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

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

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

What is financial planning and budgeting in an enterprise?

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 (just 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 carried out 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-term or tactical planning is formed for a period of 1 to 5 years, and establishes the funds required to achieve strategic goals.
• Short-term or operational planning is formed in the current work of the enterprise, in fact is budgeting.

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

And if you look at it 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 budgeting perform in an enterprise?

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

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

Tracking various indicators allows you to see their impact on the results and make adjustments.

2. Enterprise budgeting system provides an opportunity to track the performance of managers, based on the fulfillment of their goals, and also serves as 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 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 of the entire enterprise.

4. Strengthens collaboration 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 at an enterprise is carried out cyclically and for a certain period (budget period). And the budget period is divided into certain stages.

Stages of budgeting in an enterprise:

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

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

How to implement budgeting in an enterprise?

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

9 steps to implement budgeting:

Determine its goals and objectives.

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

Only the head of the company can define goals more specifically, based on the need for information necessary to make decisions on managing the company and its finances.

Select budgets that will be maintained at the enterprise.


Budgeting involves having multiple budgets.

But there are two main ones:

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

The enterprise can also carry out auxiliary budget calculation, for example, capital expenditures or credit. And also special, which depends on the specialization of the company.

Identify sources of information.

Gathering information is as important a stage as any other. 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 the following:

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

Identify the performers.

In a small enterprise, the accounting department or the chief accountant can manage budgets.

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

In a large enterprise, difficulties arise with collecting and grouping data, obtaining up-to-date information in short terms, transparency of the process. Therefore, the budget calculation management scheme has a complex structure. It is handled by the finance department.

The financial 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.

Construct a diagram of financial responsibility centers.

This point is necessary if certain persons (department managers, for example) are expected to be responsible for the implementation of budgets, and also if the process is related to employee motivation.

Design a budget model.

Write regulations.

In production, the budget calculation system must be standardized using certain forms and instructions.

Budget regulations must be drawn up, which collect all documents related to budgets. It prescribes the rules for maintaining estimates for all departments of the company, and also contains the forms of applicable documents, reports, etc.

The process of drawing up regulations is very responsible and labor-intensive. Once it is ready, the process of personnel training begins. The success of implementing a budget system in an enterprise depends on how competently and completely the regulations are drawn up.

When calculating budget indicators, use standards and forms. This is very convenient to use, but compiling them is a rather meticulous process.

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

All compiled standards (or only the main ones) are entered into the table. An example of such a table is given 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, process automation software is usually complex.

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

1. Selecting software, then setting up a budget system.
2. Setting up budgeting manually with subsequent automation.

As can be seen from the diagram, the first option is simpler and more logical. Exceptions include companies with atypical payment requirements.

Making a choice in favor first approach to automation, the most important thing is not to make a mistake in choosing a program.

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

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

This situation may arise due to failure with the first approach, when the budget system has already been partially implemented, but the software product is not suitable and working with it is inconvenient and ineffective.

In the second approach, the stage of collecting information and preparing it takes the most time, since this will be done manually. But you are much more likely to end up with a clear and effective financial planning system.

Automation of financial planning in an enterprise can be performed on one's own provided there are suitably trained employees.

This approach is, of course, many times cheaper. But in practice, it turns out that without the involvement of third parties (financial consultants, programmers), performing 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 look at examples in each of these programs.

1. Budgeting in Excel.

The work in this program consists of writing budget forms and linking them using formulas and macros.

This program is suitable 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-player mode. Other quite significant disadvantages: availability of the same information for all users and difficulties in consolidating information.

In the figure below you can see the form of the budget of income and expenses:

The following is the form of the funds flow budget:

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

2. Budgeting in 1C.

For financial planning, enterprises most often use 1C Financier. Of course, this program works much more effectively for budgets and financial planning than Excel.

The program is quite flexible and makes it possible to customize budget forms, their communication, and information collection in an appropriate way. There is also a very convenient function for connecting with external accounting systems for planning and recording data.

If we talk specifically about the 1C “Financier” program, it provides the following opportunities:

• budget modeling;
• registration of indicators by departments;
• 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.

On this moment Budgeting in 1C is the most acceptable option.

Firstly, most likely, your company already uses 1C products, and you have an idea of ​​what kind of software we are talking about.

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

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

Of course, the information presented 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 must be individual and based on the needs of each enterprise individually.

Have you noticed that budgeting in your company is ineffective?

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

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

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Budgeting. In economic literature, especially in English, you can come across two similar concepts: planning and budgeting. It is clear that both of these terms refer to the processes of drawing up a plan and a budget, respectively. There is no strict and generally accepted distinction between these concepts. In particular, there is a fairly widespread approach according to which a plan is a broader concept than a budget, since it includes the entire spectrum of actions ordered in a certain way aimed at achieving certain goals, and these actions can be described not only using formalized, quantitative assessments, but also by listing a number of informal procedures. Budget is a narrower concept that implies a quantitative representation of an action plan, usually in monetary terms. Thus, here the emphasis is, firstly, on the dominance of the cost component in budgeting and, secondly, on significantly greater certainty, elaboration and detail of the budget.

In the most general form, a budget can be defined as a list (estimate) of upcoming income and expenses (costs) relating to a certain time period in terms of cost estimates; a conventional term in the management accounting system, meaning the procedure for coordinating the inflows and outflows of a certain resource (asset) or changing a certain indicator (for example, the budget for direct costs of raw materials and materials, the production budget, the budget for variable overhead costs, etc.).

In centralized finance, the budget is used primarily to coordinate the expected (planned) income and expenses of the state, its subjects and local authorities. If the revenue side of the budget exceeds the expenditure side, they speak of a budget surplus; if the opposite occurs - about its deficiency; equality of the revenue and expenditure parts of the budget is characterized as budget balance. There are different theories regarding which government policy regarding budget formation and in which economic situation is more preferable.

In decentralized finance, the concept of “budget” also has a certain prevalence in its traditional understanding as a document in which all income and expenses of a given economic entity relating to a certain period are systematized. By comparing income and costs, you can derive various financial results - both intermediate and final. The budget, as a rule, is drawn up in cost estimates, however, in the practice of management accounting there are exceptions to this rule. One example of a budget is a profit and loss statement, which is made using forward estimates; in other words, the structure of income and costs provided for in the format of the accounting reporting form is used, but prepared on the basis of expected and (or) planned indicators. In the practice of Western companies, there is also the concept of a budgeted balance sheet, as a balance sheet drawn up at the end of the planning period and reflecting the expected (or planned as a guideline) state of the company’s assets, capital and liabilities. The budgeted balance sheet and income statement form the basis of the so-called pro forma financial statements developed in a large Western company in the process of financial planning of its activities. It is also known to understand the budget as a firm's work plan specified with the help of cost indicators; it is understood that the latter is not necessarily developed in terms of cost estimates. In large structured corporations, there may be a system of interconnected budgets, organized by management levels, responsibility centers, technological lines, etc.

In particular, one of the very common approaches to planning the current activities of a large company is to build a so-called master budget, which is a system of interconnected operating and financial budgets. Operating budgets (these include budgets for sales, production, raw materials, administrative and commercial expenses, etc.) are related to the planning and implementation of current production activities; they are important primarily for line managers; financial budgets (these include budgets of cash, income and expenses, sources of formation and directions of distribution of financial resources) are of relatively great importance for top managers and management of the financial service. Characteristics of budgets are given in [Kovalev, 2007(a)].

It is obvious that both planning and budgeting are theoretically carried out with varying degrees of flexibility and variability of initial parameters and (or) target indicators; in particular, two options are possible: a) establishing planned targets, adherence to which must be strict; b) establishing corridors for possible variation of factors (target indicators) with subsequent adjustment of the values ​​of corresponding indicators.

It is the second option that seems preferable for large multi-industry industries that have capacity reserves and various options for their use depending on the emerging market conditions. This option is implemented using the system

10-1030 topics of flexible budgeting. A flexible budget is one that has the following characteristics: 1) a target indicator has been selected (in principle, several indicators can be identified) to which other significant factors are tied; 2) formal dependencies are specified between the target indicator and the main dependent factors; 3) a simulation modeling system is provided, in which the task different meanings the target indicator leads to the formation of multivariate budgets; 4) a feedback system is provided that allows you to make ongoing adjustments to the set of budgets. The target indicator is most often the volume of production (in natural units); in principle, a situation is possible when individual parameters are tied to different bases (this is necessary, for example, for the distribution of certain types of overhead costs). In addition, a certain basic version of the values ​​of the main parameters is initially specified, deviations from which vary during the simulation.

Budgeting reflects the routine aspect of planning a company's activities and is implemented in a repeating mode with a given regularity. At the same time, in any company there is periodically the need to review the existing structure of production and choose a new direction for the development of the company. Its justification is carried out as part of business planning.

Business planning. The development strategy of any sufficiently large company involves a constant search for ways to improve its activities. This means expanding production volumes, increasing the efficiency of existing production facilities, introducing new technological lines, diversifying activities, entering new markets, etc. In other words, not only dynamic development, but also banal survival in a fiercely competitive environment is based on the following obvious thesis : even in existing, well-functioning production it is necessary from time to time to introduce elements of innovation, novelty, and routine additionality. As a rule, the totality of all actions to justify, develop, implement, implement and monitor introduced innovations is clearly identified, formalized in some way and generally defined as business design. A key element in justifying the feasibility of the next business project is the procedure for drawing up a business plan.

A business plan is a document that reflects in a concentrated form key indicators that justify the feasibility of a certain project, clearly and visually revealing the essence of the proposed new direction of the company’s activity or introduced improvement. The process of drawing up a business plan is quite complex and requires the efforts of various departments of the company or the involvement of a third-party project organization. Financial indicators make up only a small, although very significant part of it. All of them, in fact, are presented in two forms: a profit and loss statement and a cash flow statement compiled according to forecast data. The degree of detail of the data required (for example, the nomenclature of items of production and distribution costs) is determined by the complexity of the project, the degree of confidentiality, the circle of people for whom the business plan is being drawn up, etc.

Naturally, there is no strictly regulated structure of a business plan. It depends on the purpose of the business plan, the characteristics of the enterprise, the products manufactured and other factors. The business plan must sufficiently clearly and convincingly cover the following issues regarding the proposed business: a) the essence of the business (project); b) material, technical, resource and technological support; c) activities in the field of marketing; d) organization of the business, including its staffing; e) degree of reliability and measures to improve it; f) financial support. One possible option for structuring a business plan could look like this:

Title page

Introductory part.

Features and state of the chosen business area.

The essence of the proposed business (project).

Expected market quota and justification for its value.

Current planning of an organization's financial activities is based on the developed financial strategy and financial policies for individual aspects of financial activities. This type of financial planning consists in developing specific types of current financial plans (budgets), which enable the organization to determine for the coming period all sources of financing its development, form the structure of its income and costs, ensure its constant solvency, and also determine the structure of assets and capital for end of the planning period.

The current financial plan is drawn up for the year, broken down by quarter. Current planning is considered as an integral part of the long-term plan and represents a specification of its indicators. At the same time, the process of current planning is carried out in close connection with the process of planning its operational activities.

Recently, organizations are increasingly using a system of budgeting for the activities of structural units and the organization as a whole.

According to experts, due to the fact that companies do not create annual budgets, they lose up to 20% of their income per year. To avoid these losses, it is necessary to constantly compare the budget with actual data, analyze deviations, enhance favorable and reduce unfavorable trends, and improve budgeting procedures.

General purpose of budgeting:

§ Set a coordinate system for business development.

§ Identify the comparative attractiveness of various business areas, adjust the balance of areas and projects.

§ Increase the financial validity of management decisions.

§ Promote increased efficiency in the use of resources and responsibility of managers.

Rice. 1. Budgeting scheme for the organization’s activities.

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

The main object of budgeting is business as a type or sphere of economic activity. The object of financial planning can be the production and sale of products of one or more types, isolated geographically, technologically or by market segments. In one company, several types of business can simultaneously exist, intertwined and interconnected with each other technologically, organizationally, and financially. Budgeting allows you to manage the finances of both an individual business and the organization as a whole, determining the set of types of business, timing and directions of restructuring, etc.

Budgeting is a technology for financial planning, accounting and control of income and expenses received from business at all levels of management, which allows you to analyze predicted and obtained financial indicators.

Budgeting performs the following main functions:

1. Planning function. Grade financial condition enterprise is based on financial statements. However, if any problems are identified, it is already too late to change something for the better. In other words, financial management tools are applicable when there is information about the expected future, and not about the past financial condition of the enterprise.

2. Accounting function. Budgeting is the basis for management accounting, i.e. development of a coordinate system for business.

3. Control function. Control over increasing financial stability and improving the financial condition of the company as a whole and its individual structural divisions.

In a modern enterprise, the task of budgeting is to increase the efficiency of the enterprise through:

Target orientation and coordination of all events in the enterprise;

Identifying risks and reducing their level;

Increased flexibility and adaptability to change.

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

TO merits budgeting can include:

1) has a positive impact on the motivation and spirit of the team;

2) allows you to coordinate the work of the enterprise as a whole;

3) budget analysis allows you to make timely corrective changes;

4) allows you to improve the process of resource allocation;

5) facilitates communication processes;

6) serves as a tool for comparing achieved and desired results.

In addition to the advantages of budgeting, there are a number of disadvantages:

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

2) the complexity and high cost of the budgeting system;

3) if budgets are not communicated to every employee, then they have virtually no impact on motivation and performance, but are instead perceived solely as a means to evaluate employee performance and track errors;

4) budgets require high productivity from employees; in turn, employees counteract this, trying to minimize their workload, which leads to conflicts and, consequently, reduces work efficiency;

5) the contradiction between the achievability of goals and their stimulating effect: if it is too easy to achieve the goals, then the budget does not have a stimulating effect to increase productivity; if achieving goals is too difficult, the stimulating effect disappears because no one believes in the possibility of achieving goals.

Budgeting in conditions of instability is an important method of enterprise management. Its use is effective in the following areas:

§ financial management(this method is the only means by which it is possible to form in advance a fairly clear idea of ​​the structure of the enterprise’s business, regulate the amount of expenses within the limits corresponding to the general influx of cash, determine when and for what amount financing should be provided);

§ business management(this method forces managers to systematically engage in marketing, i.e. study their products and markets in order to develop more accurate forecasts, which contributes to better knowledge of the situation; determine the most appropriate and effective commercial activities within the limits provided by the available resource capabilities for them;

§ general management organizations(this method determines the meaning and place of each function, for example commercial, production, financial and others, carried out in the enterprise, and allows for proper coordination of the activities of all enterprise management services);

§ cost management(this method promotes more economical use of means of production, material and financial resources and ensures control of expenses depending on the purpose for which they are produced, in accordance with permissions received from management);

§ overall enterprise development strategy(this method is a means of quantitatively assessing what is happening, analyzing the results achieved in comparison with forecast indicators).

When considering budgeting as a process, there are three main elements:

1. Organizational support concerns issues of intra-company organization of departments and services that are responsible for maintaining the budgeting process, and also provides for determining the circle of persons responsible for the correct and timely implementation of the entire process.

2. Budgeting process is divided into separate procedures: planning, execution of budgets, collection and analysis of factual data, etc.

3. Budgeting technology includes the formation and consolidation of organization budgets. For this purpose, a financial structure is being developed, which is a set of divisions (responsibility centers). For each of them, corresponding budgets are formed separately.

The budgeting process at an enterprise combines the work of drawing up operational, financial and auxiliary budgets, managing and monitoring the implementation of budget indicators.

A budget is a financial plan, i.e., the planned future financial state of an enterprise expressed in numbers, a financial, quantitative expression of the results of marketing research and production plans necessary to achieve its goals.

Respectively budgeting is a process of development, execution, control and analysis financial plan, covering all aspects of the organization’s activities, allowing one to compare all costs incurred and results obtained in financial terms for the upcoming period as a whole and for individual sub-periods.

Experts consider budgets built on the principles of “bottom-up” and “top-down” to be two main types of budgets.

Bottom-up budget provides for the collection and filtering of budget information from performers to lower-level managers and further to the company’s management. With this approach, a lot of effort and time, as a rule, is spent on coordinating the budgets of individual structural units. In addition, quite often the indicators presented “from below” are greatly changed by managers in the process of approving the budget, which, if the decision is unfounded or there is insufficient argumentation, can cause a negative reaction from subordinates. In the future, this situation often leads to a decrease in confidence and attention to the budget process on the part of lower-level managers, which is expressed in carelessly prepared data or deliberately inflating numbers in the initial versions of the budget.

Top-down budgeting requires the company's management to have a clear understanding of the main features of the organization and the ability to form a realistic forecast at least for the period under review. This approach ensures consistency in the budgets of individual departments and allows you to set benchmarks for sales, expenses, etc. to evaluate the performance of responsibility centers.

The types of budgets used in financial planning can also be divided into four main groups:

1. Basic (financial) budgets(income and expense budget, cash flow budget, settlement balance). Basic budgets are actually intended to manage the organization’s finances and assess the financial condition of the business.

2. Operating budgets(sales budget, direct material costs budget, management expenses budget, etc.). Operating budgets are needed primarily to link natural planning indicators with cost ones, to more accurately draw up basic budgets, to determine the most important proportions, restrictions and assumptions that should be taken into account when drawing up basic budgets. If a set of basic budgets is mandatory, then the composition of operating and support budgets can be determined primarily based on the nature of the goals and objectives facing the organization, the specifics of the business, as well as the level of qualifications of employees.

3. Supporting budgets(capital expenditure plan, credit plan, etc.).

4. Additional budgets(budgets for profit distribution, budgets for individual projects).

The generated budgets must meet the following requirements:

Budgets should be achievable, but require the full return of all available reserves;

The budget should be a general plan and drawn up in natural and monetary units;

The person who develops the budget must be responsible for its implementation.

The budget must be agreed upon by all functional services of the organization that participate in its formation. The budget is then presented to management for review. The budget becomes effective only after it is approved by management. It must be accepted before the start of the period so that the required activities can be completed in a timely manner. A budget is valid for an entire time period. Changing data, parameters or goals do not lead to changes in the budget. Information about deviations obtained as a result of comparing planned and actual indicators is taken into account for the future by the beginning of the next budget.

To implement a budgeting system into the practice of enterprises, a number of mandatory conditions are necessary, without which this system simply cannot work.

1. The organization must have an appropriate methodological and methodological basis for the development, control and analysis of budget execution, and management service employees must be sufficiently qualified to be able to apply this methodology in practice. The methodological and methodological basis for compiling, monitoring and analyzing the execution of the consolidated budget is analytical block budget process.

2. In order to develop budgets, monitor and analyze their implementation, you need relevant information about the activities of the enterprise, sufficient to imagine its real financial condition, the movement of inventory and financial flows, and basic business operations. Consequently, the enterprise must have a management accounting system that records the facts of economic activity necessary to ensure the process of drawing up, monitoring and analyzing the consolidated budget. The management accounting system at the enterprise forms the basis accounting block budget process.

3. The budget process does not occur in a “vacuum”; it is always implemented through the appropriate organizational structure and management system existing at the enterprise. The budgeting management system is a regulation for the interaction of services of the management apparatus and structural units, which sets out in the relevant internal regulations and instructions the responsibilities of each unit at each stage of the budget process. The organizational structure and management system constitute organizational block budget process.

4. In medium and large enterprises, the process of developing, monitoring and analyzing budget execution involves recording and processing large amounts of information, which is difficult to do manually. In the budget process, the level of efficiency and quality of accounting and analytical work increases significantly, and the number of errors is reduced when using software and hardware. Software and hardware used in the budget process comprise software and hardware unit budgeting systems.

All four components of the budget process are closely interconnected and constitute the infrastructure of the budgeting system (Fig. 1).

Rice. 1. Infrastructure of the budget process

Thus, we can distinguish the following stages when setting up budgeting in an organization:

1. Determination of the financial structure of the organization. At this stage, a list of activities is compiled, the organizational structure of enterprise management is examined, financial responsibility centers (FRC) and financial accounting centers (FAC) are identified.

Financial Accounting Center (FAC)- a structural unit or association of units that carry out a certain set of business transactions that can be accounted for.

Center for Financial Responsibility (FRC)- a structural unit or association of units that carry out operations whose ultimate goal is to maximize profits and that can have a direct impact on profits.

The problem of implementing digital financial services and digital financial centers is very important, because The effectiveness of budgeting will depend on this.

2. Definition of budgeting technology. During the implementation of this stage, the types and forms of budgets are determined, the sequence of drawing up various budgets for the Central Federal District (main budgets), for the Central Federal District (operating budgets) and the organization as a whole is developed, and the features of budget consolidation are clarified.

3. Define budget formats(list of articles).

Constantly changing market conditions require entrepreneurs to take the most active actions to improve previously effective, but already outdated business models. Increasing attention needs to be paid to the relationship between income and numerous expenses. In addition, now more and more often business managers are faced with the problem when accounting clearly shows profit data, but there is still no money in the required amount. How to solve this issue? How to make your enterprise as efficient as possible? How to reduce costs? Professional financial planning and budgeting will give you answers to these and many other questions.

A fairly common practice is cases in which entrepreneurs identify financial planning and budgeting as different concepts of the same set of activities. This opinion is erroneous and in order to show the difference it is necessary to consider each technology separately.

• Financial planning

Planning is a process whose main task is to determine the volume of incoming financial resources (profit, depreciation, etc.), as well as to analyze their distribution and direction of use in the period under review. Thus, the purpose of financial planning is to study the company’s total need for financial resources, their volume, which in turn contribute to the implementation of credit and financial obligations to banks, creditors and ensure the expansion of the enterprise by stimulating employees.

• Budgeting

A key feature of budgeting is planning the future activities of the enterprise, the results of which are presented in the form of a structured budget system. The main objectives of this technology include: monitoring the implementation of contracts and laws; creating a clear basis for monitoring and evaluating enterprise plans; justification of company expenses; control of current planning.
At its core, budgeting is the main step that follows after an analysis of the target planning of profit and unprofitability of the enterprise. A rather important point is that in the budgeting process, not only profit is considered (this is a rather arbitrary indicator), but directly net cash flow, which is fundamentally not negative.

• Financial planning and budgeting. What are the differences?

The most important difference that separates financial planning and budgeting into two different technologies is the end result at which they are aimed. In particular, planning mainly determines the actual financial costs that a company requires to achieve certain goals. Budgeting is aimed at developing a strategy and shows what measures need to be taken to implement a particular project, task, etc. In other words, financial planning points directly to the goal itself, and budgeting “says” what needs to be done to achieve it.

Introduction

Planning- this is the process of development and establishment by the management of an enterprise, a system of quantitative and qualitative indicators of its development, which determines the pace, proportions, trends of development of a given enterprise both in the current and in the future.

Planning is the main function of management.

Budgeting - This is a system of short-term planning, accounting and control of resources and performance results of a commercial organization by responsibility centers and/or business segments, which allows you to analyze predicted and obtained economic indicators for the purpose of managing business processes.

The enterprise budget (Main Budget) is a system of interrelated budgets and in a structured form describes managers' expectations regarding sales, expenses and other business operations in the planning period. It includes two main blocks: a system of operating budgets (planned estimates of main business processes) and a system of financial budgets. Accordingly, from the point of view of the sequence of document preparation, the budgeting process can be conditionally divided into two main parts, each of which is a complete planning stage: 1) preparation of operating budgets, 2) preparation of financial budgets.

Organizing budgeting allows you to coordinate the activities of departments within the company and subordinate it to a common strategic goal. Budgets cover all aspects of economic activity and include planned and reporting (actual) data.

Budgets reflect the company's goals and objectives. Therefore, the relevance of the problem is that in the budgeting process, ongoing control over decisions and procedures to achieve planned financial indicators as a result of the formation, distribution and use of the company’s economic assets at all stages of its creation, activity, reorganization and liquidation, as well as as a result of formation and changes in valuations and proportions of the company's assets and liabilities.

The purpose of this work is to study budgeting as a process of developing and forming planned budgets that combine plans of enterprise management and, first of all, production, marketing and financial plans. Budgets are a tool for financial planning (forecasting) and monitoring the activities of the company and its structural divisions.

To organize budgeting, the main tasks must be solved:

Establishment of budgeting objects;

Development of a budget system - operational and financial;

Calculation of relevant budget indicators;

Calculation of the required amount of monetary resources to ensure financial stability, solvency and liquidity of the enterprise’s balance sheet;

Calculation of the amount of internal and external financing, identification of reserves for their additional attraction;

Forecast of income, expenses and capital of the enterprise.

The work uses several main research approaches. First of all, a systems approach, within which the object of research appears as one aspect of an integral, complex system. Elements of the comparative approach occupy a certain place in the study.

The work consists of an introduction, two sections, including a conclusion and a list of references.

SECTION 1. PLANNING AND BUDGETING AT THE ENTERPRISE

Planning is a vital part of entrepreneurial practice. The importance of planning is expressed in the famous aphorism: “To plan or to be planned.” The meaning of the statement is that a company that does not know how or does not consider it necessary to plan its activities, itself turns out to be an object of planning, a means to achieve other people's goals. Of course, planning is not an omnipotent tool, not a golden key that can open any door. However, a serious approach to planning creates the basis for sustainable and efficient operation of the company.

Today, having gone through the stage of rejecting past achievements, many are faced with a problem when planning issues appear on the agenda as the most important, on which the further successful development of the enterprise depends. The stage of “entry” into market economy demanded the adoption of quick, urgent measures when short-term, and even more so long-term planning did not make sense. The goal was largely determined by achieving maximum profitability at minimum costs. As the market developed, it became obvious that successful promotion and stability require a development strategy, plans, and a clear understanding of goals and objectives. Each enterprise filled the resulting vacuum of planning tools according to its own vision of the issue; the variety of methods has led to the fact that generally accepted methods have not yet been developed.

In the West, within the framework of modern economic system their own approaches to planning the development of an individual company have been developed and are successfully used in practice in the interests of its owners and taking into account the real situation on the market. This planning system was based on the company's strategic plan, which was further developed in more detailed specific plans.

Let's consider the classification of planning by type (see Fig. 1). Strategic planning is one of the types of management activities aimed at:

· Improving the investment policy of the enterprise;

· Adaptation of the enterprise to the external environment;

· Organization of coordination of enterprise divisions

· Forecasting the development of the enterprise.

Strategic planning is a set of main goals of an enterprise, as well as the main ways to achieve them.

From Fig. 1 we see that planning is divided into four main types:

1. Depending on the duration of the planning horizon;

2. Depending on the orientation towards specific development goals of the enterprise;

3. Depending on the time orientation of ideas;

4. Depending on the degree of uncertainty in planning.

This paper examines in detail the first and second types of planning. The enterprise, being an economic entity, determines the directions of its activities. By forecasting the value of financial indicators, the enterprise independently determines the volume of financial resources, the amount of capital and reserves.

Rice. 1. Planning classification

The main financial indicators include: own working capital, depreciation charges, accounts payable and receivable, profit.

Thus, financial planning is the process of determining future actions for the formation and use of financial resources. It ensures the relationship between the income and expenses of the enterprise. The purpose of this type of planning is to ensure production process financial resources, appropriate volume and structure.

The main objectives of financial planning are:

Definition of the planning object;

Development of a system of financial plans highlighting operational ones

administrative and strategic plans;

Calculation of necessary financial resources;

Calculation of the volumes and structure of internal and external financing, identification of reserves and determination of the volume of additional financing;

Forecast of income and expenses of the enterprise.

Below is a summary of the enterprise planning process.

Fig.2. Enterprise financial planning system

To solve these problems, various planning methods can be used: normative, calculation-analytical, balance sheet, method of optimizing planning decisions, economic and mathematical modeling.

However, you should not think that planning is a panacea for all ills. With the introduction of enterprise planning, results will not appear the next day. It is necessary that planning be long-term in nature. According to studies by Western experts, only 6% of the total number of enterprises conducting constant planning achieve success. For the most part, planning creates stability in the development of an enterprise, maintains its potential at a high level, and provides assistance for effective development.

The planning process at an enterprise usually has a multi-level system. A detailed analysis of each link is presented below.

1.1.1. Strategic planning

Strategic planning is the basis of any planning system. Without a clear understanding of the goals and objectives set for the enterprise as a whole and for its individual employees, it is difficult to assess and analyze the activities of the enterprise.

When carrying out strategic planning, enterprise management must realize that for its successful solution, new methods and ways of thinking are sometimes necessary. Supporting new ventures can provide an enterprise with more high level drawing up plans and, as a result, increasing the efficiency of all planning. Employees should know that any of their proposals will be considered and their initiative will be supported.

The connection between strategic planning and operational decisions is the number one challenge in enterprise strategy. A strategic plan should not be adopted for the sake of the strategic plan itself, but so that its provisions can be translated into concrete decisions. Linking strategy and efficiency is what meets the requirements of effective planning.

At the same time, we must understand that the adoption of a strategic plan and its implementation are different processes. Only after the strategic plan has been approved and adopted can we talk about ways to implement it.

Strategic planning is a system of actions and decisions taken by the management of an enterprise to develop specific strategies designed to achieve the goals and objectives set for a given specific enterprise. Taking management decisions enterprise management uses strategic planning as a tool for these decisions. Within the framework of the strategic planning process, four main types of management activities can be distinguished:

· organizational strategic foresight;

· internal coordination;

· distribution of resources;

· adaptation to the external environment.

Strategic planning is a set of main goals of an enterprise, as well as ways to achieve these goals. A set goal and a strategic plan are not the same thing. Strategic planning

should be based on the real capabilities of the enterprise. It is aimed at: forecasting the development of the enterprise, organizing the coordination of divisions of the enterprise, improving investment policy, adapting to the external environment.

Forecasting the development of an enterprise.

When carrying out strategic planning, management must obtain a forecast further development. The resulting forecast allows you to understand in which direction the enterprise is moving and what results will be achieved at a certain value economic indicators.

Organization of department coordination.

Involves coordinating strategic activities to reflect strengths and weaknesses enterprises in order to achieve effective integration of internal operations. Achieving full coordination of the activities of enterprise divisions is part of management activities.

Adaptation to the external environment.

Adaptation covers all strategic planning actions for the interaction of an enterprise with the external environment.

The enterprise must be prepared to meet both favorable and unfavorable external environmental phenomena. It is necessary to develop behavior in any situation. Creating opportunities through the development of better production systems, interaction with government agencies and society as a whole.

Strategic planning is detailed, comprehensive, integrated planning designed to ensure that the objectives of the enterprise are achieved. The main directions of strategic development must be understood by the management of the enterprise and adopted by them. It is the management that is responsible for developing the strategy, while its implementation falls on the shoulders of the entire team.

Strategic planning should be based on extensive information coming both from departments engaged in research areas and from collected factual data on the state of the market, competition, industry and other factors.

The strategic plan of each enterprise is its unique calling card. It is individual, sufficiently defined, which allows you to mobilize material, financial, and labor resources for a specific idea. Being sufficiently holistic over a long period of time, the strategic plan must nevertheless provide for the possibility of adjustment for the purpose of certain modification. The constantly changing external environment makes such adjustments inevitable.

As noted above, strategic planning will only be effective when it is linked to the system for implementing these plans, organizing production, control and motivation. At the moment, the volume of information bombarding the enterprise is increasing every day.

The very presence of strategic planning allows us to predict future problems and opportunities with a high degree of probability.

By making informed and systematized planning decisions, management reduces the risk of making the wrong decision due to erroneous or unreliable information about the capabilities of the enterprise itself and the influence of the external environment.

Strategic planning is not about future decisions, but rather about the future of decisions made today. Whether the strategy was developed correctly and how quickly the investment will pay off will be shown by the business plan, which is the next stage of the planning process in enterprises.

1.1.2. Business plan.

A business plan is a plan to justify the effectiveness of investments. Its development in no way replaces the preparation of operational plans.

A business plan can be of two types depending on the type of investor. If an enterprise needs external investment, then a business plan is drawn up for an external investor.

An external investor can be a commercial bank, an investment company, any legal entity or individual, etc. At the same time, these economic entities can be both Russian and foreign.

A business plan for internal use is drawn up when an enterprise wishes to use part of its net profit in the form of investment in its own business.

Drawing up a business plan undoubtedly contributes to the internal management of an enterprise, since it is developed on the basis of setting goals, methods of their practical implementation, and linking financial, material and labor resources. This forces managers to analyze and predict the situation, study the capabilities of the company, which allows them to make more qualified decisions. Professional preparation of business plans allows you to save investor funds and reduces the likelihood of bankruptcy.

The main part of the business plan is organizational and production in nature. The corresponding sections of the business plan in a generalized form provide an idea of ​​the product planned for production, its main qualities, design, packaging, sales organization, and after-sales service. The approximate selling price and costs of its production must be justified. The business plan includes a detailed production plan, as well as the results of marketing research, since in order to organize sales it is necessary to assess the competition in the market and the saturation of similar types of products. This, in turn, determines the methodology for conducting an advertising campaign, etc.

To solve the problems of financial support for a new enterprise, a legal plan is important, which determines the organizational and legal structure of the enterprise (specific methods of attracting capital depend on it) and types of activities, which may be associated with obtaining licenses and patents.

In other countries, it is customary to assess economic risk and insure its individual types, which is reflected in the section of the plan on risk assessment and insurance. To assess economic risk, a thorough analysis of investment projects is required based on special techniques and expert assessments of specialists. Other types of risks (credit, foreign exchange, etc.) are analyzed from the perspective of the sources of their occurrence and the likelihood of occurrence. The purpose of compiling this section is to prevent risks and develop an insurance program.

The final part of the business plan is a financial plan that summarizes all previous sections in value terms. It should reflect data on the volume of sales and total profit, the volume of investments, the use of own funds, as well as borrowed funds - indicating the sources and terms of debt repayment, the payback period of investments, production and distribution costs, the percentage of income and expenses, the timing of dividend payments (if we are talking about joint stock companies).

The sales volume forecast is compiled for a specific type of product for three years: for the first year - monthly, for the second - quarterly, for the third - for the whole year. This is understandable; in the first year of production, the buyers of the products should already be known. Calculations for the second and third years are in the nature of forecasts made on the basis of marketing research, the validity of which is extremely important, since equipment and raw materials are purchased for the planned production volume, a certain number of employees are attracted, etc.

A balance of income and expenses for a specific type of product is compiled to compare revenue from sales of products and the costs of its production over time, since in the first year of production companies, as a rule, incur losses. A significant part of the expenses is expected to be carried out from attracted and borrowed sources. The share of borrowed funds depends on many factors, including the size of assets and their structure, return on invested capital, size loan interest, but at the same time, borrowed funds cannot be predominant in the total volume of sources of financing.

The financial plan also includes an income plan, an expense plan and a balance sheet of assets and liabilities of the company, which are developed for the first year on a monthly basis, for the second - quarterly, for the third - for the whole year.

One of the world-tested effective ways enterprise management in market conditions is a budget management method. This method, in various versions, is used by almost all large and medium-sized enterprises (firms), and has recently become popular in small businesses.

The essence of the budget management method is the idea that all enterprise activities consist of balancing income and expenses,

the places of occurrence of which can be clearly defined and assigned to a manager of the appropriate rank.

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

1.Analytical function

· rethinking the business idea;

· strategy correction;

· setting additional goals;

· analysis of operational alternatives.

2.Financial planning function

· forces you to plan and thereby think about the future

3.Financial accounting function

· forces you to take into account and think about past actions and thereby helps you make the right decisions in the future

4.Financial control function

· allows you to compare the tasks set and the results obtained;

· identifies strengths and weaknesses

5.Motivational function

· meaningful acceptance of the plan;

· clarity of goal setting;

· punishment for failure;

· encouragement for fulfillment and over-fulfillment.

6. Coordination function

· coordination of functional blocks of operational planning.

7.Communication function

· coordination of plans of company divisions;

· finding compromises;

· securing the responsibility of performers.

A budget is a financial document that reflects a series of planned events that will happen in the future, i.e. forecast of future financial transactions.

The budget system allows the manager to assess in advance the effectiveness of management decisions, optimally distribute resources between departments, outline ways for personnel development and avoid a crisis situation. Along with the concept of “development of budgets”, many domestic enterprises use the term “budgeting”.

Budgets can be drawn up both for the enterprise as a whole and for its divisions. The master budget is the financial, quantified expression of the marketing and production plans needed to achieve set goals. It is often called general and covers production, sales, distribution and financing. The master budget addresses future profits, cash flows, and supporting plans in quantitative terms. The master budget represents the outcome of numerous discussions and decisions about the future of the enterprise and provides both operational and financial management.

Based on the definitions of the main management functions - planning, motivation, control - budgeting combines the management cycle of planning and control into a single whole.

The budget process is used to achieve two main purposes - planning and control.

Planning is a qualitative and quantitative description of a task, design of possible results and ways to achieve them.

Control is an action that assists the execution of project decisions and an evaluation view that provides feedback.

To perform these functions, it is necessary to have budget and performance reporting data. The performer's report is a change in the actual state of the object. It typically consists of a comparison of budgeted and actual results. Differences between budget and actual data are called variances. The report helps manage by deviations, which allows managers to practically focus their efforts on processes that deserve attention, rather than on those that are executed without deviations.

Budgeting is a system of coordinated management of enterprise divisions in a dynamically developing, diversified business. With its help, management decisions related to future events are made based on systematic data processing.

In a modern industrial enterprise, the task of budgeting is to increase the efficiency of the enterprise through:

Target orientation and coordination of all events in the enterprise;

Identifying risks and reducing their level;

Increased flexibility and adaptability to change.

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

Advantages of budgeting:

· Has a positive impact on the motivation and spirit of the team;

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

· Budget analysis allows you to make timely corrective changes;

· Allows you to learn from the experience of drawing up budgets of past periods;

· Allows you to improve the process of resource allocation;

· Contributes to communication processes;

· Helps lower-level managers understand their role in the organization;

· Serves as a tool for comparing achieved and desired results.

Disadvantages of Budgeting:

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

· Complexity and high cost of the budgeting system;

· If budgets are not communicated to every employee, then they have little impact on motivation and performance, but are instead perceived solely as a means to evaluate employee performance and track errors;

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

· Contradiction between the achievability of goals and their stimulating effect: if it is too easy to achieve the goals, then the budget does not have a stimulating effect on increasing productivity; if achieving goals is too difficult, the stimulating effect disappears because no one believes in the possibility of achieving goals.

The budget method in conditions of instability is an important method of enterprise management. Its use is effective in the following areas:

· financial management (this method is the only means by which it is possible to form in advance a fairly clear idea of ​​the structure of the enterprise’s business, regulate the amount of expenses within limits corresponding to the overall cash flow, and determine when and for what amount financing should be provided);

· management of commercial activities (this method forces managers to systematically engage in marketing, i.e. study their products and sales markets to develop more accurate forecasts, which contributes to a better knowledge of the situation in the enterprise; determine the most appropriate and effective commercial activities within the limits provided by the available resources opportunities for their implementation);

· organization of general management (this method determines the meaning and place of each function, for example commercial, industrial financial and others, carried out at the enterprise, and allows for proper coordination of the activities of all enterprise management services);

· cost management (this method promotes more economical use of means of production, material and financial resources and ensures control of costs depending on the purpose for which they are produced, in accordance with permissions received from management);

· general strategy for the development of an enterprise (this method is a means of quantitatively assessing what is happening, analyzing the results achieved in comparison with forecast indicators).

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

Thus, the effect of developing a budget is to increase the degree of flexibility of the enterprise due to the ability to foresee the results of management actions, determine the basic settings for each area of ​​the enterprise’s activities and calculate different options, preparing in advance responses to possible changes both in the external and internal environment.

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

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

Today, the process of budget formation in countries with developed economies is a holistic, well-functioning system of continuous planning, which includes all the main issues: from justification of goals and objectives to monitoring its implementation at all stages. At the same time, special software products are used to ensure the fastest possible processing and analysis of the collected data necessary for budgeting, on which most of the working time of managers is spent.

However, the specifics of domestic economic conditions do not allow us to formally approach the introduction of a Western-style budgeting system. It is necessary to adjust the methodological foundations of budget formation, taking into account the characteristics of Russian enterprises while using the main achievements of Western science. The formation of a budgeting system faces a number of difficulties. On the one hand, the budgeting process must be supported organizationally (functions, responsible executors have been allocated, economic service workers have been trained), and on the other hand, the fastest possible processing and analysis of the collected data must be ensured. The most common drawback of developed budgets is the low involvement of specific performers in the planning and management process, the difficulty of creating a system for flexible and adequate assessment of performance results.

Thus, for the successful formation, implementation and operation of a budgeting system at an enterprise, the following conditions must be met.

1.Needs improvement organizational structure enterprise, defining the functions and responsibilities of managers; the structure of business processes, since the speed and quality of planning depends on the degree of its rationality and transparency; accounting system, since it provides data on the actual results of the implementation of plans and it is impossible in the absence of at least one of these components.

2. It is necessary to integrate budgeting with the organizational and information structures of the enterprise and schemes for the execution of business processes. Practical experience has shown that coordinating budgeting with other management tools increases the efficiency of it and all management systems several times.

3. For successful planning, it is necessary to standardize data and arrange for their sharing by all business units of the enterprise.

4. All processes at the enterprise must be clearly structured, functions are distributed and persons responsible for specific processes are identified. Compliance with this condition allows you to automate all the operations necessary for this and, as a result, significantly simplify the budgeting process.

In a word, managers are faced with a difficult task - to competently begin the implementation of a budgeting system, while simultaneously solving two main problems - organizational and technical.

Thus, we can distinguish the following stages of reforming the enterprise’s financial system:

· analysis of the existing accounting, planning, document flow system;

· development of technology for budget formation in conditions of instability and incomplete information;

· testing of the budgeting mechanism in conditions industrial enterprise;

· distribution of responsibilities for the preparation of individual documents for budgeting between structural units and specific performers, determination of the formats of the documents provided, the timing of their preparation and the implementation of the document management system;

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

· development of methods for monitoring budget implementation, procedures for ongoing budget adjustments when external and internal conditions change.

There are many types of budgets used depending on the structure and size of the organization, distribution of powers, characteristics of activities, etc.

Experts consider budgets built according to the principles of “bottom-up” and “top-down” to be two main, “ideologically” different types of budgets.

A bottom-up budget involves collecting and filtering budget information from performers to lower-level managers and then to company management. With this approach, a lot of effort and time, as a rule, is spent on coordinating the budgets of individual structural units. In addition, quite often the indicators presented “from below” are greatly changed by managers in the process of approving the budget, which, if the decision is unfounded or there is insufficient argumentation, can cause a negative reaction from subordinates. In the future, this situation often leads to a decrease in confidence and attention to the budget process on the part of lower-level managers, which is expressed in carelessly prepared data or deliberately inflating numbers in the initial versions of the budget. This type of budgeting is widespread in Russia both due to the uncertainty of the prospects for the development of the market as a whole, and because of the reluctance of management to engage in planning (unfortunately, for a large part of domestic top managers, strategic planning still remains just a fancy foreign term).

A top-down budget requires the company's management to have a clear understanding of the main features of the organization and the ability to formulate a realistic forecast, at least for the period under review. This approach ensures consistency in the budgets of individual departments and allows you to set benchmarks for sales, expenses, etc. to evaluate the performance of responsibility centers. Top-down budgeting, in my opinion, is preferable. However, in practice, as a rule, mixed budgeting options are used, containing features of both approaches - the only question is which approach prevails.

Long-term and short-term budgets (Short- & Long-term budgets). In Western practice, a long-term budget is considered to be a budget drawn up for a period of 2 years or more, and a short-term budget - for a period of no more than 1 year. Naturally, in Russia now the reliability of three-, five-, and even more so ten-year budgets will be, to put it mildly, low. According to various estimates, the “forecasting horizon” in our country now ranges from six months to one and a half to two years. Thus, it seems quite rational to consider short-term budgets to be quarterly or less, and long-term budgets to be from six months to a year.

Often, a company combines long-term and short-term budgeting into a single process. In this case, the short-term budget is drawn up within the framework of the developed long-term budget and supports it, and the long-term budget is clarified after each period of short-term planning and, as it were, “rolls” forward for another period. Moreover, a short-term budget, as a rule, has much more control functions than a long-term budget, which is mainly a planning tool.

Line-item budgets. They provide for a strict limit on the amount for each individual expense item without the possibility of transferring it to another item. That is, if a particular department is planned to spend no more than 5 thousand rubles on advertising, then they will not give it more, even if the department saved 15 thousand rubles on business trips. In Western practice, this approach is widely used in government agencies, but is often used in commercial organizations to ensure tighter control and limit the powers of lower and middle managers. In Russia, the very concept of line-item budgets is widespread in commercial structures, but in practice it is rarely implemented with sufficient rigidity.

Lapsing budgets. The term “time-period budget” means a budgeting system in which the balance of funds unspent at the end of the period is not carried forward to next period. This type of budget is used in most organizations, as it allows more precise control over the activities of managers and the expenditure of company resources, preventing “accumulative” tendencies.

Experts attribute the disadvantages of this budgeting method to the uneven spending of budget funds, when at the end of the period managers begin to urgently spend the remaining funds in various ways, fearing that in the event of “underspending,” the budget for the next period will be cut by the corresponding amount. In addition, at the end of the period, quite a lot of effort is spent on inventory and reporting.

Flexible and static budgets. In the static type of budget most often used in Russia, the numbers are found regardless of production volumes, etc., while when drawing up a flexible budget, expenses are made dependent on a certain parameter, usually characterizing the volume of production or sales. A good example of a flexible budget is the budget of a concert, when all budget items, including the number of security guards and artist fees, are made dependent on the number of tickets sold. A flexible budget is good because it allows you to more adequately assess the performance of departments that do not provide sales, but play a supporting role in relation to them.

Incremental & Zero-Base budgets. A zero-level budget is a budget that is drawn up anew each time, “from scratch.” In contrast, a succession budget has something of a template, in which, during the next budgeting, only adjustments are made to reflect ongoing changes in comparison with the established process. A continuity budget greatly reduces the amount of effort and time spent on the budget process. However, it also has quite serious disadvantages, the main one of which is the danger of the formation of “stagnant areas” stretching from the past without changes, which could be revised and optimized when drawing up a budget “from scratch”.

Budget formation must be carried out according to a scheme that provides for interaction between the “tops” and the “bottoms”. This scheme is the most perfect, since planning “from below” and budgeting “from above” is a single process that provides for constant interconnection and coordination of the most important indicators for the enterprise. Budget development is a set of interrelated processes, the implementation of which occurs in the following order: modeling and selection optimal option actions for the enterprise, and then control of deviations and regulation. After the end of the period, deviations are analyzed and reasons for adjusting future plans are identified. The main stages of budget formation are the following phases:

Statement of the problem and collection of initial information for developing a draft budget;

Analysis of collected information, generalization and formation of a draft budget;

Estimates of the draft budget;

Budget approvals;

Regulations;

Control;

Budget implementation.

Controlling is a continuation of planning; it accompanies the implementation of plans. Controlling in the economic sense is management and supervision, but since effective management and supervision is impossible without setting goals and planning activities to implement these goals, controlling contains a set of tasks for planning, regulation and supervision.

During the management process, actual indicators are recorded and compared with planned ones. Where there is a difference between the two, it is necessary to determine why it occurred, whether steps need to be taken to correct the situation, or whether the budget needs to be revised. There are such significant differences that it is impossible to change. An example would be changes in tax rates. In such circumstances, it is necessary to adjust the budget and re-examine the goals of the enterprise.

Assessing budget implementation involves comparing actual results with budget results, rather than with historical data, which may conceal deficiencies.

A budget formed taking into account the developed technology not only helps to increase the efficiency of the enterprise, ensuring regular receipt of reliable information on the results of economic activities, but also allows:

Identify and control the financial flows of the enterprise;

Effectively manage production costs, working capital, inventories, receivables and payables;

Optimize taxation;

Manage document flow within the enterprise;

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

According to experts, due to the fact that enterprises do not form annual budgets, they lose up to 20% of their income per year.

Thus, the method of budget formation is effective tool planning flexible development of the enterprise. It is a system of methodological guidelines for determining the main economic indicators of enterprise development, their standards and forms for their calculation and can be recommended for use at any industrial enterprise

1.2.1 Budgeting technology

Formation of budgets

Budget formation is the process of forming financial indicators of an enterprise’s activities, formalized in the main operational and budget documents (see Fig. 3.). The formation process is conventionally divided into two components:

· preparation of the operating budget;

· Preparation of basic budget documents.

The main difference between budgets and standards is that a standard is a per-unit measure (for example, project cost per unit of output). The use of standards helps to build a budget, evaluate performance, analyze and facilitate correct decision making. When the work is completed, the actual data is compared with the standard to identify deviations. This feedback helps improve the norms. Realistic standards are standards that can be achieved under unfavorable production conditions. This is difficult, but possible, as practice shows. The standards that are actually met are less than the ideal ones, since they provide for norms of natural loss, downtime, equipment breakdowns, and more.

Rice. 3. The process of forming the main budget

Realistic standards are widely used because they can serve many purposes simultaneously and have a motivational effect on workers.

At the initial stage, the development of standards and budgets is the responsibility of personnel directly involved in the production of products. When drawing up budgets, it is necessary to use documents that are close in form and structure to accounting (financial) reporting documents, which greatly simplifies the budgeting process.

Software and modern computer technologies can significantly facilitate the labor-intensive budgeting process and use combinations of expert, statistical methods and scenario analysis in calculations and forecasts according to the principle: “what will happen if ...”.

The budgeting technique involves 9-11 steps, the sequence of budget formation is determined by the head of the enterprise. In relation to the practice of domestic enterprises, one should adhere to the budget formation scheme of eleven consecutive steps (see Fig. 4.).

1. Drawing up a sales budget is the first and most important step, since estimating sales volume affects all subsequent budgets. To ensure reliable sales forecasts, combinations of expert and statistical methods are used:

· statistical methods - correlation - regression, trend and other types of analysis allow making a forecast based on relevant development trends, but do not allow us to foresee possible qualitative changes;

· the method of expert assessments is a functional method based on expert assessments: information from department heads and experts goes to the marketing director, who is responsible for the accuracy of the sales volume forecast and drawing up the sales budget;

Rice. 4. Scheme for forming the enterprise budget

Expert assessments are divided into individual and collective. Individual expert assessments include: scenarios, the “interview” method, analytical reports.

Collective expert assessments can be called complex forecasting methods, since they include:

firstly, preparation and collection of individual expert assessments;

secondly, statistical methods for processing the obtained materials.

Collective expert assessments include:

· commission method;

· method of “brainstorming”;

· Delphi method.

Statistical methods include:

· the trend extrapolation method is based on statistical observation of the dynamics of a certain indicator, determining the tendency (trend) of its development and the continuation of this trend for the future period;

· method of exponential smoothing, represents a forecast of an indicator for future period in the form of the sum of the actual indicator for this period and forecast for a given period, weighted using special coefficients.

Factors influencing sales forecast:

· Sales volume of previous periods;

· Production capacity;

· Dependence of sales on general economic indicators, employment levels, prices, personal income levels, etc.;

· Relative profitability of products;

· Pricing policy, product quality;

· Competition;

· Seasonal fluctuations;

· Long-term sales trends for various products.

The head of the enterprise approves the sales budget after reviewing the two main documents presented (Sales budget, see Appendix 1, Table 1, schedule of expected cash receipts from sales, Appendix 1, Table 2) by the heads of other structural divisions (production, material and technical, financial departments, etc.).

The sales budget is drawn up taking into account: the level of demand for the company’s products, sales geography, category of buyers, seasonal factors and other similar factors.

When forecasting sales in terms of “Product/Market”, 4 types of forecasts are considered (see Fig. 5.).

Rice. 5. Sales budget forecasts

The base forecast is likely to be the most reliable because... it is not affected by errors associated with the development of new markets and the release of new products.

Forecast A is less likely than the baseline, due to the difficulty of obtaining a reliable assessment of consumer behavior in new markets.

Forecast B is less likely than A due to the subjectivity of assessing the needs for new products (opinions of sales agents, experts, etc.)

Forecast C is less likely than B, which is due to the high degree of uncertainty in sales volumes of new products in new markets; At the same time, there is a very high risk of receiving income significantly lower than planned.

The sales budget should reflect the quarterly or monthly sales volume in physical and monetary terms. Product prices should be planned taking into account expected inflation.

The sales budget includes the expected cash flow from sales, which will subsequently be included in the revenue side of the cash flow budget. To forecast cash receipts from sales, it is necessary to take into account collection ratios, which show what part of the shipped products will be paid for in the first month of shipment, in the second, etc. (See Appendix 1, Table 2.).

2. Calculation of business expenses must be related to sales volume. It is produced by expense groups, taking into account the types of products, types of buyers, sales geography, type of trade (sales).

Most of the business expenses are the costs of promoting goods to the market, advertising, transportation, etc., therefore the responsible executive (usually the marketing director) must clearly determine where, when, and how the advertising campaign should be carried out and how much to spend on it, to achieve maximum benefits at minimum costs. An approximate budget for commercial expenses is presented in Appendix 1, table. 3. Most sales costs are planned as a percentage of sales volume, with the exception of rental payments for warehouse space. The amount of the planned percentage depends on life cycle goods.

3. Production budget - represents a production plan

products in physical terms, is compiled based on the sales budget. When compiling it, it is necessary to take into account production capacity, increase or decrease in inventories, the amount of external purchases, etc.

The required volume of production is determined as follows: estimated stock finished products at the end of the period plus the sales volume for the given period and minus the stock of finished products at the beginning of the period (see Appendix 1, Table 4).

4. Inventory budget - includes the information necessary to prepare the two final financial documents of the main budget: the profit and loss forecast - in particular the preparation of data on the production cost of goods sold; forecast of the balance sheet - in terms of preparing data on working capital (raw materials, supplies, etc.) at the end of the planning period (see Appendix 1, Table 5).

All costs are divided into direct and indirect; Direct costs include, for example, raw materials, wages of key production personnel, and most of the general shop expenses.

Direct raw materials costs are the costs of raw materials and materials from which the final product is produced.

The direct materials budget is prepared based on the production budget and the sales budget.

The direct materials budget shows how many raw materials and supplies are required for production and how many raw materials and supplies must be purchased.

5. Budget for direct costs for materials - is formed based on the volume of purchases of raw materials and supplies, the expected volume of their use and the expected level of inventories.

The algorithm for calculating the volume of purchases is as follows:

Volume of purchases = volume of use + stocks at the end of the period – stocks at the beginning of the period (see Appendix 1, Table 6).

The budget for direct costs for materials is drawn up taking into account the timing and procedure for repaying accounts payable for materials (Appendix 1, Table 7).

6. Budget for direct labor costs - depends on the type of product, labor intensity of production and labor costs per hour of work. At enterprises where there are different forms of remuneration, there are financial and piecework parts of remuneration.

If by the time the budget is drawn up, payables have accumulated for the payment of wages, then it is necessary to provide a schedule for its repayment. The repayment schedule for wage arrears is drawn up on the same principle as the payment schedule for purchased materials (see Appendix 1, Table 8 and Table 9).

7. Manufacturing overhead budget - includes everything

costs associated with the production of products, with the exception of costs of materials and direct labor costs (Appendix 1, Table 10).

General production shop expenses include fixed and variable parts. The constant part is planned based on production needs, the variable part is planned as a standard, for example, based on the labor costs of the main production workers.

A manufacturing overhead budget typically includes a number of standard cost items: depreciation and rental of production equipment, insurance, additional worker benefits, non-productive time, etc.

8. Administrative expenses are all expenses not related to the production or commercial activities of the enterprise. The management expenses budget includes the costs of maintaining management departments (HR department, automated control system, legal department, planning department, etc.), lighting, heating of offices, production facilities, communication services, etc. (see Appendix 1, table 11).

Most management costs are of a fixed nature: the variable part of costs, if present, is planned as a percentage (for example, of sales volume).

9. Profit and loss report (forecast) is the first of the final documents of the main budget, showing what income the enterprise should earn and what costs it will incur.

The profit and loss statement can be an analogue of Form No. 2 of Russian financial statements. Since Form No. 2 is undergoing changes, in Appendix 1 table. Figure 12 presents the main content of the income statement forecast.

10. The balance sheet (forecast) shows by what means

financing the enterprise has, how they are used, and characterizes the financial condition of the enterprise as of a specific date.

Investment projects (programs) serve as the basis for forecasting the cost of fixed assets.

To forecast the balance, the value of standard working capital (raw materials, supplies, work in progress and finished product inventories) and the amount of accounts receivable are used, which are calculated when preparing the corresponding budgets.

The passive part of the balance sheet is formed based on the estimated turnover of accounts payable and other current liabilities.

As a first approximation, no changes in permanent capital (bank loans plus equity capital) are planned.

Discrepancies in the forecasts of the active and passive parts of the balance sheet give an idea of ​​the lack (excess) of financing.

Changing the balance sheet structure affects the total cash flow.

11. Cash flow budgeting is one of the most

important and difficult steps in budgeting. The basis for its preparation is the compiled (previously stated) budgets and, first of all, the sales volume forecast.

Receipts from operating activities are calculated taking into account changes in accounts receivable, expenses (cash outflows) - taking into account changes in accounts payable.

The cash flow statement forecast is calculated separately by type of activity (core, investing, financial). Both the direct method and the indirect method can be used in the calculations.

The direct method of calculating cash flow is based on an analysis of cash flows in the company's accounts.

The indirect method is based on the analysis of balance sheet and income statement items. In Appendix 1 table. 15 and table. 16 presents the content of forecasts of cash flow statements by type of activity.

Typically, a cash flow budget is prepared a year or six months in advance, broken down by month. In real practice, it is not uncommon to determine weekly (a week in advance) cash flow budgets.

SECTION II ANALYSIS OF PLANNING AND BUDGETING AT THE ENTERPRISE

2.1.Description of the company

Restaurant "Atlantis", full name of the limited liability company. Restaurant "Atlantis" is a place famous for the traditions of true Mediterranean hospitality.

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

The restaurant is located on the second floor. Modern technical equipment (air conditioning system, lighting, sound) makes this establishment convenient for banquets and receptions. The restaurant staff has extensive experience in holding events of any complexity.

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

Table 3.1

Financial results of activities of Atlantis LLC

The table shows that the amount of profit before tax increased in the reporting year by 1315 thousand rubles, which amounted to 51.8%. This led to a corresponding increase in profits remaining at the disposal of Atlantis LLC.

The following positive changes can be noted in the dynamics of financial results. Net income is growing faster than sales profit and profit before taxes. The increase in total 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 reduction in other operating expenses by 66 thousand rubles, or 4%, and non-operating expenses by 438 thousand rubles ., or by 13.7%. At the same time, the dynamics of financial results also include negative changes. At the end of the year, compared to the beginning, there was a reduction in other operating income by 24 thousand rubles, or 2%, and non-operating income by 312 thousand rubles, or 12.2%.

Table 3.2

Dynamics of profitability ratios of Atlantis LLC

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

If previously every ruble invested in property brought almost 11 kopecks. arrived, now - 12.5 kopecks.

Return on equity increased during the reporting period by 2.06 percentage points. The profitability of sales in terms of net profit also increased. The reason for the positive changes in the level of profitability was the faster growth rate 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 sales profitability can mean an increase in demand for products and an improvement in their competitiveness.

3.2 Evaluation of the enterprise budgeting system

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

Table 3.3

Sales budget of Atlantis LLC for 2008

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

The organization's main source of income is food sales. In 2008, sales growth is planned at 138% or 10,433 thousand rubles. The growth in the volume of services for holding festive events is planned to increase by 123% or 859 rubles compared to 2007. Income from field services in 2008 is planned at 4176 thousand rubles, which is 122% more than in 2007.

In general, the income growth of Atlantis LLC in 2008 is planned at 135%. Next, we will calculate expected cash receipts in 2008. To do this, consider the cash flow budget.

A special feature of Atlantis LLC's work with its debtors is that installment payments for food produced and services provided are provided for a period of no more than 3 weeks.

Table 3.4

Cash flow budget for Atlantis LLC in 2008

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

Carrying out restaurant activities, Atlantida LLC has partnerships with a large number of clients.

To increase product sales, the organization uses a commercial lending system, so the dynamics of accounts receivable is of great importance in the effective management of the company. Let's consider the budget for the movement of receivables (Table 3.5).

Table 3.5

Accounts receivable budget of Atlantis LLC for 2008

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

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

The basis of the restaurant's activities is product inventories. In budgeting, inventory planning is carried out using a purchasing budget. Let's review it, table. 3.5

The need for inventory directly depends on sales volume. Sales growth at Atlantis LLC is planned at 138% (Table 3.5). To fulfill the sales plan, the company must plan for an increase in the volume of inventory.

You can determine the volume of inventory using following formula:

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

· ∆Vvyr – revenue growth rate, %

· Vtп – volume of inventory;

· (Vtzp*10%) – guaranteed reserve.

According to the balance sheet, inventory at the end of 2007 amounted to 9,394 (excluding VAT) thousand rubles.

Inventories in the planned year 2008 will be:

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

In addition, when planning inventories, changes in demand throughout the year must be taken into account. Let's make the calculations in the table. 3.6

Table 3.6

Procurement budget of Atlantis LLC for 2008

The purchase budget for Atlantis LLC products for 2008 is planned in the amount of 31,350 thousand rubles. The sale of inventory is planned in the amount of 26,846 thousand rubles. Balances at the end of the year will amount to 13,898 thousand rubles.

The next stage of budgeting in an enterprise is drawing up cost and cost budgets. An organization's distribution costs are one of the general 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 business expenses budget.

To plan business expenses, you must use the “percentage of sales method.” This method will be used for variable distribution costs. Let's review the budget for commercial expenses, table. 3.7

Table 3.7

Business expenses budget of Atlantis LLC

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

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

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

Table 3.8

Management expenses budget of Atlantis LLC for 2008

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

Table 3.9

Production cost budget of Atlantis LLC for 2008

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

The increase in cost is significantly lower than the increase in revenue from sales and services, which is generally a positive factor and will have a positive impact on the financial condition of the organization.

Atlantis LLC has several types of lenders:

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

· own employees with whom the company pays wages;

· the state budget with which the enterprise pays taxes;

· state extra-budgetary funds with which the enterprise settles under the unified social tax;

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

In 2008, Atlantis LLC plans to increase accounts payable to suppliers by 3,120 thousand rubles in order to smooth out the negative impact of the growth of accounts receivable.

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

Table 3.10

Budget for settlements with creditors of Atlantis LLC for 2008

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

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

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

That is why it is extremely important to know the size of the profit in advance and only then can plans be developed for using the profit for the purposes of investing, repaying loans and borrowings, and solving other economic issues. When drawing up a budget for income and expenses of Atlantis LLC, it is taken into account that when planning revenue (income) and costs (expenses), it is carried out according to “shipment”. The values ​​of other operating and non-operating income and expenses are planned to be kept at the 2007 level.

Table 3.11

Budget of expenses and income of Atlantis LLC for 2008

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

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

Table 3.12

Forecast balance sheet of Atlantis LLC for 2008

In the planning period at the end of the year, compared to the beginning of the year, an increase in the balance sheet currency is expected by 6,489 thousand rubles. Great importance for a restaurant there is an increase in inventory and equity. 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 liquidity indicators in 2008.

Table 3.13

Forecast of liquidity indicators of Atlantis LLC in 2008

According to the table. 3.13 the absolute liquidity ratio in the planning period of 2008 will decrease slightly, but 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 at Atlantis LLC is a justified way of financial planning for the enterprise. Using the budgeting system of Atlantis LLC, proceed to the development of a long-term enterprise development program, which will allow obtaining additional competitive advantages On the market.

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