Enterprise budget. Financial planning and development of an enterprise budget Budgeting in an enterprise

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INTRODUCTION

The main economic goals of an enterprise in market conditions are increasing production efficiency, maximizing profits, conquering new markets and meeting the needs of the team. At the same time, the influence of economic risk factors increases, the advantage of free pricing and the possibility of independent choice of suppliers and consumers appears. At the same time, the state is relieved of all responsibility for providing the enterprise with raw materials and materials, for marketing its products, and for the level of its wages.

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

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 not only (and perhaps not so much) of 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 the process of working with other legal entities and individuals. The very fact of the operation of the enterprise presupposes 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 primary and other types of activities, as well as in the process of distributing financial results, including directing them to certain purposes.

Financial relations are part of monetary relations, arise only with the movement of funds and are accompanied by the formation and use of funds of funds.

Relations related to the types of activities of the enterprise, the results of which affect the amount of profit before tax: sale or rental of property; factors determining exchange rate differences in foreign exchange transactions; conditions for making financial investments, etc.

Making a profit is the main activity of enterprises.

Based on profits, an analysis of the current financial condition of the enterprise is carried out. Therefore, it is very important to plan profits.

The purpose of this work is to determine areas for improving the enterprise budgeting mechanism.

The object of work is Interenergo LLC.

The subject of the work is drawing up the organization's budget.

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

The theoretical aspects of enterprise budgeting have been studied;

the main financial indicators of the enterprise’s activities were analyzed;

problems of budget planning of the analyzed enterprise are identified and ways to solve them 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 processes and phenomena being studied, the use of economic-mathematical, statistical, sociological and marketing methods in the study of applied aspects of the topic.

The theoretical basis of the study consisted 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 for the work was the statistical data of the enterprise, secondary information from foreign and domestic periodicals.

1. THEORETICAL ASPECTS OF COMPANY BUDGETING

1.1 Organizational budget: concept and essence

A budget is an estimate of an enterprise's income and expenses. The development of budgets is an integral element of the overall planning process, and not just its financial part. It is advisable to implement a budget planning system for income and expenses to ensure savings in money, greater flexibility in management, reduction in production costs, and also to increase the reliability of planned indicators.

Budgets are usually prepared for the year, most often broken down by quarter.

Let's 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 and saving the budget of the payment fund, which will increase the material interest of staff in the successful implementation of planned tasks;

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

Budget planning allows for strict economy of the company's financial resources.

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

Based on the breadth of the range of costs, functional and complex budgets are distinguished. As a rule, the functional budget is compiled according to one, or less often, 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 expenses.

According to development methods, stable and flexible budgets are distinguished. Thus, a stable budget does not change when the volume of activity of the enterprise changes, in particular, the depreciation budget. A flexible budget provides for the establishment of planned current or capital costs not in firmly fixed amounts, but in the form of cost standards that are interconnected with the volumetric indicators of the enterprise’s activities, 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 an enterprise, the following end-to-end budget system is used: budget of material costs; energy consumption budget; depreciation budget; wage fund budget, budget for other expenses; tax budget; budget for repayment of bank loans.

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

The tax budget must include all taxes and obligatory payments to the republican and local budgets, as well as to extra-budgetary funds. The budget under consideration is planned only for the enterprise as a whole.

The consolidated budget of an enterprise is defined as the sum of the budgets of structural divisions, 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 consolidated budget. In the process of establishing budgets for structural divisions and services of enterprises, it is necessary to be guided by the principle of detail. Its essence lies in the fact that each lower-level budget is a detail of the higher-level budget, i.e. the budgets of workshops and departments are included in the consolidated budget of the enterprise. It is believed that the optimal budget is one 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 expenses.

Budget planning begins with a sales volume forecast, then a material budget is drawn up, which determines the types, 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 and overhead costs, a forecast of 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 expenses are planned based on the following initial data: budget of material costs based on the planned production program; wage fund budget; budget for other expenses; tax payment schedule; payment plan to extra-budgetary funds; loan repayment plan.

In reality, a situation often occurs when payments for shipped products are delayed or mutual payments are offset. Accordingly, in such a situation, the actual budget revenue is reduced, and in order to eliminate the budget deficit, the need arises for a prompt revision (adjustment) of the budget.

1.2 The concept of enterprise budget systems

Budget accounting systems are a widely used management tool that allows you to accumulate information required for the implementation of various management functions. The emergence and use of these systems is determined by the pressing needs of management, and further development is determined largely by new trends in the theory and practice of management, primarily by 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 nature of using the capabilities of budget systems is influenced by the specifics of the work of individual enterprises and their management style, as evidenced by the practice of implementing and using these 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.

Taking into account the above, let us first dwell on the list of functions of budget systems, many of which determine the scheme of the budget process, and the list of management functions implemented when using them.

The first of the functions of budget systems, which determined their name, is planning the activities of the enterprise. Because by definition, a budget is a detailed plan for the activities of an enterprise. This function comes down to the formation of the enterprise’s master budget, reflecting the supply, production, sales, financial and investment processes of its activities in their interrelation and interdependence, on the basis of accepted accounting concepts. Although this system function 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, centers of responsibility and other analytical characteristics, and to coordinate the actions of the structural divisions of the enterprise.

The implementation of the planning function of the budget system also allows you 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 to which the goals are achieved by 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 function under consideration, because the enterprise goals determine the final point of budgeting. Traditionally, the goal of an enterprise is correlated with its level of 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 implementing the function is the preparation of preliminary reports (in particular, the balance sheet and profit and loss account) in order to ensure that the planned production program provides a satisfactory balance sheet structure and high financial results. These reporting forms were chosen because some of the stakeholders can judge the achievement of these goals only by external published reporting. Thus, having received these target indicators in the budget system, 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.

Managers focus on 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 forming a tree of goals 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 concept in the context of management based on total quality, which greatly shook the conceptual provisions of traditional management. On the other hand, there are trends in strategic management aimed at successful interaction of the enterprise with the external environment by developing a strategy that provides a competitive advantage and at increasing the potential of the enterprise today and in the long term.

Planning the activities of an enterprise affects the management function in relation to the motivation of the activities of structural units, the managers and employees who head them. This is facilitated by: obtaining planned indicators presented with the required level of detail in the context of allocated responsibility centers; when developing budgets, coordinating the interests of responsibility centers and subordinating them to the goals of the enterprise; a clear definition of everyone’s responsibility and contribution to achieving target indicators, depending on which their activities will be assessed. In addition, involving employees in the budget development process activates non-remuneration motives that encourage each employee to strive to fulfill their obligations.

At the same time, the information (communication) function is implemented, since when distributing responsibility for achieving target indicators, information about the role of the unit he manages in the planned program is communicated to each of the managers with the help of budgets.

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

A natural consequence of planning an enterprise's activities is the desire to analyze the conformity of actual performance results with those planned.

The third main function of budget systems - monitoring the execution of budgets and processes of production and economic activity - makes it possible to identify deviations in actual performance results from planned ones and assess their impact on target indicators (usually on the financial result). Therefore, complete budget systems are information systems that include forecast, planned and actual information on various aspects of the 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. It is important to study the identified deviations and correlate them 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 determines 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 center of responsibility, identifying the factors (reasons) that caused deviations, motivating activities, assessing the contribution of each employee to the implementation of the program, and regulating activities. The last two functions of budget systems allow making informed corrective (regulatory) decisions. Depending on the degree of aggregation of information and the frequency of performance of these functions, decisions can be operational, tactical or strategic. We note, however, that for the implementation of operational management within budget systems, the appropriate organization of accounting for actual performance results is important. In particular, accounting should be focused on identifying immediately at the time of a business transaction the amount of deviation caused by only one of the possible factors (reasons) of the total deviation, which is determined by this operation. For this purpose, an appropriate scheme for accounting for standard costs and deviations of actual costs from standard costs in management accounting accounts is being developed.

Note that there are various ways to implement each of the listed functions of budget systems. The choice of a particular 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 immediate expediency, and to anticipate the implementation and impact of these decisions, encourages managers to use budget systems for effective enterprise management. These systems allow you to: plan the activities of the enterprise as a whole and for individual divisions or business projects, reflecting in the interconnection all processes occurring in 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 sales, production, financial, investment and other processes; evaluate the performance of dedicated responsibility centers and business projects.

The budgeting process consists of systematically developing a course of action for the future that 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 a budget, individual activities are coordinated so that all structural units of the enterprise work in harmony to achieve a common goal.

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

Figure 1.1 - Structure of the main budget

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

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

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

The starting point for their compilation is the forecast of sales volume and the determination of the factor limiting the sales of the enterprise. Often, such a factor is consumer demand, expressed in the predicted value of the volume of products sold in physical 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 often, with unlimited demand, sales volume is limited by available production capabilities, in which case a production budget is formed before drawing up the sales budget. When drawing up operating budgets, procurement, production and sales processes are coordinated.

There is no single way to quantify a specific budget item. Historical data can be used as a starting point for budgeting. However, it should be remembered that if an event took place in the past, 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 may adhere to instructions from senior management when preparing their budgets, such as specific instructions regarding price changes for purchased materials and services. Planned or forecast values of indicators of production and economic activity can be determined both for a unit of output (work performed, services provided) and for the volume as a whole. In production activities, you can focus on standard costs as the basis for calculating the cost of the output volume planned in the budget.

Obviously, a prerequisite for the budget system to perform a full list of management functions is the use of planned values of costs per unit of volume, which are called standard costs, on the basis of which the standard cost of a unit of production is calculated. At the same time, the system necessarily contains planned cost values related to the entire volume. The latter, often called estimated or budgetary, are calculated on the basis of standard costs per unit and planned production (sales) volume.

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, these include budgets (projects) of forms of published financial statements. The first financial budget, which is drawn up after receiving the entire set of operating budgets and represents the next logical stage of information processing, is an analogue of the profit and loss statement, which determines the planned profit from the sale of products. Next, a cash budget and a draft balance sheet are drawn up, which are also financial budgets.

Often, capital expenditure (investment) budgets of the 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 drawing up the cash budget, since investment decisions determine the outflow of funds shown in the corresponding section of the cash budget. For long-term investments that will not be completed in a given budget period, this is not of fundamental importance, however, if they will affect production capacity (and the production program) in a given 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 the 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 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, make sure that a satisfactory balance sheet structure has been achieved to retain investment capital, and calculate the possible indicators of profitability and liquidity of the enterprise corresponding to this alternative option, i.e. answer the main question that interests managers when making management 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 creation of the budget system is based on the following provisions:

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

· The budget can be prepared entirely in non-monetary terms, that is, using such measures as units of production, hours of labor, number of services, etc.

· The budget must present information in an accessible and clear form so that its contents are understandable to the user. Too much information makes it difficult to understand the meaning and accuracy of the data; insufficient information can lead to a misunderstanding of the basic relationships and limitations adopted in the document;

· a greater effect from the use of the budget system in an 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 about the actual activities of the enterprise, regulatory reference information and accounting principles. Budgeting should be based on the same accounting principles as those used at the enterprise when generating information about the actual implementation of activities. Otherwise, it is not correct to compare data obtained using different accounting principles.

To ensure effective budgeting activities, it is important that appropriate administrative procedures for the development and adoption of the budget are established, which should provide managers with assistance in its preparation. Issues of vertical and horizontal detailing (integration) of budgets must be worked out and the signs by which it will be carried out must be identified. A set of responsibility centers must be formed and a mechanism for distributing responsibility must be determined. One way or another, in practice, the above points need to be clearly formulated (outlined), and the procedures must be adapted to the requirements and characteristics of a particular enterprise. For, despite the routineness and uniformity of the actions for drawing up and analyzing the budget, each specific enterprise has a pronounced specificity, determined by 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 at the enterprise, a structure is created that will establish the budgeting procedure, develop budget forms, coordinate the development and adoption of realistic budgets that meet the goals of the enterprise, monitor budget execution and monitor the implementation of management functions. Its name is determined by the desire of management. We will agree to call it the budgeting group. Obviously, it should consist of high-level specialists who have a good understanding of the activities of the enterprise, are able to think on the scale of the enterprise and identify problems, and can offer solutions to them. It is convenient and expedient to distinguish two subgroups. One of them - a temporary group - operates only during the development of budgets and is engaged in collecting collective proposals, coordinating the interests of designated centers of responsibility and developing a budget system with the required detail of the latter. It is logical to include managers - representatives from each responsibility center - into the temporary group, which will enhance the motivation of their activities, promote the active participation of personnel in enterprise management and more competent development of budgets. The task of this group is to study the opportunities, problems and limitations of the activities of the enterprise's divisions, coordinate their interests to achieve the goals of the enterprise, and 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 regulatory and instructional materials on budgeting, provides information useful for the preparation of the budget being developed, provides valuable consulting and technical services to functional managers, determines the exact procedure for drawing up the budget and the dates by which certain planned figures should be presented. In addition, it combines individual budgets into the general (main) budget of the enterprise, showing the contribution of each of them, evaluates the planned production program and approves it.

Further, as actual activities are carried out, this group analyzes the execution of the budget, identifies the magnitude of deviations between actual and planned indicators, establishes the reasons for these deviations and, if necessary, states the importance of corrective decisions. This group also collects and summarizes all the team’s proposals for improving the budget process or the activities of the enterprise.

This type of organization of the budgeting group provides a number of advantages. Firstly, the involvement of managers of each responsibility center in planning activities increases the responsibility of each of them for the planned indicators and, thereby, stimulates them to achieve them. It is important that, by 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 stating the unreality of planned indicators as the reason for non-fulfillment of the budget. It is unlikely that anyone is pleased to admit their inadequacy. Otherwise, managers at lower levels of management do not have this motive to achieve target indicators, and the budget may not serve as a means of stimulating activities. Secondly, managers of lower responsibility centers have a better understanding of the specifics of their department’s work, problems and limitations. Thus, they have the opportunity to promptly identify negative factors and take measures to eliminate them. Thirdly, the hierarchical budgeting procedure allows the higher center of responsibility to coordinate the interests of subordinates and evaluate their contribution to achieving the goals of the enterprise, reduces the likelihood of underestimation of planned indicators by some of them (if the budget does not reflect a reasonable level of productivity, then it will not be approved, and adjustments will be required). re-submission to the commission).

Another issue that is important to raise concerns approaches to budgeting, since various schemes for this process are possible (top-down, bottom-up, integrated). The most acceptable is the 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 generalized from the bottom up along the hierarchical management structure several times depending on the situation.

Initially, senior management communicates the budget policy and its guidelines to budget makers. This information may influence planned changes in the range of products sold or the expansion or reduction of 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 to managers responsible for budget preparation by top management. When outlining the main areas of activity, it is important that all managers understand the role of the current year budget in fulfilling the long-term plan and how they must respond to expected changes in external conditions.

At the second stage, factors limiting the production and economic activities of the enterprise are determined, which are important to determine before preparing the budget, since the starting point for drawing up 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 involves the initial preparation of operating, financial and investment budgets. The most acceptable organization of the budget preparation process is from the bottom up.

This means that the budget is created at the lowest level of management, improved and coordinated at higher levels. Managers responsible for achieving budgetary targets create a budget for the areas of activity for which they are responsible. This approach allows managers, when participating in the preparation of their budgets, to apply accumulated experience, knowledge of the substance 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 discussing the budget with a senior manager, who combines the budgets presented to him into one. Discussion is a vital process in budget preparation and will determine whether the budget will truly be an effective management tool or merely a technique. It is clear that the deliberation process will allow for significant improvements in budget preparation if trust is established between senior and subordinate managers. After discussion, senior managers become responsible for budgeting at their level and are responsible for agreeing on the indicators of budget items and coordinating the activities of subordinates. They ensure that there is no deliberate attempt to under-budget in the hope that the final budget will be easily met. As the budget moves from the bottom up - through the management hierarchy - in the process of discussion it is necessary to study the relationship between budget indicators. Such an examination may reveal that some budgets are not balanced with other budgets and need improvement. Such inconsistencies must be identified, as well as other conditions, restrictions and plans that the manager is not aware of or cannot influence. Making these changes may require going through the budget from top to bottom a second or even a third time until the budget is coordinated and acceptable to all parties. Finally, forecast reports must be compiled in which the planned production program is assessed against targets to ensure that it achieves the desired objectives. Otherwise, further revisions and re-running of the budget through all levels will be required until, in particular, the forecast income statement, balance sheet and cash flow statement are acceptable. It is very important that the budget preparers participate in the final version, and that the manager does not revise the budget without carefully analyzing the subordinate's arguments. When revising the budget, those who compiled it should feel sufficient attention to their opinions on the part of management.

The final adoption of the budget is the next stage, at which the aligned budgets are combined into a generalized budget (main 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 being considered in a strategic context. Therefore, the decomposition of strategic goals in terms of designated centers of responsibility and the construction of a balanced scorecard communicated to each employee come to the fore.

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

2 ANALYSIS OF THE ENTERPRISE BUDGETING PROCESS

2.1 Technical and economic characteristics of the enterprise

The Interenergo company was created in the form of a limited liability company.

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

The average number of employees of the enterprise as of January 1, 2010 is 88 people. The monthly wage fund for the average payroll is about 50 million rubles.

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 activities of the enterprise over the past three years are characterized by the data given in table 2.1.

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

Indicators 2007 2008 2009 Revenue from product sales, million rubles 235427332739 Cost of products, million rubles 188720882294 Taxes paid to the budget, million rubles 406272209 Non-operating income and expenses, million rubles. 12/15/25Profit of the reporting period, million rubles 75361211Profitability,% 4179Number of employees, people 547488Revenue/export ratio 80/2060/4066/34 Based on the table above, 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%) increase in the cost of non-ferrous metal in 2009, in other words, if the products were produced using raw materials at the level of their purchase prices in 2008, then the profitability in 2009 would have been no less than 21%.

Figure 2.1 shows the organizational structure of enterprise management.

Interenergo LLC is managed in accordance with current legislation and the Charter on the basis of a combination of the rights and interests of the workforce 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 through the appointment of senior management.

budget enterprise

Figure 2.1 - Organizational management structure of Interenergo LLC

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

The company is headed by a general director. All power in the enterprise belongs to him. This is due to the fact that it is the general director 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 company attaches great importance to product quality. Interenergo LLC has developed a quality policy, the implementation of which to a certain extent ensures commercial success for the company. The company's products are certified.

The main products of the enterprise are instrumentation, related fittings, and related products (Table 2.2)

Table 2.2 - Product characteristics of Interenergo LLC

No. Name of product, brief description Purpose of product 1. Technical pressure gauges MT-50, MT-63, MT-100, MT-160 accuracy class 1.5; 2.5 Designed for measuring excess and vacuum pressure of non-aggressive non-crystallizing liquids, steam and gas2. Technical pressure and vacuum gauges MVT-100, MVT-160, accuracy class 1.5; 2.5 3. Technical electric contact pressure gauges MTE-160 accuracy class 1.5; 2.5 Designed for measuring excess pressure and vacuum pressure of non-aggressive non-crystallizing liquids, gas and steam and controlling external electrical circuits from a direct-acting signaling device 4. Technical electric contact pressure and vacuum gauges MVTE -160 accuracy class 1.5; 2.55. Protective frame for the glass thermometer OZTS 1 (operating conditions Ru up to 2.5 MPa, temperature up to 300 0C. Designed to prevent destruction of glass thermometers during operation at the place where temperature is measured 6. Selected devices UO 1, UO 2, UO 4, UO 5, UO 6, UO 7 (Operating conditions Ru up to 2.5 MP, temperature - up to 200 0SP are intended for cooling the measured medium entering the working cavities of pressure gauge instruments, as well as for their connection to technological networks with the measured medium 7. Boss BP - 01, BP - 02, BP - 03, BP - 05, BP - 06. Operating conditions Ru up to 2.5 MPa, temperature - up to 300 0SPs are intended for installation of submersible thermal converters for measuring temperature, instruments for measuring pressure, as well as for sampling devices and shut-off valves of impulse lines8. Auxiliary fittings (adapters, double nipple) Adapters are designed for mounting devices into an existing mounting socket. The double nipple is used to connect the selection device to a three-way valve

The quality products listed in Table 2.2 determine the economic effect of their use, 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 at the enterprise

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

The enterprise allocates linear and functional units responsible for organizational support of goals at the appropriate level, establishes the sequence and nature of work to achieve the ultimate goals of the enterprise; the effectiveness of various options for organizational solutions is assessed; There is a system for assessing and stimulating work based on the final results of the unit’s work.

The algorithm for planning goals includes their specification in the technical and economic indicators of the enterprise and the formulation of the main problems that require solutions to achieve the goals.

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

Thus, the enterprise has a hierarchy of goals to achieve which its activities are planned.

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

The enterprise plan, in its content, represents a set of interrelated measures to increase profits by increasing the efficiency of using all used resources and selling products. The success and effectiveness of the planning system is determined to a large extent by the level of its organization, which is aimed at the systematic combination of the main elements of the planning system: - planning personnel formed into an organizational structure; planning mechanism; the process of justification, adoption and implementation of planned decisions (planning process); tools that support the planning process (information, technical, mathematical and 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 planning theory reveals the patterns and principles of substantiation of planning decisions, then planning organization explores the process-structural aspect.

Let's consider the composition of specialists carrying out planning.

Scheduled personnel. This includes all specialists who, to one degree or another, perform planning functions. Since the enterprise does not have a division that carries out planning, specialists combine the planning function with the performance of other functions assigned to them in accordance with job descriptions and Regulations on divisions. (for example, specialists from the design department can, along with planning design preparation for production, engage in the design of new products).

Financial workers and production specialists have to solve a wide variety of problems: set and balance the short- and long-term goals of the enterprise; determine what is more important - increasing your market share or increasing the productivity of invested capital; if we are talking about the profitability of invested capital, then establish what to invest new funds in - 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 planning workers at the enterprise establishes the required number of planning personnel and their distribution among the divisions of the management apparatus, determines the composition of planning bodies, regulates linear, functional and information connections between planners and departments, establishes the rights, duties and responsibilities of planners, determines the requirements for their professional level and so on.

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, or 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 convince the potential lender that a coherent and realistic program for bringing the business idea to fruition is presented.

Partners of an enterprise, before establishing or expanding relationships with it, will be able to use a business plan to ensure 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 the company, 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 considered as a detailed advertising document representing the entrepreneur, the managers of the enterprise and their activities.

Ensuring the required level and quality of planning for enterprises is determined by: the competence and professionalism of the enterprise's management corps at all levels of management; qualifications of specialists involved in planning; the availability of reliable information, as well as the equipping of functional departments 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, market justified and is a profitable and stable investment for investors and credit institutions. The result of the financial calculations was confirmation of the new business's ability to generate cash flows sufficient to cover operating expenses and make a profit.

2.3 Assessing 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 justification, adoption and implementation of planned decisions (planning process);

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

There is no special planning division at the Interenergo LLC enterprise, but this does not mean that planning is not carried out. Let's consider the composition of specialists carrying out planning at a given enterprise.

Scheduled personnel. This includes all specialists who, to one degree or another, perform planning functions.

The company Interenergo LLC does not carry out strategic planning.

Tactical planning at the enterprise is carried out.

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

The commercial director, head of the logistics department (OMTS), chief technologist, production manager, as well as 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 production manager is responsible for its development.

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

The enterprise 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, labor, energy, payroll tax, general business expenses, and general production expenses. The commercial director is responsible for planning prices. There are certain shortcomings in price planning that should be noted. Prices for products are set using a costly method, without proper analysis of the sales market, due to which the company loses part of its profit - after all, prices from competitors are much higher. However, at present, the enterprise does not have sufficient labor resources to analyze the sales market, especially to analyze the external market. There are no marketers on 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 due to different reasons in different cases, but in this case it is clear that only one version of the plan cannot be drawn up. It is necessary to draw up several options - optimistic, pessimistic and, possibly, an intermediate option. However, the enterprise also does not have sufficient resources for such planning. Pursuing the goal of cost-effective planning and reducing production costs, the management of the enterprise does not expand the staff of planning employees.

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

The company is interested in reducing the production cycle of their production. The craftsmen at the sites strive to ensure that working time is used rationally, the logistics service plans timely deliveries to the sites, and in the workshops the cost of working time is rationed, 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 makes it possible to shorten the production cycle, but it is not used in the enterprise.

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

production of products is aimed at a wide range of domestic and foreign consumers;

A flexible pricing policy will be used during sales:

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

in case of significant volumes of supplies (more than 10 tons) and when concluding long-term contracts, minimum estimated prices will be established with discounts of up to 10%,

when switching to the production of new highly profitable goods and increasing physical production volumes, 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.External markets and competitors are practically not studied, which does not allow for effective planning of sales volumes, and, consequently, other indicators, such as profit, profitability, etc.

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

.Network planning is not used in production to reduce production time.

These shortcomings can be eliminated by implementing the following proposals.

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

3. PROPOSALS FOR IMPROVING THE BUDGETING PROCEDURE AT 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 into the company's staff. This will make it possible to analyze product markets and competitors, study product prices, and develop pricing policies that help maximize profits, which will ultimately help increase the profits and profitability of the enterprise. When designing an organizational structure, its effectiveness should be calculated. Organizational structure efficiency coefficient (K uh ) will be calculated using the formula:

TO uh = P p/z at (3.1)

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

Z at - management costs.

*12 *1.3 = 8271276 (rubles) or 8.271 million rubles.

then Ke = 20: 8.271 = 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 marketing research, the result of which was a proposal to establish partnerships with a metal supplier whose product prices are 10% lower. It is clear that in this case, material costs will decrease and profits will increase. This increase in profit will be the economic effect of introducing a marketing specialist position into the company’s staff.

If the work of the marketer is assessed positively, in the future it will be possible to improve the organizational structure by creating a marketing department within it.

Creating multi-option tactical plans is a labor-intensive task. The creation of a special planning service at an enterprise does not correspond to the principle of economic planning. Therefore, I propose to improve planning tools, which will help reduce the labor intensity of planning. There are commercially available computer programs that can be used to create business plans. Purchasing them is not an unbearable financial burden for businesses. With the help of such programs you can significantly improve the quality of planning.

In order to shorten the production cycle of products, I propose to use network planning in production. Network planning and management is based on depicting the entire complex of works in the form of an oriented graph, reflecting the logical sequence, relationship and duration of the complex of works with subsequent optimization of the developed schedule.

In accordance with the “Basic provisions for the development and application of network planning and management systems,” the entire range of work on SPU is recommended to be divided into seven stages.

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

Stage 2. Establishing the network topology, i.e. clear sequence and interrelation 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 network model parameters.

Stage 6. Network analysis and optimization of the network diagram.

Stage 7. Operation of the network model.

The main areas of effective application of SPU are:

targeted developments for the creation of complex technical systems involving a large number of performers;

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

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

preparation and holding of major organizational events.

3.2 Assessment of the economic effect of introducing proposals

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

Firstly, there are the costs of purchasing equipment (computer, software, desk, printer, fax).

Table 3.1 Capital costs

Technical equipmentPrice of one unit, thousand rubles. Number of necessary equipment, pcs. Cost, thousand rubles. PCs 150046000 Printers 3202640 Network equipment 4001400 Office tables 3004600 Chairs 1604640 TOTAL: 8280

From the table 3.1 it can be seen that the total cost of additional equipment (technical equipment) and furniture is equal to 8280 thousand rubles.

We summarize the costs required to create a software tool (Ksoz) in table. 3.2.

Table 3.2 Costs of creating a software tool

IndicatorAmount Payroll fund for a specialist installing 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 implementing the software were:

Ko=8280+271.2=8551.2 thousand rubles.

As a result of the acquisition and implementation of new equipment, costs increase in the amount of depreciation charges and total energy costs. Calculation of costs for production and sale of Ztosh is carried out according to the formula:

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

where Ao is the cost of depreciation,

Zel - total electricity costs,

Zak - costs for accessories,

Zobs are the monthly costs of maintaining this program.

The amount of depreciation charges is determined by the formula:

Ao=Kts*Na(3.2)

where Kts are the costs of retrofitting with technical means,

Na is the depreciation rate,%.

The depreciation rate for computer equipment is 10%.

Ао=8280*0.10=828 thousand rubles.

Now you need to calculate your energy costs. One should take into account the fact that PCs will be connected to the network only during the working day. The annual working time is 2020 hours. The power consumption of one computer is 0.4 kW per hour (for four computers it is 1.2 kW per hour). Electricity costs are calculated according to formula 3.3.

Zel=Ech*Ne(3.3)

where Ech is the 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=(2020*1.2)*220.6=535 thousand rubles.

Costs for accessories (Zak) are calculated using the formula:

Zak=Zb+Zk+Z(3.4)

where Zb is the cost of purchasing paper,

Zk - costs of purchasing a cartridge,

Zd - the cost of purchasing floppy disks.

Zack = 100+200+20=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 = 15600000 rub. or 15,600 thousand rubles.

According to formula 3.1 we have:

Ztot = 828 + 535 + 320 + 4200 + 15600 = 21483 thousand rubles.

Adding a marketing specialist to your staff can reduce information processing time by approximately 3 times.

If we take into account that workers spend half of their total 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 a 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 freed up when processing information using the implemented software:

x (1300000 x12)/2020 = 20797.4 thousand rubles.

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

*0.3 = 16,700 thousand rubles.

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 =28498 (thousand rubles)

Let's calculate the payback period using the reduction coefficient method, which is more accurate. In the process of operation, the resulting effect ultimately compensates for capital costs. However, the resulting sums of results and costs by year lead to a single time - the accounting year (2009 is taken as the accounting 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;

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

t - current year.

Thus, the following values will correspond to the reduction coefficients by year: ?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.

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

Table 3.2 Calculation of economic effect

Indicator Value by year 2010 2011 2012 2013 Annual profit growth, thousand rubles 0284982849828498 Operating costs, thousand rubles 0214832148321483 Discount factor 10,870,760.66 Discounted profit, thousand rubles .-24793.2621658.4818808.68 Discounted EZ , thousand rubles - 18690.2116327.0814178.78 Capital investments, thousand rubles - 8280 Net present value, thousand rubles - 8280-2176.953154.457784.35

Based on 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, is constantly tending upward, 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 must be drawn:

Budgeting is the process of coordinated planning and management of an organization's activities using budgets (budgets) and economic indicators that make it possible to determine the contribution of each division and each manager to achieving common goals.

The planning function serves as the basis for making management decisions and is a management activity that involves developing 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 accounting and statistical system.

Business plan - a plan for the business activities of a company or enterprise; in a market economy, a necessary tool for feasibility studies and business organization, including relationships with banks and investment, sales organizations, intermediaries, and consumers.

An analysis of the activities of Interenergo LLC showed that the average number of employees of the enterprise as of January 1, 2010 was 88 people. The monthly wage fund for the average payroll is about 50 million rubles. 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%) increase in the cost of non-ferrous metal in 2009, in other words, if the products were produced using raw materials at the level of their purchase prices in 2008, then the profitability in 2009 would have been no less than 21%.

LIST OF SOURCES USED

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

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

3.Goncharov A. Computer for the manager. - St. Petersburg: “Peter”, 2002. - 464 p.

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

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

6.Kovaleva A.M. Firm finance: Textbook. - M.: INFRA - M, 2005

7.Loktev V.G. Rationing and remuneration. - Mn.: Modern School LLC, 2006. - 180 p.

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

9.Economics of Enterprise Ed. L.N. Nekhoroshevoy. - Mn.: “New knowledge”, 2005. - 383 p.

.Economics of Enterprise Ed. A.I. Ilyina.-Mn.: “New knowledge”, 2006. - 698 p.

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

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Budgeting means making management decisions related to future events based on systematic data processing. Its main goal in a modern industrial enterprise is to increase the efficiency of the enterprise by:

Target orientation and coordination of all events in the enterprise;

Identifying risks and reducing their level;

Increasing flexibility and adaptability to change.

Calculations carried out in the process of forming the enterprise's budget make it possible to fully and timely determine the required amount of funds for their implementation, as well as the sources of receipt of these funds (own, credit, budget or investor funds). The results of the calculations are reflected in the long-term and strategic plans of the enterprise.

Thus, the desire to learn how to manage finances in conditions of instability, organize the production of competitive products, ensuring the effective development of the enterprise, poses a difficult task for management: to master the methodology of budget formation as the main financial plan and economic regulator of relations between the structural divisions of the enterprise and the enterprise with the external environment.

Budgeting is a holistic system that includes all the main issues: from justification of goals and objectives to monitoring its implementation at all stages.

The main stages of the work were:

Analysis of the existing accounting, planning, document flow system;

Development of economic models that determine the main ways of natural development of the enterprise;

Formation of budgeting technology;

Analysis and testing of the budgeting mechanism in an industrial enterprise;

Distribution of responsibilities for preparing document flow for budgeting between structural units and specific performers, determining the formats of submitted documents and the timing of their preparation;

Development of a consolidated budget of the enterprise based on the information provided and the results of the analysis of the financial and economic activities of the enterprise, taking into account the set development goals;

Development of methods for monitoring budget execution, procedures for ongoing budget adjustments when external and internal conditions change.

Budget formation is based on the method of flexible enterprise development, which provides basic theoretical and methodological approaches to diagnosing and planning enterprise activities in conditions of competition and instability.

This system not only helps to improve the efficiency of the enterprise by ensuring regular receipt of reliable information on the results of economic activities, but also allows:

Identify and control all financial flows of the enterprise;

More effectively manage production costs, working capital, inventories, receivables and payables;

Optimize taxation;

Manage document flow within the enterprise;

Monitor the effective work of departments and their managers at all stages of budget implementation.

To set up budgeting, it is necessary not only to competently solve methodological problems and thoughtfully comprehend the necessary financial planning tools, but also to develop appropriate organizational procedures that regulate all issues of relationships between individual structural units, central financial districts, cost centers or central financial institutions with the management of an enterprise or company. To reduce subjectivity in managing the finances of an enterprise, we need a clear order, budget regulations.

Budget regulations are the procedure established in the organization for drawing up (development), presentation (transfer), approval (vising), consolidation (processing and analysis), carrying out plan-fact analysis and assessing the execution of budgets of various types and levels.

Its constituent elements are:

1) the budget period adopted by the organization (the period for which the budget is drawn up) and the minimum budget period (i.e., the breakdown of individual budgets into subperiods within the budget period);

2) timing (schedule) and procedure for the development, coordination, presentation, consolidation and approval of budgets at various levels;

3) budget cycle or financial planning step. This is the period after which (and this may be one or more minimum budget periods) reports are compiled on the execution of previously developed and approved budgets, a plan-fact analysis is carried out and budgets are revised (adjusted) for the remainder of the budget period;

4) periodization of budget controlling (definition of regulations for plan-fact analysis), i.e., a system of internal control and assessment of budget execution, including the entire structure of formal and (or) informal procedures designed to analyze and evaluate the effectiveness of managing resources, costs, and obligations of structural divisions and the company as a whole during the budget period. Such a system includes periodic monitoring of current activities, comparison of production and sales volumes, structure and volumes of costs with budget estimates, deadlines (schedule) and the procedure for drawing up reports on the execution of budgets by structural divisions, central financial districts, central financial institutions or cost centers, conducting plan-fact analysis, drawing up adjusted budgets, their subsequent coordination, presentation, consolidation and approval.

The main task of budget regulations is to ensure the ability to monitor the progress of execution of budgets of various types and levels of management. In this case, it is often necessary to overcome hidden or obvious opposition (or direct sabotage) of middle and lower level managers. Until budgeting has left the stage of playing “numbers,” i.e., approved financial plans, the actual implementation of which no one particularly monitors, this resistance is little noticeable. But as soon as specific deadlines, personal responsibility and a uniform procedure for submission - consideration - agreement - approval are established, the main thing immediately begins to appear - who, where, how, from whom and how much is borrowing certain resources, temporarily free funds . Budget regulations are a way of establishing financial discipline and one of the means of combating the age-old Russian craving for general “rip-off” (at least at the level of an individual workplace).

Budget regulations are determined for the period of drawing up a reliable (one must understand that it is also quite intense) sales forecast and sales budget. The sales forecast is usually compiled in several versions to determine the boundaries (from and to) of the main gap indicators for business units and the company as a whole.

The basic principle of budget regulations is a sliding development schedule, which involves constant adjustment (within previously established limits) of budget outlines as each month or quarter of the budget period ends.

When developing and implementing budget regulations, first of all it is necessary to determine the budget period, or, as it is also called, the financial planning horizon for an enterprise or firm.

The budget period is the period for which budgets are drawn up and during which budgets are adjusted and their implementation is monitored. It must be remembered that different budgets must have a unified budget period. Another thing is dividing each budget into subperiods, i.e., determining the minimum budget period. Depending on the specifics of the business, different types of budgets may have different minimum budget periods.

Minimum budget period - a unit of measurement of the budget period (quarter, month, decade, etc.) by type of budget.

In theory, there are two stages within the budget period. The first is the period of directive planning, when all adopted and approved targets and standards are mandatory. The second is the period of indicative planning, within which only general guidelines for the company’s financial plans are established. This circumstance must be kept in mind when determining the budget period. The fact is that abroad companies (especially large ones with large analytical resources) draw up budgets for 3-5 years. In Russia, managers of many companies refuse to seriously discuss their financial prospects for more than 6 months. The combination of socio-political and regulatory instability with the lack of normal expanded reproduction of fixed capital (implementation of systematic and targeted technical modernization of production to increase its efficiency) really makes more or less medium-term (not to mention long-term) financial planning in our country for many enterprises and firms are meaningless. But this is on the one hand. On the other hand, without knowing the guidelines, without establishing business goals and parameters (including purely financial ones), it is hardly possible to talk about any development. In Russia today, drawing up budgets for a period of one year is also considered acceptable.

Another thing is that the budget period (calendar year) in Russia can also be divided into a directive part (the first half of the year, for example) and an indicative part (the second half of the year). Accordingly, for the first 6 months, budgets should be more detailed, have the highest possible level of detail (organizationally and technically), when the minimum budget period can reach up to one week or one banking day (for some types of budgets). But for the second half of the year, quarterly planning may well be sufficient.

A cash flow budget usually has a shorter minimum budget period than an income and expense budget. If the minimum budget period for BD&R is one month, then for BDDS it should be no more than one decade. And if a company develops a business plan for an investment project related to long-term capital investments (for a period of more than one year), the BDDS is compiled for the entire period of project implementation with a mandatory monthly breakdown of the first two years of the period of implementation of the business plan.

For BDDS (in the case of separation of a central federal district in the financial structure of an enterprise or company), taking into account the specifics (high diversification of economic activities) of the company’s structural divisions (large range of manufactured products and services), it is advisable to introduce a budget period of one year (12 months) with a ten-day breakdown of the first three months (for the first quarter) and quarterly (for the first and second quarters as a whole) breakdown. The unit of measurement for the budget period is one decade. In this case, the BDDS adjustment is carried out monthly, as in the case of BD&R.

For the forecast (calculated) balance, the budget period can also be set to one year, and months can be selected as the minimum budget period for the first and second quarters.

The breakdown of the budget period into subperiods (different for BD&R, BDDS and settlement balance) relates only to the nature of the display (degree of detail) of financial information. The regulations for carrying out plan-fact analysis and adjustment of budgets are determined, first of all, by the financial planning step, which is established for all main budgets.

When organizing budget management, first of all it is necessary to determine the participants - subjects of the budget process. It is necessary to establish what number of management levels corresponds to the number of levels of budget consolidation according to the budget system used at the enterprise.

In a large and medium-sized company, in a large branch or structural division (CFD), as well as at the level of the enterprise or company as a whole, the question of what is better is to be resolved:

Entrust one of the existing structural units with certain functions and budgeting operations;

Create a new structural unit that will be entirely involved in budgeting.

The problem is that it is necessary to draw up not one, but many different basic and operating budgets, including consolidated ones, i.e. engage in the consolidation of budgets of lower levels of management and coordination of the financial parameters contained in them.

In this case, existing functional services can be connected to one degree or another to the budgeting process (both at the level of the central financial district, central financial department, and at the level of the company as a whole):

Planning and Economic Department;

Department of Marketing and Economic Analysis;

Financial department;

Accounting.

Each of these services has its own advantages in drawing up certain types of basic and operating budgets, drawing up consolidated budgets, coordinating and managing the budget process.

For effective budgeting, it is extremely important that the entire budget process and its management at the enterprise level as a whole should be concentrated in one hand, in one functional structural unit.

To organize control over budget execution at the company level, develop decisions regarding the directions of the company’s investment policy, financial planning strategy at the highest level, a so-called budget committee can be created, which consists of representatives of the Central Federal District who control the execution of budgets, from managers and specialists of the budget department, financial and the planning and economic department of the company, the first officials of the enterprise, controlling the budget process in the organization as a whole.

Budgets are drawn up in accordance with budget regulations and budget formats approved by the enterprise.

The culmination of all efforts to organize intra-company budgeting is the development of a document flow schedule. In essence, without this document, the real establishment of intra-company budgeting and the transformation of budgeting into an element of management control is impossible. The purpose of the document flow schedule is to interconnect all budgeting procedures and regulations, the efforts of individual structural divisions of the enterprise at various levels of management to draw up budgets into a single system. It is with the help of such a schedule that it is possible to optimize the schedules for drawing up individual budgets, the sequence, timing of their submission and consolidation, and to debug the interaction of individual central financial districts and central financial institutions in the budget process, both among themselves and with various divisions of the highest level of management.

You can automate deviation management technology using any software product that allows you to draw up budgets and collect data on their execution. However, the most useful systems for the financial director will be those classified as information and analytical, since they implement convenient means of generating and analyzing reports, as well as the ability to solve various modeling and forecasting problems. In other words, the financial director will not only be informed about the most significant deviations that have arisen in the execution of budgets, but will also be able to model the consequences of certain decisions designed to eliminate the deviations that have arisen.

Emerging deviations of actual results from planned indicators become the subject of operational meetings - at the level of middle managers or strategic sessions - at the level of senior management. During the meetings, a detailed analysis of the actual activities of the enterprise, the factors that caused the greatest deviations are carried out, and the necessary management decisions are developed. In practice, any enterprise faces a number of typical difficulties. For example, which deviation is considered critical and which is acceptable? To overcome these difficulties, many different methods are proposed, the essence of which, as a rule, boils down to the standardization of target, acceptable and critical values of indicators and the establishment of certain formal rules for making management decisions based on indicators. The typical disadvantages of these methods are known - their complexity, on the one hand, and the lack of reliability of the recommendations given, on the other.

In general, in the practical work of managers, the main tool for interpreting indicators and making decisions remains common sense and accumulated experience, and formal methods of analysis remain a source of auxiliary information.

In conclusion, it is worth noting that the use of a deviation management system can significantly reduce the amount of information received by the financial director, reduce the number and improve the quality of the decisions he makes daily, as well as timely identify the most problematic areas of work in the enterprise.

When preparing a budget, a business must go through the following stages.

1. The purpose of drawing up a budget for the activities of an enterprise and its main tasks are communicated to the persons responsible for drawing up. Such a goal could be, for example, increasing sales of products that are in greatest demand among consumers.

2. Determination of factors limiting the achievement of the goal. An example of a factor would be the volume of output. The size of the volume is influenced by such factors as consumer demand for products, identified based on a study of the market for a given product; potential production capabilities of the enterprise, determined on the basis of a comprehensive analysis of the enterprise’s activities.

3. Preparation of a budget program. For example, a sales program must contain the volume and range of sales, which is determined based on consumer demand and the level of production of the enterprise.

4. Initial budget preparation in production departments. The preparation process should go from bottom to top, i.e. The budget is born at the lowest level of management, then improved and coordinated at higher levels.

The budget should be drawn up by the departments that are involved in its formation, taking into account data from past periods and possible changes in conditions in the future.

For structural units of each level, it is advisable to form a budget taking into account the following functional budgets:

wage fund - reflects labor costs; on its basis, payments to extra-budgetary funds (pension, social and health insurance, employment, etc.) are determined;

material costs - the need for funds necessary to finance current activities is provided for, on its basis payments to third parties are determined;

energy consumption - includes costs for electrical and thermal energy, water, steam, etc., which are necessary for the technological process. On its basis, the need for funds for payments for a certain type of energy is calculated;

depreciation – includes costs for current and major repairs, renovation, and depreciation charges. Based on this budget, one can judge the investment policy of the unit and the organization as a whole. The funds indicated in this budget can be used as working capital of the organization;

other expenses – other expenses (travel, transport, etc.) are reflected. Such a budget allows you to evaluate the structure of the organization’s financial expenses and identify reserves for the least important financial expenses.

Based on these budgets of production departments, a consolidated, comprehensive budget of the organization is formed, which completely covers the entire base of financial calculations of the organization.

The consolidated budget is supplemented by the following functional budgets:

budget for repayment of loans and borrowings – transactions for repayment of loans and borrowings are reflected in strict accordance with the payment plan;

tax budget - reflects all taxes and obligatory payments to the federal budget, as well as to budgets of other levels, to extra-budgetary funds (pension, social and health insurance, employment, etc.)

5. Discussion and coordination of the budget with senior management. Generated budgets at the lowest k-th level should be analyzed and coordinated by the department that unites them at the (k-1)-th level. At the same time, the ratios of budget indicators of one level are studied, which allows at each level to make coordinated, acceptable decisions for each department. At each level, an estimated profit and loss account, balance sheet and cash flow statement are prepared.

6. Characteristics and analysis of the organization’s consolidated budget. Based on the budgets of each level, a consolidated, comprehensive budget is drawn up.

The components of the consolidated budget are:

initial forecast data;

manufacturing program;

profit and loss balance sheet;

balance sheet of the organization;

cash flow statement.

The organization's consolidated budget consists of revenue and expenditure parts. The organization's budget is optimal if the revenue side is equal to the expenditure side.

The revenue side of the budget is planned on the basis of product sales estimates and a plan for financial receipts from other sources, and balances on balance sheet accounts.

The expenditure side reflects such cost items as: taxes to the budget, wages, payments to extra-budgetary funds, costs of raw materials and supplies, electricity payments, loan payments including interest, and other expenses.

If the revenue side is less than the expenditure side, then there is a budget deficit. In this case, it is necessary to reconsider the expenditure side of the budget. Based on the opinions of the organization's leading experts, various approaches can be developed to reduce costs. When revising cost items, the priority of the following items should be taken into account:

wages of workers based on the production program;

payments to extra-budgetary funds;

costs for the purchase of materials, components, etc., necessary to complete the production program;

payment for consumed energy resources;

payment of taxes to the federal budget and budgets of other levels.

7. Final adoption of the budget. Budget approval is carried out at the highest - first level, where a generalized (general) budget is drawn up, which includes: a profit and loss statement, a balance sheet budget and a cash flow statement.

Once approved, the consolidated budget is sent to all responsibility centers of the organization. The adopted budget serves as the basis for budget execution by the heads of all responsibility centers

In conditions of growing competition and an unstable economic situation, an increasing number of companies are coming to the need to introduce budgeting. Budgeting in an enterprise is the process of planning, controlling and executing budgets in the process of financial management. In this article, we will try to figure out how to draw up an enterprise budget using an example.

Creating a budgeting system in a company or enterprise usually consists of several stages. At the first stage, the company needs to decide on goals, budgeting methodology, determine the financial structure (structure of financial responsibility centers - FRC), develop a budget model (composition, structure, types of budgets), approve the regulations and regulations of the budget process. At the second stage, you can directly begin planning the enterprise budget. It is convenient to automate the preparation of enterprise budgets using a special software product.

The regulation on budgeting at an enterprise may contain the following sections:

Strategic goals and objectives of the enterprise;
Budget model;
Financial structure of the company, etc.

Based on the Budgeting Regulations in the company, it is necessary to develop an Enterprise Budgeting Regulation, which may contain the following sections:

The procedure for forming functional and master budgets, the structure of subordination;
Assigning responsibilities and deadlines for submitting budgets and reporting;
The procedure for approval and amendments;
Budget control and analysis, etc.

There are several ways to implement a ready-made budget model. The most common and relatively cheap ways are:

Budgeting in Excel

Company budget example Excel

Budgeting in Excel involves creating budget forms in Excel and linking these forms using formulas and macros. The forms of budgets, including the budget of income and expenses, the cash flow budget, can be different, with consolidated items or more detailed, divided into long periods (for example, an annual budget by quarter) or into shorter periods (for example, a monthly budget by week ) – depending on the needs of financial management in the company.

Below is a Budget of Income and Expenses (an example of preparation in Excel) and an example of a Cash Flow Budget.

Figure 1. Budget of income and expenses of an enterprise Excel sample.

Figure 2. Cash flow budget example in Excel.

Drawing up BDR and BDDS example in Excel

The process of compiling the BDR and BDDS, using an example in Excel, may look like this. Let's build budgeting in a company or enterprise using the example of a manufacturing company in Excel (details in the files below):

Figure 3. BDDS example in Excel (Cash flow budget example in Excel).

Figure 4. Budget budget example in Excel (Budget of income and expenses example of preparation in Excel).

This example is simplified as much as possible. But even from it it is clear that budgeting in Excel is a rather labor-intensive process, since it is necessary to collect all functional budgets and write formulas and macros to correctly display the final results. If you take a real enterprise, or even more so a holding structure, you can imagine how complicated the process of budgeting in Excel becomes.

An example of implementing Excel-based budgeting has many disadvantages: single-user mode, lack of ability to coordinate functional budgets, no differentiation of access to information, complexity of consolidation, etc. Thus, budgeting in Excel is not the optimal choice for a company.

Budgeting in programs on the 1C platform

Automation of budgeting and management accounting based on 1C, for example, in the WA: Financier system, makes the budgeting process in an enterprise more efficient compared to budgeting in Excel.

The budgeting subsystem “WA: Financier” includes the ability to create and control operational and master budgets.

The solution implements mechanisms with which users can independently configure the structure of budgets, their relationships, methods for obtaining actual data and data for calculations. The implemented mechanism for interaction with external accounting systems makes it possible to use external data both for calculating planned indicators or generating reports, and for reflecting actual data on budgeting registers.

This system allows you to effectively build the budgeting business process at all its stages:

development of a budget model;
coordination of budgets and their adjustments;
reflection of actual data on budgeting items;
control over budget execution;
plan-fact analysis of indicators using developed reporting tools;
formation of business management decisions.

Figure 5. Interface “WA: Financier: Budgeting”. Budgeting section.

WA: Financier “Budgeting” includes the following business processes:

Modeling – development of a budget model;
The main budget process is the registration of planned indicators by departments. Approval of budgets. Adjustment of plans and coordination of adjustments;
Subsystem for interaction with data sources – setting up the receipt of data from external sources (as a special case, access to system data).
System reports – a set of analytical reports.

Planned indicators are entered into the system using a flexible, customizable “Budget” document. The budget input form (the income and expense budget form, as well as the cash flow budget form) is as close as possible to the format in Excel, which ensures a comfortable transition for the user to work with the system.

Some budget items that depend on another budget item (for example, cash receipts from customers depend on the income item “Revenue”) can be planned using the dependent turnover mechanism, which is presented in the system in the form of documents “Registration of turnover dependencies by item.”

If necessary, it is possible to adjust the approved budget using special documents “Budget Adjustment” and track the changes made in reports with the view “Output budget adjustments separately”. It is possible to configure budget distribution and keep records of budget requests.

Using special documents “Accounting for actual data on budgets”, facts are obtained from external accounting systems, for example, 1C Accounting.

Various reports allow you to analyze planned and actual data, thus managing budgeting in the enterprise.

Thus, the introduction of budgeting in a company in programs on the 1C platform is the most optimal in terms of time, money and efficiency of further work.