Before we substantively consider practical tips and recommendations that will illustrate how budgeting is set up in an enterprise, and at the same time understand more deeply why a budgeting system is needed for a modern and dynamically developing market participant, it is worth paying attention to the fundamental importance of this step in the self-determination of the company. After all, building a budgeting system is an extremely responsible stage in the development of an organization that can in many ways affect the future of a company.

At the same time, one should not assume that the introduction of a budgeting system in an enterprise will only require the appropriate adjustment of the information automated system and the presence of a programmer who can modify new reports. Of course, a lot in this difficult process depends on the information development of an enterprise, but not everything. Professionalism and involvement play a decisive role in setting up a budgeting system and improving the existing budgeting system at an enterprise. financial management.

The transition to a full-fledged budgeting system in a company and a budget management system is impossible without a serious structural change of the entire organization, since setting up an effective budgeting system requires serious, verified, coordinated and focused work from management and employees.

Organization of budgeting in the enterprise and the role of the budgeting system in the enterprise

The stages of setting up a budgeting system can go beyond each other, but in general, when using a sequential approach, they do not change their sequence much. Consider the main stages of setting up a budgeting system at an enterprise.

Development and implementation of the correct organizational structure of the company in order to establish a budgeting system at the enterprise

The simplest, but at the same time the most expensive way of building a new organizational structure is to hire an outside specialist, or rather, a special team that is able to immediately identify bottlenecks by looking at the situation from the outside. But the most efficient and cheap solution to this problem is working group formed of highly qualified internal specialists personally interested in the transition to effective budgeting.

In general, the effect of a correct budgeting system will be quickly felt at all levels of the organization, therefore, an extremely important stage of work is informing the staff about the benefits they will receive from the implementation. new system... Naturally, ordinary employees are concerned not so much with the global efficiency of the company as with the personal one, on which bonuses and profits are tied. That is why, in order for an employee to understand that the overall system of efficiency will have a positive effect on his work, in particular, it is necessary to explain in detail to the staff what benefits a particular employee will receive from setting up a budgeting system.

As a rule, organizations do not have the most optimal organizational structure, which, by and large, is a consequence of historical disorganization. Key processes can be more or less customized, but smaller ones, for example, functional connections, clarity of hierarchy, regulations of interaction and subordination between departments - go on their own. Why?

On the side of logic, there is the fact that any work with the budgeting system does not bring money to firms "here and now", therefore, at the level of insufficiently qualified management, the unspoken rule "not to pay attention" is often adopted. This question rests on the horizon of strategic planning and the scale of development that the company wants to achieve.

If a firm employs, for example, ten to fifteen employees, and the actions of each of them can be monitored at the level of simple communication, an imperfect organizational structure will not cause much damage to the activity. But as soon as development reaches a certain milestone, for example, a distributed branch network and a multi-level hierarchy with a large number of processes and interconnections of the work of personnel appear, if the organizational structure is not logical, not clearly regulated and, most importantly, does not work as a single mechanism - chaos occurs at the enterprise ...

A third-party management specialist, as a rule, immediately sees the problem areas and can, at a minimum, point out to the management with a "blurry look" what should be paid attention to in the first place. It often happens that internal users of the organizational structure do not see trivial mistakes, because, in general, the processes are working, and no one even thinks about their optimization, especially if we are talking about a company in which no one is motivated for the result. Surprisingly, there are overwhelming majority of such companies on the market today.

Optimization of the organizational structure is the first and most important step for setting up a budgeting system in a company, as well as for further improving the budgeting system in a continuous cycle. Regardless of the method of assessing the current organizational structure and the subsequent implementation of a new one, both forces external consultants and by creating an internal working group, the goals will be the same.

Their essence can be formulated as follows:

• Analysis of the current situation;
• Development of effective improvements;
• Implementation in practice;
• Control of implemented innovations.

At the same time, excesses should be avoided in terms of the development of the organizational structure, therefore, when creating it, it is worth adhering to the basic principles of effective management:

• Ease of execution of organizational structure levels;
• Comprehensibility of the structure for the personnel;
• Order in relationships and functional subordination.

Figure 1. Organizational structure of the company.

It is necessary to adhere to these principles in order to ensure the greatest possible transparency of the structure for the future harmonious development of the enterprise. Let us remember that the simpler the organizational structure, the easier it will be to develop the budget management system.

As an example, we will give a block diagram of an organizational structure that is optimal for the process of further development.

Figure 2. Block diagram of the organizational structure of the company.

Creation of a financial structure to improve the implemented budgeting system at the enterprise

To achieve productive budgeting, it is necessary to implement a model in the company that will distribute the responsibility for budget execution, the efficiency of resource use, and will make it possible to control and analyze the ways in which expenses and incomes arise at the enterprise. For this, on the basis of the approved organizational structure, a financial structure is formed, in which the company is represented in the format of interconnected centers of financial responsibility.

Financial responsibility centers are assigned classification types depending on the business task of the business unit in question. Each business unit in the financial structure belongs to one of the types of CFD:

• Investment centers (TI - investment centers)
• Profit centers (CD - income centers)
• Margin Centers (CMD - Margin Income Centers)
• Profit centers (CP - profit centers)
• Cost centers (CP - cost centers)

Each CFD leads a "double life", acting as a business unit and as a center of financial responsibility in the format of its own budget at the same time. In this state of affairs, a balance is achieved that is necessary for any effective organization: the unit begins to be responsible for the fulfillment of its tasks within the framework of business functions, in the conditions of the values ​​established by the budget.

Each CFD within the financial structure of the enterprise has a person responsible for the results of its work. This is usually the local head of the department, for example, the head of the sales department, the head of the warehouse, the director of procurement, etc. Sometimes the employee responsible for the results of the CFD may not be directly related to the performance of local work functions, for example, the chief architect.

Development of a system of enterprise budgets

Depending on the financial structure of the company, the management and the working group for the implementation of the budget management system make coordinated decisions about what types of budgets a particular enterprise needs. In the system of budgets, budgetary relationships, levels of budgeting, as well as the internal structure of budgets are established according to reference books of budget items. A decision is made to localize the budget system in the Central Federal District and consolidate local budgets into a single enterprise budget (consolidated budget). Each approach has its pros and cons, and a specific method is chosen based on the logic of the situation and applicability in a particular enterprise.

Each CFD manages its budget based on the planned and actual data of its activities, and the financial service, based on them, forms consolidated forecast budgets:

• Traffic budget Money to manage liquidity;
• Budget of income and expenses to support and manage the company's profitability at the planned level;
• Management balance sheet for business value management.

The data from these budgets together provide management with the opportunity to assess the operational state of the enterprise, present targets, predict short-term and long-term trends and, if necessary, plan measures that can contribute to the achievement of goals. If the planning and forecast analysis showed that the goals are achievable and the company's efficiency corresponds to the planned level, the budgets of the local level are approved and begin to be executed. If the data and plans are not fully consistent, the budgets are adjusted, and a search is made for the optimal scheme for carrying out activities for the company.

After the forecast budget is formed and approved, we can say that it performs the function of a central management document, which is mandatory for all Central Federal District and the company as a whole. Speaking about this in a broad sense of the word, you need to understand that any budget is not the ultimate truth, but rather a planned, predictive and at the same time nonlinearly changing value, which demonstrates to us in dynamics what is happening with business at all levels. A deep analysis of the forecast and the fact of the budget helps to make important decisions in advance that can significantly increase the efficiency of the business and anticipate the development of some global problems of a financial and management nature.

Development and implementation of accounting policies, analysis systems, preparation and implementation of regulatory documents

The accounting policy in the company is designed to determine the rules for the implementation and combination of accounting with management and production accounting, depending on the internal policy of the organization in this matter. It is rational to implement accounting policies consistently, avoiding discrepancies at the level of departments and seeking consolidation in all issues of budgetary activity.

Regulatory documents are used to fix clear requirements and rules that ensure unambiguous interpretation, helping to avoid controversial issues. The composition of the documentation in different companies may differ greatly, but in the working version it should contain provisions on all subjects of the budget process, regulations for conducting subprocesses and job functions staff:

• Rules of Procedure for Financial Responsibility Centers;
• Accounting policy regulations;
• Regulations on budgets of all levels;
• Regulation on the work of the financial service;
• Guidelines for budget recipients;
• Performance Evaluation Regulations;
• Financial analysis regulations.

The documentation is developed once, but work with it continues continuously. Rational changes and additions that contribute to the optimization of the fixed procedures should become the norm in the organization.

At the same time, it is very important to avoid changing the composition of the regulatory documentation when changing the staffing. The “new broom” principle does not apply to the enterprise budgeting system under any circumstances. Any new employees, from the rank and file to the managers of the Central Federal District, are built into the approved budget system (naturally, with the possibility of making rational improvements for consideration).

The main routes of setting up a budgeting system

The budgeting process in the enterprise can actually be presented in the form of three possible routes (methods):

• Top - Bottom (Top - Down)
• Bottom - Top (Bottom - Up)
• Circular route (Top - down + Bottom - up)

The top-down budgeting route assumes that the prerogative of the choice of budgetary policy is given to the senior management team.

This method cannot be called the most successful, if only because with such an organization of the budget system, the proposals of the lowest level are ignored altogether or minimally taken into account. On the one hand, such a budgeting route should fully correlate budgets with the strategy and global goals of the organization, but this does not happen due to the lack of communication between the higher and lower departments of the organization.

At the same time, a clear drawback of this approach is the complete absence or extremely low motivation of lower-level managers in achieving any goals due to the complete absence of personal interest.

It is typical for enterprises with a multi-tier or distributed structure, which need to combine the lowest budgets into the first-tier budget. Suppose an insurance company that has a branch network, with this model, will collect the budgets drawn up by each additional office to the budget of a group of offices (by district), then to the budget of the city, region, and then, by analogy, to the center. In such a system, the function and responsibility of the middle management increases, which must ensure the identity of the articles and the correspondence of indicators.

One of the serious drawbacks of this budgeting route is the frequent inconsistency of local indicators, an increase in the duration of the budget process, as well as the possibility of manipulating indicators at the local level in order to ultimately profit from the implementation of biased indicators.

The circular method, which can be called the route of the budget process, achieves the greatest balance between local indicators and tasks from the center.

The center first provides guidance to the lower levels on goals and objectives, usually using historical and analytical information in their requirements, after which local departments form their budgets, comparing them with the ability to fulfill the tasks of senior management. At the final stage, budgets are adjusted, and all links in the budget chain receive an agreed set of indicators and values. Internal consistency is the greatest benefit of this budgeting method.

Figure 3. Route of the budget process.

Unified budget or Core budget

Unified budget is the main document of the budgeting system. Its main task is to enable managers of different levels to make rational management decisions.

A single or, as it is also called, the main, or general budget contains all the consolidated information in a block format, covering the entire enterprise and demonstrating all internal relationships.

Big budget, as it is usually called in business sphere, is a summary of the work of the entire budget process, working groups, meetings, plans and decisions that are aimed at ensuring the fulfillment of the company's goals and its well-being. He also helps to solve all operational issues, starting with the possibility of reallocating resources and re-calculating reserves, ending with making decisions on the search for unplanned credit resources.

Over time, the function of the main budget also changes: if at the beginning of the period it is a plan of expenses and income, then at the end it serves as a control and accounting tool that allows you to evaluate the results achieved and draw important management conclusions.

The main characteristics of the unified (main) budget of the enterprise

• Defined budget period, meaning a clear time frame for planning, executing and monitoring the results of the budget system.
• Forecast component- information about trends and forecasts that the company's management focuses on.
• Update frequency- the budget is constantly changing in accordance with the situation, information updates introduced by departments, as well as according to the regulations. For example, at the end of a checkpoint for a period - week, month, or quarter.
• The variability of the development of the situation- a parameter laid down in a single budget as a range, the value of which may differ depending on the market situation (prices for raw materials, exchange rates, etc.)
• Reality of information- the budget contains real items of expenditure, and not figures that are pleasing to the eye of management. Its task is to reflect real consolidated information on the company.
• Analytics of external factors- accounting for information from the outside that can have a significant impact on internal processes or the business as a whole.
• Consistency across organizational levels- clarity and unambiguous interpretation of meanings and tasks by all participants in the process, the same involvement and motivation.
• Consistency for decision making... The budget is not a normative document, its composition and form can differ greatly from the forms financial statements... Therefore, the freedom of the form of the budget should become its advantage, which ensures that information is included in the budgeting plan systematically, and only that which is needed for adoption. management decisions.

Figure 4. Characteristics of the unified budget.

Example of entering budgets in WA: Financier

Our article "Enterprise Budgeting System" describes the general principles of the enterprise budgeting process. In this case, we will consider the possibilities of "WA: Financier" in the formation of budget reports... To do this, as an example, we will implement a simple budget scheme:

Budgets in "WA: Financier" are entered using the appropriate document "Budget":

The following options are available to speed up and facilitate the entry of planning data:

Setting up filling templates;

• Filling in according to the payment schedules in contracts;
• Filling in one Budget data for several periods, articles and their analytics;

• Setting of dependent revolutions.

Based on the results of the settings given above, the following dependent planned turnovers were automatically generated:

Completed budgets are subject to agreement. In "WA: Financier" the ability to configure various "Approval Routes" in the user mode without programming is implemented. Different route options are configured depending on different conditions.

For each coordinator, which is determined automatically depending on the hit of the approved budget in the conditions shown above, when setting up the route, the parameters of its approval are indicated:

After that, when the route for approving a specific budget is launched, information about the current status of approval becomes available to all users:

Thus, according to the entered planning data - several budgets for different Central Federal District of one company, it is possible to form a final consolidated budget using different mechanisms of the system:

• The report "Budget execution (consolidated report)" allows you to customize the output of data on the required selections for several CFDs, organizations, periods, etc .;
• The mechanism "Custom reports" allows you to configure, for example, "Consolidated BDR".

Conclusion

The introduction of a budgeting system, as can be seen from the components of this issue discussed in the article, is only the beginning of work. We can say that this is the first stone in the foundation of the formation of a productive system of financial and business management of an organization in terms of resources. Further, it will be necessary to continuously improve the budgeting system and modernize it over time, because it is working with budgeting in dynamics that is the main guarantee, or, better to say, a prerequisite for the success of a company striving for effective management.

It is obvious that building a budgeting system is an extremely complex multifaceted process that has sufficient variability depending on the internal specifics of the company, the composition of its management and the level of executors, as well as the characteristics of its business units.

In large companies, it makes sense to introduce more complex budgeting systems due to the need for more thorough budget planning, which applies to all levels of the giant company.

Mid-market companies can start their budgeting practice with small functional systems that focus on internal efficiency and optimization production processes in company. So the setting of a budgeting system can be relevant at any enterprise, regardless of the scope of the business or the size of the company.

In the business world, budgeting is a key management tool. If you compare budgeting with a material subject, then you should choose a Swiss knife, which, in addition to the knife itself, has all kinds of devices for all occasions. Also with budgeting: it allows not only to plan work and control the company's business, but also creates opportunities for timely analysis, modeling, forecasting and efficiency improvement. Ultimately, a high-quality enterprise budgeting system becomes the key to high business competitiveness.

Enterprise budgeting and financial planning: 5 functions and 3 stages of budgeting + 9 detailed steps for implementation + 2 approaches to automation + an overview of budgeting in Excel and 1C programs.

The key to the company's success is the competent organization of its work. Simplification, systematization and automation of business processes significantly increase the competitiveness of the enterprise.

Clear and relevant financial planning and budgeting in the enterprise- a very important and promising part of the organization of work. Any manager and owner of a business, even a small one, should definitely know the basics of the process and implement it in their company.

What is enterprise financial planning and budgeting?

Financial planning- this is the whale on which the entire organization of the company's activities rests.

It is associated with other planning, is present in any business (only in different forms), and is also an assessment of the mission and aspirations of the company, taking into account the required funds and their availability at the right time.

Financial planning is performed for the following time periods:

• Long-term or strategic planning characterizes the main goals of the organization, ways to achieve it, its size and scope of work in a qualitative or general quantitative form for a period of more than 5 years.
• Medium or tactical planning is formed for a period of 1 to 5 years, and sets the funds required for the implementation of strategic goals.
• Short-term or operational planning is formed in the current work of the enterprise, in fact is budgeting.

In other words, enterprise budgeting is short-term financial planning.

More broadly, it is not only resource planning, but also enterprise management using criteria that take into account the contribution to the growth of the company, its departments and employees.

The result of budgeting is budget- a document from the company for the near future.

What functions does enterprise budgeting perform?

1. Budgeting looking for ways to allocate resources taking into account the market situation and its capabilities, provides for problems and risks, suggests ways to solve them.

Represents financial control departments and employees, performs efficiency analysis by reconciling planned results and achieved ones.

Tracking different metrics allows you to see their impact on the bottom line and make adjustments.

2. Enterprise budgeting system provides an opportunity to track the performance of managers, based on the fulfillment of their goals, and is also a financial motivation for the work of employees.
3. Budgets have a good effect due to top-down information in the format of plans.

   This means that it is supported communication between different levels of employees and an understanding is formed among them of both the mission and tasks of each employee and department, and the entire enterprise as a whole.

4. Strengthens communication between departments, contributes to a better understanding of the characteristics of each of the departments.

3 stages of the budget period

Financial planning and budgeting in the enterprise is carried out cyclically and for a certain period (budget period). And the budget period is divided into certain stages.

Stages of enterprise budgeting:

1. Planning - carried out before the start of the budget period and implies the following:

• defining tasks for the budget period;
• sampling, analysis, grouping of data;
• design of estimates, their analysis, adjustment and approval.

Implementation - execution of estimates, analysis and correction of operational indicators.

Completion - writing reports on the execution of estimates and their goals, analysis of indicators, conclusions for the subsequent design of estimates.

How to Implement Enterprise Budgeting?

To build a working system of budgets in a company, you need to go through several steps, each of them is important and requires careful study.

9 steps to implement budgeting:

Define its goals and objectives.

The functions of budgeting were described above, they can be taken as a basis.

More specifically, the goals can only be determined by the head of the company, based on the need for information necessary for making decisions on the management of the company and its finances.

Select the budgets that will be maintained at the enterprise.


Budgeting involves multiple budgets.

But there are two main ones:

• operating(sales, balances of goods, purchases, various expenses, etc.);
• financial, it is calculated from the operating (estimate of income and expenses, cash and others).

Also, the enterprise can conduct auxiliary budget calculation, for example, capital expenditure or credit. And also special, which depends on the specialization of the firm.

Identify sources of information.

Gathering information is as important as the others. Up-to-date information is invaluable.

For financial planning and budgeting, not only internal information of the company is collected, but also external information, which gives an understanding of the realities of the market and the needs of the clientele.

Data sources can be as follows:

• static accounting;
• tax reports;
• inspection reports;
• other sources of data, such as research and expertise;
• changes in legislation and other publications of the authorities;
• research of analytical offices;
• Media and advertising;
• reporting of competitors, partners and clientele.

Identify performers.

On the small business the accounting department or the chief accountant can manage budgets.

In a medium-sized enterprise, there is already a need to form new divisions, in connection with which the planning and economic department or the director of finance will be involved in the calculations.

At a large enterprise, difficulties arise with the collection and grouping of data, obtaining relevant information in a short time, and the transparency of the process. Therefore, the budgetary calculations management scheme has a complex structure. It is handled by the finance department.

The finance department in a large enterprise is usually divided into the following divisions:

• planning and analytical;
• control and accounting;
• managerial.

Each of these divisions performs its own functions in the system.

Build a diagram of financial responsibility centers.

This point is necessary if it is assumed that certain persons (department managers, for example) are responsible for the implementation of budgets, and also if the process is related to the motivation of employees.

Design a budget model.

Write a regulation.

In production, the system of budgetary calculations must be standardized using certain forms and instructions.

A budgetary regulation should be drawn up, in which all documents related to budgets are collected. It prescribes the rules for maintaining estimates for all departments of the company, and also contains the forms of applied documents, reports, etc.

The process of drawing up the regulations is very responsible and laborious. After its readiness, the process of personnel training begins. The success of the implementation of the system of budgets at the enterprise depends on how competently and fully the regulations will be drawn up.

When calculating budget indicators, use standards and forms... It is very convenient to work with, but drawing them up is a rather meticulous process.

Before calculating the standards, it is important to understand how justified such a decision is and whether there really is a need and expediency in their development.

All compiled standards (or only basic ones) are entered in the table. An example of such a table is shown below.

Train staff.

Plan a budget for the first billing period.

Budgeting automation

Budgets are inextricably linked with financial planning and often with management accounting. Therefore, the software for process automation is usually complex.

In general, there are two approaches to automating enterprise budgeting, namely:

1. Choice software, then setting up a system of budgets.
2. Setting budgeting manually with subsequent automation.

As you can see from the diagram, the first option is simpler and more logical. Exceptions are companies with atypical settlement requirements.

Making a choice in favor first approach to automation, the most important thing is not to be mistaken with the choice of the program.

Without a clear understanding of the structure of further work, it is difficult to formulate software requirements. Therefore, if you chose the first option, pay enough attention to planning and preparing the project.

Second approach it is used much less often than the first one due to its apparent complexity. And often not as a balanced decision, but out of necessity.

Such a situation may arise as a result of a failure with the first approach, when the budgeting system has already been partially implemented, but the software product did not fit and it is inconvenient and ineffective to work with it.

In the second approach, the greatest amount of time is taken by the stage of collecting information and its preparation, since this will be done manually. But you are much more likely to end up having a clear and effective financial planning system.

Enterprise financial planning automation can be performed on one's own in the presence of appropriately trained employees.

This approach is certainly much cheaper. But in practice it turns out that without the involvement of third parties (financial consultants, programmers), this task takes too much time and labor resources and may lead to the wrong place.

In Russia, Excel and 1C programs are most often used for automated calculations. Let's take a look at examples in each of these programs.

1. Budgeting in Excel.

The work in this program is to write budget forms and link them using formulas and macros.

This program will work with a simple structure (as shown in the example below).

For large companies, working in Excel will be ineffective and confusing.

One of the main disadvantages of this program is single user mode... Other, rather significant disadvantages: availability of the same information for all users and difficulties in consolidating information.

In the picture below, you can see the form of the budget for income and expenses:

The following is the form of the cash flow budget:

The following table is the final one - the balance sheet of the enterprise. You can also see all types of budgets that are maintained at the enterprise, in tabs (sheets):

2. Budgeting in 1C.

For financial planning at the enterprise, 1C "Financier" is most often used. Of course, this program works much better for budgets and financial planning than Excel.

The program is flexible enough and makes it possible to customize the forms of budgets, their connection, collection of information. There is also a very convenient function of communication with external accounting systems for planning and data accounting.

Speaking specifically about the 1C Financier program, it provides the following opportunities:

• modeling budgets;
• registration of indicators by divisions;
• budget approval;
• correction and its coordination;
• communication with external sources of information;
• reports.

The budget is entered through a form, the principle of which is very similar to tables in Excel, which greatly simplifies the work when moving from one program to another.

At the moment, budgeting in 1C is the most acceptable option.

Firstly, most likely, your company already uses 1C products, and you can imagine what kind of software we are talking about.

Secondly, this program provides quite flexible and effective functionality for relatively little money.

We've covered the basics of a topic as broad as enterprise budgeting.

Of course, the information provided is not enough to set up a system of budgets and financial planning in the company, and you will need the services of specialists. After all, the approach to such a serious issue should be individual and proceed from the needs of each enterprise separately.

Have you noticed that budgeting in your company is ineffective?

Let's look at the possible causes of this problem:

However, you have understood what budgeting is and how it is useful for managing a company, and you already know what to look for when implementing, setting up and automating budgeting and financial planning in an enterprise.

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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 improve the efficiency of the enterprise by:

Target orientation and coordination of all events in the enterprise;

Identifying risks and reducing their level;

Increasing flexibility, adaptability to change.

The calculations carried out in the process of forming the budget of the enterprise allow in full and in a timely manner to determine the required amount of funds for their implementation, as well as the sources of these funds (own, credit, budget or investor funds). The calculation results 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, to organize the production of competitive products, ensuring the effective development of the enterprise, poses a difficult task for the management: to master the methodology of budgeting 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 an integral system, which includes all the main issues: from justifying goals and objectives to monitoring its implementation at all stages.

The main stages of work were:

Analysis of the existing system of accounting, planning, workflow;

Development of economic models determining the main ways of the natural development of the enterprise;

Formation of technology for budgeting;

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

Distribution of responsibilities for the preparation of workflow for budgeting between structural units and specific performers, determining the formats of the documents to be submitted and the timing of their preparation;

Development of the 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 a methodology for monitoring budget execution, procedures for current budget adjustments in case of changes in external and internal conditions.

Budgeting is based on the method of flexible development of the enterprise, which provides the basic theoretical and methodological approaches to the diagnosis and planning of enterprise activities in a competitive and unstable environment.

This system not only contributes to improving the efficiency of the enterprise, ensuring regular receipt reliable information on the results of economic activity, but also allows:

Identify and control all financial flows of the enterprise;

Manage production costs, working capital, inventory, receivables and payables more effectively;

Optimize taxation;

Manage document flow within the enterprise;

Exercise control effective work departments and their heads at all stages of budget implementation.

Budgeting requires not only a competent solution of methodological problems, a thoughtful understanding of the necessary financial planning tools, but also the development of appropriate organizational procedures that regulate all issues of the relationship between individual structural units, CFD, cost center or CFI with the management of an enterprise or firm. To reduce subjectivity in the management of the company's finances, a clear order, budgetary regulations, are needed.

Budget regulations are an organization's procedure for drawing up (developing), submitting (transferring), agreeing (sighting), consolidating (processing and analyzing), conducting a plan-fact analysis and evaluating the execution of budgets of various types and levels.

Its constituent elements are:

1) the budget period adopted in the organization (the period for which the budget is drawn up) and the minimum budget period (that is, the breakdown of individual budgets into sub-periods within the budget period);

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

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

4) periodization of budget controlling (definition of the plan-fact analysis regulations), i.e. the system of internal control and assessment of budget execution, including the entire structure of formal and (or) informal procedures designed to analyze and assess the effectiveness of resource management, costs, structural obligations 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 volume of costs with budget estimates, timing (schedule) and the procedure for drawing up reports on the execution of budgets by structural divisions, Central Federal District, Central Federal District or cost center, conducting a plan-fact analysis, drawing up adjusted budgets, their subsequent coordination, presentation, consolidation and approval.

The main task of the budget regulations is to ensure the ability to control the execution of budgets of various types and levels of management. At the same time, it is often necessary to overcome latent or explicit opposition (or direct sabotage) of middle and lower-level managers. Until budgeting has left the stage of playing in "tsifiri", that is, approved financial plans, the real implementation of which no one particularly monitors, this resistance is hardly noticeable. But once you set specific deadlines, personal responsibility and a uniform procedure for submission - consideration - approval - approval, the main thing immediately begins to appear - who, where, how, from whom and how much borrows certain resources, temporarily free funds ... Budgetary regulations are a way of establishing financial discipline and one of the means of fighting the age-old Russian craving for general “rip-off” (at least at the level of a single workplace).

The budgetary regulations are determined for the period of drawing up a reliable (you need to understand, and how stressful enough) sales forecast and sales budget. The sales forecast is usually prepared in several versions to determine the boundaries (from and to) of the main gap indicators for the business units and the company as a whole.

The main principle of the budgetary regulation is a rolling development schedule, which implies constant adjustment (within the previously established boundaries) of the budget estimates as the end of each month or quarter of the budget period.

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 they are adjusted, and control over their execution is carried out. It should be remembered, however, that different budgets should have a unified budget period. Another thing is the breakdown of each budget into sub-periods, that is, the determination of 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 budget type.

In theory, within the framework of the budget period, there are two stages. The first is the period of directive planning, when all the 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 borne in mind when determining the budget period. The fact is that companies abroad (especially large ones with large analytical resources) make budgets for 3-5 years. In Russia, the heads of many firms refuse to seriously discuss their financial prospects for more than 6 months. The combination of socio-political and regulatory instability with the absence of a normal expanded reproduction of fixed capital (the implementation of a systematic and purposeful 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 benchmarks, without setting the goals and parameters of the business (including purely financial ones), one can hardly speak of any development. In Russia today, it is also considered acceptable to draw up budgets for a period of one year.

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 be up to one week or one banking day (for some types of budgets). But for the second half of the year, planning by quarters may well be sufficient.

The cash flow budget usually has a shorter minimum budget period than the income and expenditure budget. If the minimum budgetary period for BDiR 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 drawn up for the entire period of the project with a mandatory monthly breakdown of the first two years of the business plan implementation period.

For BDDS (in the case of a separation in the financial structure of an enterprise or a company of the Central Federal District), taking into account the specifics (high diversification of economic activity) of the company's structural divisions (a 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 1st quarter) and quarterly (for the 1st and 2nd quarters as a whole) breakdown. The unit of measure for the budget period is one decade. At the same time, the BDDS is adjusted monthly, as in the case of the BDiR.

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 I and II quarters.

The breakdown of the budget period into sub-periods (different for BDiR, BDDS and balance sheet) is related only to the nature of the display (degree of detail) of financial information. The rules for carrying out the plan-fact analysis and adjustments of budgets are determined, first of all, by the step of financial planning, which is set for all major budgets.

When organizing budget management, first of all, it is necessary to determine the participants - subjects of the budgetary process. It is necessary to establish how many levels of management correspond 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 unit (CFD), as well as at the level of an enterprise or company as a whole, it is necessary to decide what is better:

To entrust some of the existing structural divisions with certain functions and budgeting operations;

Create a new structural unit that will fully deal with budgeting.

The problem is that there is not one, but many very different main and operating budgets, including consolidated ones, i.e. engage in the consolidation of budgets of a lower level of management and the coordination of the financial parameters laid down in them.

In this case, already existing functional services can be connected to the budgeting process to one degree or another (both at the level of the Central Federal District, the Central Federal District, 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 separate types of core and operational budgets, drawing up consolidated budgets, coordinating and managing the budget process.

For the effective formulation of budgeting, it is extremely important that the entire budget process, 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, to develop decisions on the directions of the company's investment policy, financial planning strategies at the highest level, a so-called budget committee can be created, which consists of representatives of the Central Federal District, who control budget execution, from managers and specialists of the budget department, financial and the planning and economic department of the company, the top officials of the enterprise, which controls the budget process in the organization as a whole.

Budgeting is carried out in accordance with budget regulations and budget formats approved by the enterprise.

The culmination of all efforts to organize intra-firm budgeting is the development of a workflow schedule. In essence, without this document, the actual setting of intra-firm budgeting and the transformation of budgeting into an element of management control are impossible. The purpose of the workflow schedule is the interconnection of all budgeting procedures and regulations, the efforts of individual structural divisions of the enterprise for different levels management of budgeting 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, to debug the interaction of individual CFDs, CFDs in the budget process, both among themselves and with various departments top level management.

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

The resulting deviations of the actual results from the 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, is 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, the essence of which, as a rule, boils down to the regulation of target, permissible and critical values ​​of indicators and the establishment of some formal rules for making management decisions based on indicators. 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.

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

In conclusion, it should be noted that the use of a deviation control system can significantly reduce the amount of information received by CFO, to reduce the number and improve the quality of his daily decisions, as well as to timely identify the most problematic areas of work at the enterprise.

Management accounting is closely related to estimate (budget) planning and control, which is an integral part of it. Complex market processes, on the one hand, affect fluctuations in production volumes and product sales, on the other hand, they affect the behavior of costs, and therefore, on profits. To identify and analyze the dynamics of production, information on costs is required that is not distorted by the artificial distribution of overhead costs by product. This information is provided by management accounting ( direct cost), which allows you to quickly identify deviations of actual costs from standard costs from pre-compiled cost estimates and thereby manage costs. The methodological foundations of cost management using cost norms (standards) are also provided by management accounting (system standard cost).

Managing costs (through variances) is not just about reducing costs. It is used to take appropriate steps to achieve a certain level of income, to assess performance and, if necessary, take appropriate action. Within the organization, this determines the specific actions in the field of cost management at the level of each department (cost center).

At the heart of cost management the following components can be distinguished:

● cost planning;

● setting the level of costs;

● improvement of cost indicators at every stage of the organization's activities.

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

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

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

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

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

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

● planning activities and making management decisions;

● assessing all aspects of the financial condition of the organization;

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

Introduction

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

1.2 Types of budgets and their goals

Conclusion

List of used literature

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

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

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

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

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

To achieve this goal, the following tasks were identified:

· To reveal the functions and essence of the budgeting system;

· To identify the regularity of the formation of the budgeting system in the system of enterprise plans;

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

The object of research of the course work is the budgeting process, which is carried out by enterprises in the process of carrying out economic activities.

The subject of the research is the enterprise budgeting system.

The works of L.I. Abalkina, A.G. Aganbegyan, S.I. Abramova, V.A. Afanasyeva, V.V. Buzyreva, V.N. Voitolovsky, I.G. Galkina, O. G. Zhuikova, I. V. Eremina, Yu.I. Efimicheva, I.K. Komarova, O. P. Korobeynikova, Yu.A. Lavrikova, V.A. and other scientists.

1.1 Essence and functions of budgeting

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

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

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

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

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

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

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

It is not without reason that budgeting is seen as the foundation of financial discipline in companies. At the same time, the necessity of allocating centers of responsibility is put forward as an inevitable postulate of the creation of such a system.

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

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

Budgeting as a management technology includes three essential elements:

Budgeting technology, which is a sequence of budget development, the procedure for consolidating budgets of different levels and functional purpose, types and forms of budgets, composition of planning targets, intra-company norms and standards, procedures for drawing up and the procedure for adjusting budgets;

Organization of budgeting, which includes the creation (availability) of a financial structure (centers of responsibility or organizationally formalized businesses of the company), budget regulations that determine the distribution of functions of the budget management apparatus, a system of internal regulations, job descriptions;

· Automation of settlement operations, including setting management accounting on the basis of integrated information processing, which allows you to receive operational information on the progress of implementation (implementation) of the adopted budgets.

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

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

1.2 Types of budgets and their goals

Budgeting creates the preconditions for the growth of the efficiency of the use of the firm's resources and represents a high-tech means of operational and financial planning, which provides an operational assessment of the results of the firm's activities and, if necessary, the ability to timely adjust plans; it helps to unite the efforts of all divisions of the company to achieve the set goals.

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

· Formulation of tasks;

· Calculation of available resources;

· Negotiations between stakeholders on budget figures;

· Coordination and verification of components;

· Final approval;

· Distribution of the approved budget.

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

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

· Sales;

· production budget(manufacturing program);

· Material costs (inventory items);

· Direct labor costs;

· General production costs;

· Workshop cost;

· Selling expenses;

· Administrative expenses;

· General business expenses.

It is during the development of operating budgets that the level of accuracy of forecast calculations and the degree of detailing of the planned indicators are set, and approaches are developed, specific methods are applied to reduce the influence of uncertainties in the external environment.

Sales budget. It provides a sales forecast by product type and by the company as a whole, with a breakdown by planned periods (year by quarter; quarter by month; month by decade, week).

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

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

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

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

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

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

The commercial expenses budget includes current expenses related to the sale of products, including transportation costs, commissions, and expenses related to marketing activities... It is recommended to divide the indicated costs into fixed and variable for a more reasonable calculation of the total cost and profit.

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

1.3 Features of budgeting in enterprises of various sizes

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

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

The budgeting system of large companies should ensure active intra-firm coordination of activities in all key areas and elements, covering the change of economic assets and their sources, identification of risks and reduction of their level, increasing the flexibility of functioning, is the main tool for implementing the strategic objectives of the organization. Real long term increase the efficiency of a large enterprise through the use and creation of competitive advantages with a target orientation towards increasing the value of the company is possible only if the current activities of the enterprise are planned and monitored based on strategic goals and tactical tasks that ensure their implementation, which are embodied in specific budget indicators.

The use of budgeting in a large enterprise is effective if it is based on general scientific principles of planning. The latter make it possible to substantiate the need for management decisions to be made and to predict the likelihood of obtaining the expected results of an economic entity's activities. Their correct observance creates the preconditions for the efficient and rational operation of an enterprise of any form of ownership. Different kinds budgets formed during the functioning of the budgeting system do not exist autonomously from each other, but as a system. Therefore, the budgeting system is built in accordance with the structure of management at the enterprise, the presence of branches and subsidiaries.

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

· Development of strategic goals and their specification by tactical tasks to determine the framework and directions of operational budget planning and control;

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

Diagnostics and improvement information system enterprises;

· Diagnostics of the state of the existing planning system;

· Determination of the availability of a special document governing the process of planning and monitoring the activities of the enterprise;

· Training of specialists;

· Direct implementation of the budgeting process and its automation.

The introduction of a budgeting system in a large enterprise should be carried out in stages. At the first stages, it is necessary to use only some of the elements, gradually complicating the system in case of successful completion of certain stages of raising the level of financial culture of management and personnel. Small businesses often do not use a budgeting system. Implementing a budgeting system is costly, so most small businesses cannot afford it. In addition, the introduction of a budgeting system is advisable only when the simpler enterprise management mechanisms no longer work.

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

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

2. The budgeting system as an element of the enterprise management system

2.1 Budgeting in the enterprise plan system

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

Therefore, budgeting in the system of enterprise plans should be understood as enterprise management through short-term budgets. Then it becomes necessary to understand the place of budgeting in common system enterprise management and its relationship with other elements, for this, consider Figure 1. Appendix 1.

As you can see from the figure, the starting point is the mission of the enterprise - this is what the enterprise wants and knows how to do. The mission is changing, but very slowly. It is closely related to strategy - the basic idea of ​​what exactly the company makes money on.

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

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

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

This distribution can happen in very different ways - both "from above" and "from below", as long as we do not care; what is important is that each Center for Financial Responsibility (CFR) either receives the items related to it of each of the three main budgets, or receives items related to it of each of the three main budgets:

· Income and / or expense items from the budget of income and expenses;

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

· Items reflecting changes in assets and liabilities.

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

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

2.2 Budgeting in the enterprise management cycle

In the budgetary management, all the same stages of the cycle are observed, acquiring the specifics characteristic of this level:

· The stage of decision-making and planning turns into the stage of developing budgets;

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

· The stage of control turns into a stage of plan-fact control of budget execution;

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

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

Let's consider each stage in more detail.

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

2. Taking into account the factual data. While the enterprise as a whole and each CFD are fulfilling their plans in real practice, the process of accounting for the actual performance indicators of the CFD and the enterprise according to the same items for which the planning was carried out is going on in the budget management loop. At the same time, each Central Federal District conducts its current production and financial activities, relying on its own budget (being within its framework), moreover, being responsible for its observance. If the budget is drawn up correctly, this practically guarantees the company will achieve the planned financial goal.

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

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

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

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

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

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

· Analysis of the efficiency of budget execution, which reveals deviations, their causes and all other attributes not related to the fact that the actual volumes of work (sales, production) deviated from the predicted value. But we will return to this in Section 20 on analysis.

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

At the same time, attention should be paid to the fact that the implementation of operational plans simultaneously means the implementation of some, even the smallest, part of the long-term (strategic) plan of the enterprise. If the firm does not meet the current performance associated with strategic objectives, then the strategic plan to achieve them will not be fulfilled.

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

The situation is more interesting with the desired deviations. Usually their appearance, and even more than once, means that the plan was not drawn up intensively enough.

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

2.3 Budgeting and strategic enterprise management

Budgeting is organically integrated into the system strategic management and helps to implement the long-term strategy of the company in its daily activities. The relationship between budgeting and strategic management is illustrated by the diagram in Fig. 4. Applications 4. The process begins with the formation of a business ideology.

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

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

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

A BSC map has been prepared - indicating 4 prospects: finance, customers, processes, personnel / infrastructure or, in case of management without a balanced scorecard, an action plan for the implementation of the strategy (block 4), within which, for example, the purchase of new equipment is provided - from - for physical or moral deterioration of the old one.

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

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

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

3. Using the budgeting system at Navarros LLC

3.1 Economic characteristics activities of the enterprise

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

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

All families come to Navarros LLC with small children, who can be left with clowns and animators who perform on weekends. Classic Italian cuisine coexists peacefully with traditional Peruvian gastronomic influences. The author's vision of taste in combination with the preferences of the guests of the restaurant gives rise to the culinary eclecticism of Navarros LLC, where fresh dizzying aromas coexist with familiar sketches on the theme of home cooking.

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

Let's analyze the profit and profitability. Data for assessing the dynamics of profit indicators for 2007 are given in table. 3.1.

Table 3.1

Financial results of Navarros LLC

Indicators	In 2007	In 2008	Change
	Thousand. rub.	Thousand. rub.	Thousand. rub.	%
1. Profit (loss) from the sale of products	3604	4751	1147	31,8
2. Interest receivable	0	0	0	0
3. Interest payable	0	0	0	0
4. Income from participation in other organizations	0	0	0	0
5. Other operating income	1216	1192	-24	-2,0
6. Other operating expenses	1642	576	-66	-4,0
7. Non-operating income	2548	2236	-312	-12,2
8. Non-operating expenses	3186	2748	-438	-13,7
9. Profit (loss) before tax	2540	3855	1315	51,8
10. Income tax and other similar mandatory payments	846	1196	350	41,4
11. Profit (loss) from ordinary activities	1694	2659	965	57,0
12. Extraordinary income	0	0	0	0
13. Emergency expenses	0	0	0	0
14. Net profit (retained earnings (loss) of the reporting period)	1694	2659	965	57,0

The table shows that the amount of profit before tax increased in the reporting year by 1,315 thousand rubles, which amounted to 51.8%. This led to a corresponding increase in the profit remaining at the disposal of Navarros LLC.

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

Table 3.2

Dynamics of profitability coefficients of Navarros LLC

Indicators	In 2006 year	In 2007		Change (+, -)
Initial data, million rubles
1. Revenue (net) from the sale of products	25 852	34 374		8522
2. Total cost of goods sold	22 248	29 623		7375
3. Profit from the sale of products	3604	4751		1147
4. Profit before tax	2540	3855		1315
5. Net profit	1694	2659		965
Profitability ratios
6. Return on costs,%	16,20	16,04		-0,16
7. Return on sales for taxable profit,%	9,825	11,215		1,39
8. Return on sales by profit from sales,%	13,94	13,82		-0,12
9. Return on sales by net profit,%	6,55	7,74		1,19
10. Return on property,%	10,82	12,45		1,63
11. Profitability equity capital, %	13,55	15,61	2,06

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

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

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

3.2 Assessment of the enterprise budgeting system

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

Table 3.3

Sales budget of Navarros LLC for 2008

In 2007, the total proceeds from sales of the restaurant's products amounted to 34374 thousand rubles. In 2008 it is planned to sell products and provide services for a total amount of 46405 thousand rubles, which is 135% or 12031 thousand rubles more than in 2007.

The main source of income for the organization is the sale of dishes. In 2008, sales growth is planned in the amount of 138% or 10,433 thousand rubles. Growth in the volume of services for conducting festive events it is planned to increase by 123% or 859 rubles in comparison with 2007. Revenues from offsite services in 2008 are planned at the level of 4176 thousand rudders, which is 122% more than in 2007.

In general, the growth of income of OOO Navarros in 2008 is planned at a rate of 135%. Next, we will calculate the expected cash flows in 2008. To do this, consider the budget for cash receipts.

The peculiarity of the work of Navarros LLC with its debtors is that the payment by installments for the meals produced and the services rendered is provided for a period not exceeding 3 weeks.

Table 3.4

Budget of cash receipts to Navarros LLC in 2008

As can be seen from table 3.4, the amount of cash receipts is lower than the proceeds. This is primarily due to the fact that buyers with deferred payment pay for the product later, when the product has already been sold. In 2008, accounts receivable are expected to grow by 144% or RUB 3120 thousand. The growth of accounts receivable is not a positive factor, since it temporarily distracts funds from the company's turnover, however, with an increase in sales and taking into account modern development In the commercial lending system, an increase in accounts receivable indicates an increase in sales. In general, the organization plans to receive funds in 2008 in the amount of 43,285 thousand rubles. The inflow of funds is not even by quarters, and tends to increase, which is primarily due to the decrease in demand for products and services at the beginning of the year.

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

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

Table 3.5

Accounts receivable budget of Navarros LLC for 2008

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

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

The main activity of the restaurant is stocks of products. In budgeting, inventory planning is carried out using the purchase budget. Let's consider it, table. 3.5

The need for stocks directly depends on the volume of sales. The growth of sales volumes in Navarros LLC is planned at a rate of 138% (Table 3.5). To fulfill the sales target, the enterprise must plan for an increase in the volume of inventories.

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

Commodity stocks plan = (∆Vvyr * Vtzp) + (Vtzp * 10%), (3.1)

∆Vwyr - the rate of growth of revenue,%

· Vtzp - the volume of commodity stocks;

· (Vtzp * 10%) - guaranteed stock.

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

Inventories in the planned 2008 will be:

TZ plan = (9394 * 138%) + (9394 * 10%) = 13898 thousand rubles

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

Table 3.6

Procurement budget of Navarros LLC for 2008

The procurement budget of Navarros LLC products for 2008 is planned at 31350 thousand rubles. The sale of inventories is planned in the amount of 26,846 thousand rubles. The balance at the end of the year will amount to 13898 thousand rubles.

The next step in enterprise budgeting is cost and cost budgeting. The organization's circulation costs are one of the generalizing indicators of the intensification and efficiency of resource consumption. The profitability of the organization depends on their size and degree of change.

First, let's review the commercial expenses budget.

To plan selling expenses, you need to use the "percent of sales" method. This method will be used for variable distribution costs. Let's review the budget of commercial expenses, tab. 3.7

Table 3.7

Commercial expenses budget of Navarros LLC

Cost items Appeals	In 2007		In 2008 (plan)		Deviation
					(+;-)	%
	Sum	Ud. weight	Sum	Ud. weight	thousand rubles
	(thousand rubles)		(thousand rubles)
1.Proceeds from the sale	34374	100	46 405	100	12 031	135
2. Selling expenses	1433	4,2	1834	4,0	401	128
2.1 Transport costs	76	0,2	108	0,2	32	142
2.2 Advertising	172	0,5	229	0,5	57	133
2.3 Packaging	29	0,1	24	0,1	-5	83
2.4 Commissions	516	1,5	679	1,5	163	132
2.5 Rent and maintenance costs of fixed assets	158	0,5	202	0,4	44	128
2.6 Travel expenses	72	0,2	73	0,2	2	102
2.7 Market Research Costs	158	0,5	202	0,4	44	128
2.9 Other expenses	254	0,7	317	0,7	64	125

In 2008, the increase in selling expenses is planned by 128% or 401 thousand rubles.

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

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

Table 3.8

Administrative expenses budget of Navarros LLC for 2008

Index	In 2007		In 2008		Deviation
Administrative expense items	Amount, thousand rubles	%	Amount, thousand rubles	%	(+,-)	%
1. Material costs	2608	37,0	3275	36,3	667	125,6
2. Salary of management personnel	1762	25,0	2210	24,5	448	125,4
3. Accruals of UST	462	6,6	559	6,2	97	121,0
4. Depreciation	756	10,7	992	11	236	131,2
5. Taxes	214	3,0	361	4	147	168,7
6. Interest on loans	978	13,9	271	3	-707	27,7
7. Other costs	268	3,8	1353	15	1085	504,9
Total	7048	100	9021	100	1973	128,0

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

Table 3.9

The budget of the production cost of Navarros LLC for 2008

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

Cost growth is significantly lower than the growth in revenue from sales and services, which is generally a positive factor and will have a positive effect on the financial condition of the organization.

Navarros LLC has several types of creditors:

· Suppliers and contractors with whom the company pays for the supplied goods (work, services);

· Own employees, with whom the company pays wages;

· The state budget, with which the company pays taxes;

· State extra-budgetary funds, with which the company pays according to the unified social tax;

· Credit institutions or other borrowers with whom the company pays off loans and advances.

In 2008, Navarros LLC plans to increase accounts payable to suppliers by 3120 thousand rubles in order to smooth out the negative impact of growing accounts receivable.

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

Table 3.10

Budget of settlement with creditors of Navarros LLC for 2008

In 2008 the accounts payable will increase in the whole enterprise by 27% or 3120 thousand rubles. The growth of accounts payable in 2007 amounted to 34%, thus, there is a decrease in the growth rates of accounts payable in comparison with the reporting year. The next stage of financial planning is to budget the income and expenses of the company.

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

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

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

Table 3.11

Budget of expenses and incomes of Navarros LLC for 2008

Index	In 2007	In 2008 (plan)	Change
			(+,-)	%
1. Income and expenses from the sale of products and the provision of services
1.1. Revenue from sales of products and services	34 374	46 405	12 031	135
1.2. Cost of sales of products and services	21142	27062	5 920	128
1.3. Business expenses	1433	1834	401	128
1.4. Administrative expenses	7048	9021	1 973	128
1.5. Revenue from sales	4 751	8 488	3 737	179
1.6. Other operating income	1192	1192	0	100
1.7. Other operating expenses	1576	1576	0	100
1.8. Other non-operating income	2236	2236	0	100
1.9. Other non-operating expenses	2748	2748	0	100
1.10 Profit before tax	3 855	7 592	3 737	197
1.11 Income tax	1196	1822	626	152
1.12 Net Income	2 659	5 770	3 111	217

In 2008, it is planned to increase the net profit by 3111 thousand rubles, i.e. the planned increase in comparison with 2007 will be 2 times.

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

Table 3.12

Forecast balance sheet of Navarros LLC for 2008

ASSETS	At the beginning of the reporting period	At the end of the reporting period
I. NON-CURRENT ASSETS
Intangible assets	262	210
buildings, machinery and equipment	15546	14606
Construction in progress	1524	1524
Long-term financial investments	1452	1452
Total for Section I	18784	17792
ASSETS
2. CURRENT ASSETS
Stocks	9394	13898
Accounts receivable (expected to be paid within 12 months after the reporting date)	7032	10152
Short-term financial investments	359	359
Cash	913	913
Total for Section II	17841	25322
BALANCE	36625	43114
PASSIVE
III. CAPITAL AND RESERVES
Authorized capital	826	826
Extra capital	13828	13828
Reserve capital	186	186
Social funds	1176
Retained earnings of previous years	1426	3 231
Uncovered loss of previous years
Retained earnings of the reporting year	2659	5 770
Total for Section III	20101	23 841
IV. LONG TERM DUTIES
Borrowed funds	600	430
Total for Section IV	600	430
V. SHORT-TERM COMMITMENTS
Borrowed funds	4200	3999
Accounts payable	11724	14 844
including: suppliers and contractors	6132	9 252
indebtedness to the personnel of the organization	1302	1302
indebtedness to state extra-budgetary funds	959	959
arrears to the budget	1442	1442
advances received	1611	1611
other creditors	278	278
Total for Section V "	15924	18 843
BALANCE	36625	43 114

In the planning period at the end of the year, compared to the beginning of the year, the balance sheet currency is expected to increase by 6489 thousand rubles. Great importance for the restaurant has an increase in inventory and own funds. In conclusion, the calculation and analysis of financial indicators is carried out in order to assess the rate of change in financial indicators in the planning period.

Let's calculate the liquidity indicators in 2008.

Table 3.13

Forecast of liquidity indicators of Navarros LLC in 2008

Indicators	In 2007	In 2008 (plan)	Deviation (+, -)
Cash, thousand rubles	913	913	0
Short-term financial investments, thousand rubles	359	359	0
Total most liquid assets, thousand rubles	1272	1272	0
Quick sale assets (short-term receivables), thousand rubles	7032	10152	3120
Total of the most liquid and quickly sold assets, thousand rubles	8304	11424	3120
Slowly sold assets (reserves, VAT), thousand rubles	9537	13898	4361
Total liquid assets, thousand rubles	17841	25322	7481
Short-term debt obligations, thousand rubles	15 924	18 843	2919
Absolute liquidity ratio (Cal)	0,08	0,07	-0,01
Critical liquidity ratio (Kcl)	0,52	0,61	0,09
Current liquidity ratio (Ktl)	1,12	1,34	0,22

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

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

The calculated data are distributed among departments for implementation and control.

3.3 Methodological approaches to improving the budgeting system at small businesses

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

Using budgeting as a quality tool modern system management of Navarros LLC should provide:

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

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

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

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

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

1. Forecasting;

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

3. Management of the company's value;

4. Control over financial expenses.

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

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

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

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

1. It is necessary to separate the execution of the budget and the process of bonuses. So, according to the results of work for the last year, I paid bonuses for the implementation of the financial plan. This creates problems in setting goals, as employees strive for guaranteed bonuses, while management wants more meaningful indicators. From this, of course, it does not follow that there is no need to pay cash incentives based on the results of financial activities. One of the solutions here may be the payment of bonuses based on the direct profitability of the company (without taking into account the achievement of the set goal).

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

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

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

4. Determine the course of development using financial and non-financial indicators of performance, since financial goals are easy to manipulate, because you can improve your financial situation in a short time by reducing the quality of service and the level of competitiveness. By focusing on the main non-financial indicators, you can avoid this situation.

5. Make a clear link between core non-financial activities and financial performance, clearly tracking changes in their ratio. It is no secret that many of the improved performance indicators of the financial plan are due to cuts in individual budget items, made without taking into account the real impact of such a step. Unsurprisingly, the seemingly expected savings were not achieved. Only by realizing what opportunities for development are provided by the use of statistical control methods, it is possible to judge with complete confidence about future achievements. Over time, the planned optimization of the development process will undoubtedly help to improve the organization's performance, but such progress requires planning and management. By tying together the production plan, development plan and financial plan, you can get a sound and perfect budget. To achieve this, LLC "Navarros" can only through the introduction of specialized software that allows to coordinate these processes.

6. Separate operating expenses and capital expenditures. At first glance, this is obvious and is the basic principle of the work of financiers, but many organizations ignore the indisputable fact that they must make at least small improvements every year in order to simply remain competitive. When a business is booming, these small items of expense dissolve into recurrent costs and may not even be noticed. Unfortunately, when budgets are tight, these "optional" costs can be easily cut back. The business may seem profitable, but in fact, its competitive strength is gradually being lost, so an approach is reasonable, which consists in a clear delineation of the named expenditure items in order to control and monitor them.

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

To begin with, the budgetary process at the enterprise must be studied as thoroughly as possible, and a budgeting system must be created that fully meets their needs and operating conditions, which, as a result, will provide a competitive advantage.

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

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

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

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

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

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

· Implementation of constant changes (including refraction of old stereotypes and ineffective working methods) during the performance of all work (Change management);

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

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

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

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

Practical significance thesis is based on the stages:

· Procedures for the formation of operating and financial budgets;

· Analysis of the financial condition of the organization;

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

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

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

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

A prerequisite for budgeting is the delegation of financial decision-making to the centers of financial responsibility (CFR).

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

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

It is planned to increase the growth of sales volumes of dishes by 123% or 859 rubles in comparison with 2007. Revenues from offsite services in 2008 are planned at the level of 4176 thousand rudders, which is 122% more than in 2007.

In general, the growth of income of OOO Navarros in 2008 is planned at a rate of 135%. The use of the budgeting system in Navarros LLC is a justified way of financial planning of the enterprise. Using the budgeting system of LLC "Navarros" to move on to the development of an enterprise development program, which will provide additional competitive advantages in the market.

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