知名酒店财务部范本模板.doc

某著名酒店财务部

POLICIES & PROCEDURES

POLICIES & PROCEDURES
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目 录
一、 各分部门制度和程序 P&P
a) 费用分配制度 Expenditure distribution policy…………………………………………………...4
b) 费用核实制度 Expenditure auditing policy…………………………………………………….....5
c) 利润管理制度 Profit management policy………………………………………………………….8
d) 经济协议管理制度 Economy contract management policy…………………………………….10
e) 资金审批制度 Financing approval policy ………………………………………………………..14
f) 日常采购制度 Daily purchasing policy…………………………………………………………...19
g) 资产管理制度 Accountant management policy………………………………………………...38
h) 仓库及收货管理制度 Warehouse and receiving management policy……………………….46

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一、 费用分配制度 Expenditure distribution policy
依据本酒店实际情况，发生业务经营费用分配，分别采取直接认定和分配计入方法：
According to the actual situation and distribution on operating expenditure, there are 2 ways
1、 直接认定 Direct cognizance
依据相关费用凭证（如零用现金报销凭证、付款凭证等），直接确定由具体受益部门负担费用。可直接认定费用关键包含：各部门人员工资、福利费、客房佣金、服务用具、湿洗及干洗、生财用具、印刷文具、订房费、差旅费、邮费、低值易耗品等。
Direct cognizance which dept to afford the expenditure according to relevant charging receipts. Mainly direct cognizance expedience including staff salary, welfares funds, guest room commission, ministry things, wet and dry cleaning, money making things, press stationery, reservation charge, transportation fee, postage, easy-waste article, etc.
2、 分配计入：Distribute reckon-in
对那些无法直接认定应由哪些部门负担费用，按一定方法分摊计入。需要分配计入。
费用：水电费、运输费、燃料费、装饰费、洗衣费、清洁合约费等。
To expenditure cannot be cognize directly, reckon in separately in certain ways. Mainly including water and power fee, transportation fee, gas fee, decoration fee, clothes washing fee, cleaning contract fee, etc.

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二、 费用核实制度 Expenditure auditing policy
[费用核实形式] Ways of expenditure auditing
为确保各个时期费用负担均衡性，正确反应酒店经营结果，特采取以下四种核实形式：
To ensure reasonable expenses and correctly reflect the operating progress of the hotel, the four ways of expenditure auditing are:
1、 直接支付 Direct payment
对于本期发生，本期支付，受益期限亦为本期费用计入本期负担。
Reckon happens, payment and profit period in period expenditure.
编制会计分录 Create accounting record ------ 借 Debit ：费用 Expenditure
贷 Credit ：现金 Cash \ 银行存款 bank deposit

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2、 转账列支Virement payout
不经过货币结算而采取账项结转形式摊销，应归本期负担费用。如：制服、布草、水电费、运输费、洗衣费、燃料费及各项内部转账。
terms settle in transferring account without currency should be reckon in period expenditure such as uniform, laundry, water and power fee, transportation fee, clothes washing fee, gas fee and all kinds of interior transferring.
3、 预付待摊 Pre-payment
对于本期支付，但应由本期及以后各期负担费用，通常受益时间较长且一次支付数额较大费用，采取当期支付，后期待摊方法。
For big amount and long lasting period expenditure, we pre-pay the total and get back from each section later.
编制会计录：Create accounting record
1）发生待摊时later distribution ------ 借 Debit ：待摊费用 Distribution expenditure
贷 Credit ：银行存款 Bank deposit
2）分摊待摊费用 Distribution expenditure------ 借 Debit ：费用 Expenditure
贷 Credit ：待摊费用 Later distribution expenditure

计算公式Counting formula：

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某种待摊费用总额
Total Expenditure amount
待摊费用各期分摊数额 Distribution amount in each period= Periods for the expenditure
该种待摊项目标分摊期数
4、 预提待付 Later payment
对于应由本期负担，但以后期间支付费用，通常受益时间较长且一次支付数额较大费用，采取先期预提，后期支付核实形式。
To expenditure need to afford first then pay later, usually long period profit and big amount, get the amount first then pay back later.
编制会计分录：Create accounting record
a) 发生预提费用时 Pre-pay------ 借 Debit ：费用 Expenditure
贷 Credit ：预提费用 Pre-pay expenditure
b) 支付预提费用时 Pay the pre-pay amount------ 借 Debit ：预提费用 Pre-pay expenditure
贷 Credit ：银行存款 Bank deposit

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三、 利润管理制度 Profit management policy
利润是企业经济效益表现，为确保实现酒店利润目标，财务部必需率领各部门实施以下利润管理制度，采取有效方法监控利润主导原因，即营业收入、生产成本和费用。
Profit represent the benefit of the company, for ensuring the profit objective, the accounting dept need to lead each dept to follow the profit management policy below, use efficient steps to monitor the main factors, such as operation income, manufacture cost and expenditure.
1、 依据酒店行政当局要求，在每十二个月底前编制新年度酒店经营财政预算计划，具体包含营业收入、营运成本及费用预算和经营利润计划。According to the executive requirement, create the next yearly accounting budget plan every end of the year, generally including operation income, operation cost and expenditure budget and operating profit plan.
2、 严格实施董事会同意酒店经营计划，如因预算目标偏差或其它特殊情况而无法完成计划，必需汇报总经理，由总经理向董事会提交书面汇报，取得正式批复后方可调整原预算。Strictly follow the operating plan approved by executive directorate, if any situation happen that cannot finish the plan, report to general manager, general manager hand in paper report to directorate, adjust the budget after approval.
3、 配合各部门开源创收工作，提出有建设性意见和方法，在财务管理角度保障各部门营业收入不落空。Cooperate with each dept on relevant development, give out constructive suggestion to ensure the operating income of each dept.
认真审核各部门在营运过程中各项开支，严格控制成本及费用，确保不突破预算编制。如编制预算时考虑不周造成某单项开支突破预算时，必需在相关部门另项开支预算中冲减列支；对原来没有预算，但确因特殊情

POLICIES & PROCEDURES
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4、 况需开支，须报总经理、董事会同意后才能开支。Audit each expenditure during operation of each dept, strictly control the cost and expenditure to ensure the budget plan. If the plan was made without concerning some over expenditure, decrease the cost in other items; for special situation which is not in the budget, get approval from general manager and directorate first.
5、 按时完成每个月会计报表结算工作。参与酒店及各部门经济活动分析会议，提供上月预算实施情况，检讨利润结果，总结经验，吸收教训，推进下一阶段经济工作。Finish the monthly accounting report on time. Attend business analyst meeting of the hotel and each dept, bring up the budget executing instance, review the profit, summarize the experience and improve the next step.
酒店下属各机构，必需在月会计报表结算后，每个月足额向酒店上缴利润。 Each organization of the hotel should 4hand in certain amount of profit after the monthly accounting report.

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四、 经济协议管理制度 Economy contract managing policy
经济协议是两个或两个以上含有民事权力和民事行为能力经济组织为实现一定经济目标，在平等互利基础上签订书面文件。
The economy contract is a file on paper base on equality between two or above economy organization that have civil right and conduct ability and to achieve some economy objective.
酒店在营运过程中，常常和多种经济组织签署协议，为完善协议管理工作，确保酒店利益不受损害，特定以下经济协议管理制度：
1、 签署经济协议标准 Principle of economy contract
遵守中国法律及行政法规，遵守平等互利、协商一致标准。
Obey the rules and regulations of the country law.
2、 经济协议签署内容 Content
a) 签署协议各方：Each organization’s
单位名称、法定地址、法人代表、营业执照号、银行账号、联络电话。
Company name, valid address, valid representation, operating license code, bank account, contact number.
b) 标：Objective
货物、劳务、工程等项目名称。Name of the goods, labor affairs, project, etc.

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c) 数量和质量 Quantity and quality
d) 价款或酬金、结算方法 Price rate and way of payment
e) 推行期限、地点、方法 Valid period, address, way
f) 违约责任Responsibility of fell back
g) 法律规管、仲裁机构 Managing organization in law
h) 协议确实定：Confirmation
代表签署，盖公章 Signature and stamp
3、 签署协议程序 Procedure to sign
a) 各部门需要以酒店名义签署经济协议，必需事前向主管副总经理汇报，准备签署经济协议基础内容，得到许可后，和签协议另一方洽谈具体条款。Any contract need to sign by the hotel of each dept should report to supervise assistant general manager in advance, prepare for the basic content, discuss on details after getting approval.
须按签署协议基础标准及内容，签订相关条款，同时要求对方提供营业执照复印件。Set up relevant items according to the principle and content; ask for copy of operating license.

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b) 协议经双方协约定好后，报主管总经理审批。After confirming the contract, report to supervise general manager for approval.
c) 签署协议：Sign the contract
[正常营运协议] Normal operating contract
由主管副总经理书面授权（可十二个月办理一次）给部门主管代为签署。
Authorize the dept head to sign by supervise assistant general manager (once a year).
[关键协议] Important contract
固定资产购置、大维修工程、超十万元以上营运协议、投资或合作项目协议，其它关键协议由主管副总经理或以上人员（副总经理、总经理、董事长等）签署。
Purchasing of fixed assets, big repairing project, operating contract, investigating or cooperating projects over 100,000 and other important contract need to sign by supervise assistant general manager or above ( assistant general manager, general manager, chairman, etc)
d) 加盖公章：Stamp
［正常营运协议 normal operating contract］　-----　加盖协议专用章 Special contract stamp
［关键协议 Important contract］　　　----- 加盖企业公章 Company stamp
经签署协议双方确定生效协议正本，送财务部秘书保管，秘书应复印副本交实施协议具体部门（营运部门及财务部应收或应付账组）。After both organization sign, send the contract to secretary of accounting

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e) to keep, the secretary should copy the contract to executive dept (operating dept and payable group of accounting).
f) 具体签署协议部门，应有责任依据协议条款按期、按质、按量实施协议。财务部应收或应付账组有责任监督协议实施情况，当协议实施碰到困难或发生纠纷时，应报主管副总经理及财务总监处理，同时个体签署协议部门应主动和对方协商处理问题。The contract dept should execute the contract according to the requirement of the contract. The payable group of accounting dept is responsible to supervise, when problem happens, report to supervise assistant general manager and director of accounting dept, and the contract dept should try their best to fix the problem.
g) 协议全部推行30天后，应付或应收账组应即通知财务秘书组，财务秘书组应按月汇总已推行后协议，并于年底后移交行政办档案室保管。One month after the contract performed, the payable group should inform the secretary group of accounting, then transfer to executive office to file up end of the year.
如因特殊情况，已签署协议需要变更、补充或解除，主管协议部门必需向原同意总经理或副总经理请示，再按上述程序重新办理。If the contract has to be adjusted or cancelled by any special course, get approval from general manager or assistant general manager first then start and follow the procedure above.

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五、 资金审批制度 Financing approve policy
1、 资本性开支、委外资金开支审批 Capital expenditure and outer expenditure approving
a) 部门申请——其中资本性开支，除按通常采购程序填写《物资请购单》外，同时要填写《固定资产购置申请表》，对属于更新项目标，还需在后面附上经审批同意《固定资产报废申请表》；《物资请购单》《固定资产购置申请表》经部门总监审批后报集团采购部。Dept application—For capital expenditure, beside filling in material application, fill in fixed asset application as well, for update item, also need to add fixed assets rejecting application with approval from management;
b) 选定供给商——集团采购部进行三家价格比较后，选定适宜供给商。Pick supplier—The purchasing dept of the group compare the prices then pick the right one.
c) 财务总监审批——酒店财务经办查对，财务副总监、财务总监审批。Approve from director of accounting—Check by accounting dept of the hotel, approve by director and assistant director of accounting.
d) 酒店总经理审批——每笔单据金额为人民币贰万元以下，授权酒店总经理审批后实施。Approve from general manager—Any item lower then 0, perform after getting approval from authorized general manager of the hotel.
e) 集团商业酒店运行副总裁审批——每笔单据金额为人民币贰万元或以上，伍万元以下，副总裁审批后实施。Approve from vice operation president of the group—Any item cost 0 or more but less than 50000, perform after getting approval from vice chairman.
f) 董事长/副董事长审批——每笔单据金额为人民币伍万元或以上，报董事长/副董事长审批。Approve from

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g) chairman/vice chairman—Any item cost 50000 or more, report to chairman/vice chairman for approve.
h) 集团采购部组织采购。Organize purchase by purchasing dept of the group.
2、 日常食品、通常物品采购、计划外物品紧急采购 Emergency purchasing of daily food, normal article purchasing, goods out of plan
a) 部门申请——填写《物资请购单》，由部门总监审批。Dept application—Fill in material application and get approval from dept director.
b) 选定供给商——采购部进行三家价格比较后选定适宜供给商。Pick supplier—Pick the right supplier after comparing the prices.
c) 财务总监审批——财务部查对，财务副总监、财务总监审批。Approve from director of accounting—Check by the accounting dept and get approval from assistant director and director of the accounting.

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a) 酒店总经理审批——每笔单据金额为人民币贰万元以下，授权酒店总经理审批后实施。Approve from general manager—Any item cost lower than 0￥should be approved by general manager of the hotel before performing.
b) 集团商业酒店运行副总裁审批——每笔单据金额为人民币贰万元或以上，伍万元以下，副总裁审批后实施。Approved by vice operation president of the group—Any item cost 0 or more, but less than 50000, perform after getting approval from vice chairman.
c) 董事长/副董事长审批——每笔单据金额为人民币伍万元或以上，报董事长/副董事长审批。
Approve by chairman/vice chairman—Any item cost 50000 or more need to get approval from chairman/vice chairman first
d) 酒店采购部组织采购。Organize purchase by the purchasing group of the hotel
e) 日常费用（经营性工资、税金、能源费用、招待费用、广告及促销费用、差旅费用、交通费用、通讯费用、书刊资料费、培训费、招聘费用、维修费用等）审批
Approve of daily expenditure ( operating salary, taxation, energy expenditure, serving expenditure, advertisement and promotion expenditure, travel expenditure, transportation expenditure, communication expenditure, books and magazine expenditure, training expenditure, hiring expenditure, repairing expenditure, etc )
a) 报销申请——经办人填写《费用报销单》，部门总监审批。
Reimbursement application—Fill in reimbursement form by handler and approve by dept. director.
b) 财务总监审批——财务部查对，财务副总监、财务总监审批。

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Approve from director of accounting—Check by accounting dept and approve by director and
assistant director of accounting.
c) 酒店总经理审批——每笔单据金额为人民币壹万元以下，授权酒店总经理审批后实施。
Approve from general manager—Any item below 10000 should be performed after getting approval from general manager of the hotel.
d) 集团商业酒店运行副总裁审批——每笔单据金额为人民币壹万元或以上，叁万元以下，副总裁审批后实施。
Approve from vice operating president—Any item cost 10000