Fundamental to building a budget system is. Techniques for building corporate budgeting systems. Building performance evaluation functions

Budgeting system - This is an organizational and economic complex, represented by a number of special attributes introduced into the enterprise management system. The most important of them are:

the use of special storage media management information - budgets,
assignment of structural units to the status of business units (financial responsibility centers - CFD),
high level of decentralization of enterprise management.

Traditionally, a budget was understood as a financial plan in the form of a balance sheet in which costs are consistent with revenues. However, in the enterprise budgeting system, this category has acquired a broader meaning. Often, the budget refers to any document that reflects an aspect of the activity in the process of fulfilling the mission of the enterprise. The budget sets the lines of activity. It also reflects the actual results of this activity. The main idea implemented by the budgeting system is a combination of centralized strategic management at the enterprise level and decentralization of operational management at the level of its units.

Decentralization of enterprise management using a budgeting system means:

delegation of managerial authority (respectively responsibility) to lower-level links,
increasing the economic independence of these links,
endowment of links with certain property necessary for solving the tasks facing them,
assignment to the links of costs associated with their activities.<Закрепление> means enabling you to manage these costs broadly,
assignment to units of a portion of their income,
the alienation of part of the income received by each unit to finance the activities of units that are not able to receive such income from outside,
the primacy of the mission of the enterprise over the objectives of individual units. The degree, possibilities of intervention of higher links in the activities of lower ones determines the level of centralization of management. It can vary from the highest (everything is decided and the director and executive management are responsible for everything) to the lowest (each division is a legally independent entity).

The main elements of the budgeting system enterprises are income, expenses, financial result (deficit or surplus), the principles of building a budget system.

Budget revenues - funds received free of charge and irrevocably at the disposal of the corresponding Central Federal District - the center of profit or income. Fixed income - income received in full to the appropriate budget. Regulatory income - funds transferred from one budget to another. They can take the following forms:

subsidy - funds transferred on a gratuitous and irrevocable basis to compensate for the deficit,
subventions - funds transferred on a gratuitous and irrevocable basis for the implementation of certain targeted expenses,
subsidy - funds transferred on the basis of shared financing of targeted expenses.

Budget expenses - funds allocated for the financial support of the tasks and functions of the subject of management.

Budget deficit - excess of budget expenditures over its revenues. Sequestration of expenses - the regular reduction of all items of expenditure (except for protected ones) in case of a threat of budget deficit.

Budget surplus - excess of budget revenues over its expenses.

Budget classification - a systematic economic grouping of budget revenues and expenditures according to homogeneous attributes.

The enterprise budget system is based on the following principles:

unity of the budget system;
differentiation of income and expenses between the levels of the budget system;
independence of budgets;
completeness of reflection of budget revenues and expenses;
balanced budget;
deficit-free budget;
the efficiency and economy of using budget funds;
general (aggregate) coverage of budget expenditures;
reliability of the budget.

Unity principle budget system means unity

regulatory framework
forms of budget documentation,
sanctions and incentives
methodology for the formation and use of budget funds.

Demarcation principle of revenues and expenditures between separate budgets means consolidation of the corresponding types of revenues (fully or partially) and the authority to incur expenses for the relevant entities.

Principle of independence budgets means:

the right of individual management entities to independently carry out the budget process;
the availability of own sources of revenue for the budgets of each management entity, determined in accordance with the methodology of forming the enterprise budget;
the right of management entities independently in accordance with the current methodology to determine the direction of expenditure of funds of the respective budgets;
the inadmissibility of the withdrawal of income additionally received during budget execution, the excess of income over budget expenditures and the amount of savings on budget expenditures;
inadmissibility of compensation due to other budgets for loss of income and additional expenses incurred during budget execution.

Principle of completeness reflection of the income and expenses of budgets means that all income and expenses of the subject of management are to be reflected in its budget.

Balance principle budget means that the amount provided for by the budget should correspond to the total amount of budget revenues and revenues from sources of financing its deficit.

In the preparation, approval and execution of the budget, it is necessary to proceed from minimization principle the size of the budget deficit.

Principle of effectiveness and the economical use of budget funds means that in the preparation and execution of budgets, the relevant management entities must proceed from the need to achieve specified results using the least amount of funds or to achieve the best result using a certain amount of budget funds.

The principle of general (aggregate) cost coverage It means that the budget expenditures of all CFDs should be covered by the total amount of income of the enterprise.

Reliability principle budget means the reliability of indicators for predicting the socio-economic development of the enterprise as a whole and individual management entities, the feasibility of calculating budget revenues and expenses.

2. Factors of increasing production efficiency when introducing a budgeting system

The purpose of introducing a budgeting system is to increase the efficiency of the enterprise. Performance criterion is the excess of the company's income over its costs in the performance of the functions assigned to the enterprise (its mission).

Efficiency is enhanced by the following factors.

Firstly, the whole set of financial flows associated with the formation of income and expenses is reduced into a single balance. The problem of their coordination both at the enterprise level and in its individual divisions is being solved. Full clarity is created about how each ruble of the budget appears at the enterprise, how it moves and is used.

Secondly, securing budgets for divisions transfers a significant part of the responsibility for the level of wages of employees from the director of the enterprise to the heads of these divisions. Mid-level managers are given the opportunity to manage the revenues and expenses of their units within the general budget of the enterprise.

Thirdly, the principle of material interest of all personnel in the results of work as their unit and the enterprise as a whole is implemented. The actual wage fund of the unit is calculated at the end of the budget period according to the residual principle as an unused part of the cost limit established for it. The limit grows with rising incomes. It becomes profitable to increase revenues and reduce costs, as this will increase wages.

Fourth, the budget process implements at the enterprise all the functions of financial management, namely, planning, organization, motivation, accounting, analysis and regulation. Moreover, financial management is carried out in real time.

Fifth, it becomes possible to orient financial policy toward solving specific problems. For example, an enterprise in a difficult financial situation can lay the necessary funds and a schedule for paying off its overdue payables at the base of the budget.

Sixth, the basis of financial planning is laid out a plan for the production of goods, material and technical and staffing. The budgeting system becomes the basis of integrated management of all areas of the enterprise.

3. The system of budgets of the enterprise

The budget structure of the enterprise is the organizational principles of building a budget system, its structure, the relationship of the budgets united in it.

Enterprise budget system - a set of budgets based on industrial, economic relations and the structural structure of the enterprise, regulated by its internal regulatory documents. Consolidated (total) budget - a set of all budgets used in the budget system of the enterprise. It includes the budget of the enterprise as a whole and the budgets of individual management entities in its composition.

The traditional structure of the budget system at the enterprise is shown in Figure 1. This figure also reflects the relationship between individual budgets and the logic for developing the overall (consolidated) budget of the enterprise.

The system shown in Figure 1 can be supplemented with the following aspects of the classification of budget documents:

for functional purpose:
- property budget
- budget of income and expenses
- cash flow budget
- operating budget
in relation to the level of integration of management information:
- budget of the primary accounting center,
- consolidated budget
depending on the time interval:
- strategic budget
- operational budget
depending on the stage of the budget process:
- planned budget
- actual (executed) budget.

Usually at the enterprise level, the main budget documents are considered

<Бухгалтерский баланс> (property budget) - form 1 of the financial statements of the enterprise;
<Отчет о прибылях и убытках> (budget income and expenses) - form 2 of the financial statements of the enterprise;
<Отчет о движении денежных средств> (cash flow budget) - form 4 of the financial statements of the enterprise;
The budget of the production and economic (operating) activity of the enterprise is a document reflecting the production and sale of products, other production results (it is not part of the official reporting, it is developed in any form).

In the budget process, decomposition occurs, and then the integration of information from the above documents, which are the budget of the enterprise. The budget indicators of the enterprise are made up of the budget indicators of the shops, services, departments. Workshop budget indicators - from the budgets of plots, etc. Wherein<Бухгалтерский баланс предприятия трансформируется в систему балансов имущества центров финансовой ответственности. <Отчет о прибылях и убытках> enterprises - into the system of budgets of revenues and expenses of the Central Federal District.<Отчет о движении денежных средств> enterprises - into the system of cash flow budgets of the Central Federal District.

The budget of the production and economic activities of the enterprise is transformed into the budget system of the operational activities of the Central Federal District.

4. The implementation of the budgeting system

The system that implements enterprise budget management includes the following parts:

a) economic, b) organizational, c) information, d) computer.

The economic part of the supporting system is represented by a kind of economic mechanism operating within the enterprise. This mechanism involves:

assigning certain property to divisions of the enterprise, vesting rights to manage this property, income and expenses,
the use of special methods for the distribution of income and cost formation,
use of economic incentive methods.

Budget development requires a significant amount of regulatory information - consumption rates, prices, tariffs, etc. To obtain it, significant preparatory analytical work is being carried out. In its process, a thorough inventory of the income and expenses of the enterprise is carried out. Reserves and losses are identified.

Organizational support includes a modification of the organizational structure of enterprise management and a change in its workflow. Moreover, the implementation of the system usually does not require a radical restructuring of the organizational structure. In this area, the minimum requirements are as follows:

each unit is assigned the status:<центр дохода>, <центр прибыли>, <центр затрат> etc.,
creating a unit that operates the budget management system (financial center, treasury, etc.),
the head of this unit is vested with the authority of the deputy director of the enterprise,

Fig. 1. The traditional structure of the budget system.

the workflow scheme of an enterprise is changed as follows:
- new documents are introduced - mandatory revenue and cost plans,
- all types of actual costs of the enterprise before their execution are verified with the budget.

The computer part of the software includes

personal computers,
universal software environment (Excel has proven itself in solving these problems),
specialized software package that implements the development and execution of budget documents.

As examples of specialized software systems, R / 3 (SAAP),<Галактика> (firm<Галактика>), (company), etc. Most of these complexes are positioned by their developers as a universal tool suitable for use in any enterprise.

However, experience with the introduction of such systems has shown that in each case, individual adjustment of the system to each specific enterprise is necessary. This setting is reduced to taking into account the specifics of the enterprise in the field of planning, accounting, organization of workflow, etc. This setup is extremely time consuming. Its cost can exceed the cost of acquiring a universal piece of software by an order of magnitude. Therefore, any setting<универсального> software complex is reduced to the development of a unique system suitable only for one specific enterprise.

As repeatedly noted, the budgeting system implements all the functions of enterprise management, including accounting. With respect to the enterprise accounting system, autonomous and adapted versions of the budgeting system are possible.

Adapted Option based on the use of accounting accounting information. Standalone option involves the creation of its own accounting system independent of accounting.

Each of these options has certain advantages and disadvantages.

Adapted Option relies on well-established information accounting flows. It is free from duplication of accounting information and, in this regard, is cheaper than offline. Particularly attractive is the use of the adapted option with well-developed analytical accounting, when property, income and expenses are accounted for by enterprise units. It should be noted that such accounting is sometimes equated with budgeting.

However, a significant problem here is budget planning. An important principle of the budget management system is the comparability of planning and accounting information. Therefore, in an adapted version, planning should be sustained in<бухгалтерском> style. That is, if accounting is carried out in the context of accounting accounts, planning should also be conducted accordingly. In this case, a number of complex methodological problems arise, which until now do not have a satisfactory solution. And the stronger the analytical accounting, the more difficult the planning.

Standalone option uses its own accounting system. This causes duplication of accounting information. Management expenses are increasing. However, at the same time, the budgeting system is simpler, cheaper to develop, and often to operate, due to the use of less complex planning and accounting algorithms.

It is advisable to use an autonomous option even when the accounting system of the enterprise is in unsatisfactory condition (which is typical for many Russian enterprises). Firstly, the budgeting system cannot rely on inaccurate accounting data. Secondly, it often turns out to be faster to implement a duplicate accounting system than to expect the restoration of bookkeeping. And, finally, it is much easier to clean up the bookkeeping using material interest methods implemented by the budgeting system.

For current Russian conditions, it seems appropriate the following strategy for the implementation of a budget-based management system:

at the beginning, a less perfect, but simpler and cheaper standalone option is introduced,
after it has been mastered, debugged, and the company gets used to working under budgeting conditions, it makes sense to introduce an adapted version of the system that includes highly effective interconnected planning and accounting units.

The functional aspect of the budget management system can be presented in the form of Fig. 2.

Fig. 2. The composition of the functional blocks that implement the budgeting system

The main functional blocks of the system are:

planning block
accounting unit
analysis unit
normative base.

The objects of planning, accounting and analysis are the property of the enterprise and the sources of its financing, cash flow, income and expenses and operational activities.

When developing budgets, full compliance with production plans, income and expenses, cash flows and property of the enterprise should be ensured. The plans of the enterprise as a whole should be disintegrated into the system of corresponding plans of individual units. At the same time, the coordination of current (operational) and medium-term (technical and economic) plans should be ensured. The production plan must be provided with material resources, and the latter with finances.

The budgeting system involves the reconstruction of not only financial but also production planning, planning of material and technical and staffing.

The accounting and analytical units of the system must be fully interfaced with the planned. The composition of accounting and planning information should be completely identical.

The analysis should compare the planned and reporting information and identify the causes of deviations.

A prerequisite is the adequate use of analytical data by the administration and the development of regulatory responses.

The basis of the budgeting system is the regulatory framework.

It includes raw material and material consumption rates, prices, tariffs, payment standards, rates, etc. This information is collected by the accounting unit, researched, rationalized and then applied in the planning process.

An important segment of the regulatory framework is the distribution of income and the formation of cost limits. This information arises in the process of budget planning and is used in their execution.

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Budgeting is one of the control panels of managers. But why? After all, these “remote controls” are in the hands of managers, so it’s quite enough, why was another method of financial management of the enterprise invented for business efficiency? Let's look at a little theory.

Let's start with the global system, namely with the question of what is “financial management”.

The term “management” itself means management. However, the word “control” is not used in the financial sphere, since the powerful Russian language represents the term “control” as a physical impact, for example, control of a machine.

You will probably think that it makes no difference whether to drive a car or finances. Here you need to look deeper.

Financial management is not just the management of financial resources and financial activities of an enterprise. This is the brain of an organization that collects information about the financial resources and financial activities of an enterprise; it is the brain that calculates the data obtained on the financial resources and financial activities of the enterprise; it is a brain that analyzes every detail of education, the movement of financial resources, and also analyzes implemented management decisions in the financial policy of the enterprise.

Until some time, financial management was implemented in the field of decisions already made. But in our time it has become vitally necessary to carry out short-term and long-term planning of financial activities, a look into the future life of the enterprise in numbers.

This is where the budgeting system came about. Thus, budgeting is a constant procedure for the preparation, maintenance and execution of budgets (financial plans).

Financial planning is the process of developing a system of financial plans (budgets), indicators to ensure the development of the enterprise with the necessary financial resources and increase the efficiency of its activities in the coming period.

The need for budgeting is due to many reasons. Here are some examples of them:

The uncertainty of the future;

Uncertainty about tomorrow;

Coordination of various enterprise structures when they use financial and material resources, limited resources, etc.

The main purpose of budgeting is to increase the efficiency of the enterprise, its financial stability and development.

This is achieved by solving the following tasks:

· Determination of the volume of possible cash inflows (from all sources of cash inflows);

· Determination of the possibilities for the sale of goods, works, services (their quantity and cost) based on the results of agreements and competition;

· Justification of all possible costs for the budgeting period;

· The establishment of optimal proportions in the distribution of financial resources;

· Analysis of the effectiveness of the enterprise according to the results of the budgets, analysis of the financial performance of the enterprise;

· Identification of risks, analysis of the need for their application, and their reduction.

Budgeting Principles

Like any system, the budgeting system at the enterprise has a number of principles that have developed as a result of studying this topic:

1. The principle of unity.

This principle means that budgeting should be carried out uniformly throughout the enterprise. In other words, all units of the organization are united, interconnected, have the same economic goals; communication between departments is carried out by coordinating the budgets of all departments.

2. The principle of participation.

This principle means that each structure of the enterprise is involved in financial planning: it provides data on the financial performance of its unit, makes adjustments; heads of all departments are involved in managerial decisions when analyzing the results of budget execution.

3. The principle of continuity.

In order to budget effectively, planned activities at the enterprise should be carried out regularly and continuously.

With the constant preparation and adjustment of budgets, their effectiveness is at a high level. Also, for the continuous preparation of current budgets, it is necessary to carry out a plan-fact-analysis procedure, since on its basis values \u200b\u200bare compiled for future budgets.

4. The principle of flexibility.

This principle is a characteristic feature of budgeting. It consists in the fact that the financial manager has the right to adjust the budget, and when drawing up, lay a little more or less funds, thereby creating a reserve for security, for example, excessive "credit potential", which, if necessary, can attract a loan.

5. The principle of effectiveness.

According to this principle, budgeting costs should not be higher than the costs of its application. That is, financial planning should increase the efficiency of the enterprise, and not vice versa.

The budgeting system in our country began to develop later than abroad. As a rule, this system is inherent in large corporations and enterprises, limited liability companies live a modest life, but despite small cash flows, budgeting could contribute to their development.

Based on the experience of foreign countries, it is possible to identify a considerable number of advantages when using budgeting at the enterprise.

These include:

Budgeting helps to control production activity, to manipulate it justifiably. Without a production budget, the head of the enterprise sees only the final result, whether it is positive or negative, it is difficult to assess the reasons for the result;

Budgeting significantly increases the efficiency of the distribution and use of company resources, and also allows you to identify weaknesses.

If the enterprise does not have a budgeting system, then, basically, in order to analyze the activity of the enterprise, the indicators of the current period are compared with the previous one. But this can either lead to incorrect conclusions, or the situation may not fully manifest itself.

If the results of the work have changed for the better, it’s good, but they do not take into account the opportunities that have not existed before, which may not be used for new and better new results.

Financial Responsibility Centers

As we said before, budgeting is not just a budgeting process. This is a long cycle: planning - drafting - execution - analysis. This is a tremendous work, which should be performed not by one person, but by a department. In this, financial responsibility centers help financial managers.

The Center for Financial Responsibility (CFD) is that part of the financial structure of a company that carries out business operations in accordance with its budget and owns all the necessary resources and powers for this. Centers of financial responsibility are divided by responsibility for achieving the goal for specific budgets.

The following CFDs can be distinguished:

· Cost center - a structural unit (or group of units), the head of which is responsible for observing a certain amount of costs (for example, a production department, a procurement department). For the cost center to work effectively, a budget is drawn up that must be respected; a goal setting has been given to minimize costs, but at the same time, they must take into account that product costs can decrease due to the purchase of less quality raw materials, or the hiring of unskilled employees;

· Income center - a structural unit (or group of units), the head of which is responsible for observing a certain amount of income; this unit is associated with the main activity and may affect the income of this activity (for example, the sales department);

· Profit center - a structural unit (or group of units), the head of which is responsible for observing a certain amount of profit (revenue - direct costs - indirect costs);

· An investment center is a structural unit (or group of units) of an enterprise, whose bosses are responsible not only for revenue and expenses, but also for investments and the effectiveness of their use (for example, the department of continuing education, which is developing new training programs).

Based on this, we will compile table 1.1, which reflects the results of the introduction of the Financial Responsibility Centers: positive features and difficulties that can be encountered.

Table 1.1 the Result of the introduction of centers of financial responsibility

Positive features
Achieving the transparent work of the enterprise	The need to disclose confidential information to a large number of employees (CFD managers are dedicated to the intricacies of management accounting, which is not always good)
The empowerment of managers of financial responsibility centers with authority and responsibility contributes to the development of personnel and increases their motivation	Conflicts associated with the distribution of indirect costs between the CFD and pricing
Empowerment of employees (in particular, financial)	Making the wrong decisions due to the lack of competence of the second level of management
Increased decision making speed at low	Lack of uniform standards in the activities of various CFDs
levels, due to the fact that the CFD manager is “narrow” specialist, but at the same time very good	Inaction, indifference, resistance of employees who may not be interested in achieving transparency and efficiency
The ability to motivate employees to the financial results of their activities	Resistance of employees who do not want to make independent decisions and take responsibility, as well as engage in accounting work
More accurate calculation due to the use of several indirect cost distribution bases (in the presence of several CFD costs)	Increased time and other management accounting resources
Positive features	Negative traits, difficulties
Stimulating cost reduction (work within the framework of approved budgets and an individual plan-fact analysis for each center of financial responsibility)	The appearance of unhealthy competition between individual CFDs

When evaluating the implementation of the plan by centers of financial responsibility, budgeting is the basis, and the work of the managers of the Central Federal District is assessed by reports on budget execution, which motivates managers to responsibility. If the plans are not fulfilled, attention should be paid to the CFD responsible for these plans.

Budgeting Features

The budgeting system allows you to make decisions regarding the analysis of production optimality, production planning and sales, investment.

When setting budgeting in an organization, it is necessary to consider the following issues:

1) which department or employee (depending on the size of the enterprise) will be engaged in budgeting;

2) the choice of method for future budgeting;

3) how will the budget execution be monitored;

4) the choice of methods and methods for analyzing deviations from the planned value.

From the experience of small enterprises, we can conclude that budgeting is carried out by the economic department, which includes financial managers, economists and a manager.

Economists, in cooperation with accounting, present actual and standard budgetary costs and results, and financial managers are involved in developing recommendations for their optimization of results.

Economists calculate the expected result of activity in different directions and evaluate how real its achievement is. They are also required to anticipate the economic situation of the organization after a certain period of time when analyzing the implementation of various budgets.

To consider the following issues, we analyze the functions of the budgeting system.

Budgeting is designed to perform three main functions:

Planning;

The control.

1. Planning.

This function is the most important, since budgeting is its basis, the beginning of the budgeting process cycle. Budgets are compiled on the basis of the organization’s strategic plans, which ensures a rational distribution of the enterprise’s financial resources.

When creating budgets, quantitative certainty appears to the prospects of the company, all results, future efficiency and costs acquire monetary value.

In addition, the budgeting system contributes to a clear and correct choice of goals, the development of a business strategy, the correct implementation of the functions of strategic management.

Among other things, budgeting is the basis of management accounting. The entire accounting system should present accurate facts by product type, structural unit, trade area, or by all these indicators at the same time.

The budgeting system in the organization allows you to have accurate information, to compare the intended goals with the results of its activities (plan-fact-analysis).

3. Control.

Of course, this function is also very important, since no matter how good the plan is, it will remain useless if there is no clear control over its implementation.

Also, to exercise control in the field of budgeting, it is necessary to regularly review budgets and, if necessary, make adjustments.

Budget Development Methods

Even at the stage of drawing up the regulatory framework that will govern the budget process, it is necessary to determine the method of developing budgets.

It is believed that there are three main methods in the preparation of budgets that can be applied at all stages of the budget cycle, that is, during planning, and approval, and approval. These are the following methods:

- "upwards";

- "top down";

Iterative.

When using the bottom-up method, budgets are drawn up from lower structures to higher ones, that is, starting from the activity plans of departments and projects, which are then transferred higher to determine the final results and indicators for the entire company.

With the following method - “from top to bottom” - everything happens the other way around: the numbers of the dominant divisions descend to the lower divisions, that is, budgets are compiled on the basis of the desired (target) indicators, which are compiled by the management of the company.

For this method, the final indicators are determined based on economic forecasts, as well as the strategy of the enterprise.

With an iterative method, the budgeting process involves several stages.

First, information about the desired results of the enterprise comes from senior management to subordinate units; then information about the possibilities is collected, then summarized from the bottom and goes back up the hierarchical management structure, and such a scheme can be carried out several times depending on the situation.

In the planning procedure, the management of the enterprise to make the right and rational decisions, it is necessary to have generalized and filtered information from all departments, which is available to lower-level managers.

They, in turn, are provided with this information by the budget process at the stage of analysis, built on the principle of "bottom up".

At the same time, very often lower-level managers themselves can plan their activities more rationally if they have complete information received from the management, which, as a rule, is much better informed about the overall picture within the company and knows the long-term goals of the company. From this perspective, top-down budgeting is very useful.

Judging by practice, it can be noted that iterative methods of budgeting are more often used, which contain features of one and the other option - the question is which approach prevails.

Budgets drawn up from the bottom up contain the collection and filtering of the necessary information from the lower level managers to the enterprise management.

Managers who are responsible for the implementation of budget indicators draw up budgets for those areas of activity within which they are responsible.

This approach is very competent, because in the process of budgeting, managers apply the accumulated experience, knowledge of the importance and problems of a particular area.

This increases the likelihood that the right goals will be set and competent budgets adopted, for the implementation of which the unit will strive to achieve the planned goals.

But with such a difficult process, there is also a minus: a large amount of effort and time will be spent on coordinating the budgets of various structural units.

In addition, quite often the transmitted indicators “from below” can be greatly changed by managers during the budget approval procedure, which in the case of unjustified decision-making or with weak argumentation may result in a negative reaction of subordinates. And the more often this situation occurs, the greater the likelihood of a decrease in confidence in the leadership, as well as the attention to the budget process on the part of lower managers.

In the future, this may affect the accuracy and attentiveness of data preparation or even indicate deliberately false figures in the initial versions of budgets.

The bottom-up method of budgeting is quite widespread in Russia, both because of the fuzzy market situation and because of the reluctance of management to plan.

Budgets compiled on a top-down basis require the management of the enterprise to have a clear understanding of the organization’s subtleties and ability to form a transparent and realistic forecast for at least a short period.

This method ensures the consistency of the budgets of different departments, and also allows you to set targets for sales, expenses, etc. to assess the effectiveness of the centers of financial responsibility.

The most rational method is an iterative budgeting system, in which control financial figures are given first from top to bottom, and after forming in the opposite direction, from bottom to top throughout the enterprise budget system, up to the main financial budgets - income and expenses budget (BDR), cash flow budget (BDS) and the Consolidated balance sheet.

If the goals are achieved, the budgets are submitted to the management for approval, after which they become directive from the project and are sent to all company managers to carry out and monitor their implementation.

If, according to the results of the analysis, a discrepancy is found between the final indicators and the desired ones, then the management of the company receives a task to prepare a different version of the budgets. Such manipulations are repeated until a suitable version is reached, which will be accepted as approved.

The budgeting system is an organizational and economic complex represented by a number of special attributes introduced into the enterprise management system. The most important of them are:

- the use of special storage media management information - budgets;

- assignment to the structural units of the status of business units (financial responsibility centers - CFD);

- a high level of decentralization of enterprise management.

Traditionally, a budget was understood as a financial plan in the form of a balance sheet in which costs are consistent with revenues. However, in the enterprise budgeting system, this category has acquired a broader meaning. Often, the budget refers to any document that reflects an aspect of the activity in the process of fulfilling the mission of the enterprise. The budget sets the lines of activity. It also reflects the actual results of this activity. The main idea implemented by the budgeting system consists in combining centralized strategic management at the enterprise level and decentralization of operational management at the level of its departments.

Decentralization of enterprise management using a budgeting system means:

- delegation of managerial authority (respectively, responsibility) to lower level links;

- increasing the economic independence of these links;

- endowment of links with certain property necessary for solving the tasks facing them;

- assignment to the links of costs associated with their activities; “Consolidation” means providing the opportunity to manage these costs broadly;

- consolidation of units of the part of their income;

- alienation of part of the income received by each unit to finance the activities of units that are not able to receive such income from the outside;

- the primacy of the mission of the enterprise over the objectives of individual units. The degree of possibility of interference of higher links in the activities of lower ones determines the level of centralization of management.

The main elements of the budgeting system

The main elements of the budgeting system are income, expenses, financial result (deficit or surplus), the principles of building a budget system.

Budget revenues - funds received free of charge and irrevocably at the disposal of the corresponding Central Federal District - the center of profit or income. Fixed income - income received in full to the appropriate budget. Regulatory revenues - funds transferred from one budget to another:

- subsidy - funds transferred on a gratuitous and irrevocable basis to compensate for the deficit;

- subvention - funds transferred on a gratuitous and irrevocable basis for the implementation of certain targeted expenses;

- subsidy - funds transferred on the basis of shared financing of targeted expenses.

Budget expenditures - funds allocated for the financial support of the tasks and functions of the subject of management.

Budget deficit - the excess of budget expenditures over its revenues.

Sequestration of expenses - the regular reduction of all items of expenditure (except for protected ones) in case of a threat of budget deficit.

Budget surplus - the excess of budget revenues over its expenses.

Budget classification is a systematized economic grouping of budget revenues and expenditures according to homogeneous attributes. The enterprise budget system is based on the following principles:

- unity of the budget system;

- differentiation of income and expenses between the levels of the budget system;

- independence of budgets;

- completeness of reflection of budget revenues and expenses;

- balanced budget;

- budget deficit;

- the effectiveness and efficiency of the use of budget funds;

- total (aggregate) coverage of budget expenditures;

- the reliability of the budget.

When building a budgeting system, it should be remembered that financial planning is closely connected and relies on the marketing, production and other plans of the enterprise, submits to the mission and general strategy of the enterprise: no financial forecasts will gain practical value until the production and marketing decisions have been worked out.

Principles of building a budget system

The principle of unity of the budget system means the unity of the following elements: regulatory regulatory framework; forms of budget documentation; sanctions and incentives; methodology for the formation and use of budget funds.

The principle of differentiation of income and expenses between individual budgets means the consolidation of the respective types of income (in whole or in part) and the authority to incur expenses for the relevant entities.

The principle of independence of budgets means:

- the right of individual management entities to independently carry out the budget process;

- the availability of own sources of revenue for the budgets of each management entity, determined in accordance with the methodology of forming the enterprise budget;

- the right of management entities independently in accordance with the current methodology to determine the direction of expenditure of funds of the respective budgets;

- the inadmissibility of the withdrawal of income additionally received during the execution of the budget, the excess of income over races

budgets and savings on budget expenditures.

The principle of completeness of reflection of budget revenues and expenditures means that all revenues and expenses of a management entity are subject to reflection in its budget.

The principle of balanced budget means that the amount provided for by the budget should correspond to the total amount of budget revenues and revenues from sources of financing its deficit.

The principle of efficiency and economy of the use of budget funds means that in the preparation and execution of budgets the relevant management entities must proceed from the need to achieve specified results using the least amount of funds or to achieve the best result using the amount of funds determined by the budget.

The principle of total cost coverage means that the budget costs of all centers of financial responsibility should be covered by the total amount of income of the enterprise.

The principle of reliability of the budget means the reliability of indicators for predicting the socio-economic development of the enterprise, the feasibility of calculating budget revenues and expenses.

Factors of increasing production efficiency when introducing a budgeting system

The purpose of introducing a budgeting system is to increase the efficiency of the enterprise. The efficiency criterion is the excess of the company's income over its costs in performing the functions assigned to the company (its mission).

The effectiveness of the enterprise during the transition to a budgeting system is increased due to the following factors:

1. The whole set of financial flows associated with the formation of income and expenses is brought into a single balance. The problem of their coordination at the level of both the enterprise and its individual divisions is being solved. Full clarity is created about how each ruble of the budget appears at the enterprise, how it moves and is used.

2. The consolidation of budgets for units transfers a significant part of the responsibility for the level of wages of employees from the director of the enterprise to the heads of these units.

3. The principle of material interest of all personnel in the results of the work of their unit and the enterprise as a whole is being implemented. The actual wage fund of the unit is calculated at the end of the budget period according to the residual principle as an unused part of the cost limit established for it. The limit grows with rising incomes. It becomes profitable to increase revenues and reduce costs, as this will increase wages.

4. The budget process implements at the enterprise all the functions of financial management, namely, planning, organization, motivation, accounting, analysis and regulation. Moreover, financial management is carried out in real time.

5. It becomes possible to orient financial policy towards solving specific problems. For example, an enterprise in a difficult financial situation can lay the necessary funds and a schedule for paying off its overdue payables at the base of the budget.

6. The basis of financial planning is laid the production plan, material and technical and staffing. The budgeting system becomes the basis for integrated management of all areas of the enterprise.

Enterprise Budget System

The budget structure of the enterprise is the organizational principles of building a budget system, its structure, the relationship of the budgets united in it.

The enterprise budget system is a set of budgets based on industrial, economic relations and the structural structure of the enterprise, regulated by its internal regulatory documents. Consolidated budget - a set of all budgets used in the budget system of the enterprise. The consolidated budget includes the budget of the enterprise as a whole and the budgets of individual management entities in its composition.

The enterprise budget system can be supplemented with the following aspects of the classification of budget documents:

- for functional purpose: property budget, income and expense budget, cash flow budget, operating budget;

- in relation to the level of integration of management information: budget of the primary accounting center, consolidated budget;

- depending on the time interval: strategic budget, operational budget;

- depending on the stage of the budget process: planned budget, actual (executed) budget.

Typically, at the enterprise level as the main budget documents are considered:

1. The balance sheet (budget property) - form 1 of the financial statements of the enterprise.

2. Profit and loss statement (budget income and expenses) - form 2 of the financial statements of the enterprise.

3. Statement of cash flows (cash flow budget) - form 4 of the financial statements of the enterprise.

The budget of the production and economic (operating) activities of the enterprise is a document reflecting the production and sale of products, other production results (it is not included in the official reporting, it is developed in any form). The budget of the production and economic activities of the enterprise is transformed into a system of budgets for the operational activities of financial responsibility centers.

Budgeting system implementation

The system that implements enterprise budget management includes the following parts: economic, organizational, information, computer.

The economic part of the supporting system is represented by a certain economic mechanism operating within the enterprise. This mechanism involves:

- assignment to the business units of a certain property, vesting with the rights to manage this property, income and expenses;

- the use of special methods for the distribution of income and cost formation;

- the use of methods of economic incentives.

Budget development requires a significant amount of regulatory information - consumption rates, prices, tariffs, etc. To obtain it, significant preparatory analytical work is carried out, during which a thorough inventory of the income and expenses of the enterprise is carried out, reserves and losses are identified.

- each unit is assigned the status: “center of income”, “center of profit”, “center of costs”, etc .;

- a unit is created that operates the budget management system (settlement and financial center, treasury, etc.);

- the head of this unit is vested with the authority of the deputy director of the enterprise.

The workflow scheme of an enterprise is changed as follows:

- new documents are introduced - mandatory revenue and cost plans;

- all types of actual costs of the enterprise before their execution are verified with the budget.

The computer part of the software includes:

- personal computers;

- universal software environment;

- a specialized software package that implements the development and execution of budget documents.

Budgeting Options

With respect to the enterprise accounting system, autonomous and adapted versions of the budgeting system are possible.

The adapted version is based on the use of accounting accounting information. The stand-alone option involves the creation of its own accounting system independent of accounting.

Each of these options has certain advantages and disadvantages.

The adapted version relies on well-established information accounting flows. It is free from duplication of accounting information and in this respect is more economical than autonomous. Particularly attractive is the use of the adapted option with well-developed analytical accounting, when property, income and expenses are accounted for by enterprise units. It should be noted that such accounting is sometimes equated with budgeting.

However, a significant problem here is budget planning. An important principle of the budget management system is the comparability of planning and accounting information. Therefore, in an adapted version, planning should be sustained in the "accounting" style. That is, if accounting is carried out in the context of accounting accounts, planning should also be conducted accordingly. In this case, a number of complex methodological problems arise, which until now do not have a satisfactory solution. And the stronger the analytical accounting, the more difficult the planning.

The stand-alone version uses its own accounting system. This causes duplication of accounting information, resulting in increased management costs. However, at the same time, the budgeting system is cheaper to develop and easy to operate.

The main functional blocks of the system are:

- planning block;

- accounting unit;

- analysis unit;

- normative base.

Budget consolidation

If a company is a holding consisting of several separate enterprises (business units, branches, individual legal entities), then the question arises of forming consolidated budgets and reports of the entire company.

Consolidating budgets can be done in two ways:

- joint planning and accounting of the activities of all enterprises in one system, which allows you to immediately generate consolidated budgets and company reports;

- maintaining separate accounting and the formation of their own planning and reporting documents for each of the company's enterprises and their subsequent integration into consolidated budgets and company reports.

Various areas of activity of the company’s enterprises, an increase in the number of heterogeneous business operations contribute to a separate specialized accounting for each company. This leads to the need to consolidate individual budgets and reports of company enterprises, which, in turn, requires the development of a methodology for this procedure.

In the presence of business transactions between different enterprises of the company, the consolidation procedure is complicated, and there is a need to exclude internal turnover when generating consolidated budgets and reports. One of the most common types of internal turnover is sales within the group. The profit of domestic turnover may be included in the balance of the balance sheet, for example, in the composition of the products that the trading house purchased from the company's enterprises. Complicated cases arise if the profit of domestic turnover is part of the materials, which are then used to produce products.

In order to correctly exclude all the impact of internal turnover during the consolidation of budgets and reports, it is necessary to study the features of the organization of the company’s business and develop a consolidation methodology. The creation of such a tool will allow to quickly and efficiently prepare consolidated budgets and reports to provide interested users and make management decisions.

In modern conditions, enterprises carry out budgeting using

accounting programs, usually in the form of planning

income and expenses for the coming period without linking them with

necessary resources, that is, fragmented. At the same time, when

budgeting compliance with the rules of budgeting should be combined with the organizational structure of the enterprise

(centers for the formation of income and expenses), the choice of target

management functions and planning horizon.

The enterprise budget system is based on the following principles:

unity of the budget system;

differentiation of income and expenses between the levels of the budget system;

independence of budgets;

completeness of reflection of budget revenues and expenses;

balanced budget;

budget deficit;

the efficiency and economy of using budget funds;

general (aggregate) coverage of budget expenditures;

reliability of the budget.

Stages of the budgeting process:

1. Installed motivation and target management functions,

planning horizon, types of activities, nomenclature

products and factors, performance indicators for each division

2. The directions of capital investments are determined, the list

acquired non-current assets, their quantity and value.

3. A list and amounts of current expenses are set out by

for reporting periods that the company will incur in the context of the expansion of activities, when changing the structure and volume

sales, the need to increase cash flows.

4. An income budget is formed taking into account the factors determining

the price of products (works, services) at the enterprise.

5. The total amount in the income budget is compared with the amount

costs calculated in the budgets of capital investments and general

current expenses. The income coverage of current expenses is determined.

and the possibility of implementing the adopted development strategy.

6. The indicators of the effectiveness of capital investments are determined

based on data from the budget of the same name.

7. A sales budget is prepared taking into account a number of factors, including

including: stages of the "life cycle" of the product, the ability to quickly

establishing production, market competition. To be installed

sales growth rate over the planning horizon that

Allows you to specify the incoming financial flows.

8. A budget of expected revenues is formed taking into account

Terms of commercial lending to buyers and customers.

According to the accounting data, the percentage of income is determined

cash in the month of sale, also the repayment percentage

later receivables and hopeless

debt receivable. Thus set

final amount of incoming cash flow in

each reporting period (month, quarter, year). If expected

the amounts are not satisfied with the receipt, then the sales budget is adjusted.

9. The values \u200b\u200bof direct cost budget indicators are determined.

on consumables, where the necessary list is taken into account,

the volume and cost of inventories for production, their seasonal stock

and expenditure rates, shipping and storage costs.

10. A budget is prepared for the expected payments to suppliers and contractors.

based on commercial

loan (deferred payment) on their part.

11. The total budget amounts of the expected revenues are compared.

with the total budget amounts of the expected payments. Determined by

the solvency of the enterprise and its ability in the established

12. A budget is prepared for the production of the product, where

determines the amount of product that you must have on

beginning and end of the forecast period.

13. The budgets of fixed and variable costs are calculated.

payroll for workers in the main production apparatus

management taking into account their number, existing forms and systems

payroll.

14. Budgeted fixed and variable costs with

by type of cost in the planned reporting periods. Are planned

amounts of contributions to extrabudgetary funds. Revised standing budgets are drawn up

and variable costs, taking into account the actual terms of payment

amounts of taxes and fees.

15. A list of sources of financing, their

cost and amount of incoming financial flow, taking into account the dividend

equity policy. Are determined

size, structure and weighted average cost of capital.

16. The main factors affecting implementation are identified.

investment projects, and their values \u200b\u200bfor calculating cash flows

forecast and extended periods

17. A forecast cash flow budget is prepared with reflection

amounts of receipts (cash inflow) and payments (outflow

cash) in the current, financial and investment

activities.

18. Formed forms of the balance sheet and

report on financial results.

19. Calculates the profitability of activities and stock

financial strength based on information compiled

budgets.

The result of budgeting is the coordination of business conditions

and available resources to support planned

values \u200b\u200bof profit, profitability, price of raised capital

and size. This allows you to move on to compiling production

Plans and activities for each structural unit, in

The process of implementation of which, and when changing business conditions

adjust the drawn up budgets.

Operational financial planning of its goals and objectives.

Operational financial planninguses approved strategic positions in everyday activities to achieve the goals. Operational planning is the process of developing financial plans that ensures the best use of all resources of the enterprise (both its own and attracted). Operational planning helps to carry out current regulation of the production process in order to ensure uniformity and rhythm of work, allows you to quickly and quickly practically correct the situation, coordinate individual actions of various units united by a common goal - ensuring the financial stability of the enterprise through the implementation of the financial strategy.

Operational financial planning includes preparation and execution of a payment calendar, cash plan and calculation of the need for short-term loans. The development of the payment calendar consists in determining the specific sequence and timing of all settlements, which allows timely transfer of payments to budgets and extrabudgetary funds and to ensure the financing of normal business activities of a commercial organization. A payment calendar is usually drawn up for a month (quarter) with the development of indicators for smaller periods (15 days, a decade, a five-day period). A correctly drawn up payment calendar makes it possible to identify possible errors, lack of funds, reveal the reason for such a situation, outline appropriate measures, and thus avoid financial difficulties.

In many commercial organizations, in addition to the payment calendar, a tax calendar is drawn up which indicates when and what taxes should be paid. This avoids delays and penalties. In addition to the payment calendar, a cash plan should also be drawn up. This is a cash circulation plan through the cash desk. The cash plan not only reflects the solvency of the enterprise, but is also necessary to control the receipt and expenditure of cash. A commercial bank serving the enterprise also needs its cash plan in order to draw up a consolidated cash plan for servicing its customers on time.

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