need to report to the top leaders of the enterprise for approval. At the same time, the responsibility system must be implemented, and the managers should be responsible for their own business, linked to economic interests, and ask them to post supervision every business they handle until they recover their funds. Establish sales responsibility system, introduce incentive mechanism and implement reward and punishment measures. Enterprises can take the payment situation as the main basis for evaluating the performance of sales departments and sales personnel, and establish an index evaluation system, including the amount of sales payment, total sales income, payment rate, accounts receivable turnover rate, etc. And according to the actual recovery situation, it is linked to the salary of the debtor. Third, objectively evaluate the credit situation of customers and determine the scale of credit sales. No matter old or new customers, when the other party insists on buying on credit, it is necessary to conduct an all-round credit investigation and conduct in-depth field investigation on their assets, financial status, business ability, past business records and corporate reputation. , according to the survey results to evaluate their credit rating, credit customers to establish credit rating files. A is a large enterprise with a good reputation in past business dealings; B is a customer with average assets and financial status, standardized financial management, certain assets as collateral, and able to settle the payment after being urged in previous business dealings; C is a customer with poor assets and financial status, chaotic financial management, no assets mortgage, no past business dealings or business dealings but poor reputation. The credit rating of credit customers shall be conducted at least once a year, and may be adjusted at any time under special circumstances. According to the repayment ability and credit rating of credit customers, determine the sales policy. For A-level customers, if the funds are occasionally difficult or the demand for goods in peak season is large and the funds are insufficient, a credit line can be given for a certain period of time; For B-level customers, cash is generally needed. As a last resort, the other party will provide guarantee and pledge, and sell on credit on the basis of strict contract; C-class customers demand payment before delivery, never give in, and make plans as soon as possible on how to clean up the mess or remedy this market once this customer goes bankrupt. Fourth, the contract is signed scientifically and strictly, and the legitimate rights and interests are protected by law. All transactions except cash purchase should sign a supply and demand contract. The contract text should be drafted and executed by the enterprise as far as possible. The contract elements should be complete and specific, especially the date of payment, the specific liability for breach of contract for deferred payment, and the effectiveness of the other party's formalities. Only in this way can we use legal weapons to the maximum extent when necessary to ensure that our interests are not infringed. Fifth, obtain legal evidence of credit transactions. The credit contract only proves that both parties have the intention to cooperate in purchasing, and does not mean that the other party actually owes money to the enterprise. Only by obtaining the effective receipt voucher of the other party in time can the complete information of enterprise management accounts receivable be formed. Sixth, give full play to the management and coordination functions of financial personnel to assist in the recovery of accounts receivable. The financial department of an enterprise should establish a detailed account of accounts receivable according to the customer area of credit sales, make timely accounting of credit sales business, regularly count the amount, age and changes of accounts receivable of each customer, and feed back to the competent leader and sales department of the enterprise in time, and check the sales accounts with the sales department and warehouse department on time every month, so as to make the product circulation of the enterprise smooth and thorough, and form a virtuous circle from business to finance, warehouse management to business and finance, in which everyone is responsible and closely linked, thus effectively accomplishing a goal. According to the sales frequency of the enterprise, the financial department can also regularly send statements to customers who sell on credit, asking them to confirm that they are legal and effective, and strengthen the timely communication between the enterprise and customers to ensure that the payment and aging are clear. For customers who have exceeded the credit period, at the same time as issuing the statement, they need to issue a debt collection notice, collect the debt in time, and contact the sales department of the enterprise and relevant managers to actively cooperate with this work. At the same time, corporate financial managers should often go deep into the front line of sales, grasp the scale of credit sales according to market conditions, and modify and simplify the details of product circulation according to product circulation channels. A successful sales manager needs a financial manager who supports and understands marketing to face market difficulties. Seventh, implement the active collection policy and risk transfer mechanism. For customers who have not settled their debts on credit within the time limit, enterprises should organize forces to urge the distributors to step up the collection, especially for some customers who have poor reputation, long arrears and large amounts of money, there should be a special person in charge to honor the rewards and punishments for the credit sales personnel. The sales department of the enterprise should organize personnel to actively contact and recover the arrears in time. For credit customers who can't repay in the near future, they should ask the other party to make a repayment plan and provide guarantees to gradually pay off their debts. Those who neither make repayment plans nor provide guarantees, or find themselves lacking in solvency, should be resolved through legal channels in time. For some uncollectible accounts, risk transfer can also be implemented: first, asset liquidity transfer can be adopted, that is, accounts receivable can be transformed into more liquid assets. Because bills have stronger creditor's rights than accounts receivable, they can be discounted to banks before maturity, and they can also be transferred by endorsement, which is more liquid. When the enterprise can't recover the accounts in time, it can consider converting them into notes receivable to prevent the loss of bad debts to some extent. Third, the transferee borrows money from a financial institution within a specified period of time with part or all of its accounts receivable as collateral, or sells all the accounts receivable to financial institutions, so that enterprises can transfer some or all of the risks existing in the recovery of accounts receivable to financial institutions, which is the popular "factoring business" of accounts receivable at present. Finally, you can change direction. When it is found that the accounts receivable are difficult to recover, the enterprise can be flexible and buy back the assets it needs from customers to offset this part of the accounts receivable, that is, the enterprise can regard this part of the accounts receivable as the money paid in advance to customers to purchase assets, thus realizing the transfer of accounts receivable.