Organization of a budgeting system at a budgetary enterprise. Coursework: Budgeting at the enterprise (on the example of a restaurant)

Accounting management accounting is closely related to the estimated (budget) planning and control, which is its integral part. Complex market processes, on the one hand, affect fluctuations in the volume of production and sales of products, on the other hand, affect the behavior of costs, and hence profit. In order to identify and analyze the dynamics of production, information on costs is required that is not distorted by the artificial distribution of overhead costs by type of product. This information is provided by management accounting direct-cost), which allows, from pre-compiled cost estimates, to quickly identify deviations of actual costs from standard ones and thereby manage costs. The methodological foundations of cost management with the help of norms (standards) of costs are also provided by management accounting (system standard-cost).

Cost management (through variances) is not just about reducing costs. It is used to take appropriate steps towards achieving a certain level of income, to evaluate performance and, if necessary, to take appropriate action. On the scale of the organization, this causes specific actions in the field of cost management at the level of each department (cost center).

At the core cost management the following components can be distinguished:

● cost planning;

● setting the level of costs;

● improvement of cost indicators at each stage of the organization's activity.

Maintaining and reducing the level of costs is associated with cost management already at the production stage. This is ensured through a single system of financing for the entire organization, formed with the help of budgeting - the process of drawing up financial plans (budgets) and estimates.

Budgeting, on the one hand, is the process of drawing up financial plans and estimates, on the other hand, it is a management technology designed to develop and improve the financial feasibility of managerial decisions.

Budgeting object- business (type or area of ​​economic activity).

Budgeting- this is financial planning, covering all aspects of the organization's activities, allowing you to account for all expenses incurred and income (results) received in financial terms for the coming period. These are the planned financial estimates, and the projected volumes of attracted external resources, etc.

A well-established budget system is very important for an enterprise, especially a large one. It will help to improve the coordination of all its departments, avoid crisis situations, improve motivation, increase the responsibility of managers at all levels, predict financial results, and prevent undesirable situations.

In accordance with this, the purpose of budgeting in its most general form is the basis for:

● planning activities and making managerial decisions;

● evaluation of all aspects of the organization's financial condition;

● strengthening financial discipline and subordinating the interests of individual structural units to the interests of the organization (company) as a whole and the owners of its capital.

Federal Agency for Education

Baikal State University of Economics and Law

Department of Enterprise Economics and Entrepreneurship

COURSE WORK

Budgeting in the enterprise

Irkutsk 2012

INTRODUCTION

1. Theoretical basis budgeting

1.1 Essence, goals and objectives of budgeting

2 Budgeting in the enterprise management system

1.3 Implementation of budgeting in the enterprise

2. ANALYSIS OF THE STATE OF BUDGETING IN THE GROUP OF COMPANIES "MONTAZHSPETSSTROY"

2.1 Brief description of the enterprise - the group of companies "MontazhSpetsStroy"

2 Development of budgets in the group of companies "MontazhSpetsStroy"

3. IMPROVING THE BUDGETING PROCESS AT THE ENTERPRISE

3.1 Improving budgeting in the group of companies "MontazhSpetsStroy"

CONCLUSION

LIST OF USED LITERATURE

Introduction

An urgent task for any enterprise at the present stage is to increase its competitiveness. This is due to the constant tightening of competition in the face of limited external resources. Such a situation can lead to a lack of opportunities for business growth, its entry into new markets, diversification and, ultimately, to a decrease in its competitiveness.

Under these conditions, it is necessary to establish a self-adjusting business system that can adequately and timely respond to the impacts environment in all areas. Budgeting is the first stage in the development of a system of regular economic management and contributes to the optimization of financial flows and the most efficient distribution of enterprise resources, which can significantly reduce their volume and need for them, reduce costs and increase the competitiveness of the enterprise.

Of particular note is budgeting as the most important link between the strategic and operational management of all business operations, aimed at coordinating the economic processes of an enterprise and, as a result, at increasing its competitiveness.

Budgets are the most common component of formal planning. Although many organizations do not formally formulate their goals and strategies in writing, most of them use documented budgets.

Thus, the need for budgeting for the various structures that make up the financial and economic system is obvious, and this determines the relevance of the chosen research topic.

The object of the study is an economic entity - the MontazhSpetsStroy Group of Companies, whose field of activity is construction.

The subject of the research is the process of budgeting at the enterprise.

The purpose of the work is to study the methodological aspects of budgeting to improve the efficiency of the enterprise.

To achieve this goal, it is necessary to solve the following tasks:

consider the basic principles of budgeting;

identify the main approaches to budget planning.

1. Theoretical foundations of budgeting

1 Essence, goals and objectives of budgeting

One of the main functions of enterprise management is the planning of its activities with subsequent control over the implementation of the adopted plans.

Financial planning is the process of developing a system of financial plans and indicators to ensure the development of an enterprise with the necessary financial resources and improve the efficiency of its activities in the coming period.

Types of financial planning are shown in Figure 1.1.

Rice. 1.1. Types of financial planning

The purpose of financial planning is to provide economic activity with the necessary amount of financial resources based on forecasting the amount of cash flows generated from own and borrowed financial sources.

Considering planning in more detail, the following local goals can be noted:

) ensuring the production, scientific, technical and social development of the enterprise, primarily by optimizing the use of its own resources, but also with the involvement of borrowed and other borrowed funds;

) optimization of the financial result mainly due to the growth of sales and reduction of production and distribution costs;

) ensuring the proper level of financial stability and liquidity of the enterprise.

With the help of financial planning, an enterprise is able to effectively solve the following main tasks:

) providing the production process with the necessary financial resources;

) the establishment of rational financial relationships with other business entities, financial and credit institutions, the state;

) determining the ways of the most efficient investment of capital, assessing the rationality of its use;

) identification and mobilization of internal reserves to increase profits through the rational use of financial resources;

) monitoring the financial condition and solvency of the enterprise.

Planning allows the enterprise to solve the following specific issues:

what financial resources may be at the disposal of the enterprise;

what are the sources of their income;

is it enough Money to complete the assigned tasks;

what proportion of funds should be transferred to the budget, extra-budgetary funds, banks and other creditors;

how to rationally distribute the profit of the enterprise;

how to ensure a balance of planned income and expenses of the enterprise based on the principles of self-sufficiency and self-financing.

In the development and implementation of financial plans that ensure competent financial management, not only to achieve break-even work of a business entity, but also the possibilities for the progressive development of expanded reproduction in accordance with the requirements of the time, the main purpose and essence of financial planning are concluded.

Financial planning, covering the most important aspects of the financial and economic activities of the enterprise, is interconnected with planning production activities. The indicators of all planned financial instruments are based on plans for the volume of production and sales, the range of goods and services, and the cost of production. They must create the necessary financial conditions for successful execution these plans.

The principles of financial planning determine the nature and content of this type of management activity.

The principle of financial correlation of terms - the receipt and use of funds must be carried out on time.

The principle of solvency - planning of funds must constantly ensure the solvency of the enterprise, i.e. the enterprise must have sufficient liquid funds to ensure the repayment of short-term liabilities.

The principle of adaptation to the needs of the market - it is important for an enterprise to take into account the market conjecture and its dependence on obtaining loans.

The principle of maximum profitability - it is advisable to choose those investments that provide maximum profitability.

Intra-company financial planning involves the use different budgets. Budgeting is an integral part financial management.

The term "budget", derived from the French word "bougett", meaning "leather bag", was originally used in England since 1870 as the name of a document containing a plan of state revenues and expenditures approved by Parliament. In relation to a separate economic entity, the "budget" is considered as a method of accounting that allows you to compare actual results with planned indicators, as well as an effective decision-making tool with which the top managers of the enterprise provide the most rational use property of the owners.

According to R. Anthony, "the budget is a plan expressed in quantitative, usually monetary, indicators covering a given period of time, usually a year" .

An equally accurate definition is given by the English economists J. K. Shim and J. G. Siegel, explaining the term "budget" as "... a quantitative plan for the activities of an enterprise and the implementation of programs, which is a connected set of financial (assets, equity, income and expenses and etc.) and (or) natural (volume of manufactured products and services rendered, etc.) economic indicators of the company's activities ... ". In their opinion, the budget describes "... the goals of the company in terms of achieving specific financial and operational objectives ..." and is "... a set of financial forecasts or financial plans ...".

Budgets are a tool for financial planning (forecasting), and control over the activities of the company and its structural divisions. By definition, Y. Brigham and L. Gapensky: "A budget is a plan that details the inflow and outflow of funds over a certain planned period of time."

E.S. Stoyanova considers the budget of an enterprise as "... a quantitative embodiment of a plan that characterizes income and expenses for a certain period, and the capital that must be attracted to achieve the goals set by the plan ...", which practically coincides with the opinion of practicing American accountants.

A similar definition is found in Professor I.A. Blank, which considers the budget as "... an operational financial plan, usually developed within a period of up to one year, reflecting the costs and receipts of funds in certain areas of economic activity, certain types of operations, certain investment projects" .

Budgeting is a technology of financial planning, accounting and control of income and expenses received from a business at all levels of management, which allows you to analyze predicted financial indicators and manage resources with their help (primarily financial, both for an individual business and for the company as a whole).

Financial planning and budgeting are closely intertwined. Both types of planning provide information to their consumers, determine its composition and content. The interaction between financial planning and budgeting is achieved on the basis of continuity and integrated use of information, the unity of norms and standards. Each type of planning has its own characteristics, but they also have common characteristics: all the processes of economic activity, such as the processes of supplying production and sales, which represent the circulation of economic and financial resources of the enterprise, act as single objects. These objects cannot exist in isolation. However, performing different functions, they are considered as integral parts of financial planning and budgeting.

The role and place of budgeting in the overall system of financial planning are quite fully characterized by the functions of the budget. So, I.T. Balabanov identifies four budgeting functions: planning, coordination, stimulation and control.

The planning function is the most important. Budgeting is the basis for in-house planning. Based on the strategic goals of the enterprise, budgets solve the problem of distributing financial resources at the disposal of the enterprise. The development of budgets gives quantitative certainty to the chosen prospects for the activity of the enterprise, all costs and results acquire monetary value. Budgeting contributes to the correct and clear definition of the goal in the enterprise, the development of a business strategy.

The budget is a set of indicators or criteria that should be used to control the activities of the enterprise. Through continuous comparison of actual data with planned indicators, it is possible to evaluate performance at any stage. Budget planning allows you to identify deviations in activities from what was expected in the budget, and correct actions. This is the control function of the budget.

At the same time, each company may have its own budgeting functions, depending both on the object of financial planning and on the system of financial and non-financial goals. In each company, as a management technology, budgeting can pursue its own goals and use its own funds, its own tools, however, there is a general (principal) budgeting scheme (Fig. 1.2.).

Rice. 1.2. General budgeting flowchart

Specifically, the functions of budgeting are manifested in the system of indicators, which are set by the head of the enterprise or company as target or control. For this reason, budgeting systems, even in companies similar in structure and operating conditions, will be different. Differences in goals and strategies are manifested in different financial indicators chosen as target (control). Further, budget formats must comply with the specified benchmarks.

The main thing in budgeting is to create a coordinate system for the business, which would show where the business is currently moving and what are its prospects for the future, i.e. create a basis for the development and adoption of managerial decisions in the financial sector.

Typically, the creation of budgets is carried out as part of operational planning. Based on the strategic goals of the company, budgets solve the problems of distributing the economic resources at the disposal of the organization.

The key goal of budgeting is to provide the production and commercial process with the necessary financial resources both in terms of volume and structure. The development of budgets gives quantitative certainty to the chosen perspectives of the firm.

To achieve this main goal, the main tasks of budgeting should be solved:

ensuring ongoing planning;

ensuring coordination, cooperation and communication of business units;

justification of the costs of the enterprise;

creation of a base for evaluation and control of enterprise plans;

compliance with the requirements of legislation and concluded contracts.

Thus, budgeting is the process of planning the future activities of an enterprise, the results of which are formalized by the budget system. The introduction of budgeting helps to create a coherent and fairly effective management system. The presence of a budgeting procedure is the norm for any company in developed countries world, and in the last decade has been widely introduced at the leading enterprises of Russia. It is also very important that the creation of a budgeting system requires the integration of managerial and information technologies, which ultimately leads to an increase in management efficiency.

2 Budgeting in the enterprise management system

The main thing that makes the budget a necessary management tool is that the enterprise is a system. And not just a system, but a controlled system. The budget is a business management tool.

The management of any enterprise should be directed, first of all, to maintaining its main system property - the ability to produce a product (goods, service), and to do it efficiently. At the same time, not only financial returns should be achieved, but also qualitative goals. The management of a particular enterprise should also be focused on the effective achievement of the current financial goal, even if it does not involve making a profit.

The enterprise reacts not only to the influence of the control system, but also to the external environment. And if technical systems are initially designed with large stock strength and "obey" only the head, then the enterprise does not respond to changes external environment can not. What's more, a significant proportion of executives' time is spent precisely on neutralizing negative reactions or seizing unexpected opportunities.

The external environment can be managed to a very small extent. Actually, the stronger the market position of the enterprise, the more it controls its external environment. The control system must be able to manage the enterprise, while taking into account changes in the external environment. It turns out that each enterprise operates under conditions of a combination of controllability of the enterprise itself and the subsystems of the external environment closest to the enterprise. The enterprise can be fully managed, or maybe partially. External systems, respectively, too: they can be managed successfully, or they could "live their own lives."

Indeed, management is the consistent performance of the following functions: planning (determining predictive values ​​of expected results, decision making); organization; control (comparison of the plan with the fact and identification of deviations); analysis (finding out the reasons for the deviation of the fact from the plan); regulation (taking measures to correct deviations). If at least one of the listed functions falls out (is not implemented), then we can say that management as such has not taken place. If the control functions are connected to each other in a logically sequential chain, then in control theory this closed chain will be called the control cycle, and its links form the stages of the cycle.

However, there are more control cycle steps than there are functions because some functions require more than one step to be implemented.

Thus, the management cycle is more detailed than a simple list of management functions, and, so to speak, more practical - it is easier to use in real business and management practice.

Each of the listed management functions can be associated with certain stages of the management cycle (Table 1.1)

Table 1.1 Control functions and stages of the control cycle.

The first is the goal-setting function, without which it is impossible to achieve the goal of the enterprise, and hence its existence as a system. To achieve this goal, decisions are required, which is expressed in planning the sequence of activities necessary to achieve the goal. After planning comes the turn of execution (implementation), and the progress and results of which must be controlled. Control, in turn, requires accounting, which serves as the basis of the entire management cycle, and therefore it is not singled out as a separate stage and is shown as a block covering several stages. An analysis of the information obtained during the control allows you to identify a deviation from the plan - in size, direction, reasons, and on this basis to form a managerial impact to adjust plans, and in some extreme cases, the goals themselves. After that, the cycle repeats.

The budget, as a management mechanism, must support all these functions to one degree or another and, accordingly, go through these stages. Therefore, "budget management" refers to the management of the enterprise through or with the help of short-term budgets.

3 Implementation of budgeting in the enterprise

The formulation of a full-fledged intra-company budgeting consists of three main interrelated stages, each of which includes its own elements:

Budgeting technology, which includes financial planning tools (types and formats of budgets, a system of targets and standards), the procedure for consolidating budgets of various levels of management and functional purposes, etc.

Organization of budgeting, including the financial structure of the company (composition of accounting centers - structural divisions or businesses of an enterprise or company that are objects of budgeting), budgetary regulations and budgetary control mechanisms (budgeting procedures, their submission, coordination and approval, the procedure for subsequent adjustment, collection and processing data on budget execution), the distribution of functions in the management apparatus (between functional services and structural units of various levels) in the budgeting process, a system of internal normative documents(provisions, job descriptions etc.).

Automation of financial calculations, which involves not so much the preparation of financial forecasts (including scenario analysis, calculation of various options for the financial condition of an enterprise and its individual types of businesses), but the formulation of the so-called continuous management accounting, within the framework of which at any time you can receive operational information on the progress of the execution of previously adopted budgets (on cash flows, cost levels, cost structure, rate and mass of profit). The main types of goals and objectives of budgeting are discussed in the first subsection. Here, each manager determines a set of target and benchmark indicators when setting budgeting, depending on the type of activity, the financial and economic condition of the enterprise, market conditions and other factors. Stages of budgeting are considered in fig. 1.4. Also, each company will have its own set of budgets, but here there is a certain sequence when drawing up budgets.

Rice. 1.4. Stages of budgeting and their elements.

When developing budgeting, it is necessary to determine the principle of its organization: "bottom-up", "top-down", counter budgeting. When organizing planning on a "top-down" basis, all budgets are developed at the highest level of management (by the financial service or with the help of consulting firms), and then lower-level structural units receive various tasks. In bottom-up planning, company executives request data from individual departments for their budgeting purposes, and then process and consolidate the data.

Budgeting as a management technology needs a certain management apparatus. For a small firm, this apparatus can be reduced to one official. In a large company, managing the budgeting process requires the creation of specialized departments and services, as well as the development of mechanisms for coordinating their activities.

The main idea of ​​the budgeting system is that the key parameters of the economic activity of the enterprise are specified at the level of its individual structural divisions (branches) according to information on the types of income and expenses. To do this, create appropriate responsibility centers: income, expenses, profits and investments.

Responsibility center is a set of budget items of an enterprise (combined by common ground), for the planning and implementation of which one of the leading managers of the enterprise or the head of a structural unit is responsible. As part of the budgeting process, the responsibility center manager is responsible for:

organization of planning and rationing of the set of articles entrusted to him;

the correct planning of the relevant budget items;

control over the implementation of the planned parameters of budget items;

making decisions to eliminate deviations of planned budget items from actual parameters (if such deviations exceed 5%). Structural divisions are budgeting objects that differ in technology and organization of the budget process:

Cost centers (cost centers) - are not responsible for revenues, but are only responsible for regulated or controlled costs (the level of which cost center managers can influence);

Financial Accounting Centers - have the ability to control and influence income and certain types of costs (FSC);

Financial Responsibility Centers (FRCs) - are responsible for all financial results. As a rule, they have a complete budget scheme.

The financial responsibility center is a structural subdivision of an enterprise that carries out a certain set of business operations and is able to have a direct impact on certain financial indicators of these operations. For this reason, the FRCs are responsible for the level of these benchmarks.

Depending on what, from a financial point of view, this or that center brings to the enterprise and what exactly it is responsible for, five main types of CFD are distinguished:

investment centers;

profit centers;

Marginal Income Centers;

income centers;

cost centers.

The organization of financial responsibility centers, which determines their subordination, powers and responsibilities and is intended to manage the cost of the enterprise's activities is financial structure.

The financial structure is created to manage the process of achieving goals, through which the enterprise manages the Central Federal District. It is a kind of "combination" of the organizational structure and responsibility for performance. Therefore, its base is the organizational structure, which undergoes the following transformations:

Each division is "diagnosed" according to the criterion of financial responsibility, i.e. by type of financial indicator (income / expense / marginal income / profit / profitability), which they are able to control in the course of their activities, and they are assigned the status of the corresponding CFD;

The financial structure is built from the CFD, which, like departments in the organizational structure, are linked into a certain hierarchy.

After the financial structure is formed, the manager knows exactly who is responsible for the enterprise entrusted to him and for what indicators. This responsibility is written at the highest level: income, costs, profit, profitability, etc. But for real management, such knowledge is not enough, because a mechanism is required by which this responsibility is realized. The implementation of responsibility involves setting the desired level of the indicator and monitoring its achievement both for each CFD and for the enterprise as a whole. A tool for the implementation of responsibility is the budget.

Budgeting requires not only a competent solution of methodological problems, the choice of the necessary financial planning tools, but also the development of appropriate organizational procedures that regulate all issues of the relationship of individual structural units with the management of an enterprise or firm.

The "budgeting regulation" contains an indication of the procedures for the formation of the general budget of the enterprise, determines the templates for budget forms, the procedure and deadlines for compiling, approving the budget and monitoring its execution, and establishes the responsibility of structural units.

The budgetary regulation is the procedure established in the organization for the preparation (development), presentation (transfer), approval (approval), consolidation (processing), operational control and evaluation of execution (carrying out a plan-fact analysis) of budgets various kinds and levels.

As you know, setting up a budgeting system is not legally and normatively regulated by state bodies. In this regard, the formats and forms of budgets, as well as the rules for their development, approval, implementation and control are approved by the management of the economic entity itself.

The budget regulations are drawn up separately for each stage of the budget cycle. To develop a budget regulation, it is necessary to determine the company's budget system in accordance with its financial structure or the responsibility for drawing up specific budgets of structural units at various levels.

When drawing up a budget regulation, the main thing is to determine a set of budgets (the composition of the main document flow), other documents (the composition of the accompanying document flow) and responsible executors for their preparation. The goals of each stage of setting budget management and the main regulatory documents corresponding to the stages are listed in Table. (Table 1.2.).

The regulations must clearly state:

subjects of the budget process - a set of business units (CFD, CFU, cost center), structural divisions and services, officials responsible for the performance of all operations;

distribution of functions and duties of officials;

defined officials responsible for the final decision on all issues;

the order of interaction between various management services has been established;

fixing the distribution of functions, duties and powers in the system of internal regulatory documents of the company.

Table 1.2. Regulatory documents of various stages of setting up budget management at the enterprise

The purpose of the workflow schedule is to link all budgeting procedures and regulations, the efforts of individual structural divisions of the company at various levels of management to draw up budgets into a single system, as well as to coordinate and execute them.

It is possible to optimize business processes in the company on budgeting issues based on the drawn up workflow schedule only when all issues of the financial structure, budgetary regulations, budgeting procedures and schedules, distribution of functions between departments and management levels are completed.

The final stage of the budgeting process is the implementation of a software product that would allow not only to draw up budgets, but also to analyze the effectiveness, as well as consider alternative budget options to choose the most preferable in a given company.

The budgeting process involves the creation of a large volume of documents, accompanied by complex arithmetic and statistical calculations. Drawing up even one version of the budget without the use of modern computer technology is already a complex process, and the analysis of various scenarios and situational modeling, which in some cases involves the preparation of dozens or more related budgets, becomes simply unrealistic. Therefore, without the use of software, there can be no question of multivariate planning, which is so necessary for the budget generation process.

Today, most small and medium-sized enterprises use Excel1 spreadsheets, which have armed economists with one of the main tools for budgeting. They managed to speed up the preparation of documentation, fundamentally modernize the consolidation and simulate situations. Among other things, fundamentally new opportunities have appeared to speed up the time for reworking documentation if changes are required. But at the same time, a serious drawback lies in the relative difficulty of verification, when a simple mistake in the formula can have serious consequences. Spreadsheets also have limitations. The contents of the cells, in particular the calculated ones, can be overwritten. Columns and rows can be added or removed, making consolidation difficult.

Specialized budgeting software. A number of manufacturers software implement software designed for budgeting; while the developers claim that it can be adapted to meet the needs of your business. On sale there are both separate software systems designed for planning purposes, and integrated with a system designed for planning and managing enterprise resources. Data storage. A decision support system or tool is a special software package that allows end users - business representatives - to independently conduct automated data analysis. Such automated systems enable users to analyze data in the manner they deem best in terms of providing information to aid decision making. Decision support tools facilitate analysis rather than perform analysis.

2. ANALYSIS OF THE STATE OF BUDGETING IN THE GROUP OF COMPANIES "MONTAZHSPETSSTROY"

1 Brief description of the enterprise - the group of companies "MontazhSpetsStroy"

financial planning budgeting coordination

Group of companies "MontazhSpetsStroy" is the largest construction and industrial complex in the Irkutsk region. The enterprises that are part of the group have SRO permits for the construction of buildings and structures, overhaul, specialized work, performance of the functions of a general contractor and customer-builder, as well as for the design of buildings and structures.

The geography of the company's activity is the large cities of the Irkutsk region - Irkutsk, Bratsk, Usolye-Sibirskoye, Cheremkhovo, Zima, Sayansk, Tulun, Nizhneudinsk, Ust-Ilimsk, Baikalsk.

The first residential building in Irkutsk was built by MontazhSpetsStroy in 1998. Housing construction today has become one of the company's priorities. According to data for 2010, the share of MontazhSpetsStroy in the housing construction market in Irkutsk is 38.6%. The company is one of the three leaders in terms of housing construction among construction companies Irkutsk region.

Construction is the main activity of the MontazhSpetsStroy Group of Companies. Construction work is carried out on the basis of agreements and (or) state (municipal) contracts. The cost of these works includes works on the construction of new facilities, major and current repairs, reconstruction, modernization of residential and non-residential buildings and engineering structures.

In total, for the period from January to June 2011, the group of companies "MontazhSpetsStroy" completed the scope of work for the type of activity "construction" in the amount of 2,238.7 million rubles. which is 154.2% compared to the corresponding period of the previous year. The dynamics of growth in the volume of work of the group of companies exceeds the similar indicator for the Irkutsk region, which is 114.4%. According to our preliminary estimates, the total turnover in 2011 exceeded the pre-crisis level of 2008, in absolute terms it will be about 4.5 billion rubles. Share of the enterprise in the regional market construction works will be 6 - 7.5%.

In general, the assessment of the economic situation in construction at the regional level is assessed as satisfactory - this answer was given by 85% of the surveyed construction organizations in the Irkutsk region in the 3rd quarter of 2011.

With an average level of provision with orders for large construction organizations in 8 months, at the end of the 3rd quarter of 2011, the enterprise was provided with orders for 11.5 months. For the period of 2012, it is planned to increase the scope of work for the type of activity "construction" by 15%, to increase the average number of personnel by 5%.

With an average level of utilization of production capacities of large construction organizations of 70%, at the end of the 3rd quarter of 2011, the production capacities of the enterprise were used by 89.3%. The provision of the enterprise with production capacities in relation to the demand for construction work in the next 12 months was assessed as insufficient. The reason for the insufficient supply is the planned increase in the number of orders and the change in the structure of the portfolio of orders in favor of specialized works in the energy sector and large industrial construction.

In general, the company feels confident in the industry. The main goals of the enterprise for the coming years are to optimize its activities and retain market share based on existing competitive advantages.

The structure of the group of companies "MontazhSpetsStroy" took shape in the fall of 2005, when the Management Company was established. All transformations in the structure of the group of companies were aimed primarily at creating a competitive mobile construction and industrial complex capable of operating in accordance with the highest requirements of its customers.

To date, the Management Company controls the work of eighteen subsidiaries engaged in civil and industrial construction, production of building materials, PVC profile and aluminum products, providing warehouse services and motor transport services. The group of companies also includes subsidiaries - joint ventures, in authorized capital in which such well-known enterprises in Russia as Ilim Group OJSC, OK RUSAL OJSC, Irkutskenerngo OJSC, Sayanskkhimplast OJSC participate.

The management company has the following functions:

Strategic planning, evaluation and forecasting;

Strategic control;

Financial control, financial management and refinancing;

Simultaneously with the formation of the structure of the MontazhSpetsStroy Group of Companies, a unified financial structure of the business was being built.

In 2007, the company approved the Regulations "On the financial structure of the Group of Companies "MontazhSpetsStroy" for the period 2007-2011. This local document determines the composition of the group of companies for budgeting purposes.

In order to organize effective management of the activities of financial responsibility centers of the 2nd and 3rd levels by regulating the processes of formation, approval, approval, amendment, execution and control over the execution of budgets in 2009, the Budget Regulations of the MontazhSpetsStroy Group of Companies were approved ( hereinafter referred to as the Budget Regulation).

2 Development of budgets in the Group of companies "MontazhSpetsStroy"

Construction as a branch of material production includes design and survey, research, construction and installation organizations, construction industry enterprises, production of building materials and other organizations engaged in investment and construction activities and conducting new construction, reconstruction, major, medium and current repairs.

A feature of the budgets of a construction organization is that planning must be carried out not only according to budget items, but also necessarily in relation to a specific project (since each construction project has clear schedules for its implementation, in most cases a firm contractual price determined by an estimate and not subject to change ).

To a large extent, construction cost budgets are similar to the project's construction estimate. However, the formation of a cost budget based on unit prices used in the preparation of estimates is unacceptable due to the fact that estimates in most cases do not reflect real market prices. This entails the need to apply the appropriate contractual coefficients to the estimated prices.

The following factors should be considered when budgeting for construction:

development of design estimates;

the relationship between departments;

limited own material and labor resources;

involvement of subcontractors on the basis of tenders to perform part of the work;

schedules for the supply of raw materials and supplies.

To ensure the budgeting process with the help of the proposed methodology, both federal standards (tax rates, unit prices, other standards) and internal production standards are used. Some of the internal production standards have already been formed at the enterprise and are used for internal reporting.

In accordance with the current Budget Regulations, the following standards are used for budgeting:

income tax rate;

interest on long-term and short-term loans;

receivables payment schedule;

payment schedule for accounts payable;

standard of direct labor costs;

standard overhead costs per ruble of implementation of construction and installation works;

standard variable administrative and marketing costs per ruble of sales.

When developing budgets at an enterprise, indicators of operating budgets are detailed by type of activity of the enterprise. Firstly, this is the production of construction and installation works, where the estimated method of planning is mainly used. Secondly, the production of repair work, where the method of normative planning is used.

In connection with the specifics of the enterprise's activities in the system of budgets, the budget of work in progress is additionally calculated.

Using the current Budget Regulations, we will calculate the budgets for one of the business entities - LLC "MontazhSpetsStroy - Bratsk" (business line "Industrial Construction").

An example of calculations is made according to the data of the 1st quarter of 2012.

Sales budget (table 2.1). The initial data for budgeting are the planned revenue from the production of construction, installation and repair work (CEW) for 2012, the sales plan for CEW for 2012 and the forecast of collection rates.

The planned revenue from construction and installation works is calculated taking into account the increase in revenue in 2011, as well as on the basis of concluded construction contracts (the existing portfolio of orders). The specifics of the business area is the formed client base - large industrial enterprises. Calculation for the work performed is carried out regularly upon acceptance of the completed construction and installation work. It is planned that 100% of the proceeds from construction and installation work will come in the same quarter.

When drawing up the budget, it is planned to introduce a new credit policy by the enterprise, an advance payment of at least 20% is introduced.

The column "realization of objects completed by construction" indicates the amount of proceeds from the sale of objects minus the prepayment received under the contract. The receipt of funds (PDS t) in the planned period from the sale of construction objects is calculated by the formula.

MPD t = 950,000 thousand rubles. * 40% = 380,000 thousand rubles

Work in progress (WIP) budget (Table 2.2). Initial data of work in progress according to the balance sheet for the IV quarter of 2011 = 365,000 thousand rubles.

The initial WIP data in construction and installation works is approximately 20% of the revenue.

WIP value t-1 in construction and installation works for the IV quarter of 2011 = 12,000 * 0.2 = 24,000 thousand rubles.

The value of work in progress for repair work at the end of the planning period is calculated:

WIP t \u003d 125,000 / 120,000 * 24,000 \u003d 25,000 thousand rubles.

WIP t-1 for construction projects in the IV quarter. 2011 = 365,000 - 24,000 = 341,000 thousand rubles

The value of work in progress for construction projects at the end of the planning period is calculated on the basis of estimate documentation. The budget is compiled with a breakdown of work in progress by quarters and construction sites. The volume of work in progress on construction objects (ObWIP t) is calculated as the sum of work in progress on objects for a given quarter.

ObNZP t \u003d 347957 + 56935 \u003d 404,892 thousand rubles.

Table 2.1. Sales budget of OOO "MontazhSpetsStroy - Bratsk" for 2012

Table 2.2 Budget of work in progress of MontazhSpetsStroy - Bratsk LLC for 2012

Production budget (table 2.3). On the basis of the work in progress budget, a production budget is drawn up. In this budget, the volume of production is planned, as well as the volume of sales of the NSR and facilities completed by construction.

Table 2.3 The production budget of MontazhSpetsStroy - Bratsk LLC

The increase in work in progress from construction and installation works in the t-th period is calculated by the formula:

∆WIP t \u003d 25,000 - 24,000 \u003d 1,000 thousand rubles.

The volume of production is the sum of the sales plan for the given quarter plus the change in the stock of work in progress:

ODP t = 100,000 + 1,000 + 404,892 = 505,892 thousand rubles.

The budget of direct material costs and the budget of purchases (table 2.4).

The value of the stock of materials for repair work at the end of the planning period is determined by the method of proportional dependence on the volume of sales, taking into account the possibility of a planned change in the turnover of stocks of materials, by introducing a standard for reducing the level of stock of materials:

Mt t \u003d 8,000 * 125,000 / 120,000 * (1 - 0.01) \u003d 8,250 thousand rubles.

The increase in the stock of materials for repair work in the t-th period is calculated as an increase (deviation) of the planned period from the past:

∆Mt t \u003d 8,250 - 8,000 \u003d 250 thousand rubles.

The volume of purchases of materials is determined by:

ZakM t \u003d 50,000 + 250 + 354,055 \u003d 404,305 thousand rubles.

Payment for purchases in the current period is calculated according to the formula

OZakM t \u003d 30% * 404305 \u003d 121,292 thousand rubles.

The unpaid part of the purchases of the current quarter is transferred to the accounts payable of this period.

Table 2.4. The budget of direct material costs and purchases of MontazhSpetsStroy - Bratsk LLC

The calculation of payment for materials is carried out similarly to the calculation of receipt of funds based on the planned schedule for repaying debts for purchased materials.

The budget of direct labor costs (table 2.5).

The basis for the preparation of this budget is the planned data on output, which are contained in the production budget (Table 2.3).

Input data for compiling an enlarged budget of direct labor costs production staff for construction projects are the data of the estimate documentation. Direct labor costs for repair work at the end of the planning period are calculated on the basis of the corresponding standard of direct costs per ruble of output for the planned period:

PP t \u003d 50% * 100,000 \u003d 50,000 thousand rubles.

Table 2.5. The budget of direct labor costs of OOO "MontazhSpetsStroy - Bratsk"

Production overhead budget (Table 2.6).

Overhead costs for construction projects are planned according to the estimate documentation. Overhead costs for repair work are calculated as a standard of 20% of the estimated cost of the project:

NZ t \u003d 20% * 50,000 \u003d 10,000 thousand rubles.

Table 2.6. The budget of production overhead costs LLC "MontazhSpetsStroy - Bratsk"

Evaluation of the cost of production (table 2.7).

Production costs for the period consist of the purchase of materials, direct wages, overheads, depreciation:

ZPR t \u003d 404,305 + 100,837 + 45,377 + 3,000 \u003d 553,519 thousand rubles.

Cost price products sold for the planning period is calculated as total expenses + overhead costs - depreciation:

SbS t \u003d 373,000 + 553,519 - 438,142 \u003d 488,377 thousand rubles.

Table 2.7. The budget for the cost of manufactured products LLC "MontazhSpetsStroy - Bratsk"

Budget for commercial and administrative costs (table 2.8).

Selling expenses are variable in nature and therefore are planned by the proportional method from the sale of products:

KZ t \u003d 5% * 1,075,000 \u003d 53,750 thousand rubles.

Management costs fixed are set by amounts as initial data.

Table 2.8. The budget of commercial and administrative costs of OOO "MontazhSpetsStroy - Bratsk"

The planned profit and loss statement is presented in table 2.9.

Table 2.9. Scheduled profit and loss statement of OOO "MontazhSpetsStroy - Bratsk"

Cash budget (table 2.10). The revenue side of the cash budget includes: sales in the planning period, the receipt of a certain part of the funds from the sale of products in the current quarter (in accordance with a given collection coefficient), payment of receivables for products sold in the previous period.

The following items are included in the expenditure part of the cash budget: the cost of purchasing materials, payment for a certain part of materials (in accordance with a given standard), payment of accounts payable (materials unpaid in the previous period), labor costs for production personnel, overhead costs, administrative and marketing costs, interest on loans, income tax, investments. All these data are taken from the respective budgets. The total amount of expenses (IR t) is equal to:

IR t \u003d 121,292 + 56,420 + 100,837 + 45,377 + 157,250 + 103,050 \u003d 584,226 thousand rubles.

Net cash (net cash flow for the quarter) is equal to:

DИ t \u003d 917860 - 584225 \u003d 333 635 thousand rubles.

Table 2.10. Cash budget LLC "MontazhSpetsStroy - Bratsk"

Initial balance of funds for the first planning period is equal to the cash in the balance sheet, for subsequent planning periods - to the final cash balance of the previous quarter.

The final cash balance (DS t) is equal to:

DC t \u003d 58,000 + 333,635 \u003d 391,635 thousand rubles.

Forecast (planned) balance of the enterprise (table 2.11).

Rules for filling in the summary matrix of the balance method of financial planning.

The first line of the matrix records the balance at the beginning of the planning period. The costs incurred are grouped at the top of the matrix. The trial balance is followed by rows showing intra-production transfer of assets.

The transfer of materials to the production of works is reflected in the column "materials" with a minus sign and in the column "work in progress" with a plus sign. The data are taken from the line "requirement for materials per production volume" table. 2.4.

Write-off of work in progress is reflected in the column "work in progress" with a minus sign. The amount of write-off work in progress is calculated by adding the values ​​of "the volume of sales of repair products" and "the volume of sales of products objects" (Table 2.3).

The amount of work in progress, written off for sale at cost, is calculated by summing the direct costs of labor and materials.

Sales proceeds are reflected in the columns "accounts receivable", which indicates the amount expected to be received in the next period, "cash", which indicates the amount of cash receipts for shipped products in the current period, and the column "profit / loss".

Payment of accounts receivable is reflected in the columns "accounts receivable" with a minus sign and "cash" with a plus sign (data are taken from Table 2.1).

Prepayments for construction projects are shown in the "cash" and "profit / loss" columns with a plus sign.

Income tax is shown in the "cash" and "profit / loss" columns with a minus sign in the respective lines.

Payment of accounts payable is reflected in the columns "cash" and "accounts payable" with a minus sign.

In the last row of the table, by column addition, starting from the "testing balance" line, a balance is formed at the end of the planning period (quarter). This balance is the starting balance for the next planning period.

The forecast balance in its usual form is obtained by transferring data from the tables of the Financial Planning Summary Matrix to the corresponding balance columns. The form of the forecast (planned) balance is shown in Table 2.11.

Table 2.11. Forecast balance sheet of OOO "MontazhSpetsStroy - Bratsk" for 2012, thousand rubles

3. Improving budgeting at the ENTERPRISE

1 Improving the budgeting system in the MontazhSpetsStroy group of companies

The key problems in the field of management accounting are the low reliability and efficiency of the data received: every financial director or chief accountant wants to have up-to-date information on cost and profit, but what they have does not satisfy them. These problems are due to various reasons: this is the lack of efficiency in obtaining primary accounting documents, the territorial remoteness of enterprise divisions, communication problems, the inconsistency of the analytical accounting system with management tasks, lack of human and material resources, etc.

Currently, the budgeting process in the MontazhSpetsStroy Group of Companies is under strict supervision and control by the owner and major co-investors. Thanks to this, in its development, the company managed to avoid some of the problems. Namely, the company does not experience any difficulties in drawing up real financial plans, the presence of approved and interconnected long-term and short-term plans allows you to accurately specify the goals and ways to achieve them, having solid investors, as a rule, there are no problems with financing.

In reality, the company is currently facing the following problems:

difficulties with the formation of the cost: it is really impossible to fix the costs of the main components of the cost in the long term;

frequent and untimely adjustment of budgets;

insufficient efficiency in reporting;

low professional training personnel.

In our opinion, the above problems are interrelated and are the result of forced actions of the company during the first wave of the financial crisis in 2009: delay and termination of settlements with the most reliable suppliers and contractors, lack of financial resources to prepay large long-term orders at a fixed price, leaving the company a significant number of experienced and qualified specialists as a result of the reduction of the payroll and compensation fund.

The effectiveness of investment and construction activities in management practice can be assessed using indicators of profitability, the volume of investment resources and their structure.

Profitability is a determining factor in case of attracting sources of financing for a long period. It is known that profitability is closely related to the corresponding risks, which in the construction industry are exacerbated by the protracted production process over time, the multiplicity of participants and the combined nature of construction activities.

To minimize risks, it is necessary to constantly improve the accounting, analysis and budgeting systems in the economic entities of the construction industry, as well as to integrate and converge these systems. One of the most important elements of accounting and management accounting in construction activities are costs.

In accordance with industry specifics, certain problems arise in the system of management cost accounting of an enterprise. Let's dwell on some of them.

The problem of dividing costs into fixed and variable components can be solved by analyzing costs in relation to the specifics of the organization's activities and/or using statistical and mathematical methods when dividing costs. The complexity in the preparation of planned and actual cost estimates arises with indirect costs included in the cost according to a certain distribution base. It is impossible to attribute them to specific cost carriers with 100% accuracy.

Effective planning and budgeting of the cost of construction works by places of origin, objects, articles can be called a problem. It is clear that planning and monitoring the performance of enterprises in the industry is impossible without the formation of the budget as the main tool in the management system.

A high-quality budgeting process should be a holistic, well-functioning system of continuous planning, including all the main stages: from substantiating the goals and objectives of the budget to monitoring its implementation at all stages. At the same time, in order to ensure the efficiency of the process of processing and analyzing the collected data necessary for budgeting, it is desirable to use special software products.

At the moment, the enterprise is testing the software product "1C: Budgeting 8.1" and adapting it to the current management accounting system. The final implementation of the program has been postponed until the approval of the new organizational structure of the enterprise.

For the successful formation and implementation of the budgeting system in the MontazhSpetsStroy Group of Companies, it is necessary:

improve organizational structure management of a construction company to determine the functions and responsibilities of managers;

form adequate structures of business processes;

improve planning and forecasting methods;

develop an accounting system;

to ensure the integration of budgeting with the organizational and information structures of the enterprise and schemes for the implementation of business processes.

The most correct approach seems to be one in which the organizational structure is determined at the first stage of developing a budgeting system. construction company in accordance with its goals and the state of the external environment, the second sets the rules for the movement of information (documents, registers), reflecting the economic activity of the enterprise as a whole and its divisions.

The activities carried out in this sequence can serve as the foundation for building an accounting and budgeting system.

Practical experience shows that the coordination of budgeting with other management tools increases the efficiency of the entire management system by several times. As part of this process, key accounting and budgeting metrics need to be standardized to be shared across all business units of the enterprise. In addition, it is necessary to structure all processes, distribute functions and determine the persons responsible for specific processes. As a result, these measures will significantly simplify the budgeting process.

The end-to-end system of budgets is formed on the basis of analytical accounting data and accounting procedures for the contractor, developer, customer, investor. A hierarchical system of accounts is being developed, which implies the possibility of detailing information for budgeting, starting with the contractor's enterprise and ending with the enterprise of the customer, developer, investor.

In order to increase the analyticity, efficiency of accounting information and strengthen control over the quality of formation of production costs, as well as the quality of estimates, it is necessary to revise the methodological foundations for the organization of analytical accounting and the formation of cost items of calculation units. Information on expenses incurred should be generated on costing accounts, which are information for costing units. A sign of assigning accounts to a particular group is their use to create future property.

A possible multi-level system of cost accounting accounts for a construction industry enterprise is shown in fig. 3.1.

Rice. 3.1. The system of accounts for cost accounting at a construction company.

The income and expenditure budget corresponding to such a system of accounts is shown in Table 3.1.

Table 3.1. Income and cost budget of a construction company

The final stage of operational budgeting of the financial and economic activities of a construction enterprise is the formation of a forecast profit and loss statement and a forecast balance sheet.

In order to increase the efficiency of budgeting, it is advisable to group incomes and costs both according to the functional and resource principles, since in this case economic information is collected both in the context of ongoing business processes (types of construction work) by income and cost centers, and by types of resources . Such a grouping of income and costs allows you to determine which items mainly form the total amount of costs, due to which deviations occur and which centers are responsible for them (table 3.1).

The system of budget tables corresponds to form No. 1 "Balance sheet", which is formed in the budget process as a forecast balance. According to the same principle, the forecast form No. 2 "Profit and Loss Statement" is formed (Fig. 3.2, 3.3).

Rice. 3.2. Formation of forecast balance in the budget process.

Rice. 3.3. Formation of a forecast report on profits and losses.

The formation of the proposed budgets is identical to the movement of funds on the accounting accounts of the same name: balance at the beginning and end of the period under review, income - expense (debit or credit turnover on the account, depending on the characteristics of the accounting account - active or passive). To facilitate analytical work in budgeting in terms of comparing planned data with actual accounting reports, it is recommended to create an individual (analytical) chart of accounts, as well as develop standard accounting entries.

Such a system of budgets is fully focused on the proposed system of analytical accounting and can be represented by the following groups of budgets.

The first group is budgets covering the financial and economic activities of the enterprise by types of business processes being implemented or by types of resources consumed for all structural divisions.

The second group includes the property budgets proposed by us and the budgets of the sources of formation of the property of the enterprise. It should be noted that these budgets are fully linked to the financial statements. In this case, the forecast balance will represent static accounting information, that is, reflect the state of assets and liabilities, as well as the results business processes. The information of the forecast income statement will show a dynamic accounting model, that is, it will reflect the formation of income, expenses, financial results both investment and construction activities, and all financial and economic activities of the MontazhSpetsStroy Group of Companies.

The connection between accounting and budgeting in the management system of investment and construction activities will allow the enterprise to make informed management decisions and predict its financial condition in an uncertain market environment and investment risks.

Conclusion

Budget - an operational financial plan, usually developed within a period of up to one year, reflecting the costs and receipts of funds in certain areas of economic activity, certain types of operations, and separate investment projects.

Budgeting is the process of planning the future activities of an enterprise, the results of which are documented by a system of budgets. The introduction of budgeting helps to create a coherent and fairly effective management system. It is also very important that the creation of a budgeting system requires the integration of management and information technologies, which leads to an increase in management efficiency.

As a result of this work, a number of conclusions can be drawn.

First, budgeting is the financial planning necessary for the effective management of an enterprise. Budgeting involves the development of budget plans that allow you to predict the performance of the enterprise in both the long and short term. At the same time, it is necessary to constantly link both current (short-term) and strategic (long-term) budgets.

Secondly, budgeting has its own industry specifics. At the same time, it depends on many factors inherent in a particular organization. Therefore, an enterprise often needs not only to choose one of the existing budgeting models, but also to adapt it to the specifics of its organization.

Thirdly, the budgeting system can be rational and efficient only if a whole set of budgets is developed that complement each other. Only in this way is it possible to plan the general situation at the enterprise in the budget period.

The enterprise considered in the work - the MontazhSpetsStroy Group of Companies - is currently in the stage of deep reform. The new tasks facing the enterprise are reflected in its Strategic Development Plan for the period up to 2013. Among the main tasks is to improve the efficiency of the use of available resources and improve the quality of planning.

Despite the progressive development and existing competitive advantages, the company still cannot control its costs, correctly form the cost of the final product. The practice of recent years shows that the actual costs always exceed the planned ones.

In fact, the organization has several unrelated accounting systems: accounting, management. The formation of costs on the basis of estimates does not reflect the real cost of production.

In the conditions of instability and further uncertainty of the economic situation, MontazhSpetsStroy Group of Companies, in our opinion, correctly organized budgeting is critically needed.

Of course, the introduction of the current budgeting system was necessary at the stage of formation of the group of companies. However, the current budgeting system allows you to effectively plan not all indicators of the enterprise. At the same time, the plan-fact analysis shows that the planned values ​​do not always coincide with the actual ones, which means that the budgeting system requires transformation.

Coordination of budgeting with other management tools will increase the efficiency of the entire management system several times over. As part of this process, key accounting and budgeting metrics need to be standardized to sharing by all business units of the enterprise. In addition, it is necessary to structure all processes, distribute functions and determine the persons responsible for specific processes. As a result, these measures will significantly simplify the budgeting process.

In order to increase the efficiency of budgeting, it is advisable to group incomes and costs both according to the functional and resource principles, since in this case economic information is collected both in the context of ongoing business processes (types of construction work) by income and cost centers, and by types of resources . Such a grouping of income and costs allows you to determine which items mainly form the total amount of costs, due to which deviations occur and which centers are responsible for them. Due to the introduction of such methodological approaches, the analyticity and efficiency of budgeting will increase.

The interconnection of accounting and budgeting in the management system of investment and construction activities will allow the enterprise to make informed management decisions and predict its financial condition in the face of uncertainty in the market environment and investment risks.

The introduction of new integrated solutions for budgeting automation at the enterprise is topical.

List of used literature

1. Balabanov I.T. Fundamentals of financial management / I.T. Balabanov - M.: Finance and statistics, 2008. - 584 p.

2. Balabanov I.T. Analysis and planning of finances of an economic entity / I.T. Balabanov - M.: Finance and statistics, 2008. - 110p.

3. Blank I. Fundamentals of financial management / I. Blank - M.: Nika-Center, 2006 - 632s.

4. Bocharov V.V. Intrafirm financial planning and control / V.V. Bocharov - St. Petersburg: Publishing house of St. Petersburg State University of Economics, 2005 - 339p.

5. Bocharov V.V. Commercial budgeting / V.V. Bocharov - St. Petersburg: Peter, 2006. - 368s.

6. Brigham Yu., Gapensky L. Financial management. Full course in 2 volumes / Y. Brigham, L. Gapensky - St. Petersburg: School of Economics, 1997. - 1 t.: 497s., 2 t.: 669s.

7. Bukhalkov M.I. Intrafirm planning / M.I. Bukhalkov - M.: INFRA-M, 2006. - 400 p.

8. Vasiliev A.A. Budgeting of industrial enterprises [ electronic resource] / A.A. Vasiliev // http://cis2000.ru/publish/books/book_16/ch_1.shtml.

9. Vorobyov P., Zemerov F. Budgeting of industrial enterprises (development and implementation experience) / P. Vorobyov, F. Zemerov // Problems of theory and practice of management. 2008. No. 6. P.112-117.

10. Gerchikova I.N. Management: Textbook / I.N. Gerchikova - M.: Banks and stock exchanges, UNITI, 2008. - 501s.

11. Godin A.M. Budget and budgetary system / A.M. Godin - M.: Publishing house Dashkov and K, 2006. - 276p.

12. Gruzinov V.P., Gribov V.D. Economics of the enterprise / V.P. Gruzinov, V.D. Gribov - M.: Finance and statistics, 2006. - 208s.

13. Gryanova A.V. Accounting and budgeting at the enterprises of the construction industry / A.V. Gryanova // Siberian Financial School. 2008. No. 1. S. 18-25.

14. Drochenko O.B. Principles of effective budgeting / O.B. Drochenko // Financial Director. 2009. No. 5. S. 56-65.

16. Irkutsk region in numbers. Construction [electronic resource] // http://www.rkutskstat.gks.ru/digital/ region5/default.aspx

17. Kovalev V.V. Financial analysis: methods and procedures / V.V. Kovalev - M.: Finance and statistics, 2007. - 560s.

18. Likhacheva O.N. Financial planning at the enterprise: Educational and practical manual / O.N. Likhachev - M .: Prospekt Publishing House, 2007. - 264 p.

19. Stoyanova E.S., Stern M.G. Financial management for practitioners: a short professional course / E.S. Stoyanova, M.G. Stern - M .: Perspective, 2007. - 239 p.

20. Shim J.K., Siegel J.G. Cost management methods and cost analysis / J.K. Shim, J. G. Siegel - M .: Finance, 1996. - 344s

The process of introducing budgeting allows you to create a unified and efficient management system. Properly organized, it not only helps to implement the functions of operational management, but also contributes to the achievement of the company's strategic goals outlined by the administration.

You will learn:

• What is the budgeting process.
• What are the functions of the budgeting process in the enterprise.
• How to organize the budgeting process in the enterprise.
• What are the main approaches to the budgeting process.
• What difficulties arise in the process of budgeting.
• How is the budgeting process analyzed?
• What is the benefit of automating the budgeting process in the enterprise.

What is the budgeting process

Planning- the main tool in solving various problems. In the modern economy, it is he who is given a central role in management. The international market welcomes planning, because in a highly competitive environment it is impossible to bring your products to the market without a premeditated plan.

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Planning as a process of predestination of mandatory further actions, together with control, is considered one of the main functions of management.

Budgeting itself is an operational planning system. common work enterprise (including all its divisions) for the coming financial year in the context of quarters (months, decades, weeks) with the designation of long-term tasks in all areas of the entity's financial and economic activities.

Budgeting is a method of short-term planning, verification and accounting of the means and results of the work of a commercial structure, taking into account business areas and responsibility centers. With its help, an analysis of the planned and achieved economic indicators for the productive regulation of the business is carried out. As a collective process, budgeting ensures the consistency of the actions of the internal divisions of the company, subordinating their work to a single strategy. Budgets apply to all aspects of economic activity, and also contain planned and actual (reporting) indicators. In essence, they reflect the goals and objectives of the enterprise.

Planning within the company can be formed in different ways. Usually two are used schemes budget preparation:

• top-down budgeting process, when the administration outlines goals and objectives, more precisely, planned profit data, which are then concretized and added to the tasks of departments;
• the bottom-up method involves the preparation of financial plans in departments, submitting them for consideration to the head in order to further approve the budget.

For the budget to really help the company, you need to compare forecasts with the results of the implementation of past plans, look for sources of discrepancy and make the right decisions.

The plan should be based on the tasks planned for execution in the expected period. In other words, the tactical plan is a detailed scheme for achieving the global goals of the enterprise.

The meaning of budget planning is to appoint those responsible for each individual item of income and expenditure. Budgeting becomes most important when the financial activity of the company is stable. If, on the contrary, the conditions of its work often change, they usually use the method of rolling budgeting in the form of constant budgeting, which are necessary to clarify planning tasks.

The main objectives of the budgeting process are:

• analysis of future expenses by periods;
• timely implementation of the work plans of the enterprise;
• creation of a calculation base for the company's efficiency in terms of different types activities.

When preparing and implementing budgets, a number of constraints are taken into account. As an important component of short-term (operational) planning, budgeting should be consistent with the strategy, marketing and other intentions of the organization. An obligatory criterion for its introduction is the use of information technology. Besides this system should correspond to the specifics of the company and its field of activity.

Fundamental principles budget planning are: unity, constancy, adaptability and accuracy.

Unity implies the systematic budgeting of the company, and all its divisions, as responsibility centers involved in the formation of budgets, should strive for a common and global goal in the form of drawing up master plan, checking its implementation and making adjustments to subsequent projects based on the results of control, monitoring the implementation of the planned.

The principle of accuracy requires from the formed budgets the maximum specification of the operational plans of the enterprise.

In addition, other principles of budget planning are considered, such as:

• compatibility of budget parameters with official reporting forms;
• standardization of budget cycles, forms and procedures for preparing enterprise plans and organizational units without taking into account the specifics of their economic activity;
• distribution of overhead costs for the general costs of the enterprise and its divisions according to a single formula for all;
• preliminary determination of the financial goals of each division by adopting specific rates of return;
• the constancy of budgeting and the budget process, which leads to a systematic review and refinement of previous forecasts for the upcoming period, without waiting for the end of the current one;
• accounting of income (expenses), credits and debits of money in accounting units commensurate with time;
• detailed accounting of the most significant items of expenditure, the share of which in net sales is quite high.

According to its content, the budget is a financial document of the sample adopted by the company, which contains established articles and planned indicators for a specific time interval.

Organization of the budgeting process at the enterprise: advantages and disadvantages

Benefits of budget planning:

• positively affects the motivation and disposition of the team;
• allows you to coordinate the work of the entire enterprise;
• monitoring budgets makes it possible to make timely adjustments;
• helps to take into account the experience of forming past budgets;
• contributes to the rational distribution of resources;
• improves communication processes;
• allows entry-level managers to realize their role in the company;
• demonstrates the difference in expected and achieved results.

Cons of the budgeting process:

• unequal perception of budgets by different employees (for example, budgets do not always help solve current problems, do not always indicate the reasons for deviations, rarely reflect a change in circumstances; besides, few managers are sufficiently prepared to process financial data);
• complexity and cost;
• budgets that all employees are not familiar with have almost no effect on their motivation and work results, they are perceived as a tool for assessing staff performance and identifying errors;
• budgeting requires high labor productivity from employees; and those, in turn, interfere with planning, trying to reduce their workload, which causes anxiety, depression and conflict among staff, reducing their productivity;
• discrepancy between the achievability of goals and the effect of motivation: if the intended goals are easily achievable, the budget does not stimulate employees to work more productively; if the results are too difficult, there is also no interest due to the inaccessibility of the plan.

Expert opinion

Reasons for the inefficiency of the budgeting process

Mikhail Tsvetkov,

director of the business area of ​​management consulting at Microtest, Moscow

Unfortunately, my experience with Russian enterprises (including local representative offices of foreign companies) shows that in general (more than 80% of cases) the introduction of the budgeting method does not have the desired effect that is possible as a result of its application. The reasons for this lie in the following:

• budget planning is used only as financial instrument; in other words, with the help of budgets, enterprises control real turnover, but do not make administrative decisions;
• drawn up plans and reports are full of unnecessary information;
• the budgeting process is organized irrationally;
• budgets only superficially represent the work of the company;
• Management is reluctant to get involved with budgeting.

These problems may well be settled by the majority of enterprises. The last of these options is the most problematic, but rarely encountered. However, everything is in your power. If you are a general or Commercial Director, you are able to make a strong-willed decision to introduce a full-fledged budgeting process, and then ensure that your subordinates are stimulated to introduce and competently use budgeting at an accessible level.

As a reward for all your efforts, you will acquire a working tool for high-quality business planning, financial management and control over the work of the company, in addition to creating a solid basis for the approval of administrative decisions.

What are the functions of the budgeting process in the enterprise

1. Budget for economic forecasting.

The management of an enterprise of any size and direction should know what economic tasks can be planned for the future. Since a certain circle of people reasonably shows interest in the functioning of the company, they also have elementary requirements for the results of its work. In addition, when planning a series of activities, you need to imagine the amount of economic resources for the implementation of the planned tasks. For example, this concerns planning in the field of capital raising (obtaining loans, increasing equity capital, etc.) and assessing the scale of investments.

2. Budget as the basis for control.

In the course of implementing the plans provided for in the budgeting process, it is required to fix the real achievements of the enterprise. By comparing planned indicators with those received, it is possible to carry out budgetary control. The main emphasis is on data other than planned, and the reasons for the identified deviations are studied. In this way, information is collected about all areas of the enterprise. For example, budgetary control will help to find out in which areas of work the planned plans are not being implemented. However, there are situations where the budget itself is based on unrealistic data. In such cases, the administration is interested in reliable information in order to take the necessary measures in the form of adjusting the methods of implementation or checking the provisions laid down in the basis of the budget.

3. The budget is a tool for coordination.

The budget determines the action plan in the field of production, purchases of products (raw materials), sales of manufactured goods, etc., expressed in price indicators. This program should ensure the functional and temporal distribution (coordination) of specific activities. For example, the profitability of sales is affected by the size of the estimated price of the supplier and the conditions of release; on the quantity of manufactured products - the planned scale of implementation; for the selling price - the volumes of purchased raw materials (materials), which are provided for by the production and marketing plan.

4. Budget - the foundation for setting goals.

When preparing the budget for the future period, decisions should be made in advance, even before this stage. In this case, there is a high probability that the planners will have enough time to put forward and analyze alternative proposals.

5. Budget for devolution.

The approval by the head of the company of the budgets of organizational units is an indicator that subsequently all operational decisions will be made by these units independently (decentralized), subject to the budgetary framework. If budgets are not formed for departments, the administration is unlikely to be interested in decentralizing operational management.

How does the organization of the budgeting process in the enterprise begin?

To start organizing the budgeting process, you need to understand the difference in order to create each financial plan. Violation of the rules for selecting items for a certain type of budget is a standard error in the formation of such systems.

Cash flow budget(hereinafter BDDS) is more obvious, since it specifically outlines and fixes the actual cash flows and is quite simply formed. It shows the solvency of the company in the form of the difference between receipts and deductions of money for the period of interest.

The two key, ideologically different types of budgets include the process of budgeting "top down" and vice versa - "bottom up".

The first of them requires the administration to have a clear understanding of the main specifics of the organization and the ability to form a realistic forecast, at least for the period under discussion. The budget issued from above guarantees the coherence of the economic plans of structural units and sets benchmarks for sales, expenses, and others to determine the effectiveness of the responsibility centers.

The second approach involves the collection and sifting of budget data from the performers to the lower management, then to the top officials of the company. Most often, with this approach, a lot of effort and time is spent on linking the budgets of all organizational units. In addition, the figures submitted “from below” are often changed by the administration in the course of agreeing on the budget, which, with unfounded decisions or unconvincing arguments, leads to a negative reaction from subordinates. This situation is fraught with a further decline in the credibility and, therefore, attention to the budgeting process of entry-level managers. This manifests itself in inaccurately collected data or deliberately exaggerated figures in primary sources of the budget.

This type of budget planning is very common in our country due to the vagueness of the prospects for the prosperity of the market and the reluctance of top officials to draw up plans. Alas, for the vast majority of domestic top managers, strategic design still exists as a pleasant foreign term.

Basic approaches to the budgeting process

There are different approaches to the budgeting process. Let's say "output/input", which is based on activity, process and strategic budgeting, incremental aspect, etc.

1. "Exit / Entry".

This method provides for the distribution of material costs, taking into account planned actions at the level of a trade unit. It is very popular in service delivery, manufacturing, merchandising and distribution, where the balance between effort and achievement is critical.

Suppose each manufactured unit needs 2 packages of basic materials, the price of which is 5,000 rubles, and the expected output is 25 units. At the same time, budgeted costs for the purchase of basic materials - 50 packages (25 units × 2 packs / unit) and 250,000 rubles. (50 pack × 5,000 rubles).

Budget revenues (“inputs”) are closely related to planned results (“outputs”). The output/input method starts with the calculated outputs, after which the budget of the inputs is calculated in reverse order. The disadvantage of this aspect can be called the difficulty of its application for indirect costs, which are not associated with expenditure coefficients for a unit of goods.

2. An action-focused approach.

This path is similar to the previous type of input/output budgeting process. However, it eliminates distortions in transformation by focusing on the "expected cost" of expected actions taken for department, product, and other budget targets. Here, overhead costs are planned by the budget, taking into account the estimated costs of various activities.

The value of each cost factor used for specific budgetary tasks (for example, the budget of a product, service) is calculated and multiplied by the price of a cost unit. The result is a cost estimate for each product (service) based on a cost index, plus classical volume-based coefficients, such as units of obviously consumed materials or direct labor costs.

The budgeting process, composed of clear actions, determines cost projections for budget targets using an index of spending on activities that affect the estimates of each product (service). When considering the formed budget, management should pay attention to the choice of the optimal combination of foreign economic activity, and not just to the relationship of the "output/input" type.

3. "Minimum level".

Due to the increase in the fixed costs for many businesses over the past century, a growing share of spending has been reflected in the budget through a gradual, not very precise approach. This indicates the absence of total budgetary control over further cost increases. Management has attempted to improve cost tracking through a multivariate and incremental approach. The minimum level method demonstrates one of the attempts to control the growth of costs at the level of the structural unit.

Using this approach, the company chooses a base amount for budget items, then requires reasoning and explanation for each budget item that exceeds the established limit. Most likely, it will be the minimum amount sufficient to maintain the viability of the program or the further activities of the structural unit.

Let's say a corporate director of product creation needs a certain base amount to avoid closure. ongoing projects. In addition, the budget of the enterprise may contain additional funds: first, to maintain the proper level of output of goods, then - to implement new projects.

Expert opinion

Approaches to budgeting during an economic downturn

Vadim Shtrakin,

independent expert, Moscow

In the course of responding to the situation in the external economy, companies have identified different approaches to the budgeting business process during the recession. Let's consider the main ones.

1. Based on the cost of living.

The company starts from the minimum verified demand and forms the production and commercial budget on its basis. Given these documents, she builds a credit policy and plans borrowed funds. The maximum reduction of any costs and use of investments is guaranteed. But this method also has obvious drawbacks - the limitation of the planning horizon to a month, enterprises are deprived of the opportunity to forecast at least 3-6 months. This technique allows difficulties in calculating some kind of rational development.

2. Based on approved targets for the beginning of the year (6 months).

During the economic crisis, some enterprises do not want to give up annual planning. However, the past year showed the unproductiveness of this approach for the vast majority of companies, given the very amplitude deviations of real indicators relative to the planned ones. In essence, this method is suitable only for monopolists who set their prices for products (services) through extensive contracts. So, you should not delve into its features.

3. Scenario planning.

As a rule, each company prepares two or three scenarios for the development of events, including optimistic, pessimistic or cardinal. However, information base contains:

• analytics prepared by well-known banks, including foreign ones;
• forecasts of various investors (companies, funds) and international regulators (IMF, World Bank, WTO, etc.);
• forecasts of state executive bodies.

However, this approach also has drawbacks, since the initial data coming from the outside are most often fragmentary and of various formats, and the forecasts issued are erroneous and, as a rule, biased. As for banks and investment companies, they prepare data for their own purposes. So it is better for enterprises to independently collect macroeconomic and other indicators for further planning, instead of relying on the opinions of consultants and third-party firms. This will require a professional understanding of prevailing internal and external economic conditions, their dynamics and the role of regulators, as well as the ability to "read" the international market in terms of goods, funds and currencies.

Stages of the budgeting process in an enterprise

Stage 1. Creation and regulation of the business model.

A serious place in the budgeting process is occupied by the preparation of a formalized scheme for the formation of a business, predictive models and various schemes for the accumulation and consumption of resources with a mathematical interpretation of the method of budgeting and the relationship of its elements (for example, an asset and a liability should always be equal).

The effectiveness of the application of the business model is greatly increased in the process of combining the budget system with other analytics tools. For example, to study liquidity gaps and forecast financial flows in banking institutions, it is rational to use the SMB (“Bank Management Model”) or similar typed mechanisms for regulating assets and liabilities.

Stage 2.Budgeting.

As a rule, when preparing the budget, the organizational units of the enterprise receive control figures for the planned allocation of resources for a specific period. These structures make up their microbudgets (primary) taking into account the goals set (for example, a 20% expansion of the loan portfolio) and real existing resources, transferring them to the management for approval and approval. The adopted primary budgets are a kind of blocks for building a single budgeting process for an organization. For the purpose of further control, the plans and forecasts underlying the formation of budgets, and their future adjustments, should be kept in the system with the indispensable appointment of a responsible person.

The following features are characteristic of the stage of preparing a draft budget:

• a large amount of new information;
• its sources are possibly independent and geographically remote;
• the main flow of information is directed in one direction - from organizational structures to management;
• the process is cumulative and unifying.

Stage 3.Adoption of the budget.

During the approval of the project, individual articles are settled and emphasis is reassigned. The formal form of the budget may change significantly in relation to the original source. Its final version is influenced by a lot of different factors, including market conditions, the stability of socio-economic conditions, and even the vacation schedule of staff. The result of this stage is the company's budget, adopted for the corresponding period.

Since most factors (especially the state of the market and its elements) are usually not amenable to accurate forecasting for a long time, in some cases the flexible budget technique is used, which is initially aimed at the prospect of change, taking into account the dynamics of its various indicators.

At this stage, the budget project, concentrated in one place, is undergoing quantitative and structural changes to transform its data into the most suitable for the rational distribution of existing resources.

Stage 4.Informing about benchmarks.

Once the budget proposal has been adopted, all changes to it should be communicated to the developers of the primary options, that is, to inform them of the final target figures and, if necessary, allow them to adjust the initial budgets. The meaning of this process is to allocate sections from the budget (in essence and structure, they are considered primary) and bring them to the organizational units involved in the compilation. The creators of the original budgets adjust them against the target figures, correcting the figures for a 100% resource allocation. The purpose of finalizing the values ​​lowered from above is to change the volume of resources located in the nodal segments of the budget and the lower hierarchy. The revised budgets of the organizational structures are re-combined to update the company's financial planning.

In this phase, the budgeting process is associated with many operations to isolate subcircuits for their independent work with further consolidation in order to determine the reliability and completeness of the data. In its function, it is a distribution procedure.

Stage 5.Implementation of the budget.

The longest and most responsible step in the budgeting process is its implementation. Here, the budget is subject to adjustment taking into account changes in external conditions or internal needs: funds are reduced and redistributed, budget items are commensurately optimized, it changes according to special algorithms, etc.

In practice, this is editing the generalized information, followed by bringing the finished document to the responsible parties.

Stage 6.Execution control.

In fact, this stage starts immediately after the signing of the budget. Since its duration is not limited by the calendar period of the budget, it lasts quite a long time. At this time, the results of the enterprise and the reasons for the deviation of the achieved indicators from the planned ones are analyzed. As a result of this stage, the course of budget implementation, the business model, and even the vector of development of the entire business may change.

Difficulties associated with the company's budgeting process

The company's budgeting process, based on the CFR (financial responsibility centers), is quite complex and troublesome. It is impossible to prepare a quality budget in one day, because it is a long process that requires constant attention and the assistance of knowledgeable specialists.

In order to avoid difficulties, it is better to involve third-party experts for constant help, who will control the budget system at a given frequency. Alternatively, you can professionally train your own employees.

What are the main challenges in preparing a budget? There are several.

1. Understatement of income.

The company's financial reserves are limited, but persistent underreporting of earnings results in discrepancies in the accounts.

2. Exaggeration of profitability.

A more delicate situation arises when incomes are overestimated. The management of the CFD should be aware that under such circumstances, for the expenditure side, it is necessary to look for additional ways of financing or reduce it in parallel.

3. Non-inclusion in the budget of forgotten items of income (expenses).

It happens that some income-expenditure items, usually located at the junction of different departments, fall out of the accounting. To eliminate this error, the latest automated system budgeting, which reduces the probability of unaccounted for expenses to almost zero.

Analysis of the budgeting process

Now effective management is created on the basis of planning the work of the enterprise and checking the implementation of the adopted budgets. The most important control tool is to detect deviations of the obtained indicators from the figures approved by the plan. Management should make effective decisions and influence the company's activities only if the deviations found are important. To focus the attention of the administration on significant discrepancies, it is necessary to analyze the work of the organization for previous years, calculate the interval of permissible fluctuations in indicators and introduce a notification system.

In world practice, the management system, where the attention of the administration (including the financial director) is paid only to important discrepancies between the actually achieved indicators and the planned (normative) figures, is called "management by exception" (Management by exception). In general, to manage discrepancies, reporting is developed, where the characteristics of the company's work with large deviations from the plan are highlighted in a certain way (color, font, etc.). This approach will allow the financial manager to quickly assess the current situation. But for the practical implementation of this method, it is necessary to determine what differences between the fact and the plan can be allowed.

At the same time, it is necessary to take into account that the scope of possible deviations adopted by the company should, firstly, be as narrow as possible in order to fulfill the intended tasks, and secondly, should not cause undue anxiety if the discrepancies are related to the actual specifics of the managed activity.

It should be noted that in the process of budgeting enterprises, planning is mainly carried out for different periods (quarter, year, month). With the same interval it is necessary to control their implementation. Therefore, for each budget span, there must be a range of acceptable variances that require consistency. In other words, when monthly economic indicators are within acceptable limits, the discrepancy between the actual annual results and the planned ones should also coincide with the accepted standards.

Considering the significance of deviations, several important factors should be taken into account, and first of all, the specifics of the enterprise. Secondly, important place takes a planning period. For a longer budget period, the variance margin should be expressed as a percentage rather than the usual figures. The insistence of management on the stable operation of the organization should also be taken into account.

For the next year, more stringent requirements for the accuracy of budget execution may be set than in the past year. As practice shows, when determining permissible discrepancies, as a rule, two methods are used.

1) Expert assessments.

This method of establishing possible deviations is the most popular in practice, since it does not require difficult calculations, and the boundaries of discrepancies are formed according to expert opinion. The functions of experts are usually performed by the heads of organizational units, who are entrusted with one of the operating budgets. Unfortunately, the deviation limits calculated in this way are characterized by a rather low accuracy.

The use of expert assessments is effective for enterprises with retail or small-scale production, for organizations implementing new projects, for construction companies and leading research institutes.

2) Statistical analysis in the budgeting process.

An analysis of the statistics of deviations observed in past budget intervals makes it possible to reasonably estimate the boundaries of acceptable deviations. But it should be noted that this method is suitable only for structures with in-line and serial production, for transport companies, mining enterprises, etc. In other words, where the specifics of the organization's work provide for the cyclical nature of economic operations. This provides information about budgetary activities for several years, which helps to detect deviations that aroused the close interest of the financial manager.

Most often, the results of the company's work cannot be outlined with absolute accuracy, since they are influenced by many random factors that cannot be taken into account. Therefore, when determining the scope of future deviations, it is possible to apply the theory of probability and statistical analysis, considering the indicators for budget items as random variables.

When studying the significance of deviations of the actually achieved results relative to the planned ones, it should be taken into account that the discrepancies:

• normal, if the difference between the actual and expected values ​​for any of the budget items is not higher than the standard deviation;
• insignificant, if the difference between the plan and the fact falls within the range of 1-2 standard deviations;
• significant and in urgent need of management if the difference between actual and estimated values ​​is twice the standard spread.

The deviation intervals found in this way will help to generate reports for management on the implementation of budgets, where all minor discrepancies between planned and actual values ​​will be skipped, and the most important facts of underestimating or exceeding the plan, on the contrary, will be emphasized. In fact, this approach will filter out at least 70% of deviations, allowing the CFO to analyze in detail the causes of large discrepancies between planned and actual parameters.

The main component of the control system is deviation reports. They can be compiled every day, week or month, taking into account the nature of the studied indicators and submitted to the manager in the format of certificates of discrepancies or reports, where indicators of significant differences between the fact and the plan are specially distinguished from the general mass.

The most elementary way of marking reporting indicators that have significantly deviated from the plan is color. But you can use other ways to visualize the right numbers to attract the attention of management. For example, comments in the report and different fonts that will make the boss take a closer look at the desired object.

Before introducing a methodology for controlling deviations in the budgeting process, it is appropriate to develop an order for this work, which should consist of a number of key positions:

• guidance on the method of controlling discrepancies, understandable not only to financiers, but also to employees of other departments (for example, a sales director, marketers, etc.);
• forms of reporting deviations, more revealing and effective than the usual marks in standard reports;
• terms and rules for providing data;
• feedback procedure (if necessary, obtaining auxiliary analytical information);
• Full name of those responsible for important decisions (separation of powers for making these decisions is acceptable, taking into account the degree of deviation);
• the period for making decisions about the discrepancies found.

The variance management methodology can be automated using any available software that will allow you to generate budgets and receive information about the implementation. But information and analytical systems will become the most productive for a financial manager, as they have special capabilities for compiling and reviewing reports, have the functions of modeling and preparing forecasts. In other words, in the budgeting process, the financial director will not only be aware of the most tangible discrepancies that have occurred in the implementation of budgets, he will be able to provide for outcomes decisions taken to eliminate the identified deviations.

The created discrepancies between the planned figures and the real results are submitted to the operational meetings of middle-level managers or are considered at strategic sessions of top management. At these meetings, the actual operation of the enterprise is analyzed in detail, the reasons for the maximum deviations, and important administrative decisions are made.

Systematic regulation of deviations can significantly reduce the flow of information directed to the financial manager, reduce the number and improve the quality of his current decisions, and identify the most problematic aspects of the enterprise's activities in time.

Automation of the budgeting process at the enterprise

The process of introducing budgeting is relevant in those companies where timely information about their financial position can (should) become the basis for the management to form methods for implementing the tasks set and making appropriate changes.

Therefore, automation of the budgeting process is rational for enterprises where:

• there are at least three departments;
• there is an economic or planning department;
• staffing contains at least five senior positions (general director, Financial Manager, heads of departments, etc.).

It happens that in the course of the development of the company it is difficult to timely collect genuine reports on the execution of budgets. In these situations, budgeting becomes not a management tool, but an established but useless business process. Organizations that are unable to timely analyze planned indicators and the fact should take measures to computerize these actions.

Automation of the budgeting process has a number of obvious advantages and allows you to:

• engage in planning at any level - from the business plans of divisions to the general budgets of the holding,
• facilitate the collection of actual reporting data,
• consider budgets and the degree of their implementation in the analytical context of production and financial planning;
• it is convenient to adjust the translation order.

Automation is carried out through the introduction of special information systems that give the company serious benefits:

• reasonable ways to resolve managerial problems through the use of mathematical calculations and intelligent systems;
• 100% reliability of information;
• deliverance of personnel from routine operations due to their computerization;
• the introduction of electronic data carriers instead of paper ones for more convenient and high-quality information processing, as well as reducing the volume of the usual document flow;
• modernization of the structure of information flows and the company's documentation processing system.

Automation of the production and financial planning of an enterprise will allow you, without resorting to the services of developers and programmers, to carry out the budgeting process with the active participation of responsibility centers, to facilitate it "from above", "from below" and in a mixed way, to make forecasts, to automate interaction and approval of budgets, to analyze " what if”, to extract data from accounting systems and the like, to evaluate the plan-fact.

First of all, the choice of information system depends on its features:

• functionality and cost;
• speed of implementation;
• adaptation costs.

A modern computerized system must not only provide flexible configuration and import of up-to-date data from accounting programs, but also monitor restrictions on items, important indicators and standards, as well as issue notifications. The cost and timing of implementation should be consistent with the productivity of using the system.

Automation of the process can be carried out in two ways:

1. Based on the existing or chosen method of budgeting, the most appropriate system of information is sought.
2. Having decided on the information system, you can apply the budgeting methodology attached to it.

Working on a method that is not characteristic of the chosen program, most often brings a multiple rise in price and lengthening of the implementation time.

Information about experts

Mikhail Tsvetkov, director of business direction of management consulting company "Microtest", Moscow. Mikhail Tsvetkov has been working at Microtest since November 2006. During his career, he worked his way up in the largest Russian consulting companies from a consultant to a department director. Experience in the field of financial consulting - 10 years. "Microtest". Field of activity: management consulting, implementation of business applications, building IT infrastructure, professional IT services. Form of organization: OOO. Territory: central office - in Moscow; full-functional regional offices - in St. Petersburg, Yekaterinburg, Krasnodar, Nizhny Novgorod, Novosibirsk. Number of employees: 800. Main clients: Bank of Russia, OJSC Lebedyansky, OJSC Lukoil, Pension Fund RF, Raiffeisenbank, Russian railways", LLC "Toyota Motor".

Vadim Shtrakin, independent expert, Moscow. Vadim Shtrakin graduated from the Moscow Aviation Institute and the State University - Higher School of Economics. Management experience - more than 15 years. Until September 2007 he was executive director metallurgical holding "Estar", previously worked for leadership positions in the Evraz Group holding.

Introduction

1. Budgeting at the enterprise: the essence of the goal and features

1.2 Types of budgets and their purposes

Conclusion

List of used literature

In the modern Russian economy, one of the most important is the national economic problem of identifying reserves economic development enterprise and the formation of its internal investment resources.

One of the important tools for managing an enterprise in a market economy is budget planning (budgeting). The budgeting technology provides for the comparison of the planned values ​​of performance indicators at the current moment with the actual ones for making managerial decisions. This element is new for Russian enterprises, and in this case we will talk about budget management.

Budgeting is considered as a universal management tool aimed at organizing and optimizing the business system in order to increase its competitiveness.

Modern trends in the field of management determine that the construction of a budgeting system should be based on a deep study of the market, understanding the clientele and counterparties of the enterprise, involving a large number of managers and specialists of various levels of responsibility in the process of budgeting and enterprise management, which confirms the relevance of the chosen topic of the course work.

The purpose of the course work is to follow the budgeting system as an element of the enterprise management system.

To achieve this goal, the following tasks were identified:

reveal the functions and essence of the budgeting system;

· identify the pattern of formation of the budgeting system in the system of enterprise plans;

· determine approaches to assessing the effectiveness of the budgeting system and identifying reserves for its improvement.

The object of study of the course work is the process of budgeting, which is carried out by enterprises in the process of economic activity.

The subject of the study is the enterprise budgeting system.

The problems of increasing the efficiency of production, the introduction of a budgeting system are devoted to the works of L.I. Abalkina, A.G. Aganbegyan, S.I. Abramova, V.A. Afanasiev, V.V. Buzyreva, V.H. Voitolovsky, I.G. Galkina, O.G. Zhuikova, I.V. Eremina, Yu.I. Efimycheva, I.K. Komarova, O.P. Korobeynikova, Yu.A. Lavrikova, V.A. and other scientists.

1.1 Essence and functions of budgeting

Budgeting is the process of drawing up financial plans and estimates, and on the other hand, it is a management technology designed to develop and improve the financial feasibility of management decisions. It can be considered as one of the enterprise management tools.

Budgeting - includes the process of planning, control, analysis and adjustment of the financial and economic condition of the enterprise with the distribution of responsibility for the results of the work, the results of which are formalized by the budget system.

In market conditions, it is budgeting that becomes the basis of planning - the most important management function. The entire system of intra-company planning should be based on budgeting, that is, all costs and results should have a strictly financial expression.

The essence of budgeting lies, first of all, in the fact that budgeting is a mechanism by which the current (short-term) goals of the enterprise are managed, and the implementation of the budgeting process is the daily activities of the enterprise.

Thus, budgeting in the system of enterprise plans occupies a key place, as it is responsible for the implementation of the strategy, the effectiveness of the current production financial activities and for feedback in the control system.

From a scientific point of view, budgeting is a more complex, more multifaceted concept: on the one hand, it is really identified with the process of developing and implementing (organizing the implementation) of intra-company operational plans for resource support; on the other hand, it is also a method of planning; on the third hand, it is also a management technology designed to develop operational decisions and ensure their financial validity.

When considering budgeting as a process, it is important to choose budgeting objects. This can be the company as a whole, and responsibility centers, and individual business transactions or groups of operations, and individual projects, etc. It must be borne in mind that budgeting is a closed, interconnected process that has its own specific inputs and outputs, as well as the mechanisms and tools by which it is regulated.

Budgeting is not without reason considered as the basis of financial discipline in companies. At the same time, the need to allocate responsibility centers is put forward as an inevitable postulate of the creation of such a system.

Of course, responsibility centers allow to increase the responsibility of managers for the financial results achieved by these departments. However, when allocating responsibility centers, it is important not to forget about the need to maintain the manageability of the company as a whole, about its ability to transform to business requirements. In other words, imposing financial discipline should not become an end in itself, but should act as a tool, a mechanism for achieving business goals, and, accordingly, the allocation of responsibility centers should be consistent with the requirements of business flexibility.

Budgeting as an integrated system of operational planning, control and analysis of the company's financial and economic activities, first of all, should determine the main cost parameters of doing business, namely: the company's need for financial resources to ensure its solvency; availability of free financial resources during the planning period; the size of the expected profit, the composition and structure of capital. The degree of detail, the level of accuracy of the forecast values ​​of cost indicators, the composition of budgets should be determined on the basis of the ratio of "costs and benefits" from setting up a particular budgeting system.

Budgeting as a management technology includes three important elements:

budgeting technology, which is a sequence of developing budgets, the procedure for consolidating budgets of different levels and functional purposes, types and forms of budgets, the composition of planning targets, intra-company norms and standards, procedures for compiling and adjusting budgets;

organization of budgeting, which includes the creation (presence) of a financial structure (responsibility centers or institutionalized businesses of the company), budgetary regulations that determine the distribution of functions of the budgeting management apparatus, a system of internal regulations, job descriptions;

· Automation of settlement operations, which includes the establishment of management accounting based on integrated information processing, which allows you to receive operational information on the implementation (implementation) of the adopted budgets.

The absence of at least one of these elements (conditions) can reduce all budgeting work to zero in terms of its practical significance, since the costs of developing a budgeting system may be higher than the potential benefits from a budgeting system. It should be borne in mind that only a few Russian companies a full-fledged management accounting has been established, without which it is difficult to create an effectively functioning full-fledged budgeting system that provides a real increase in the efficiency of management and functioning of the company.

Thus, one of the main functions of budgeting is forecasting (financial condition, resources, income and costs). This is what budgeting is valuable for making managerial decisions.

1.2 Types of budgets and their purposes

Budgeting creates the prerequisites for increasing the efficiency of using the company's resources and is a high-tech tool for operational and financial planning, which provides a prompt assessment of the company's performance and, if necessary, the ability to adjust plans in a timely manner; it contributes to the unification of the efforts of all departments of the company to achieve the goals.

Budgeting as a process includes certain stages. The main stages are:

formulation of tasks;

calculation of available resources;

Negotiations between stakeholders on budget figures;

coordination and verification of components;

final approval;

distribution of the approved budget.

When setting budgeting, one of the primary problems that need to be addressed is the definition of the composition (format) of budgets, primarily their articles. This is especially important for operating budgets, since there are no legally regulated forms of intra-company budgeting, and each company independently makes decisions both on the composition of budget forms and on the composition of planned indicators. In other words, the composition of operating budgets is the prerogative of the developers of the budgeting system for each firm.

Nevertheless, in theory and practice, a certain set of operating budgets has been developed. Budgets include:

sales;

production budget (production program);

material costs (inventory);

Direct labor costs

overhead costs;

shop cost;

commercial expenses;

· management expenses;

general business expenses.

It is during the development of operating budgets that the level of accuracy of forecast calculations and the degree of detail of planned indicators are set, and approaches are developed, specific methods are applied to reduce the impact of environmental uncertainty factors.

Sales budget. It provides a sales forecast by type of product and for the company as a whole, broken down by planned periods (year, broken down by quarters; quarter, broken down by months; month, broken down by decades, weeks).

The sales budget is compiled in natural and cost terms and serves as the basis for the formation of other budgets. Sales volumes of each type of product can be shown in relation to various sales conditions: region, season, type of buyers (wholesale, retail), etc. The longer the budgeting period, the lower the accuracy of the sales forecast. The most moving factor here is future selling prices. Therefore, it is advisable to indicate in the budget the optimistic and pessimistic, most probable values ​​of sales volumes, thereby, as it were, setting a corridor of possible future results, including future profits.

The production budget is a plan for the production of products, taking into account the stocks of finished products at the beginning and end of the budget period in physical units for individual types of products and for the company as a whole. Planning of production volumes is carried out in accordance with the sales budget. When developing this budget, external factors play a lesser role and lend themselves to a more accurate forecast for the year and even longer periods.

The budget of material costs contains information about the costs of raw materials, materials, purchased products, components per unit of finished products and their needs for the planned production volume by type of manufactured products and the company as a whole. The calculation is carried out in physical and cost units. The budget may also include a calculation of the volume of purchases of the planned materials, taking into account the expected consumption and stocks in the warehouse. When forming this budget, much depends on the validity of the norms and regulations in force at the enterprise, as well as on the warehouse policy and the policy of working with suppliers. In other words, the reliability (accuracy) of forecasts here can vary quite widely.

The budget of direct labor costs contains information about the labor intensity of manufacturing each type of product produced and for the company as a whole. The need for labor costs is calculated in man-hours and in value terms. Calculations are carried out on the basis of the data of the production program, the labor intensity of manufacturing a unit of manufactured products and intra-company standards for the cost of one man-hour. As a rule, the development of this budget does not cause any particular difficulties due to the certainty of wage systems in the company.

The budget for general production (shop) expenses contains, as a rule, information on the costs of wages for administrative, managerial, engineering and auxiliary personnel directly employed in the divisions of the main and auxiliary industries; lease payments for leased production property, costs for the maintenance and operation of equipment, travel and other types of expenses associated with general production activities during the budget period.

In the budget of the workshop cost of production, the costs of materials, wages are brought together, the share of overhead costs attributable to the workshop cost is calculated. In the budget, it is important to allocate variable and fixed costs for each type of product. It should be borne in mind that the structure of the shop cost budget depends on the method of management cost accounting ("Direct Costing", "Standard Costing", standard accounting, etc.).

The selling expenses budget includes operating costs associated with the sale of products, including transportation costs, commissions, and costs associated with marketing activities. These costs are recommended to be divided into fixed and variable for a more reasonable calculation of the total cost and profit.

The management expense budget contains salary data ( wages) administrative, managerial, engineering and support staff of the company's management apparatus as a whole, as well as travel and other organizational expenses during the budget period. The general business expenses budget includes other plant-wide (company-wide) expenses related to the maintenance and operation of machinery and equipment used in the general interests of the company, contains data on remuneration (wages) of administrative, managerial, engineering and technical and auxiliary personnel of the company's management apparatus as a whole , as well as travel and other general organizational expenses during the budget period. In the budgeting system, operating budgets act as a source of reliable data for the development (preparation) of the three main financial plans (budgets), namely the plan of income and expenses (profit and loss), the forecast balance sheet and the cash flow plan, which together allow us to assess the future financial condition of the enterprise. If it does not ensure the achievement of the goals and objectives set for the management of the functioning of the enterprise for the planned period, then the operating budgets are adjusted and, accordingly, new versions of the three main financial plans (budgets) are obtained. This process continues until the future financial position of the enterprise satisfies the managers. Modern budgeting systems as integrated systems of operational intra-company planning, accounting and analysis should also provide control over the progress of budget execution, and their timely adjustment if necessary. Thus, within the framework of budgeting, operational and financial plans are linked and tracked together, which contributes to the achievement of the goals and objectives set for managers in the most effective way.

1.3 Features of budgeting in enterprises of various sizes

The budgeting system has its own characteristics depending on the type of business, organizational structure, as well as the size of the enterprise.

Currently, many large companies use a whole range of strategic and operational management tools, the most important component of which is budgeting.

Budgeting system large companies should ensure active intra-company coordination of activities in all key areas and elements, covering the change of economic assets and their sources, identifying risks and reducing their level, increasing the flexibility of functioning, is the main tool for implementing the organization's strategic goals. A real long-term increase in the efficiency of a large enterprise through the use and creation of competitive advantages with a targeted focus on increasing the value of the company is possible only if the current activities of the enterprise are planned and controlled based on strategic goals and tactical tasks that ensure their implementation, which are embodied in specific budget indicators .

Using budgeting in large enterprise is effective if it is based on general scientific principles of planning. The latter allow substantiating the need for managerial decisions and predicting the likelihood of obtaining the expected results of an economic entity. Proper observance of them creates the prerequisites for the efficient and rational operation of an enterprise of any form of ownership. Different types of budgets formed during the functioning of the budgeting system do not exist autonomously from each other, but as a system. Therefore, the budgeting system is built in accordance with the management structure of the enterprise, the presence of branches and subsidiaries.

Currently, there are many types of budgets used depending on the structure and size of the organization, the distribution of powers and the characteristics of the activity. Organizational and technical procedures for the implementation of a budgeting system in a large enterprise include the following steps:

· development of strategic goals and their concretization by tactical tasks to determine the scope and directions of operational budget planning and control;

diagnostics and improvement of the existing organizational structure and the structure of planning bodies at the enterprise;

diagnostics and improvement information system enterprises;

state diagnostics existing system planning;

determination of the availability of a special document regulating the process of planning and controlling the activities of the enterprise;

training of specialists;

Immediate implementation of the budgeting process and its automation.

The introduction of a budgeting system at a large enterprise should take place in stages. At the first stages, it is necessary to use only some elements, gradually complicating the system in case of successful completion of certain stages of raising the level of financial culture of management and staff. Small businesses often do not use a budgeting system. Implementing a budgeting system is costly, and therefore beyond the reach of most small businesses. In addition, the introduction of a budgeting system is only advisable when simpler enterprise management mechanisms no longer work.

Thus, budgeting is part of the management system and constantly interacts with it. The interaction between the management and budget systems takes place within the framework of a previously developed mechanism for introducing the budgeting process into the enterprise management system.

The structure of the budgeting system and its effectiveness depend on the size of the enterprise. The introduction of a budgeting system is advisable only in large enterprises.

2. Budgeting system as an element of the enterprise management system

2.1 Budgeting in the system of enterprise plans

In the system of enterprise plans, there are long-term and short-term (current) budgets, as we have already mentioned. At the same time, long-term budgets are primary in relation to short-term ones, because it is on their basis that a short-term budget is drawn up, but the enterprise is managed through a short-term budget, because it is it that provides the criteria for making current decisions, and based on the analysis of its execution, decisions are made about adjusting long-term budgets or even company goals.

Therefore, budgeting in the system of enterprise plans should be understood as the management of an enterprise through short-term budgets. Then there is a need to understand the place of budgeting in the overall enterprise management system and its relationship with other elements, for this we will consider Figure 1. Appendix 1.

As can be seen from the figure, the starting point is the mission of the enterprise - this is what the enterprise wants and knows how to do. The mission is changing, but very slowly. Closely adjacent to it is the strategy - the basic idea of ​​​​how exactly the company makes money.

The last link is budgetary management, i.e. fulfillment of the mission and implementation of the enterprise management strategy. Budgeting is the lowest level of planning, at which the cost of actions is planned directly, through which the entire vertical of plans is implemented - both strategic and operational (Fig. 2 Appendix 2).

Each level of this scheme forms a separate control loop and has its own content. For example, at the goal setting level, what exactly the company wants to achieve is considered; at the strategy level, it is planned how the company wants to achieve its goals, and at the operational level, how the strategy will be implemented

Since the subject of our consideration is budgeting, we will reveal it in the presented one more scheme (Fig. 3. Appendix 3). "Budgeting" begins at the moment when the plans (very different) and the budgets of the enterprise are distributed among the centers of financial responsibility that make up the financial structure.

This distribution can take place in very different ways - both "from above" and "from below", while this does not matter to us; it is important that each Financial Responsibility Center (FRC) draws up or receives items related specifically to it from each of the three main budgets, or receives items related specifically to it from each of the three main budgets:

income and/or expenditure items from the income and expenditure budget;

items that reflect the receipt and departure of funds from the cash flow budget and

· articles reflecting changes in assets and liabilities.

Combining the data for the relevant items of each FRC will give us a Profit and Loss Statement (income and expenses), a Cash Flow Budget (receipts and payments) and a Balance Sheet (changes in assets and liabilities). If this association took place during the planning of activities, then the documents received will be of a predictive nature, and if during the control, then the actual ones.

Both forecast and actual data allow in advance or, accordingly, in fact, to conduct a full-fledged financial analysis and assess the liquidity, profitability and value of the enterprise. At the planning stage, these indicators are needed in order to understand how realistic it is for the enterprise to achieve its goals. If they show that the goals are achievable, then the plans are accepted for execution, if not, the budgeting process goes through a "second iteration" and the conditions are determined under which the achievement of the goals becomes possible - and so on until the optimal one is found from the standpoint of management enterprise option.

2.2 Budgeting in the enterprise management cycle

In budget management, all the same stages of the cycle are viewed, acquiring specifics inherent in this level:

The stage of decision-making and planning turns into the stage of budgeting;

The execution stage becomes the stage of collecting information on budget execution (actual budget data);

The stage of control turns into the stage of plan-factual control of budget execution;

The analysis stage involves the analysis of budget reporting (plan-fact, factor analysis, analysis of the effect and efficiency of execution, etc.);

The stage of formation of managerial influence becomes the stage of adjusting budgets.

Let's consider each stage in more detail.

1. Planning (budgeting). The company has already set its goals, including financial ones, and developed a strategy corresponding to these goals. The quantitative parameters of goals and strategies become guidelines for establishing the current performance of the enterprise. Based on these guidelines, each CFD forms its own budgets according to the items. At the enterprise level, these budgets are consolidated to form three main budgets: Cash Flow Budget (CFB), Income and Expenditure Budget (BDR), Balance Budget (Management Balance). The forecast plan of the enterprise prepared and agreed by iterations in the format of the budget, after analysis for compliance with the set goals, is approved by the management and becomes a directive document that is mandatory for all CFDs (and the enterprise). It is clear that for a clear organization of such a "multi-pass" process, the enterprise must develop and approve the appropriate regulations.

2. Accounting for actual data. While the enterprise as a whole and each CFD are fulfilling their plans in real practice, the process of taking into account the actual performance indicators of the CFD and the enterprise for the same items for which planning was carried out is taking place in the budget management circuit - one to one. At the same time, each CFD conducts current production and financial activities based on its own budget (being within its framework), moreover, being responsible for its observance. If the budget is drawn up correctly, it practically guarantees the enterprise to achieve the planned financial goal.

3. Control of deviations. To monitor compliance with budgets in real time, ongoing monitoring of emerging deviations of actual data from planned ones is carried out (monitoring in the format of plan-actual deviations), which allows both each CFD and the enterprise as a whole to quickly identify negative trends and prevent their development already at an early stage. stages.

At this stage, some moment of analysis appears, but it is too weak to speak about the analysis fully - it is only about tracking the emerging deviation, especially the negative one, so that it does not turn into a problem.

4. Performance analysis and reporting. The analysis is carried out at all stages of budget management: first, the plans are analyzed for their compliance with the financial goal of the enterprise, then the emerging deviations are analyzed in the current mode to prevent the strengthening of negative trends, and the last is the analysis of reporting on the actual implementation of the budget of the Central Federal District and the entire enterprise. This "final analysis", which should be carried out both at intermediate stages (decade, month, quarter - the frequency depends on the specifics of the enterprise, primarily on the duration of the production and operating cycles), and after the end of the budget period (year).

The depth of analysis is determined by the tasks for which it is necessary to obtain data, but in the general case, the following "levels of immersion" are distinguished:

· Analysis of plan-factual deviations in magnitude and direction. At this stage of the analysis, we decide whether the deviations are desirable or not, significant or negligible.

factor analysis of deviations. Already by the name of the stage, it is clear that we are talking about identifying the causes (factors) that predetermined the deviation of the actual value of the indicator from the planned one. At this stage, the question is decided what is the nature of the factor: subjective or objective, long-term or random, and whether this factor should be taken into account for the future, when adjusting plans. In principle, the analysis could already be considered completed at this stage, since the output on the formation of managerial influence has already been obtained; however, sometimes another stage stands out:

· analysis of the effectiveness of budget execution, which identifies deviations, their causes and all other attributes that are not related to the fact that the actual volume of work (sales, production) deviated from the forecast value. But we will return to this in Section 20, devoted to analysis.

5. Making managerial decisions. The results of the analysis are used to make appropriate management decisions: in the current mode - to adjust the current budget, and after the end of the budget period - to form a new budget for the next period. Thus, the actions are repeated in the order already described.

At the same time, attention should be paid to the fact that the implementation of operational plans simultaneously means the implementation of some, even the smallest, part of the long-term (strategic) plan of the enterprise. If the company does not maintain the current indicators linked to the strategic goals, then the strategic plan to achieve them will not be fulfilled.

Of course, the direction and magnitude of "non-keeping" are of fundamental importance here: if the deviations are frankly random and/or simply negligible, then this may not affect the implementation of the strategic plan in any way.

More interesting is the case with desirable deviations. Usually their appearance, and even more than once, means that the plan was not drawn up tensely enough.

And if they are not taken into account in a timely manner in the adjusted budget, this can lead to "relaxation" of the team, loss of motivation and deterioration in the quality of work - with all the ensuing extremely unpleasant consequences.

2.3 Budgeting and strategic enterprise management

Budgeting fits seamlessly into the system strategic management and helps, by carrying out daily activities, to implement the long-term strategy of the enterprise. The relationship between budgeting and strategic management is illustrated by the diagram in fig. 4. applications 4. The process begins with the formation of a business ideology.

The formation of a business ideology involves, first of all, the formulation of the mission (block 1), in accordance with which all further activities of the enterprise will be determined:

goals will be set (block 2), including financial ones;

· developed a strategy to achieve them (block 3);

· a BSC map has been prepared - indicating 4 perspectives: finances, customers, processes, personnel / infrastructure or, in case of management without a balanced scorecard, an action plan for implementing the strategy (block 4), which, for example, provides for the purchase of new equipment - from -for physical or moral deterioration of the old.

To implement this set of measures, the enterprise uses its organizational structure (block 5). If we are talking about the purchase of equipment, then in the organizational structure of the enterprise there is a division functionally responsible for the implementation of such activities. Let in our example it will be the Supply Department (block 6). In financial terms, all planned activities will be presented in the Financial Plan (block 7), where the line "Investments" will appear.

On the basis of the organizational structure, taking into account the distribution of responsibility, a financial structure will be created (block 8), within which the OS Cost Center will appear (Procurement Department, block 9). After starting the budgeting process (block 10), the financial plan will turn into budgets that will be calculated by each CFD and, as a result of the consolidation of which, the company's budget will be obtained (block 11) in the form of 3 main forecast budgets - BDDS, BDR and Balance. Since our separate task is to purchase equipment, this mandatory triad must also be supplemented by the Investment Budget (block 12). They will be analyzed (block 13) in terms of how they lead the enterprise to its goals, and after approval they will become a working document by which the enterprise will live for the next planned period (usually a year).

Thus, the implementation of the annual plan will mean the implementation of the next stage of the strategic plan, and budgeting as an operational management system will be organically built into the long-term (strategic) management system. This is how they manage successful companies worldwide.

3. Using the budgeting system at Navarros LLC

3.1 Economic characteristics of the enterprise

The restaurant "Navarros", the full name of the limited liability company "Navarro's Bar&Grill" began its work on April 17, 2007. Restaurant "Navarros" is named after its owner and chef "Yury Navarro".

Restaurant "Navarros" - a place glorious traditions of true Mediterranean hospitality. Sun-cream colors with bright orange splashes, comfortable sofas with light draperies, pastel-colored vintage chairs and dark wood cabinets, soft sunset lighting, Spanish ceramics with sayings drawn by the hand of an experienced calligrapher - everything here is created in order to feel cozy and joyful. homely atmosphere that distinguishes traditional Mediterranean restaurants.

The whole family comes to Navarros LLC with small children, who can be left with clowns and animators who perform on weekends. Classic Italian dishes coexist peacefully with traditional Peruvian gastronomic motives. The author's vision of taste, combined with the preferences of the restaurant guests, gives rise to the culinary eclecticism of Navarros LLC, where fresh dizzying aromas coexist with familiar etudes on the theme of home cooking.

The restaurant is represented by two floors combining two halls, executed in the style of the "European courtyard", and a bright, cozy bar area. Contemporary Technical equipment(air conditioning, lighting, sound) makes this place convenient for banquets and receptions. The restaurant staff has rich experience in organizing events of any complexity.

We will analyze profit and profitability. Data for assessing the dynamics of profit indicators for 2007 are given in Table. 3.1.

Table 3.1

Financial results of activities of OOO "Navarros"

According to the table, it can be seen that the amount of profit before tax increased in the reporting year by 1315 thousand rubles, which amounted to 51.8%. This resulted in a corresponding increase in profits remaining at the disposal of Navarros LLC.

The following positive changes can be noted in the dynamics of financial results. Net income is growing faster than profit from sales and profit before tax. The increase in the total amount of profit was due to an increase in profit from the sale of products by 1,147 thousand rubles, or by 31.8%, as well as a reduction in other operating expenses by 66 thousand rubles, or by 4%, and non-operating expenses by 438 thousand rubles ., or by 13.7%. At the same time, the dynamics of financial results also includes negative changes. At the end of the year, compared with the beginning, there was a decrease in other operating income by 24 thousand rubles, or 2%, and non-operating income by 312 thousand rubles, or 12.2%.

Table 3.2

Dynamics of profitability ratios of OOO "Navarros"

In general, the company has seen an improvement in the use of property. From each ruble of funds invested in assets, the company received more profit in the reporting year than in the previous period.

If earlier each ruble invested in property brought almost 11 kopecks. arrived, now - 12.5 kopecks.

Return on equity increased over the reporting period by 2.06 percentage points. The profitability of sales in terms of net profit also increased. The reason for the positive shifts in the level of profitability was the outstripping growth rate of profit received from the results of financial and economic activities (profit before tax) and net profit, compared with the growth rate of property value and sales volume. Increasing the profitability of sales may mean an increase in demand for products, improving its competitiveness.

3.2 Evaluation of the enterprise budgeting system

Let's imagine the budgeting procedure for LLC "Navarros". The overall budget of an organization consists of an operating budget and a financial budget. The main activity of the enterprise is the restaurant business. Based on this, the operating budget is represented by the budgets for the purchase of goods, sales and distribution costs. The purpose of an operating budget is to generate a profit and loss account. Determining the target volume and structure of sales (unlike most other stages of development, the draft consolidated budget) is more of a management art than a routine procedure. Nevertheless, the basic principles of the relationship between cost indicators, price levels, and physical volume as factors determining sales income are the methodological basis without which effective planning sales budget is impossible. First, a sales forecast is made (Table 3.3). .The sales budget is the starting point in the budgeting system, since the sales plan (in the former terminology - the sales plan, order plan, supply plan, etc.) affects almost all other budgets of the enterprise (all business plans of the company).

Table 3.3

Sales budget of OOO "Navarros" for 2008

In 2007, the proceeds from sales of restaurant products in total amounted to 34,374 thousand rubles. In 2008, it is planned to sell products and provide services for a total of 46,405 thousand rubles, which is 135% or 12,031 thousand rubles more than in 2007.

The main source of income for the organization is food sales. In 2008 sales growth is planned at the rate of 138% or 10433 thousand rubles. It is planned to increase the volume of services for holding festive events by 123% or 859 rubles compared to 2007. Income from field services in 2008 is planned at the level of 4176 thousand rubles, which is 122% more than in 2007.

On the whole, Navarros LLC's income growth in 2008 is planned at the rate of 135%. Next, we calculate the expected cash receipts in 2008. To do this, consider the budget of cash receipts.

A feature of the work of Navarros LLC with its debtors is that the installment plan for payment for the dishes produced and services rendered is provided for a period of not more than 3 weeks.

Table 3.4

The budget of cash receipts in OOO "Navarros" in 2008

As can be seen from table 3.4, the amount of cash receipts is lower than revenue. This is primarily due to the fact that buyers with deferred payment pay for products later, when the products have already been sold. In 2008, accounts receivable are expected to grow by 144% or 3,120 thousand rubles. The growth of receivables is not a positive factor, since it diverts funds from the company's turnover for a while, however, with an increase in sales volumes and taking into account modern development commercial lending systems increase in receivables indicates an increase in sales. In general, the organization plans to receive funds in 2008 in the amount of 43,285 thousand rubles. The receipt of funds by quarters is not even, and tends to increase, which is primarily due to a decrease in demand for products and services at the beginning of the year.

Carrying out restaurant activities LLC "Navarros" has partnerships with a large number of customers.

To increase sales of products, the organization uses a system of commercial lending, so the dynamics of accounts receivable is of great importance in the effective management of the company. Consider the budget for the movement of accounts receivable (Table 3.5).

Table 3.5

Accounts receivable budget of LLC "Navarros" for 2008

In 2008, accounts receivable will amount to 10,152 thousand rubles. If we consider the quarterly movement of receivables, it can be seen that at the beginning of the year its size decreases, and by the end of the year it increases, which is due to the seasonality of demand for the company's products and services.

The growth of receivables is a negative factor, but it Negative influence m the organization can smooth out by increasing its accounts payable to suppliers. The organization has reserves for the growth of accounts payable, which will be considered in detail when analyzing the accounts payable budget.

The basis of the restaurant's activities are stocks of products. In budgeting, inventory planning is carried out using the purchase budget. Let's consider it, tab. 3.5

Inventory requirements are directly related to sales volume. Growth in sales volumes in OOO "Navarros" is planned at a rate of 138% (Table 3.5). To fulfill the sales plan, the company must plan the growth of volume inventory.

You can determine the amount of inventory using the following formula:

Inventory plan = (∆Vvyp*Vtzp)+(Vtzp*10%), (3.1)

∆Vvyr – revenue growth rate, %

Vtzp - the volume of commodity stocks;

· (Vtzp * 10%) - guaranteed stock.

According to the balance sheet data, commodity stocks at the end of 2007 amounted to 9394 thousand rubles (excluding VAT).

Commodity stocks in the planned 2008 will be:

TK plan \u003d (9394 * 138%) + (9394 * 10%) \u003d 13898 thousand rubles

In addition, when planning stocks, the change in demand during the year must be taken into account. Let's make calculations in tab. 3.6

Table 3.6

Procurement budget of OOO "Navarros" for 2008

The budget for the purchase of products by LLC "Navarros" for 2008 is planned in the amount of 31,350 thousand rubles. Sale of commodity stocks is planned in the amount of 26846 thousand rubles. The balance at the end of the year will amount to 13,898 thousand rubles.

The next stage of budgeting in the enterprise is the preparation of cost and cost budgets. The distribution costs of an organization are one of the generalizing indicators of the intensification and efficiency of resource consumption. The profitability of the organization depends on their size and degree of change.

Let's start by looking at the business budget.

To plan commercial expenses, you must use the "percentage of sales method". This method will be used for variable costs appeals. Let's make consideration of the budget of commercial expenses, tab. 3.7

Table 3.7

Business expenses budget of LLC "Navarros"

In 2008, it is planned to increase commercial expenses by 128% or 401 thousand rubles.

Sum fixed costs, such as rent, settlement and cash services, is determined for each item separately. Lease payments for the lease of the office building, vehicles are determined on the basis of prolonged lease agreements, taking into account the increase in cost utilities. The same approach was used in determining the amount of expenses for banking services.

Next, we will consider the budget of administrative expenses, table. 3.8. Management expenses include expenses not related to the production or commercial activities of the enterprise (salary to managers, maintenance of non-production property, business trips, communication services, interest on loans, taxes, etc.). It is advisable to take the composition of these costs taking into account the cost elements.

Table 3.8

Management expenses budget of Navarros LLC for 2008

In 2008 it is planned to increase administrative expenses by 128% or 1973 thousand rubles. In conclusion, budgeting the organization's costs, we will consider the budget of the cost of production.

Table 3.9

Production cost budget of OOO "Navarros" for 2008

The increase in the cost of sales and provision of services is planned at a rate of 128% compared to 2007. Growth of direct material costs is planned to be 30% compared to the previous year.

The cost growth is significantly lower than the growth in revenue from sales and services, which is generally a positive factor and will positively affect the financial condition of the organization.

Navarros LLC has several types of creditors:

suppliers and contractors with whom the enterprise pays for the delivered goods (works, services);

Own employees with whom the company pays wages;

the state budget with which the enterprise pays taxes;

· State off-budget funds with which the enterprise pays off under the unified social tax;

· credit institutions or other borrowers with whom the company settles on loans and advances.

In 2008 LLC "Navarros" plans to increase its accounts payable to suppliers by 3,120 thousand rubles in order to mitigate the negative impact of growth in receivables.

The organization's debt to other creditors is planned to be kept at the 2007 level. Let's consider the budget of settlements with creditors, table 3.10.

Table 3.10

Budget for settlements with creditors of Navarros LLC for 2008

In 2008, accounts payable will increase for the whole enterprise by 27% or 3,120 thousand rubles. The growth of accounts payable in 2007 amounted to 34%, thus, there is a decrease in the growth rate of accounts payable compared to the reporting year. The next stage of financial planning is the budgeting of income and expenses of the enterprise.

The income and expense budget (Table 3.11) is intended for planning the financial results of Navarros LLC.

In traditional accounting, it corresponds to a profit and loss statement (Form No. 2 of the appendix to the balance sheet). This is the resulting planning document, since here, when compiling it, the planned values ​​​​of profit are calculated, and making a profit, as you know, is the goal of Navarros LLC.

That is why it is extremely important to know the size of profits in advance, and only then can plans be developed to use profits for investment purposes, repayment of loans and borrowings, and other economic issues. When drawing up the budget for income and expenses of Navarros LLC, it is taken into account that when planning revenue (income) and costs (expenses) it is made according to "shipment". The values ​​of other operating, non-operating income and expenses are planned to be kept at the 2007 level.

Table 3.11

The budget of expenses and income of Navarros LLC for 2008

In 2008, it is planned to increase net profit by 3,111 thousand rubles, i.е. the planned increase in comparison with 2007 will be 2 times.

A positive impact on the growth of net profit is primarily provided by a higher increase in sales proceeds compared to the growth in cost. In general, a significant improvement in the financial performance of the enterprise is expected in the planning period, however, a high profit margin is laid in the budget of the enterprise, and in market conditions the company bears various risks that may have a negative impact on the activities of the enterprise. In this case, LLC "Navarros" has high risks of underfulfillment of the budget. The next and final stage of budgeting LLC "Navarros" is the preparation of a forecast balance sheet. The results of the calculations are presented in Table. 3.12

Table 3.12

Forecast balance sheet of OOO "Navarros" for 2008

In the planned period up to the end of the year, compared with the beginning of the year, an increase in the balance sheet by 6489 thousand rubles is expected. Of great importance for the restaurant is the growth of inventory and equity. In conclusion, the calculation and analysis of indicators of financial condition is carried out in order to assess the rate of change in financial indicators in the planning period.

Let's calculate the liquidity ratios in 2008.

Table 3.13

Forecast of liquidity indicators of OOO "Navarros" in 2008

According to Table. 3.13 the absolute liquidity ratio in the planning period of 2008 will slightly decrease, however, the critical liquidity ratio and the current liquidity ratio will increase, which indicates the liquidity and reliability of the organization's business.

In general, the use of the budgeting system in LLC "Navarros" is a justified way of financial planning of the enterprise. Using the budgeting system of LLC "Navarros" to proceed to the development of a long-term program for the development of the enterprise, which will provide additional competitive advantages in the market.

The calculated data is distributed to departments for execution and control.

3.3 Methodological approaches to improving the budgeting system in small businesses

Budgeting is currently very popular, as this system is used both in Russia and abroad.

The use of budgeting as a quality tool of the modern management system of LLC "Navarros" should provide:

1) improving the efficiency of financial and economic activities (growth of economic indicators), primarily by reducing costs;

2) improving management efficiency (growth of quality indicators - transparency, manageability, flexibility, etc.).

The main problem of the budgeting system is the risk of accepting an incompletely calculated budget, as well as for quarterly reporting, which means an analysis of the results for every three months and a more frequent revision of forecasts.

All these factors raise one important question - "How can the budget planning process be optimized so that it becomes possible to plan, revise forecasts and stimulate management in the shortest possible period."

As an approach to improving the budgeting system of Navarros LLC, it is necessary to divide business management requirements into four relevant areas, creating appropriate structures for them.

1. Forecasting;

2. Determining the direction of development of LLC "Navarros";

3. Company value management;

4. Control over financial expenses.

Forecasts are performed centrally based on a financial model that receives data from sources inside and outside the company.

The direction of development of the budgeting system is developed using a system of interrelated balanced indicators that determine the financial and non-material goals of commercial activity. Cost management is carried out by analyzing the competitive environment (benchmarking) in this area and the best-in-class companies in the interests of performing such related functions as managing human and financial resources. This allows you to set goals based on comparison with other organizations, which is much more preferable than comparing with your own indicators for the previous year.

In such a case, Navarros LLC will focus its cost reduction efforts on achieving a competitive advantage. Finally, cost control financial resources is carried out by a special department that meets once a month and prioritizes the dynamics of income.

LLC "Navarros" has been successfully operating for several years, constantly improving its position. However, not all companies can undertake a complete overhaul of their budget planning system. Having studied the activities of Navarros LLC and other companies, it is necessary to implement the following measures to improve the budgeting process.

1. It is necessary to separate the implementation of the budget and the bonus process. So, according to the results of work for Last year paid bonuses for the implementation of the financial plan. This creates problems in setting goals, as employees tend to guaranteed receipt bonuses, while management wants more meaningful performance. This, of course, does not mean that it is not necessary to pay monetary incentives based on the results of financial activities. One of the solutions here can be the payment of bonuses based on the direct profitability of the company (without taking into account the achievement of the goal).

Another solution is when premiums are calculated on the basis of performance in comparison with direct competitors, which also removes the problem of achieving goals.

2. It is necessary to separate budgeting and forecasting. The budget is uniquely related to the allocation of resources, which requires internal management and analysis. Forecasts can be based on financial models, change every month, quarter or by circumstances.

3. Apply external benchmarking to set cost control targets. This will allow you to focus on real goals, taking into account the possibilities of promotion in a competitive environment. In addition, the use of external benchmarking allows you to get quality services at affordable prices.

4. Determine the course of development, using financial and non-financial indicators performance results, because financial goals easy to manipulate, because it is possible to improve the financial situation in a short time, after all, by reducing the quality of service and the level of competitiveness. Focusing on the main non-financial indicators, you can avoid such a situation.

5. Draw a clear link between the main non-financial activities and financial performance, clearly tracking changes in their relationship. It is no secret that many of the improved performance of the financial plan is due to cuts in certain budget items, made without taking into account the real impact of such a step. Not surprisingly, the expected, it would seem, savings were not obtained. Only realizing what opportunities for development the use of methods of statistical control gives, it is possible to full confidence judge future achievements. Over time, the planned optimization of the development process will undoubtedly help improve the performance of the organization, but such progress requires planning and management. By tying together production plan, development plan and financial plan, you can get a reasonable and perfect budget. To achieve this LLC "Navarros" can only through the introduction of specialized software that allows you to coordinate these processes.

6. Separate current expenses and capital investments. At first glance, this is obvious and is the main principle of the work of financiers, but many organizations ignore the indisputable circumstance that they must make at least small improvements every year in order to simply remain competitive. When a business prospers, these small items of expenditure dissolve into running costs and may even be invisible. Unfortunately, when the budget is tight, these "optional" costs are easy to cut. A business may seem profitable, but in fact its competitive strength is gradually being lost, so a reasonable approach is to clearly distinguish between named expenditure items in order to control and monitor them.

Thus, we can conclude that in order to build an effective budgeting system in Navarros LLC, it is necessary to carry out serious work in the field of budgeting.

To begin with, the budget process at the enterprise must be studied as carefully as possible, and such a budgeting system should be created that fully meets their needs and conditions of activity, which as a result will allow them to gain a competitive advantage.

Improving the planning system is to provide an end-to-end connection between planning horizons - from strategic planning (usually for several years) to tactical (for a year, quarter) and operational (for a month, a week). Of course, depending on the time, the planning horizons for Navarros LLC have their own range, but their interconnection must be ensured.

In addition, it is also required to improve the system for determining the cost of production and the rationing system (standard prices, expenditure coefficients, working capital standards).

The organization of control over the execution of plans involves the collection and consolidation of information on the actual execution of planned budget indicators, the identification of "plan-fact" deviations, the analysis of the causes of deviations and the adoption of managerial decisions. To ensure management efficiency, deviation standards are determined: emergency, excess, permissible, and control of each deviation range is delegated to the appropriate level of enterprise management.

Improving the management reporting system is aimed at monitoring and analyzing the activities of responsibility centers and the entire company as a whole. The reports and accompanying explanatory notes should contain the "plan-actual" deviation, factor analysis (change in price, volume), explanations of the deviations that have arisen, a list of necessary management actions and ways to implement them.

Improving the existing system of financial and economic management should include:

identification of the specifics of the company's activities and the development of a unique budgeting system adapted to the company and taking into account the peculiarities of its business;

· Implementation of permanent changes (including the refraction of old stereotypes and inefficient methods of work) during the execution of all works (Change management);

Considering the relatively long period of development and implementation of the budgeting system (from 4 months to a year or more), constant adjustment of the results is required, since the company itself changes during this period;

training the company's employees in new methods and technologies of work, training a team of specialists from among the company's employees who can not only maintain the system's performance, but also develop it after implementation - this is a guarantee successful work budget management systems.

After improving the methods of planning and accounting, the formation of end-to-end regulations for the interaction of departments in the process of planning and control; development of forms of plans and budgets and forms of management reporting; formation of all regulatory documents necessary for the full functioning of the budgeting system.

In market conditions, planning and control are important functions of financial management. In practice, budget systems are common, which include planning and reporting data. The budget is a quantitative expression of the plan, a tool for coordinating and monitoring its implementation on a short-term basis.

Practical significance thesis based on steps:

· procedures for the formation of operational and financial budgets;

analysis of the financial condition of the organization;

· a mechanism for monitoring and analyzing the execution of budgets.

When developing forecast data, the principles of budgeting should be observed and economic and statistical methods should be used.

Budgeting is a modern financial management technology that allows not only to obtain a reasonable operational calculation, but also to organize the management of an enterprise on the basis of an estimate - a plan, to strengthen control over costs and cash flows, and to achieve better financial results.

The system of budgets forms the budget structure, in accordance with which the main final budgets of the organization are formed: the income and expenditure budget, the cash flow budget, the balance sheet budget.

A prerequisite for budgeting is the delegation of acceptance financial solutions financial responsibility centers (CFD).

Course work was carried out on the materials of LLC "Navarros" The main activity of the company is the restaurant business.

The main source of income for the organization is the sale of restaurant products. In 2008, growth in product sales is planned at a rate of 138% or 10,433 thousand rubles.

It is planned to increase the growth of food sales by 123% or 859 rubles compared to 2007. Income from field services in 2008 is planned at the level of 4176 thousand rubles, which is 122% more than in 2007.

On the whole, Navarros LLC's income growth in 2008 is planned at the rate of 135%. The use of the budgeting system in LLC "Navarros" is a justified way of financial planning of the enterprise. Using the budgeting system of Navarros LLC, proceed to the development of an enterprise development program, which will provide additional competitive advantages in the market.

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Definition company budgeting can be formulated as a system of actions for the implementation of organizational, strategic and tactical (operational) decisions aimed at ensuring the effectiveness of the processes of formation, distribution, use, redistribution, organization, analysis and control of the turnover of funds of funds (and their non-monetary equivalents) for the implementation of the main goals of the company.

The main functions of the budgeting system are:

Setting planned financial and economic goals,

Monitoring the achievement of planned goals by timely comparison of actual and planned results,

Analysis of the causes of deviations and adjustment of plans.

Distinctive features of budgeting as a planning tool at the enterprise level are:

- "cross-cutting" character. The consolidated budget of the company covers all segments of the business and includes, as components, the operating budget (indicators for current business operations), the financial budget (the amount and structure of financial receipts and expenditures), the investment budget (capital construction and purchase of fixed assets);

- directiveness. The draft budget for the current period is approved by order of the head of the enterprise. The indicators of the approved budget are mandatory for managers and employees of all structural divisions of the company. Based on the performance of budget indicators, bonuses are made for the past period, certification of personnel and middle managers, organizational conclusions are made about the work of departments and managers, etc.;

- formalization(representation as a set of numbers). The budget of an enterprise may not include detailed plans for the activities of individual departments and services - the ways to achieve the final results can be given "at the mercy" of the head of this department. However, the budget necessarily contains a quantitatively expressed target (planned) result of the unit's activities. Formalization in the preparation of the budget is necessary for effective control over the current execution of the budget and for assessing the implementation of the budget at the end of the budget period. The company's budget, like any plan, must be clear and not ambiguous, and this is achieved through its presentation in the form of quantitative indicators;

- regularity. The budget of the enterprise is accepted for each period of time, which is approved by the order of the head as a budget period. Regularity is a prerequisite for the effectiveness of budget planning, as it ensures the continuity of the planning process in the enterprise. The budget of each subsequent period is developed based on the results and on the basis of a plan-fact analysis of the budget execution of the ended period. Considered in dynamics, the budgeting process is, as mentioned earlier, a three-stage time cycle in which the basis of the next budget cycle is the final stage of the previous budget cycle.

The object of budgeting is an enterprise that is a complex economic system. Accordingly, and budgeting process, as modeling (when compiling the consolidated budget) and reflecting (when conducting a plan-fact analysis of the implementation of the consolidated budget) of the economic activity of the enterprise, is based on the application of a systematic approach.

Organizational tasks in the field of budgeting of the company's activities aimed at achieving the main goal of the company's budgeting include:

Development and implementation of the necessary organizational documents for budgeting the activities of the enterprise;

Creation and integration of the budgeting process into a single company management system.

Strategic objectives of budgeting The company's activities are:

Ensuring a high level of company sustainability in the process of its development;

Development and implementation of a long-term strategy for budgeting the company's activities.

Tactical (operational) tasks of budgeting consist in:

Effective regulation of the company's financial flows;

Ensuring optimal use of the company's financial flows;

Maintaining the constant solvency of the company;

Increasing the company's net cash flow.

The fulfillment of these tasks is ensured using a set of management functions: organization, planning, control, accounting and analysis of the company's financial flows.

The Importance of Performance Budgeting enterprise is determined by the following main provisions:

Budgeting ensures the financial balance of the enterprise in the process of its strategic development. The pace of this development, financial stability is largely determined by how different types of budgeted financial flows are synchronized with each other in terms of volume and time. The high level of such synchronization provides a significant acceleration of the implementation of the strategic goals of the enterprise development.

Budgeting the activities of the enterprise helps to increase the rhythm of the implementation of the operational process. Any failure in making payments has a negative impact on the formation of inventories of raw materials and materials, the level of labor productivity, the sale of finished products, etc. At the same time, optimally organized financial flows of the enterprise, increasing the rhythm of the implementation of the operational process, ensure the growth of production and sales of its products.

Budgeting reduces the company's need for borrowed capital. By actively managing resources, it is possible to ensure a more rational and economical use of own financial resources generated from internal sources, to reduce the dependence of the pace of enterprise development on attracted loans. This aspect of management is of particular relevance for enterprises in the early stages of their life cycle, when access to external sources funding is limited.

Budgeting of the enterprise's activities is an important factor in financial security, accelerating the turnover of the enterprise's capital. This is facilitated by a reduction in the duration of the production and financial cycles, achieved in the process of effective management of financial flows, as well as a decrease in the need for capital serving the economic activity of the enterprise. By accelerating the turnover of capital, the enterprise ensures the growth of the amount of profit generated over time.

Budgeting reduces the risk of insolvency of the enterprise. Even for enterprises that successfully carry out economic activities and generate a sufficient amount of profit, insolvency can occur as a result of the imbalance of various types of financial flows over time. Synchronization of receipts and payments of funds, achieved in the process of budgeting the activities of the enterprise, allows you to establish the factor in the occurrence of its insolvency.

Budgeting activities allows the company to receive additional profit generated directly by its financial assets. It's about first of all, about the effective use of temporarily free cash balances as part of current assets, as well as accumulated investment resources in the implementation of financial investments. A high level of synchronization in terms of the volume and time of receipts and payments of funds makes it possible to reduce the actual need of the enterprise for the current and insurance balances of funds serving the operational process. Thus, the budgeting of the enterprise's activities contributes to the formation of additional investment resources for the implementation of financial investments, which are a source of profit.

There are the following budgeting steps:

1) communication of details of the budgeting policy and main directions to the persons responsible for their preparation;

2) determination of the factor limiting the output of products;

3) preparation of the sales program;

4) initial preparation of budgets;

5) discussing budgets with senior management;

6) coordination and analysis of reviewed budgets;

7) final adoption of budgets;

8) subsequent analysis of budgets.

Let's consider each of these stages in more detail.

Communicate the details of the budgeting policy. Top management should communicate the impact of the forward plan on budgeting policy to those responsible for preparing the current year's budgets. This information may influence planned changes in the range of products sold or the expansion or reduction in the production of certain types of products. In addition, other important conditions affecting the preparation of budgets should be defined, such as amendments that should refer to price and wage increases and expected changes in productivity. Any expected changes in industry demand and output should also be communicated by top management to managers responsible for preparing budgets. It is essential that all managers be aware of senior management's policy of delivering the long-term plan through the current year's budget so that the main lines of action can be mapped out. In the communication process, it becomes clear to managers who is responsible for preparing the budget and how they should respond to expected changes in external conditions.

Determination of the factor limiting output. The activity of each organization (enterprise) is limited at this stage by some factor. For most organizations, customer demand is the limiting factor. However, there may be cases when production is held back by production capacity, and customer demand exceeds their capacity. Before preparing the budget, it is necessary to determine the limiting factor, since this determines the starting point for the preparation of the annual budget.

Preparation of the sales program. The volume and range of sales determine the level of production of the company, when consumer demand is a factor limiting the volume of production. Therefore, the sales program is the most important plan in the preparation of the annual budget. This plan is also the most difficult to draw up, since the total income from sales depends on the actions of buyers. In addition, consumer demand can be affected by the state of the economy and the steps taken by competitors.

A number of methods are used to assess consumer demand. The simplest method is an estimate based on the opinions of management and sales staff. For example, sales staff might be tasked with estimating the sales of each product to their customers, or regional sales managers might be tasked with estimating the total sales for each region. An alternative approach is the assessment of consumer demand using statistical methods, the use of which allows taking into account the general conditions in the enterprise and the market and the growth in sales over previous periods. It may be necessary to study the market if the company intends to launch new products or seek new markets.

Initial preparationbudgets. Managers responsible for budgetary performance should prepare budgets for the areas of activity for which they are responsible. The process of preparing budgets should go from the bottom up. This means that the budget should be born at the lowest level of management and improved and coordinated at higher levels. This approach allows managers to take part in the preparation of their budgets and increases the likelihood that they will accept budgets and strive to achieve planned goals.

There is no single way to quantify a specific budget item. Old data can be used as a starting point for budgeting, but this does not mean that the budget is based on the assumption that if an event happened in the past, it will happen in the future. Changes in conditions in the future should be taken into account, and information from the past can be a useful guide in the future. In addition, managers can follow instructions from senior management when setting their budgets, such as special instructions for price changes for purchased materials and services. In production activities, you can focus on standard costs as the basis for calculating the cost of output planned in the budget.

Discussing budgets with senior management. To implement the principle of participation in budgeting, it should start from the lowest level of management. Managers at this level must draw up their budgets and submit them for approval to higher managers, and they, in turn, must combine all the budgets for which they are responsible into one and submit them for approval to their manager. Now this manager becomes responsible for budgeting at his level.

It is very important that the budget preparers participate in the adoption of the final version and that the manager does not revise the budget without carefully analyzing the subordinate's arguments regarding the introduction of new items into it. Otherwise, real participation will not be ensured, and it is unlikely that subordinates will be interested in the execution of a budget that they did not accept. Care must also be taken to ensure that budgeters do not deliberately try to get easily achievable budgets or deliberately underestimate budget figures in the hope that achieving the final budget is an easily achievable goal.

Coordination and analysis of reviewed budgets. As budgets move from bottom to top - from boss to boss - in the process of discussion, it is necessary to study the ratio of budget indicators. Such a study may show that some budgets are not balanced with other budgets and need to be improved: other conditions, restrictions and plans that the manager does not know about or cannot influence them must be taken into account. For example, a plant manager may plan to replace equipment when the funds are not available. The economist must identify such inconsistencies and bring them to the attention of his manager. Any changes to the budget must be made by the person responsible for preparing the budget, and this may require going through the budget from bottom to top a second or even third time until the budgets are coordinated and acceptable to all parties.

In the process of coordination, a budgetary profit and loss account, balance sheet and cash flow statement should be drawn up to ensure that they all fit together and form an acceptable whole. Otherwise, further revisions and revisiting budgets across all instances will be required until the budgetary profit and loss account, balance sheet and cash flow statement are acceptable.

Final adoption of budgets. When the budgets are aligned with each other, they are reduced to a generalized budget (total financial budget), which consists of a profit and loss account, a balance sheet and a cash flow statement. After the approval of the generalized budget, all budgets are sent to all responsibility centers of the organization (enterprise). The adoption of the generalized budget is the basis for the execution of budgets by the heads of all responsibility centers.

Follow-up budget analysis. The process of budgeting should not end with their approval. Actual results need to be periodically compared with planned results. The comparison should be carried out on a monthly basis, and by the middle of the next month a report on the results of the comparison should be presented to budgeters in order to stimulate their activity. This will allow management to determine which budget items are not met and find out the reasons for deviations. If the problem of deviations is within the purview of management, then appropriate measures can be taken to prevent similar deviations in the future. However, deviations can also occur as a result of the fact that the budget was unrealistic from the very beginning or the actual conditions of the budget year differed from those predicted; the budget for the remainder of the year in this case becomes invalid.

During the budget year, the budget committee should periodically evaluate actual results and review the company's plans for the future. If there are any changes in actual conditions compared to those expected, this usually means that the budget needs to be adjusted. Such revised budget will represent the revised operating programs for the remainder of the budget period. It is important to note that budgeting for the current year does not end with the end of the budget period; budgeting should be seen as an ongoing and dynamic process.

Most budgeting systems serve multiple purposes, and some of them may conflict with one another. For example, the functions of planning and incentives may conflict. Proposed budgets that cannot be implemented may best meet incentive targets and fall short of planning targets. For planning purposes, budgeting must be driven by realistic goals.

There is also a contradiction between the functions of planning and performance evaluation. For planning purposes, the budget is prepared before the beginning of the planning period, based on the expected conditions or circumstances. Performance evaluation should be based on a comparison of actual results with adjusted data. a budget that reflects the circumstances or conditions under which managers actually work. In practice, many firms compare actual results with the original budget data, but if the circumstances assumed at the time of budgeting have changed, then there is a contradiction between planning and performance evaluation.