How to make a company budget. Organization of budgeting at the enterprise

Budget- a quantitative embodiment that characterizes income and expenses for a certain period. As a result of its compilation, it becomes clear which one will receive when one or another development plan is adopted.

The budget is the estimated and restrictive estimate of income and expenses for a certain period. Being the most important tool for organizing and regulating upcoming activities, the budget is the result of a freely made decision, approved and subject to execution. The essence of the budget method lies in the fact that all production and economic activities of the enterprise consists in balancing income and expenses, clearly defining the places of their occurrence and assigning them to an individual or collective contractor.

It can be effective only with a correct assessment of all categories of expenses and incomes contributed to the budget.

Budgets can be drawn up for: firms, enterprises, divisions.

Depending on which category of expenses and incomes the budget calculation is applied to, the company draws up various forms of the budget: operational, financial, investment. The sequence of budget formation is determined by the management of the company.

Budgeting Technique

The technique of budgeting, in relation to the practice of domestic enterprises, provides for the following steps:

1. A sales budget is drawn up taking into account the level of demand for products, the geography of sales, the category of buyers, seasonal factors, etc. This is the first and most important step, since the estimation of sales volume affects all subsequent budgets.
2. Selling expenses are calculated, taking into account the types of products, types of buyers, types of sales, etc. Most of the selling expenses are the costs of promoting goods to the markets, advertising, transportation, etc.
3. A production budget is drawn up, which necessarily takes into account production capacities, an increase or decrease in inventories, the amount of external purchases of raw materials and materials.
4. Administrative expenses are calculated. The management budget includes all expenses that are not related to the production or commercial activities of the company, i.e. costs for the maintenance of management departments, lighting, office heating, communication services.
5. The balance sheet (forecast) characterizes the financial condition of the enterprise on a specific date and shows the financial resources of the enterprise, firm.
6. Cash flow budgeting is one of the most important and complex steps in budgeting, as cash flows for core, investment and financing activities are calculated separately.

Budgeting in the enterprise

Budgeting Process at the enterprise combines work on the preparation of operational, financial and general budgets, management and control over the implementation of budget indicators.

The budgeting process of an organization is called budget cycle which consists of the following steps:

• planning with the participation of all departments;
• definition of indicators to be used in performance evaluation;
• discussion of possible changes in plans related to the new situation;
• adjustment of plans taking into account the proposed amendments.

Depending on the tasks set, the following types of budgets are distinguished:

1. General and private.
2. Flexible and static.

In operational planning, it is necessary to develop goals and set tasks that are based on current indicators. In this case, the advantage of the budget is manifested, with the help of which not only planning is carried out, but also the control of ongoing activities.

Benefits of Using a Budget

Planning, both strategic and tactical, allows you to control the production situation. The budget, being an integral part of the plan, contributes to a clear and purposeful activity of the enterprise, serves as the basis for assessing the implementation of the plan by responsibility centers, which creates an objective basis for the activities of the organization as a whole and its divisions.

The main functions of the budget:

1. Planning operations that achieve the goals of the organization. Budgeting is based on the refinement and detailing of strategic plans for the period specified by the budget.
2. Communication and coordination various divisions of the enterprise and activities. This type of function involves the unification of the interests of individual employees and groups as a whole in the enterprise to achieve the intended goals.
3. Orientation leaders of all ranks to achieve the tasks assigned to their responsibility centers.
4. Control current activities, ensuring planned discipline. As a basis for assessing the implementation of the plan by responsibility centers, it is better to use budget data, and not reporting data from previous years.
5. Improving the professionalism of managers. Budgeting contributes to a detailed study of the activities of their departments and the relationship of responsibility centers in the enterprise.

Control and analytical work at the enterprise consists in the implementation of systematic control over the execution of the enterprise's budgets. To exercise control over the execution of budgets, a two-level system is used: the lower level is control over the execution of budgets of structural divisions; the upper level is control over the execution of the consolidated budget.

Control system elements:

• objects of control- budgets of structural divisions;
• subjects of control— Structural divisions exercising control over the execution of budgets;
• items of control— budget indicators and analysis of deviations of budget indicators from actual ones;
• control methods– use of mathematical apparatus (calculation of relative and absolute indicators), construction of predictive models, analysis of statistical indicators, etc.

Control involves the preparation of reports on the analysis and justification of actual deviations from the budget, as well as the calculation of the main financial indicators in case of their change depending on deviations, such as:

• Sales revenue.
• and implementation.
• Net profit.
• Reinvested earnings.
• Return on investment.
• Asset turnover.
• Market share.
• enterprises.

What are the theoretical foundations of budgeting and financial planning? How to implement a budgeting system using the example of an enterprise? Where can I get help in organizing budgeting at the enterprise?

Money loves an account. And business assets - especially. Every entrepreneur must know what the budget of his enterprise is and what it is spent on. Otherwise, it will simply go bankrupt and fly out into the pipe. Proper distribution of company finances is called budgeting.

About, how to set up budgeting and how financial planning helps to increase business income, I, Denis Kuderin, an expert on economic issues, will tell in this article.

We read to the end - in the final you will find an overview of professional companies that will help organize budgeting at the enterprise on favorable terms for the customer.

1. What is budgeting and financial planning in an enterprise

The family has a budget, the school, the city, the state.

And of course, every commercial enterprise has it. Without a budget, it is impossible to launch a project and organize its work.

Budgeting- This is budget management, an integral part of financial planning. With the help of budgeting, the resources and assets of an economic entity are distributed over time.

Budget is not an abstract concept, but specific document, in which the company's goals and capabilities are quantified. At large enterprises, budgeting and its management are carried out by special structures - financial departments and financial responsibility centers (CFDs).

There is no single budgeting model - individual schemes are developed for each enterprise, taking into account the specifics of the company and its financial capabilities.

Example

For a small Babyboom company that sells Japanese baby diapers and has three employees, budgeting comes down to a simple drawing up an income-expenditure budget. This is quite enough - too detailed study of the financial plan is not required.

At a large oil refinery, budgeting deals with several departments, there are 10 independent CFDs, in addition, the company's affairs are periodically audited by an external consulting firm.

The level of complexity of budgeting directly depends on the size of the business

is an essential part of economic planning and financial management. With its help, the current and future economic activity of the object is determined.

The main tasks of budgeting:

• optimize costs;
• coordinate the work of different departments of the enterprise;
• identify which areas need further development, and which ones are better to abandon altogether, since they bring losses;
• analyze the financial activity of the enterprise as a whole;
• make a financial forecast;
• to strengthen discipline in the company and increase the motivation of employees.

The period for which a specific budget is developed is called budget period. Usually it is 1 year. Professional financial planning and management are the most important components of successful work.

Important terms on the topic

Article- part of the budget for which business transactions of the same type are planned and accounted for. For example, the salary of employees, maintenance of the territory of the enterprise, the cost of transporting products, etc.

business transaction- a single event in the work of the enterprise, causing the cost of resources or, conversely, the receipt of money, goods, material values.

Budget of income and expenses ()- financial results of the enterprise.

As a rule, the need for organizing professional budgeting in an enterprise arises when the number of company employees exceeds 50-100 people.

It is becoming more and more difficult to manage financial flows “the old fashioned way”, profits are becoming less predictable, management is losing the financial “pulse” of the company and is not aware of where and what the money is going for. It is closely connected with budgeting: in fact, these are two sides of the same process - the economic management of an enterprise.

2. What functions does budgeting perform in an enterprise - 7 main functions

The basic task of budgeting is accounting and development of financial solutions. Analyzing the current situation will help make better decisions in the future, while comparing the plan with actual results will reveal the strengths and weaknesses of the business.

Experts highlight 7 local budgeting functions. Let's deal with them.

Function 1. Financial planning

Budgeting is, first of all, an ongoing planning tool that helps to find the most rational and profitable options for using the available resources of the enterprise.

There is no business without a plan. This is the basis for forward-looking and reasonable management decisions. Financial planning answers the questions: how much money will you need to run a business? Where exactly will they go?

There are several types of planning: strategic(for the long term), tactical(for the medium term - from one year to 5), operational– planning of current activities. Comprehensive financial accounting ideally covers both long-term and immediate goals of the enterprise.

Function 2. Monitoring and evaluation of performance

This function is no less important than planning. Even the best plan will be useless if you do not organize the control of its implementation and subsequent analysis. Comparing the facts with planned indicators, they conduct an objective assessment of the results of work at all its stages.

Professional supervision will increase the return on work, prevent unnecessary expenses and help identify the most profitable lines of business.

Function 3. Evaluation of the work of managers

The managers of the company are engaged in the implementation of ideas and plans into practice. Budgeting Helps evaluate the results of their work and serves as the basis for material incentives for key employees.

Function 4. Motivation of employees and managers

In the budgets of individual departments and the entire organization as a whole established guidelines for managers and employees. Budgeting should motivate the employees of the enterprise to achieve the target results.

Thus, the payment of bonuses and bonuses to employees can and should be tied to budget indicators.

Function 5. Formation of the communication environment

The employee has the right and must know exactly what management wants from him. If the budget plans and goals of the company are a secret for ordinary employees, then their productivity decreases, their involvement in work is lost, and the level of motivation drops.

Competent managers introduce the principle of combining ascending and descending information flows at the enterprise. Grassroots units report everything to higher authorities, but managers also keep employees informed about the financial affairs of the company.

Function 6. Coordination between departments

Departments, workshops and branches of a large enterprise must coordinate their activities with each other within the framework of budgeting for well-coordinated clear work.

It is clear that some structures deal with the company's expenses, while others, for example, the sales department, are busy forming the revenue side of the budget. All the more important match revenues with costs and optimize both directions in accordance with the basic goals of the enterprise.

Function 7. Training of managers

It happens that the managers of the enterprise meet the formulation of budgeting with hostility. They perceive this process as an additional responsibility that management wants to put on them, and they are also afraid that budgeting will reveal all the shortcomings of their departments.

In such situations, it is necessary to explain the need for budgeting to each responsible person. Compromise - invite an experienced consulting firm, which will implement, set up and launch a new budgeting system, and at the same time train employees in effective financial management methods.

Modern financial accounting is inconceivable without process automation. Now many enterprises are already working (and quite successfully) the latest automated budget management programs. More about them in one of the following sections of the article.

3. How to implement a budgeting system using the example of an enterprise - 5 main stages

So, we know what budgeting is and what tasks it performs. Now let's look at how to organize a budgeting system in practice.

The instruction below is not a rigid scheme, but a general algorithm. The implementation of the system is always consistent with the specifics of the organization, its resources and scale.

Stage 1. Designing the financial structure

First, develop the principles of budgeting for your enterprise. The system cannot be implemented blindly.

To create a financial structure project, you need:

• study financial and economic documentation;
• analyze the mechanisms of interaction between departments;
• review current financial accounting rules and standards;
• prepare personnel for the introduction of a new budgeting system at the enterprise.

Then it creates budgeting model, which will control and distribute expenditure items and financial flows. In accordance with the types of financial transactions, CFDs are formed (I remind you that these are the so-called Financial Responsibility Centers).

The number of centers depends on the scope of the enterprise and its scale. CFDs are combined into a single structure, the work of which is coordinated by responsible persons.

Stage 2. Creation of the structure of budgets

At this stage, the structure of budgets is formed in accordance with the centers of financial responsibility.

Examples of budgets in a large enterprise:

• sales budget– calculates the volume of sales in general and for individual items;
• production budget– calculation of production volumes in accordance with demand, sales volume and the amount of finished products in warehouses;
• procurement budget- how much raw materials and consumables will be needed;
• production cost budget;
• tax budget;
• management budget.

This is just an approximate budget distribution algorithm - each company will have its own unique scheme.

Stage 3. Development of an accounting and financial policy

The financial accounting policy is specific rules bookkeeping and production records. These rules comply with the limits set by the budgets.

It happens conservative financial policy, but sometimes aggressive. We are talking about methods of managing resources, investment activities of the company and other business processes.

Example

The largest company in Russia Gazprom adheres to conservative budgeting. The financial policy of the corporation allows it to withstand any economic shocks.

However, conservatism means consistency in actions. For example, Gazprom continues to develop and finance all of its investment projects even in the face of negative market developments. Moreover, the corporation achieves this with the help of its own, not borrowed funds.

Another secret of Gazprom's success is careful control over costs. The financial department of this organization knows when and on what each ruble of corporate assets is spent.

Stage 4. Formation of planning regulations

Responsible persons develop planning regulations, determine the procedures and methods of budgeting. Then create a legal framework which will regulate the financial accounting in the company.

The list of required documents includes: regulation on the financial structure of the enterprise, regulation on the Central Federal District, regulation on budgets, etc.

Companies often face difficulties at this stage. A reasonable way to overcome them is to delegate the development of regulations to professionals. The next section contains an overview of companies that will help not only with documents, but also with the introduction of a budgeting system into the company's activities.

Stage 5. Preparation of the operational and financial budget

The final stage is the preparation of budgets for the planned period. Ideally, you need to conduct a scenario analysis and, on its basis, correct the budgeting system.

What prospects does the system open? She saves time and resources on the preparation of financial documentation and makes the economic activity of the enterprise more transparent. There are fewer unforeseen losses, there is enough working capital, the profitability of the business is growing, and profits are growing.

The effectiveness of the system largely depends on how the software product chosen by the company corresponds to the specifics and goals of the enterprise. Fortunately, today there are enough universal and convenient programs on the market that are easy to learn and easy to adapt to the desired industry.

Watch an interesting video that will answer the question of why budgeting can be ineffective.

4. Professional budgeting assistance - an overview of the TOP 3 service providers

Do you want to establish budgeting at the enterprise quickly and professionally? Engage experienced professionals from specialized companies.

The expert department of the magazine "HeaterBober" monitored the service market and chose three most reliable firms specializing in budgeting and financial accounting.

The company was founded in 2003. Today it is the leader in system integration not only in the Russian Federation, but throughout the CIS. The company offers a full range of information systems for business. Employees will help you choose the right system, install, test and put it into operation at the customer's enterprise.

The company has fulfilled several hundred successful projects on the implementation of budget automation and business management. Employees of "West Concept" are specialists of the highest level with many years of practical experience. They will establish overall budgeting at the facility or take over specific structures - the sales department, production or warehouse processes.

The company offers full control and transparency of budgeting, as well as freedom from routine calculations and errors. SoftProm specializes in the installation of unique platforms for budget automation.

The software from this organization is a Russian-made product that combines ease of management with the ability to process enormous amounts of information. The company will develop individual budget model of any complexity, conduct training for employees of the customer company, implement a turnkey budgeting system.

Service company for the implementation of information solutions in business projects. Automation of management, budgeting, and other business processes. ARVO deals with orders from "a" to "z" - analyzes the work of the enterprise, creates a project for automating the budget or management, implements the solution and controls its execution.

5. How to achieve effective budgeting in an enterprise - 3 effective ways

It is not easy to set up budgeting in an organization on your own.

For financial accounting and planning to be successful, follow expert advice.

Method 1: Use automated budget management systems

Without automated systems today nowhere. All companies that keep pace with the era use modern software for budgeting and financial management.

But before putting systems into practice, study their features.

Examples

UPE Universal Platform is a multifunctional logic constructor, report generator and a set of flexible interfaces. The program will simulate a budget of any complexity and greatly simplify financial control at the facility.

1C Corporate finance management- a program that allows you to successfully manage the resources of an enterprise of any size - from a small trading company to the largest holding.

Other programs - plan designer , Microsoft Azure , SharePoint .

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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In the article you will find a formula that will help you not to make mistakes when calculating the volume of sales for the future period, and you can download a sales plan template.

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 a system of operational planning of the overall work of an 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 financial and economic activity of the entity.

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 scheme 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 various types of 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. In addition, 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 a master plan, checking its execution 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 are not familiar to all employees 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 a 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 CEO or commercial director, you can forcefully implement a full-fledged budgeting process, and then ensure that your subordinates are stimulated to introduce and competently use budgeting at an affordable 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 fulfilled. 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 choosing 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 rise in fixed costs for many businesses over the past century, a rising portion of costs 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 the closure of existing 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. At the same time, the 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 the 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 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.Forming of budget.

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 micro-budgets (primary) taking into account the set goals (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 a variety of 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 budgeting system is being introduced, which reduces the likelihood of unaccounted 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, an important place is occupied by the 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 an accumulation of information about budget activity over 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 process of budgeting, 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 foresee the results of 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;
• the staff list 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, OAO Lebedyansky, OAO Lukoil, Pension Fund of the Russian Federation, Raiffeisenbank, OAO Russian Railways, OOO 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 held the post of Executive Director of the Estar metallurgical holding, previously held senior positions in the Evraz Group holding.

As you know, budgeting is the production and financial planning of the enterprise by drawing up the general budget of the enterprise, as well as the budgets of individual departments in order to determine their financial costs and results. The purpose of budgeting at an enterprise is that it is the basis for planning and making managerial decisions at an enterprise, assessing all aspects of the financial viability of an enterprise, controlling and managing the material and financial resources of an enterprise, strengthening financial discipline and subordinating the interests of individual structural divisions to the interests of the enterprise as a whole and the owners his capital.

Each enterprise may have its own budgeting specifics, depending both on the object of financial planning and on the system of financial and non-financial goals. Therefore, speaking about the appointment of budgeting, it must be remembered that in each company, as a management technology, it can pursue its own goals and use its own means, its own tools.

Budgets can be drawn up both for the enterprise as a whole and for its departments.

The general (main) budget is a work plan of the enterprise as a whole, coordinated by all departments and functions, combining blocks of individual budgets and characterizing the information flow for making and controlling management decisions in the field of financial planning.

The master budget quantifies future profits, cash flows, and supporting plans. The main budget represents the result of numerous discussions and decisions about the future of the enterprise, provides both operational and financial management.

Calculations carried out in the process of forming the enterprise's budget make it possible to fully and timely determine the necessary amount of funds for the implementation of the decisions made, as well as the sources of these funds (own, credit, investor funds, etc.).

Note!

The effect of budget development is to increase the degree of flexibility of the enterprise due to the ability to anticipate the results of management actions, determine the basic settings for each area of ​​the enterprise and calculate different options, preparing in advance response to possible changes in both external and internal environment.

In addition, the functions of the budget change depending on what phase of formation and implementation it is in. At the beginning of the reporting period, the budget is a plan for sales, expenses and other financial transactions in the coming period. In the end, he plays the role of a meter that allows you to compare the results with the planned indicators and adjust further activities.

To fully understand budgeting, it is necessary to list the functions that it performs:

1) analytical:

rethinking business ideas;

correction of the strategy;

setting additional goals;

analysis of operational alternatives;

2) financial planning: forces you to plan and thus think about the future;

3) financial accounting: forces to take into account and think about the actions taken in the past and thus helps to make the right decisions in the future;

4) financial control:

allows you to compare the tasks and results obtained;

identifies strengths and weaknesses;

5) motivational:

meaningful acceptance of the plan;

clarity of goal setting;

failure penalty;

reward for performance and overfulfillment;

6) coordination: coordination of functional blocks of operational planning;

7) communication:

coordinating the plans of the company's divisions;

finding compromises;

fixing the responsibility of the performers.

In the general case, five stages of setting up a budgeting system in an organization can be distinguished (Fig. 1).

The purpose of the first stage (formation of the financial structure) is to develop a model of the structure that makes it possible to establish responsibility for the execution of budgets and control the sources of income and expenses.

At the second stage (creation of the budget structure), the general scheme for the formation of the enterprise's consolidated budget is determined.

As a result of the third stage, the accounting and financial policy of the organization is formed, that is, the rules for maintaining and consolidating accounting, production and operational accounting in accordance with the restrictions adopted in the preparation and control (monitoring) of budget implementation.

Rice. 1. Stages of setting up a budgeting system

The fourth stage is aimed at developing a planning regulation that defines the procedures for planning, monitoring and analyzing the reasons for non-fulfillment of budgets, as well as the current adjustment of budgets.

The fifth stage (introduction of the budgeting system) includes work on drawing up operational and financial budgets for the planned period, conducting scenario analysis, and adjusting the budgeting system based on the results of analyzing its compliance with needs.

There are three main approaches to the budgeting process:

"top down";

"down up";

bottom up/top down.

A top-down approach means that top management carries out the budgeting process with minimal involvement of lower-level unit and department managers. This approach makes it possible to fully take into account the strategic goals of the company, reduce time costs and avoid problems associated with the coordination and aggregation of individual budgets. At the same time, the disadvantage of this approach is the weak motivation of lower and middle managers regarding the achievement of goals.

The bottom-up approach is used in large enterprises, where department heads draw up the budgets of sections, departments, which are then summarized into the budgets of the workshop, production and plant, respectively. In this case, middle and top managers will have to agree and coordinate various budget indicators. One of the disadvantages of this approach is that expenditure targets are overstated and revenue targets are underestimated in order to receive undeserved rewards when they are met.

The bottom-up/top-down approach is the most balanced and avoids the negative effects of its two predecessors. In this approach, senior management gives general directives regarding the company's goals, and lower and middle managers prepare a budget aimed at achieving the company's goals.

Important!

Budgeting of the enterprise's activities is implemented on the basis of a system of measures, documents and managerial influences and includes a set of interrelated planning documents, in which, with a reasonable degree of detail of indicators, the planned activities of both individual centers of financial responsibility (CFD) and the entire enterprise are reflected; managerial impacts on the Central Federal District, focused on minimizing deviations from the budget, taking into account changes in the external environment; reporting of the Central Federal District, which allows you to quickly, with a certain time interval, analyze and control the implementation of budgets by individual Central Federal Districts and the achievement of planned financial results by the enterprise as a whole.

Like any phenomenon, budgeting has its positive and negative sides.

Benefits of budgeting:

It has a positive effect on the motivation and mood of the team;

Allows you to coordinate the work of the enterprise as a whole;

budget analysis allows you to make timely corrective changes;

Allows you to learn from the experience of budgeting past periods;

allows you to improve the process of resource allocation;

promotes communication processes;

helps line managers understand their role in the organization;

serves as a tool for comparing achieved and desired results.

Disadvantages of budgeting:

different perceptions of budgets by different people (for example, budgets are not always able to help in solving everyday, current problems, do not always reflect the causes of events and deviations, do not always take into account changes in conditions; in addition, not all managers have sufficient training to analyze financial information) ;

The complexity and high cost of the budgeting system;

· if budgets are not communicated to each employee, then they have little or no effect on motivation and performance, but instead are perceived solely as a means to evaluate the performance of employees and track errors;

budgets require high productivity from employees; in turn, employees counteract this by trying to minimize their workload, which leads to conflicts, causes a state of depression, fear, and therefore reduces work efficiency;

· the contradiction between the achievability of goals and their stimulating effect: if it is too easy to achieve the set goals, then the budget has no stimulating effect to increase productivity; if it is too difficult, the stimulating effect disappears, because no one believes in the possibility of achieving goals.

Organization of budgeting at the enterprise

The budget of an enterprise is always developed for a certain time interval, which is called budget period. The correct choice of the duration of the budget period is an important factor in the effectiveness of enterprise budget planning.

Note!

As a rule, the organization's consolidated budget is prepared and approved for the entire budget period (usually one calendar year). This is due to the fact that during such a period of time seasonal fluctuations in the conjuncture are leveled off. Indicatively, that is, without being approved as a system of target indicators and mandatory standards, some budget indicators can be set for a longer period (three to five years).

Within the budget period, each of the budgets has a breakdown into sub-periods. Budgeting is the process of drawing up and implementing this document in the practical activities of the enterprise. The budget process is not limited to the stage of drawing up a consolidated budget. In general, the process is a closed loop of financial management, including three successive stages: the stage of development and draft of the consolidated budget; approval of the draft budget and its inclusion in the structure of the scientifically based business plan of the organization; analysis of budget execution based on the results of the current year (Fig. 2).

The budget cycle includes the period of time from the beginning of the first stage to the completion of the third. The budget process should be continuous, that is, the completion of the analysis of the current year's budget execution should coincide in time with the development of the next year's budget. Thus, the analysis of budget execution is both the starting and the final stage of the budget cycle.

Rice. 2. Stages of the budget process of the enterprise

Let's take a closer look at the content of the stages.

First stage(stage of development of the draft consolidated budget) consists in drawing up a preliminary draft budget for the next planning year. Particular attention is paid to the assessment of the implementation of profit and profitability plans. Such an assessment is based on a careful development of the composition of costs included in the cost of production. At this stage, the production program is evaluated (its qualitative and quantitative parameters, changes in pricing and credit policies) and the new production potential of a commercial organization is determined based on an analysis of the rational use of assets, the development of new technologies and types of products. The prepared preliminary draft budget is adjusted in connection with changes in external and internal conditions.

At this stage, the work of a large number of involved ordinary personnel of planning and economic services and structural divisions is required, which approves the budget tasks: the main production shops, the commercial directorate (sales department), the logistics department, etc.

Second phase(approval stage) is reduced to the preparation of the final draft budget and its inclusion in the structure of the scientifically based business plan of the enterprise.

In small enterprises, the consolidated budget is usually developed by the accounting department and approved by the president of the organization.

In medium and large enterprises, the decision to approve the consolidated budget can be made by:

• the board of the organization, which includes senior management;

• president of the organization (in this case, the board of the organization is an advisory body to the president)
• board of directors of the organization;
• general meeting of shareholders (the board of directors submits a draft consolidated budget for approval by the general meeting of shareholders).

The approved budget is seen as a guide to action.

Third stage- analysis of budget execution based on the results of the past year. At this stage, an analysis of the financial condition of the enterprise is made, on the basis of which the necessary adjustments are made to the tactics and strategy of the economic development of the organization. In order for the budgeting system to be effective, a number of prerequisites are necessary, without which this system simply cannot work.

Firstly, the enterprise must have an appropriate methodological and methodological base for the development, control and analysis of the implementation of the consolidated budget, and employees of management services must be qualified enough to be able to apply this methodology in practice.

Secondly, in order to develop a budget, monitor and analyze its implementation, we need relevant quantitative information about the activities of the enterprise, sufficient to imagine its real financial condition, the movement of inventory and financial flows, and the main business operations. Consequently, the enterprise must have a management accounting system that records the facts of economic activity necessary to ensure the process of compiling, monitoring and analyzing the consolidated budget. The management accounting system at the enterprise forms the basis of the accounting block (component) of the budget process.

Thirdly, the budget process does not take place in a "vacuum space" - it is always implemented through the appropriate organizational structure and management system that exists in the enterprise.

The concept of the organizational structure includes the number and functions of the services of the management apparatus, whose responsibilities include the development, control and analysis of the enterprise's budget; a set of structural units that are objects of budgeting, that is, those responsibility centers that assign the budget plan and are responsible for its implementation.

Note!

The budgeting management system is a regulation on the interaction between the services of the administrative apparatus and structural divisions, fixing in the relevant internal regulations and instructions the responsibilities of each division at each stage of the budget process. The budget process is continuous and iterative (regular). Similarly, on a regular basis, at the appropriate time, the accounting information necessary to ensure it should be received from the management apparatus, from structural divisions.

On the other hand, the structural subdivisions must receive from the management apparatus in a timely manner the budget task and the adjustments made to it during the budget period. Consequently, the most important component of the regulation of the budget process is the internal document flow - a set of regular, fixed in the relevant internal acts and instructions, information flows of enterprise divisions in the process of developing, monitoring and analyzing the implementation of the consolidated budget.

Fourthly, the process of development, control and analysis of budget execution involves the registration and processing of large amounts of information, which is difficult to do manually. In the budget process, the level of efficiency and quality of accounting and analytical work is significantly increased, and the number of errors is reduced when using software and hardware. The software and hardware tools used by the enterprise structures involved in the budget process constitute the software and hardware block of the budgeting system.

The budget process includes:

1) analytical block, which includes:

· methodology of drawing up, control and analysis of the consolidated budget;

Methods for individual sub-budgets;

2) training block, which includes:

· Accounting;

operational accounting;

collecting information about the state of the market;

3) organizational block, which includes:

functions of departments;

the rules of interaction;

The interaction system

4) software and hardware block, which includes:

· technical means;

· software.

All four components of the budgeting process are closely related and form the infrastructure of the budgeting system in the enterprise.

So, for example, internal document management is at the junction of accounting and organizational blocks, since, on the one hand, it covers a set of information flows directly determined by the current management accounting system, on the other hand, it is rigidly fixed by internal regulations in the form of a number of internal regulations, and this is already part of the control system.

findings

An important factor determining the effectiveness of the budgeting process is the strict adherence to the hierarchy of goals, targets, activities and budgets, affecting several levels of management. The main element in this case is the hierarchy of goals.

The goals of the lower level of management should correspond to the goals of the upper level of management. Only in this way an effective development strategy can be built at the enterprise. Target indicators, which are quantitative indicators of goals, should also be interconnected by a clear hierarchical relationship. However, this does not mean that the indicators at all levels of management should be the same. The relationship between the indicators should be built in accordance with the relationship between the economic phenomena that these indicators reflect.

As for events, here the hierarchical relationship can be of two types. The first type of activities is carried out centrally at the top level of management and affects a number of departments in which their activities are developed, but in line with those carried out “at the top”. The second type is implemented only at the lower level and is associated with the upper level of management through budgets.

A. I. Kucherenko, Assoc. REA them. G. V. Plekhanova, Ph.D. economy Sciences

INTRODUCTION

The main economic goals of the enterprise in market conditions are to increase production efficiency, maximize profits, conquer new markets and meet the needs of the team. At the same time, the influence of economic risk factors increases, the advantage of free pricing appears, the possibility of independent choice of suppliers and consumers. At the same time, the state is relieved of any responsibility for providing the enterprise with raw materials and materials, for the sale of its products, and for the level of its wages.

The main distinguishing feature of enterprises operating today is that they operate in a constantly changing economic environment.

As for the economy in transition, the structure of the industry is constantly changing. The conditions for the survival of an enterprise are no longer so clear and obvious.

The formation of a market economy requires a restructuring of not only (and perhaps not so much) the forms and methods of management, but also the thinking of its participants in relation to all economic and financial processes in the enterprise.

The financial activity of an enterprise is the organization of financial relations that arise in it in the process of working with other legal entities and individuals. The very fact of the functioning of the enterprise implies the existence of such financial relations. They arise in the process of formation and use of property and sources of its financing, in the process of carrying out the main and other activities, as well as in the process of distributing financial results, including their direction for certain purposes.

Financial relations are part of monetary relations, arise only when cash flows and are accompanied by the formation and use of cash funds.

Relationships associated with the types of activities of the enterprise, the results of which affect the amount of profit before taxation: sale or lease of property; factors determining exchange rate differences in foreign exchange transactions; conditions for the implementation of financial investments, etc.

Making a profit is the main activity of enterprises.

On the basis of profit, an analysis of the current financial condition of the enterprise is carried out. Therefore, it is very important to plan profit.

The purpose of this work is to determine the directions for improving the mechanism for compiling the budget of an enterprise.

The object of work is Interenergo LLC.

The subject of the work is the preparation of the budget of the organization.

To achieve the goal of the study, it was necessary to solve the following tasks that determined the structure of the study:

the theoretical aspects of the preparation of the budget of the enterprise;

analyzed the main financial indicators of the enterprise;

the problems of planning the budget of the analyzed enterprise are revealed and the ways of their solution are determined.

The methodological basis of the work is the method of comparison with the previous period, the dialectical method of studying the theoretical aspects of the topic, a systematic approach to all the studied processes and phenomena, the use of economic and mathematical, statistical, sociological and marketing methods in the study of applied aspects of the topic.

The theoretical basis of the study was made up of regulatory and methodological documents in the field of financial management of enterprises, fundamental research by leading domestic and foreign economists devoted to the analysis of the financial condition of enterprises.

The information base of the work was the statistical data of the enterprise, secondary information of foreign and domestic periodicals.

1. THEORETICAL ASPECTS OF ENTERPRISE BUDGETING

1.1 Organizational budget: concept and essence

A budget is an estimate of the income and expenses of a business. The development of budgets is an integral element of the overall planning process, and not just its financial part. It is advisable to introduce a system of budget planning of income and expenses to ensure savings in money, greater flexibility in management, reducing production costs, as well as to increase the reliability of planned indicators.

Usually budgets are prepared for the year, most often broken down by quarters.

Consider the main advantages of implementing the principles of budget planning:

as part of the approval of monthly budgets, structural units will be given greater independence in spending, saving the budget of the payroll fund, which will increase the material interest of staff in the successful implementation of planned targets;

monthly planning of budgets of structural divisions reflects more accurately indicators of the size and structure of costs (than the accounting system of financial statements), the planned value of profit;

budget planning allows you to implement a regime of austerity of the financial resources of the company.

In the system of financial planning, budgets are classified according to a number of criteria.

According to the breadth of the nomenclature of costs, functional and complex budgets are distinguished. As a rule, the functional budget is drawn up for one, less often for two cost items, in particular, the depreciation budget, the wage budget. At the same time, a comprehensive budget is developed for a wide range of costs, in particular, the budget for non-production costs.

According to the development methods, stable and flexible budgets are distinguished. Thus, a stable budget does not change when the volume of the enterprise's activity changes, in particular, the depreciation budget. A flexible budget provides for the establishment of planned current or capital costs not in fixed amounts, but in the form of cost standards that are interconnected with the volumetric indicators of the enterprise, for example, with the volume of output or sales of products.

In domestic practice, in order to organize an effective system of budget planning for the activities of an enterprise, the following end-to-end system of budgets is used: budget for material costs; energy consumption budget; depreciation budget; payroll budget, other expenses budget; tax budget; bank loan repayment budget.

This system of budgets fully covers the entire base of financial calculations of the enterprise. The importance of the correct budgeting of the wage fund is determined by the fact that part of the tax deductions are associated with it, as well as payments to off-budget funds. The depreciation budget largely determines the depreciation policy of the enterprise, and the budget for other expenses creates conditions for savings on the least important financial expenses. The material and energy budgets reflect the bulk of the enterprise's third-party payments.

The tax budget should include all taxes and obligatory payments to the republican and local budgets, as well as to off-budget funds. The considered budget is planned only for the whole enterprise.

The consolidated budget of an enterprise is defined as the sum of the budgets of structural units, tax and credit budgets. The management of the enterprise should seek more active participation of all structural divisions in the preparation of the business plan and the consolidated budget. In the process of establishing the budgets of structural divisions and services of enterprises, it is necessary to be guided by the principle of detailing. Its essence lies in the fact that each budget of a lower level is a detail of the budget of a higher level, i.e. the budgets of shops and departments are included in the consolidated (consolidated) budget of the enterprise. It is believed that the optimal budget is such a budget in which the income and expenditure sections are equal. In the event of a consolidated budget deficit, there is a need to adjust by increasing revenues or reducing expenditures.

Budget planning begins with a sales forecast, then a material budget is drawn up, which determines the types and quantities of raw materials and materials needed to implement a specific sales plan; the procurement budget characterizes the costs of purchasing all materials; the labor budget reflects the direct labor costs that are necessary in organizing the planned activities. Next, a budget is drawn up for administrative, overhead expenses, a forecast for the share of barter and mutual offsets in the volume of sales of the enterprise's products; forecast of tax payments, bank loans and the possibility of their return. In addition, during budget planning, data on the main production and reserve funds of the enterprise are analyzed.

Consolidated budget expenditures are planned on the basis of the following initial data: material costs budget based on the planned production program; payroll budget; other expenses budget; schedule of tax payments; plan-schedule of payments to off-budget funds; loan repayment schedule.

In reality, there is often a situation when there is a delay in payments for shipped products or there is an offset of mutual payments. Accordingly, in such a situation, the actual revenue side of the budget is reduced, and in order to eliminate the budget deficit, it becomes necessary to promptly review (adjust) the budget.

1.2 The concept of enterprise budget systems

Budget accounting systems are a widely used management tool that allows you to accumulate the information required to implement a variety of management functions. The emergence and use of these systems is due to the urgent needs of management, and further development is largely determined by new trends in the theory and practice of management, primarily modern quality systems (TQM). In other words, budget systems develop under the influence of new management ideas and are modified in connection with its emerging information needs. In addition, the specifics of the work of individual enterprises and the style of managing them, as evidenced by the practice of implementing and using these systems, leave their mark on the nature of the use of the possibilities of budgetary systems. Therefore, when implementing budget systems, it is important to understand their role in the implementation of management functions, the principles of organizing the budget process, and the existing relationship with other management tools.

Considering the above, we will first dwell on the list of functions of budget systems, the set of which determines the scheme of the budget process, and the list of management functions implemented when using them.

The first of the functions of budgetary systems, which determined their name, is the planning of the enterprise. For by definition, the budget is a detailed plan of the enterprise. This function is reduced to the formation of the main budget of the enterprise (master budget), reflecting the supply, production, marketing, financial and investment processes of its activities in their interconnection and interdependence, based on the accepted accounting concepts. Although this function of the system can be implemented at different levels of information aggregation, in any case, it is intended to coordinate various operations (actions) to achieve the goals of the enterprise.

Thanks to the implementation of this function, various aspects of the enterprise's activities are linked, the volumes of material, financial and labor resources required for the implementation of the planned program are coordinated, various operations are coordinated and dispatching is carried out. At the same time, vertical and horizontal detailing (integration) of budgets makes it possible to obtain information on areas of activity, responsibility centers and other analytical features, to coordinate the actions of structural divisions of the enterprise.

The implementation of the planning function of the budget system also makes it possible to form, in accordance with the information needs of managers, any quantitative indicators of achieving the goals of the enterprise (target performance indicators), assess the degree of achievement of the goals of the planned program, and conduct a preliminary analysis of the activities and future financial position of the enterprise.

The formation of a set of enterprise goals is a fundamental moment in the implementation of the considered function, because the goals of the enterprise determine the final point of budgeting. Traditionally, the goal of an enterprise is correlated with the level of its profit and financial position, since this is what is of interest to the majority of legal entities and individuals involved in business cooperation with the enterprise.

Therefore, the final stage of the implementation of the function is the preparation of preliminary reports (in particular, a balance sheet and a profit and loss statement) in order to make sure that the planned production program provides a satisfactory balance structure and a high financial result. These reporting forms have been chosen insofar as some of the stakeholders can judge the achievement of these goals only from external published reports. Thus, having received these target indicators in the budget system, the management has the opportunity to look at the results of the enterprise's activities through the eyes of owners, investors, suppliers, consumers and other interested parties.

The focus of attention of managers is another important goal - the liquidity of the enterprise. Cash flow management, coordination of payments and cash receipts are also implemented during planning to ensure the solvency of the enterprise.

Note that the real set of goals is more diverse. For example, recently, the emphasis in the formation of a goal tree has shifted to the area of ​​quality management and strategic management. On the one hand, this is due to the development of the quality management function and its transition to a qualitatively different representation in the context of management based on overall quality, which has greatly shaken the conceptual provisions of traditional management. On the other hand, the trends of strategic management are affecting the successful interaction of the enterprise with the external environment by developing a strategy that provides a competitive advantage and building up the potential of the enterprise today and in the long term.

Planning the activity of an enterprise affects the managerial function in relation to the motivation of the activities of structural units, their managers and employees. This is facilitated by: obtaining planned indicators presented with the required level of detail in the context of allocated responsibility centers; coordination in the development of budgets of the interests of responsibility centers and their subordination to the goals of the enterprise; a clear definition of the responsibility and contribution of each to the achievement of target indicators, depending on which their activities will be evaluated. In addition, the involvement of employees in the budgeting process activates non-remuneration motives that encourage each employee to strive to fulfill their obligations.

At the same time, the function of informing (communication) is being implemented, since when distributing responsibility for achieving targets, each manager is informed with the help of budgets about the role of the unit he manages in the planned program.

The second function of budget systems - the miscalculation of various budget options - is closely related to the adoption of managerial decisions and the choice of the best production program for the enterprise. It allows you to clearly present the relationship between decisions and target indicators, evaluate their cumulative impact and the contribution of each decision to the final result, identify decisions that violate the harmony of production and economic activities.

A natural consequence of planning the activities of an enterprise is the desire to analyze the compliance of the actual results of activities with the planned ones.

The third main function of budget systems - monitoring the execution of budgets and processes of production and economic activity - allows you to identify deviations in actual performance from planned ones, to assess their impact on targets (usually on financial results). Therefore, complete budget systems are information systems that include predictive, planned and actual information about various aspects of an enterprise's activities, presented in a comparable form. The mechanism for identifying the causes and magnitudes of deviations depends on the method of accumulating this information and generating information reports.

The fourth function of budget systems, analysis of budget execution, is often combined with the previous function of the system. The identified deviations are important to study and correlate with the centers of responsibility. Analysis of budget execution can also be carried out at different levels depending on the timing and different tasks solved at each level, which determines the degree of complexity of implementation. The level of its implementation depends on the completeness, depth and method of implementing such management functions as assessing the activities of the enterprise as a whole and the contribution of each responsibility center, identifying the factors (reasons) that caused deviations, motivating activities, assessing the contribution of each employee to the implementation of the program, regulation of activities. The last two functions of budget systems allow you to make informed corrective (regulatory) decisions. Depending on the degree of aggregation of information and the frequency of these functions, decisions can be operational, tactical or strategic. Note, however, that for the implementation of operational management within the framework of budgetary systems, it is important to properly organize the accounting of actual performance results. In particular, accounting should be focused on identifying immediately at the time of the business transaction the amount of deviation due to only one of the possible factors (reasons) of the cumulative deviation, which is determined by this operation. For this, an appropriate scheme for accounting for standard costs and deviations of actual costs from standard costs on the accounts of management accounting is developed.

Note that there are various ways to implement each of the listed functions of budgetary systems. The choice of this or that technology depends on the list of management functions that management hopes to implement using budget systems, since the very appearance of the functions of budget systems is caused by the need for practical management.

Thus, the desire to minimize the likelihood of erroneous decisions made impromptu for reasons of momentary expediency, and to anticipate the implementation and impact of these decisions, encourages managers to use budget systems to effectively manage the enterprise. These systems allow you to: plan the activities of the enterprise as a whole and for individual departments or business projects, reflecting in the relationship all the processes occurring at the enterprise; coordinate the activities of structural units, ensuring the harmony of their functioning; motivate staff to achieve the goals of the enterprise; promptly manage supply and marketing, production, financial, investment and other processes; evaluate the performance of dedicated responsibility centers and business projects.

The budgeting process consists in the systematic development of a course of action for the future, which reflects the use of the limited production, financial and human resources available to the enterprise, on the one hand, and the predicted market conditions, on the other. In the process of developing the budget, individual activities are coordinated in such a way that all structural divisions of the enterprise work in concert to achieve a common goal.

The main budget is a plan for the work of the enterprise as a whole, coordinated by all departments. The structure of the core budget is shown in Figure 1.

Figure 1.1 - Structure of the core budget

It consists of two main types of budgets: operational and financial.

Operating budgets are prepared to reflect operations planned for the coming year. In the process of their preparation, the forecasted sales and production volumes are transformed into quantitative estimates of income and expenses for each of the operating divisions of the enterprise.

Operational budgets include such budgets as the sales budget (income budget), the production budget in natural units, the budgets for stocks of materials and finished products, the production cost budget, detailed in separate budgets for all the main elements of production costs (material cost budget, labor cost budget , budget for overhead costs), budgets for selling, general and administrative expenses.

The starting point for their compilation is the sales forecast and the determination of the factor limiting the sale of the enterprise. Often, such a factor is consumer demand, expressed in the predicted value of the volume of products sold in natural units. In this case, the development of the main budget begins with the formation of a sales program (sales budget), since the volume and range of sales will determine the level of production of the enterprise and the entire production program. Less commonly, with unlimited demand, sales are limited by available production capacity, in which case a production budget is formed before the sales budget is prepared. When drawing up operational budgets, the processes of supply, production and marketing are coordinated.

There is no single way to quantify a specific budget item. As a starting point for budgeting, historical data can be used. However, it should be remembered that if an event took place in the past, then it does not necessarily happen in the future. Therefore, information about the past can be useful in the future if only changes in operating conditions are taken into account. In addition, managers can follow instructions from senior management, such as special instructions for price changes for purchased materials and services, when setting their budgets. Planned or forecast values ​​of indicators of production and economic activity can be determined both for a unit of output (work performed, services rendered), and for the volume as a whole. In production activities, you can focus on standard costs as the basis for calculating the cost of production volume planned in the budget.

It is obvious that the obligatory condition for the budget system to fulfill a complete list of management functions is the use of planned values ​​of costs per unit of volume, which are called standard costs, as the basis for budgeting, on the basis of which the standard cost per unit of output is calculated. At the same time, the system necessarily contains planned cost values ​​related to the entire volume. The latter, often called estimates or budgets, are calculated on the basis of standard costs per unit and the planned volume of production (sales).

Financial budgets include budgets that characterize either the financial position of the enterprise or the financial results of its activities. They are compiled on the basis of information from operating budgets, summarizing or presenting it in the required context. In particular, they include budgets (projects) of the forms of published financial statements. The first financial budget, which is prepared after receiving the entire set of operating budgets and represents the next logical stage of information processing, is an analogue of the income statement, which determines the planned profit from the sale of products. Further, a cash budget and a draft balance sheet are drawn up, which are also financial budgets.

Often, capital expenditure (investment) budgets of an enterprise are added to this group of budgets, forming a combined group of financial and investment budgets. However, it is more logical to separate them into a separate group. Investment budgets can be entered into the presented scheme of the main budget at any stage, depending on the type of investment, most importantly - before the preparation of the cash budget, since investment decisions determine the cash outflow shown in the corresponding section of the cash budget. With long-term investments that will not be completed in a given budget period, this is of no fundamental importance, however, if they affect the production capacity (and production program) in this period, then it is important to draw up the specified budget before determining the production program in natural units.

Most often, budgets are developed for a year, broken down into shorter periods: quarters, months, etc. The choice of the financial year as the budget period is explained, first of all, by the management's interest in future financial results and published reporting forms, which actually determine the face of the enterprise and must meet certain requirements. Thus, this choice when planning a production program helps to anticipate both the structure of the balance sheet and the main indicators of the income statement. Annual budgeting helps to assess the future financial results of the implementation of the chosen alternative and, at the same time, to make sure that a satisfactory balance sheet structure has been achieved to retain investment capital, to calculate the possible indicators of profitability and liquidity of the enterprise corresponding to this alternative option, i.e. to answer the main question that interests managers when making managerial decisions: what milestones will be achieved? Note, however, that the frequency of budget development is determined by the volume of planned data and the needs of a particular enterprise.

The basis for the creation of the budget system are the following provisions:

· the budget can have an infinite number of types and forms. Unlike a formalized balance sheet and income statement, the budget does not have a standardized form that must be strictly followed. The structure of the budget depends on what the subject of the budget is, the size of the organization, the detail of the study, the continuity of the planning process, and other things;

· the budget can be prepared entirely in non-monetary terms, that is, use such meters as units of production, hours of work, number of services, etc.

· the budget should present information in an accessible and clear manner so that its content is understandable to the user. An excess of information makes it difficult to understand the meaning and accuracy of the data; insufficient information can lead to a misunderstanding of the main relationships and limitations adopted in the document;

· a greater effect from the use of the budget system in the enterprise is achieved by ensuring a close relationship and comparability of its data, first of all, with the data of the financial accounting system, namely, with the integrated use of primary information on the actual activities of the enterprise, reference information and accounting principles. Budgeting should be based on the same accounting principles that are used in the enterprise when generating information about the actual implementation of activities. Otherwise, data obtained using different accounting principles cannot be compared correctly.

To ensure effective performance budgeting, it is important that appropriate administrative procedures for developing and adopting a budget are established to assist managers in budget preparation. The issues of vertical and horizontal detailing (integration) of budgets should be worked out and the signs on which it will be implemented should be identified. A set of responsibility centers should be formed and a mechanism for distributing responsibility should be defined. One way or another, but in practice, the above points need to be clearly formulated (outlined), and the procedures adapted to the requirements and characteristics of a particular enterprise. For despite the routine and uniformity of actions for the preparation and analysis of the budget, each specific enterprise has a pronounced specificity, due to the scope of its activities, the technologies used, the characteristics of production activities and its accounting, as well as many other factors. Therefore, the budgeting process is individual for each enterprise, and the budget system is unique.

To administer the budget process, the enterprise creates a structure that will establish a budgeting procedure, develop budget forms, coordinate the development and adoption of realistic budgets that meet the goals of the enterprise, control the implementation of the budget and monitor the implementation of management functions. Its name is determined by the desire of the leadership. We will agree to call it the budgeting group. Obviously, it should consist of high-level specialists who have a good idea of ​​​​the activities of the enterprise, are able to think on the scale of the enterprise and reveal problems, and can offer options for solving them. It is convenient and expedient to single out two subgroups in it. One of them - a temporary group - operates only during the development of budgets and collects collective proposals, harmonizes the interests of allocated responsibility centers and develops a system of budgets with the required detailing of the latter. It is logical to include managers - representatives from each responsibility center in the temporary operating group, which will increase the motivation of their activities, promote the active participation of personnel in enterprise management and more competent budgeting. The task of this group is to study the opportunities, problems and limitations of the activities of the enterprise's divisions, to coordinate their interests in order to achieve the goals of the enterprise, and to plan their activities. Another group - the budget committee or budget commission - operates permanently and consists of top managers responsible for the activities of the enterprise as a whole. This group develops and distributes budgeting guidance materials, provides useful information for the preparation of the budget being developed, provides valuable advisory and technical services to functional managers, determines the exact procedure for budgeting and the dates by which certain planned figures must be submitted. In addition, it combines individual budgets into the overall (main) budget of the enterprise, showing the contribution of each of them, evaluates the planned production program and approves it.

Further, as the actual activities are carried out, this group analyzes the implementation of the budget, reveals the magnitude of deviations of actual from planned indicators, establishes the reasons for these deviations and states, if necessary, the importance of corrective decisions. This group also collects and summarizes all the proposals of the team to improve the budget process or the activities of the enterprise.

This organization of the budgeting group provides a number of advantages. Firstly, the involvement of managers of each responsibility center in the planning of activities increases the responsibility of each of them for the planned indicators and, thereby, stimulates their achievement. It is important that, taking part in the development of the budget, managers agree with the possibility of its execution, as a result of which they exclude the assessment of planned indicators as not taking into account their capabilities, problems and requirements, as well as ascertaining the unreality of planned indicators as a reason for non-execution of the budget. It is unlikely that someone is pleased to admit their insolvency. Otherwise, the managers of the lower levels of management do not have this motive in achieving the targets, and the budget may not serve as a means of stimulating activity. Secondly, managers of subordinate responsibility centers have a better idea of ​​the specifics of the work of their unit, problems and limitations. Thus, they have the opportunity to timely identify negatively influencing factors and take measures to eliminate them. Thirdly, the hierarchical budgeting procedure allows the higher responsibility center to coordinate the interests of the lower ones and evaluate their contribution to achieving the goals of the enterprise, reduces the likelihood of understating the planned indicators by some of them (if the budget does not reflect a reasonable level of productivity, then it will not be approved, adjustments will be required and its re-submission to the committee).

Another issue that is important to touch upon concerns approaches to budgeting, since various schemes of this process are possible (top-down, bottom-up, integrated). The most acceptable iterative budgeting procedure, which includes a number of conditional stages, in which information is distributed from top management to lower levels of management, and then summarized from the bottom up through the hierarchical management structure several times, depending on the situation.

Initially, top management communicates the budgeting policy and its main directions to those responsible for budgeting. 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 budget preparation must be determined, such as adjustments to be made for price and wage increases and expected changes in productivity. Any expected changes in industry demand and output should also be communicated by senior management to budget managers. When outlining the main directions of activity, it is important that all managers understand the role of the current year's budget for the implementation of the long-term plan and how they should respond to expected changes in external conditions.

At the second stage, the factors limiting the production and economic activity of the enterprise are determined, which are important to determine before preparing the budget, since the starting point for the preparation of the annual budget depends on this. In addition to customer demand, there are other limiting factors that need to be taken into account (for example, production capacity).

The third stage is the initial preparation of operating, financial and investment budgets. The bottom-up organization of the budget preparation process is most acceptable.

This means that the budget is born at the lowest level of management, improved and coordinated at higher levels. Managers who are responsible for budgetary performance prepare the budget for the areas of activity for which they are responsible. This approach allows managers, taking part in the preparation of their budgets, to apply the accumulated experience, knowledge of the essence and problems of the subject area. This increases the likelihood that they will accept the budget and strive to achieve the planned goals.

The fourth stage of bottom-up budgeting is the discussion of the budget with a superior manager, who combines the budgets presented to him into one. Deliberation is a vital process of budget preparation, the course of which determines whether the budget will become a truly effective management tool or will be just a technique. It is clear that the negotiation process will allow significant improvements in budget preparation if a relationship of trust is established between senior and junior managers. After discussion, senior managers become responsible for budgeting at their level and are responsible for coordinating the indicators of budget items and coordinating the activities of subordinates. They make sure that there is no deliberate attempt to underestimate budget figures in the hope of easy execution of the final budget. As the budget moves from the bottom up - along the management hierarchy - 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. Such inconsistencies must be identified, as well as take into account other conditions, restrictions and plans that the manager does not know about or cannot influence them. Making these changes may require going through the budget from bottom to top a second or even third time until the budget is coordinated and acceptable to all parties. Finally, forecast reports should be prepared, in which the planned production program is evaluated against the achievement of targets, in order to ensure that it achieves the desired goals. Otherwise, further revisions and re-running of the budget across all instances will be required until, inter alia, the pro forma income statement, balance sheet and cash flow statement are acceptable. It is very important that budget preparers participate in the adoption of its final version, and the manager does not revise the budget without carefully analyzing the arguments of the subordinate. When revising the budget, the persons who made it should feel sufficient attention to their opinion from the management.

The final adoption of the budget is the next stage, at which the adjusted budgets are reduced to a generalized budget (basic budget) of the enterprise. The main budget of the enterprise is approved by the director and sent to all responsibility centers of the enterprise for execution.

We also note that budgeting systems, which are one of the tools for management accounting and analysis, are now increasingly considered in a strategic context. Therefore, the decomposition of strategic goals in the context of allocated responsibility centers and the construction of a balanced scorecard brought to each employee come to the fore.

Budget systems are an effective management tool, so the enterprise does not have the task of fulfilling plans at any cost and regardless of any circumstances. It is important to accumulate relevant information within their framework for a clear and adequate representation of the processes of production and economic activity and understanding the relationship between decisions made and target results.

2 ANALYSIS OF THE ENTERPRISE BUDGET PROCESS

2.1 Technical and economic characteristics of the enterprise

Interenergo was established as a limited liability company.

The procedure for ensuring the activities of the enterprise, the formation of management and control bodies, the delimitation of powers are determined by its charter in accordance with the requirements of the current legislation.

The average number of employees of the enterprise as of January 01, 2010 is 88 people. The payroll fund for the average payroll is about 50 million rubles a month.

The initial cost of fixed production assets as of December 1, 2009 is $82.7 thousand.

Depreciation of fixed assets over the past years amounted to 28%.

The indicators of the financial and economic activity of the enterprise for the last three years are characterized by the data given in table 2.1.

Table 2.1 - Indicators of financial and economic activity of Interenergo LLC

Indicators 2007 2008 2009 Proceeds from product sales, million rubles 235427332739 Production cost, million rubles 188720882294 Taxes paid to the budget, million rubles 406272209 Non-operating income and expenses, million rubles 15-12-25 Profit of the reporting period, mln. rub. Based on the above table, the trend towards a steady increase in production volumes is obvious. The profitability of manufactured products has certain fluctuations due to a significant (more than 20%) rise in the cost of non-ferrous metal in 2009, in other words, if the products were manufactured using raw materials at the level of its purchase prices in 2008, then profitability in 2009 would have had an indicator of at least 21%.

Figure 2.1 shows the organizational structure of the enterprise management.

Management of Interenergo LLC is carried out in accordance with the current legislation and the Charter on the basis of combinations of rights and interests of the labor collective and property owners. The enterprise independently determines the management structure, sets the staff and management costs. Property owners exercise their rights to manage the enterprise directly by appointing top management.

enterprise budget

Figure 2.1 - Organizational management structure of Interenergo LLC

List number of employees as of 01.01. 2010 - 88 people

The company is headed by a CEO. All power in the enterprise belongs to him. This is due to the fact that it is the CEO who is responsible for the activities of the enterprise.

It should be especially noted that in the organizational structure of the management of a separate unit, a quality service is allocated. The quality of products at the enterprise is very important. LLC "Interenergo" has developed a quality policy, the implementation of which to a certain extent ensures the commercial success of the enterprise. The company's products are certified.

The main products of the enterprise are instrumentation, related fittings for them, related products (table 2.2)

Table 2.2 - Characteristics of the products of Interenergo LLC

Item No. Name of products, brief description Purpose of products 1. Technical pressure gauges MT-50, MT-63, MT-100, MT-160 accuracy class 1.5; 2.5 Designed to measure gauge and vacuum pressure of non-aggressive non-crystallizing liquids, steam and gas2. Pressure gauges technical MVT-100, MVT-160, accuracy class 1.5; 2.5 3. Technical electrocontact pressure gauges MTE-160 accuracy class 1.5; 2.5 Designed to measure excess pressure and vacuum pressure of non-aggressive non-crystallizing liquids, gas and steam and control external electrical circuits from a direct-acting signaling device 4. Technical electrocontact vacuum gauges MVTE-160 accuracy class 1.5; Protective frame for glass thermometer OZTS 1 (operating conditions Ru up to 2.5 MPa, temperature - up to 300 0C. Designed to prevent the destruction of glass thermometers during operation at the place of temperature measurement6. Selective devices UO 1, UO 2, UO 4, UO 5, UO 6, UO 7 0Designed for cooling the measured medium entering the working cavities of manometric instruments, as well as for their connection to technological networks with the measured medium 7. Bosses BP - 01, BP - 02, BP - 03, BP - 05, BP - 06. up to 2.5 MPa, temperature - up to 300 0Designed for installation on them of immersed thermal converters for measuring temperature, instruments for measuring pressure, as well as for selective devices and stop valves of impulse lines8. Auxiliary fittings (adapters, double nipple)Adapters are designed for mounting devices in an existing mounting socket. The double nipple is used to connect the selective device with a three-way valve

The quality products listed in Table 2.2 determine the economic effect of their use, which is expressed in control over the correct and rational use of heat / electricity, saving it and, as a result, reducing costs in energy-consuming sectors of the national economy.

2.2 Analysis of the organization of planning in the enterprise

Interenergo LLC develops long-term, medium-term and short-term goals. Goals developed at the highest level are transformed into goals and objectives for lower levels. The goals are reviewed annually to ensure that the internal capabilities are appropriate to the existing conditions. The enterprise develops not one goal, but a system of goals. The objectives cover all areas of the enterprise.

The enterprise singles out linear and functional units responsible for organizational support of the goals of the appropriate level, the sequence and nature of work to achieve the ultimate goals of the enterprise are established; the effectiveness of various options for organizational decisions is evaluated; there is a system for evaluating and stimulating labor based on the final results of the unit's work.

The goal planning algorithm includes their specification in the technical and economic indicators of the enterprise and the formulation of the main problems that need to be addressed in order to achieve the goals.

The main goal of LLC "Interenergo" is to make a profit. To achieve this goal, the enterprise develops goals of a subordinate level, for example, increasing sales volumes or maintaining them at the level of the previous period. If the achievement of this goal requires an increase in market share, then the goal, subordinate to the previous one, will be an increase in market share.

Thus, the enterprise has a hierarchy of goals, for the achievement of which the planning of its activities is carried out.

The company develops long-term, medium-term, short-term plans. Business planning is also carried out.

The plan of the enterprise in its content is a set of interrelated measures to increase profits by increasing the efficiency of the use of all resources used and the sale of products. The success and efficiency of the planning system is determined to a large extent by the level of its organization, which is aimed at a systematic combination of the main elements of the planning system: - planning personnel formed into an organizational structure; planning mechanism; the process of substantiation, adoption and implementation of planned decisions (planning process); tools that support the planning process (information, technical, mathematical, software, organizational and linguistic support).

The entire planning organization system should be aimed at creating the most favorable conditions for improving production processes and enterprise management. If the theory of planning reveals the laws and principles of substantiation of planning decisions, then the organization of planning explores the process-structural aspect.

Consider the composition of specialists involved in planning.

Planned staff. This includes all specialists who, to one degree or another, perform planning functions. Since the enterprise does not have a planning unit, the specialists combine the planning function with the performance of other functions assigned to them in accordance with job descriptions and Regulations on subdivisions. (for example, specialists of the design department can, along with planning the design preparation of production, design new products).

Financial workers, production specialists have to solve a wide variety of tasks: set and balance short- and long-term goals of the enterprise; determine what is more important - to increase its market share or increase the productivity of invested capital; if we are talking about the return on invested capital, then determine where to invest new funds - in increasing the profitability of existing production or in the production of new types of products and services, etc.

When forming various services at the enterprise, preference is given to highly qualified specialists who have not only an education in their specialty, but also an economic education. The apparatus of planners at the enterprise establishes the required number of planners and their distribution among the departments of the management apparatus, determines the composition of the planning bodies, regulates linear, functional and information communications between planners and departments, establishes the rights, duties and responsibilities of planners, determines the requirements for their professional level etc.

A business plan is not only an internal document of an enterprise - it is also used as an external document, for example, when establishing or expanding contacts with partners, applying to a bank for a loan.

First of all, a business plan can help solve the problem of financing. When presented to a bank, investment fund, or other potential investor, the business plan must reassure the potential lender that a coherent and realistic program for bringing the business idea to life is presented.

Partners of the enterprise, before establishing or expanding relationships with it, will be able to make sure with the help of a business plan that there are chances for commercial success and ensuring a high level of profitability and solvency.

It is believed that the information contained in a business plan helps potential partners decide on the feasibility and conditions of doing business with an enterprise, assess its financial stability and take into account all possible risks, and avoid issuing loans to unreliable clients. A business plan (especially its summary) can also be viewed as a detailed promotional document representing the entrepreneur, the company's managers and their activities.

Ensuring the required level and quality of planning for enterprises is determined by: the competence and professionalism of the managerial corps of the enterprise at all levels of management; qualifications of specialists involved in planning; the availability of reliable information, as well as the equipment of functional units with modern organizational and computer technology.

An assessment of the financial and economic component of the project allows us to conclude that the idea of ​​creating an enterprise is interesting, profitable, justified in the market and is a profitable and stable investment for investors and credit institutions. The result of the financial calculations was the confirmation of the ability of the new business to generate cash flows sufficient to cover current expenses and make a profit.

2.3 Assessment of the place and role of the business plan in the enterprise. Analysis results

The success and effectiveness of the planning system is determined to a large extent by the level of its organization, which is aimed at a systematic combination of the main elements of the planning system:

planned personnel formed into an organizational structure;

planning mechanism;

the process of substantiation, adoption and implementation of planned decisions (planning process);

tools that support the planning process (information, technical, mathematical, software, organizational and linguistic support).

Interenergo LLC does not have a special planning unit, but this does not mean that planning is not carried out. Consider the composition of specialists involved in planning at this enterprise.

Planned staff. This includes all specialists who, to one degree or another, perform planning functions.

Interenergo LLC does not carry out strategic planning.

Tactical planning in the enterprise is carried out.

Top managers take part in drawing up the tactical plan: the director of the enterprise, the deputy director for commercial issues, the chief accountant, the head of the supply department, the deputy director for production. Particular attention is paid to the development of the annual financial plan of the enterprise.

The commercial director, the head of the logistics department (OMTS), the chief technologist, the head of production, as well as the heads of all interested services, are directly involved in the development of the annual financial plan. For production, a production program is developed, broken down by quarters and months. The head of production is responsible for its development.

The profit plan is developed by the company's economists.

The company is developing measures to reduce costs. This work covers almost all departments, since the cost includes such elements as the cost of raw materials, materials, wages, energy carriers, payroll tax, general business expenses, general production expenses. Price planning is handled by the commercial director. Certain shortcomings in price planning should be noted. Prices for products are set by a costly method, without a proper analysis of the sales market, due to which the company loses part of its profits - after all, competitors' prices are much higher. However, at present, for the analysis of the sales market, especially for the analysis of the external market, the enterprise does not have sufficient labor resources. There are no marketers in the company's staff, and the commercial director, who currently carries out market research, already has too many responsibilities.

As for financial planning, it is also not always reliable. It often happens that the plan does not correspond to the actual state of affairs. This is in different cases due to different reasons, but in this case it is clear that it is impossible to draw up only one version of the plan. It is necessary to draw up several variants of it - optimistic, pessimistic and, possibly, an intermediate version. However, for such planning, the enterprise also does not have sufficient resources. Pursuing the goal of economical planning and reducing the cost of production, the management of the enterprise does not expand the staff of planned workers.

There are other shortcomings in planning at the enterprise Interenergo LLC. For example, such a disadvantage. Products manufactured at the enterprise are often unique and in demand by the market.

The company is interested in reducing the production cycle of their manufacture. Foremen at the sites strive to ensure that working time is used rationally, the logistics service plans timely deliveries to sites, the workshops are rationing the cost of working time, but there is no significant reduction in the production cycle. At the same time, there is such a type of planning as network planning, which allows to achieve a reduction in the production cycle, but it is not used at the enterprise.

The marketing strategy of our company includes the following key elements:

production is focused on a wide range of domestic and foreign consumers;

when selling, a flexible pricing policy will be used:

to conquer the domestic market, an advantage over importers of at least 10-15% should be provided;

with significant volumes of deliveries (more than 10 tons) and with the conclusion of long-term contracts, minimum settlement prices will be set with discounts of up to 10%,

when switching to the production of new highly profitable goods and increasing the physical volumes of production, it is possible to reduce prices for finished products by up to 10% while maintaining a profitability level of at least 15%.

Thus, the following shortcomings can be noted in the implementation of the planning function at Interenergo LLC.

1.Practically no foreign sales markets, competitors are studied, which does not allow for effective planning of sales volume, and, consequently, other indicators, such as profit, profitability, etc.

2.Enterprise plans are not multivariate, which reduces their reliability.

.The production does not use network planning, which allows to reduce the time of production.

These shortcomings can be eliminated by implementing the following proposals.

Consider the possibility of creating a marketing service at the enterprise, or at least introducing the position of a marketer to the staff of the enterprise. This will allow you to analyze product markets, competitors, study product prices, develop a pricing policy that maximizes profits, which will ultimately increase the profits and profitability of the enterprise.

In order to reduce the production cycle of manufacturing products, I propose to use network planning in production.

3. SUGGESTIONS TO IMPROVE THE BUDGET PROCEDURE IN THE ENTERPRISE

3.1 Proposals for the introduction of long-term planning

The shortcomings identified during the analysis of the planning system at Interenergo LLC can be eliminated by implementing the following proposals.

Consider the possibility of creating a marketing service at the enterprise, or at least introducing the position of a marketer to the staff of the enterprise. This will allow you to analyze product markets, competitors, study product prices, develop a pricing policy that maximizes profits, which will ultimately increase the profits and profitability of the enterprise. When designing an organizational structure, its effectiveness should be calculated. Organizational structure efficiency ratio (K uh ) calculated by the formula:

TO uh = P n/w at (3.1)

where P P - the end result (effect) obtained from the functioning of the organizational structure of management;

W at - management costs.

* 12 * 1.3 \u003d 8271276 (rubles) or 8.271 million rubles.

then Ke \u003d 20: 8.271 \u003d 2.41 or 241%

It should be borne in mind that the search for relationships between the organizational structure of management and the results of management activities is very difficult. However, in this case, this relationship can be established.

For example, a marketer conducted a marketing study, which resulted in a proposal to establish partnerships with a metal supplier whose product prices are 10% lower. It is clear that in this case, the cost of materials will decrease, and the profit will increase. This increase in profits will be the economic effect of introducing the position of a marketer to the staff of the enterprise.

In the event that the work of a marketer is evaluated positively, in the future it will be possible to improve the organizational structure by creating a marketing department in its composition.

Creating multi-variant tactical plans is a laborious task. The creation of a special planning service in an enterprise does not correspond to the principle of economical planning. Therefore, I propose to improve planning tools, which will help reduce the complexity of planning. On sale there are computer programs with which you can draw up business plans. Their purchase for enterprises is not an unbearable financial burden. With the help of such programs, the quality of planning can be significantly improved.

In order to reduce the production cycle of manufacturing products, I propose to use network planning in production. Network planning and management is based on the image of the entire complex of works in the form of a directed graph, reflecting the logical sequence, interconnection and duration of the complex of works, followed by optimization of the developed schedule.

In accordance with the "Basic Provisions for the Development and Application of Network Planning and Management Systems", it is recommended to divide the entire range of works on the SPM into seven stages.

Stage 1. Drawing up a list of works on the object to achieve the final goal.

Stage 2. Establishment of the network topology, i.e. clear sequence and interconnection of all works.

Stage 3. Construction of a network diagram or model using rules that define the outline of a set of works and events for a given object.

Stage 4. Determining the duration of work.

Stage 5. Calculation of the parameters of the network model.

Stage 6. Network analysis and network optimization.

Stage 7. Functioning of the network model.

The main areas of effective application of STC are:

targeted developments to create complex technical systems involving a large number of performers;

preparation and development of the production of new types of products in the conditions of existing production, the implementation of the most important and complex orders in research institutes, design bureaus, at enterprises of single and pilot production;

construction and installation of large industrial facilities, reconstruction and repair of buildings, structures, complex equipment;

preparation and holding of major organizational events.

3.2 Evaluation of the economic effect of the implementation of proposals

To implement and use a marketing specialist in management practice, an enterprise must spend some money.

Firstly, it is the cost of purchasing equipment (computer, software, desk, printer, fax).

Table 3.1 Capital costs

Technical equipmentPrice of one unit, thousand rubles Quantity of necessary equipment, pieces Cost, thousand rubles

From Table. 3.1 it can be seen that the total cost of additional equipment (KTS) equipment and furniture is 8280 thousand rubles.

The costs required to create a software tool (Ksoz) are summarized in Table. 3.2.

Table 3.2 Costs for creating a software tool

Indicator Amount Fund for the remuneration of a specialist in the installation of this software, thousand rubles 200 Contributions to the social protection fund, thousand rubles 70 Contributions to Rosgosstrakh, thousand rubles 1.2 TOTAL: 271.2

The total capital costs for the implementation of the software were:

Ko \u003d 8280 + 271.2 \u003d 8551.2 thousand rubles.

As a result of the acquisition and implementation of new equipment, the costs increase by the amount of depreciation deductions and the total cost of electricity. Calculation of costs for the production and sale of Ztot is carried out according to the formula:

Ztot=Ao+Zel+Zak+Zobsl(3.1)

where Ao - the cost of depreciation,

Zel - total electricity costs,

Zach - cost of accessories,

Zobs - the monthly cost of maintaining this program.

The amount of depreciation deductions is determined by the formula:

Ao \u003d Kts * Na (3.2)

where Kts - the cost of additional equipment with technical means,

Na - depreciation rate,%.

The depreciation rate for computer technology is 10%.

Ao \u003d 8280 * 0.10 \u003d 828 thousand rubles.

Now you need to calculate the cost of electricity. It should be taken into account that the PC will be connected to the network only during the working day. The annual working time fund is 2020 hours. The power consumption of one computer is 0.4 kWh (for four computers it is 1.2 kWh). Electricity costs are calculated according to formula 3.3.

Zel=Ech*Ne(3.3)

where Ech - power consumption from the network,

Ne is the standard cost of electricity for enterprises.

The standard cost of electricity for enterprises is 220.6 rubles. for 1 kW.

Ze \u003d (2020 * 1.2) * 220.6 \u003d 535 thousand rubles.

The cost of accessories (Zach) is calculated by the formula:

Zak \u003d Zb + Zk + Z (3.4)

where Zb - the cost of purchasing paper,

Zk - the cost of purchasing a cartridge,

Zd - the cost of purchasing floppy disks.

Zach \u003d 100 + 200 + 20 \u003d 320 thousand rubles.

Payment for maintenance of the software for the year will be 4200 thousand rubles. (350 thousand rubles x 12 months).

The salary of marketers will be

x12 \u003d 15600000 rubles. or 15600 thousand rubles.

According to formula 3.1 we have:

Ztotal \u003d 828 + 535 + 320 + 4200 + 15600 \u003d 21483 thousand rubles.

The introduction of a marketing specialist into the staff allows to reduce the time of information processing by approximately 3 times.

If we take into account that employees spend half of all working time on processing information related to personnel, and their average salary is 1,300,000 rubles, then the effect of the proposed measures per year will be with the working time fund of 2020 hours per year:

total time spent processing information:

(4x2020)/(2x3) = 1347 hours

Thus, the savings will be:

x4/2 - 1347 = 2693 hours.

Consequently, one worker is released when processing information using the embedded software:

x (1300000 x12) / 2020 = 20797.4 thousand rubles

The volume of concluded contracts for the supply of company services will increase by 30%. Thus, the additional profit will be:

* 0.3 \u003d 16700 thousand rubles.

In total, we get: 20797.4 + 16700 = 37497.4 thousand rubles.

The income tax will be:

4x0.24 = 8999.4 (thousand rubles)

Net profit:

4 - 8999.4 \u003d 28498 (thousand rubles)

We calculate the payback period by the method using the reduction factor, which is more accurate. In the process of work, the resulting effect ultimately reimburses the capital costs. However, the sums of results and costs obtained by years lead to a single time - the billing year (2009 is taken as the billing year) by multiplying the results and costs for each year by the ghost coefficient (a), which is calculated by the formula:

?t = (1+Ek) -t (3.7)

where ?t - discount factor of the current year;

Ек - discount rate (assumed equal to 15%);

t is the current year.

Thus, the following values ​​will correspond to the reduction factors by years: ?0= (1+0,15) -0 = 1; ?1 = (1+0,15) -1 = 0,87; ?2 = (1+0,15) -2 = 0,76; ?2 = (1+0,15) -3 = 0,66.

The calculation of the effectiveness of the implementation of this tool is given in table. 3.2.

Table 3.2 Calculation of economic effect

Indicatrication by year 2010 g.2011 g. , thousand rubles -18690.2116327.0814178.78Capital investments, thousand rubles -8280Net present value, thousand rubles -8280-2176.953154.457784.35

Based on the table. 3.2 we build a profit and loss curve (Fig. 3.2).

Rice. 3.2 Profit and loss curve

From fig. 3.2 clearly shows that the profit from the implementation of the event, taking into account discounting, constantly tends upwards, which indicates a positive economic effect. At the same time, the dynamic payback period is 1.1417 years.

CONCLUSION

At the end of this work, the following conclusions should be drawn:

Budgeting is a process of coordinated planning and management of an organization's activities using budgets (estimates) and economic indicators that allow determining the contribution of each unit and each manager to the achievement of common goals.

The planning function serves as the basis for making managerial decisions and is a managerial activity that provides for the development of goals and objectives for production management, as well as determining ways to implement plans to achieve the goals.

Planning at any enterprise is based on incomplete data, even if there is a well-established system of accounting and statistical accounting.

Business plan - business plan of the firm, enterprise; in a market economy, a necessary tool for a feasibility study and business organization, including relationships with banks and investment, marketing organizations, intermediaries, consumers.

The analysis of LLC "Interenergo" activities showed that the average number of employees of the enterprise as of January 01, 2010 is 88 people. The payroll fund for the average payroll is about 50 million rubles a month. The initial cost of fixed production assets as of December 1, 2009 is $82.7 thousand.

Depreciation of fixed assets over the past years amounted to 28%. The profitability of manufactured products has certain fluctuations due to a significant (more than 20%) rise in the cost of non-ferrous metal in 2009, in other words, if the products were manufactured using raw materials at the level of its purchase prices in 2008, then profitability in 2009 would have had an indicator of at least 21%.

Interenergo LLC develops long-term, medium-term and short-term goals. Goals developed at the highest level are transformed into goals and objectives for lower levels. The goals are reviewed annually to ensure that the internal capabilities are appropriate to the existing conditions. The enterprise develops not one goal, but a system of goals. The objectives cover all areas of the enterprise.

LIST OF USED SOURCES

1.Analysis of the financial condition and investment attractiveness of the enterprise: Proc. Allowance / E.I. Krylov, V.M. Vlasova, M.G. Egorova, 2003. 192 p.

.Vishnyakov V.A. Fundamentals of information technology in management. - Mn.: Publishing House of MIU, 2003. - 256 p.

3.Goncharov A. Computer for a manager. - St. Petersburg: "Piter", 2002. - 464 p.

.Goncharov V.I. Management. - Mn., 2003. - 624 p.

5.Zolotogorov V.G. Organization and planning of production. - Minsk: FUAinform, 2001. - 345 p.

6.Kovaleva A.M. Firm's finances: Textbook. - M.: INFRA - M, 2005

7.Loktev V.G. Regulation and wages. - Minsk: LLC "Modern School", 2006. - 180 p.

8.Shevchuk D.A. Business planning, "Phoenix", 2007. - 519 p..

9.Enterprise Economics Ed. L.N. Not good. - Mn .: "New Knowledge", 2005. - 383 p.

.Enterprise Economics Ed. A.I. Ilyina.- Minsk: "New knowledge", 2006. - 698 p.

.Enterprise Economics Ed. V.Ya. Semenova.- St. Petersburg: "Peter", 2004. - 389 p.

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