Enterprise budgeting is one of the most important components of economic planning, which in turn is part of financial management. In fact, it is a special type of planning, which is based on the principles and methods of execution, compilation, control, evaluation and adjustment of budgets, presented in the form of a specific form of plans. In another way, we can say that budgeting in an enterprise is planning for the future. economic activity organization, the results of which are drawn up using a system of budgets.

Its main purpose is to develop, as well as increase the validity and effectiveness of all kinds of management decisions. The mechanisms that budgeting has in an enterprise can be effective when trying to make the workflow more efficient, get new resources, and increase targets. The benefits are obvious.

Budgeting at the enterprise allows you to:

• optimize profits and costs;
• coordinate the activities of different departments of the enterprise;
• identify what resources are needed and what can be discarded;
• analyze part of the enterprise or its entirety;
• strengthen discipline within the enterprise.

It must be borne in mind that budgeting in an enterprise is separated from tax, as well as accounting. Budgets are usually created as part of ongoing planning. This means that their conditionality with strategic plans is important.

• expenses and income;
• investments;
• use of various resources;
• attraction of new sources of financing.

The period of time for which the budget is developed is called the budget period. It is determined by the current planning at the enterprise. The planning horizon (its duration), in turn, is directly related to the forecasting horizon, and also depends on the instability of the external side of the enterprise.

It is a combination of processes that are directly related to the budget (meaning the formation, approval, and control). It is developed in accordance with the internal state of the enterprise.

The budgeting system is a set of those measures that are used to implement the budgeting process. It consists of the following elements:

• responsibility centers;
• financial structure management;
• methods of budget formation;
• budget management;
• budget consolidation.

The organization of budgeting at the enterprise is possible if:

• systems of responsibility and authority;
• strict rules of relations between employees;
• qualified personnel;
• accepted and prescribed functions of units.

The financial budgeting process involves:

• distribution of main and secondary functions in the management apparatus;
• creation suitable system motivation;
• creation of high-quality information infrastructure;
• determination of mandatory accounting centers;
• definition of responsibility centers;
• creation internal rules, as well as their own regulatory documents.

Before taking a closer look practical advice and recommendations that will illustrate how budgeting is carried out in an enterprise, and at the same time to understand more deeply why a modern and dynamically developing market participant needs a budgeting system, it is worth paying attention to the fundamental importance of this step in the company's self-determination. After all, the construction of a budgeting system is an extremely responsible stage in the development of an organization that can largely influence the future of the company.

At the same time, one should not assume that the introduction of a budgeting system in an enterprise will only require an appropriate adjustment of the information automated system and having a programmer capable of finalizing new reports. Of course, much depends on the information development of the enterprise in this difficult process, but not all. A decisive role in setting up a budgeting system and improving existing system budgeting at the enterprise is played by the professionalism and involvement of financial management.

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

Statement of budgeting at the enterprise and the role of the budgeting system at the enterprise

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

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

The easiest, but at the same time the most expensive way to build a new organizational structure is to involve an outside specialist, or rather, a special team that is able to immediately identify bottlenecks, looking at the situation “from the outside”. But the most effective and cheapest way to solve this problem is working group, formed from highly qualified internal specialists who are personally interested in the transition to effective budgeting.

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

As a rule, organizations develop not the most optimal scheme of organizational structure, which, by and large, is a consequence of historical disorganization. Key Processes can be more or less customized, but smaller ones, for example, functional connections, clarity of hierarchy, rules of interaction and subordination between departments, go by themselves. Why?

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

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

A third-party management specialist, as a rule, immediately sees problem areas and can, at a minimum, indicate to management with a “blurry look” what should be paid attention to in the first place. It often happens that internal users of the organizational structure do not see banal errors, because, in general, the processes work, and no one thinks about their optimization, especially if we are talking about a company in which no one is motivated to achieve results. Surprisingly, there are an overwhelming majority of such companies on the market today.

Organizational structure optimization is the first and major step for setting up a budgeting system in the company, as well as for the subsequent improvement of the budgeting system in a continuous cycle. Regardless of how the current organizational structure is assessed and the subsequent implementation of a new one, either by external consultants or by creating an internal working group, the goals will be the same.

Their essence can be formulated as follows:

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

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

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

Figure 1. Organizational structure of the company.

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

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

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

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

In order to achieve productive budgeting, it is necessary to introduce a model in the company that will distribute the responsibility for the execution of budgets, the efficiency of spending resources, and will make it possible to control and analyze the ways in which expenses and incomes arise in the enterprise. To do this, on the basis of the approved organizational structure, a financial structure is formed, in which the company is presented in the format of interconnected centers of financial responsibility.

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

• Investment centers (CI - investment centers)
• Income centers (CD - income centers)
• Margin centers (CMD - marginal income centers)
• Profit centers (CP - profit centers)
• Cost centers (CZ - cost centers)

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

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

Development of an enterprise budget system

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

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

• Movement budget Money for liquidity management;
• Income and expense budget to support and manage the company's profitability at the planned level;
• Management balance sheet for business value management.

The data from these budgets together enable management to assess the operating condition of the enterprise, present targets, forecast short-term and long-term trends and, if necessary, plan measures that can contribute to the achievement of goals. If the planning and forecast analysis has shown that the goals are achievable and the company's efficiency corresponds to the planned level, the local level budgets are approved and begin to be executed. If the data and plans are not fully consistent, the budgets are adjusted, and a search is made for the optimal business scheme for the company.

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

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

The accounting policy in the company is designed to determine the rules for the implementation and integration of accounting with management and production accounting, depending on the internal policy of the organization in this matter. Accounting policy it is rational to implement consistently, avoiding discrepancies at the level of divisions and achieving consolidation in all matters of budgetary activity.

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

• Regulations for the work of financial responsibility centers;
• Accounting policy regulation;
• Regulations on budgets of all levels;
• Regulations on the work of the financial service;
• Guidelines for budget recipients;
• Efficiency assessment regulation;
• Financial analysis regulation.

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

At the same time, it is very important to avoid changing the composition of the regulatory documentation when changing the staffing. The principle of the "new broom" does not apply to the enterprise budgeting system under any circumstances. Any new employees, from the rank and file to the CFD managers, are integrated into the approved budget system (of course, with the possibility for them to make rational improvements for consideration).

The main routes for setting up a budgeting system

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

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

The budgeting route from top to bottom assumes that the prerogative of choosing budgetary policy is given to the top management.

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

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

It is typical for enterprises with a multi-level or distributed structure, which need to combine lower budgets into the budget of the first level. Let's say Insurance Company, which has a branch network, with this model, will collect the budgets compiled by each additional office to the budget of a group of offices (by district), then to the budget of the city, region, and then by analogy to the center. In such a system, the function and responsibility of the middle management level increases, which must ensure the identity of articles and the compliance of indicators.

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

With the circular method, which can be called the route of the budget process, the greatest balance of indicators on the ground and tasks from the center is achieved.

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

Figure 3. Route of the budget process.

Unified Budget or Core Budget

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

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

A big budget, as it is commonly referred to in the business world, is the sum total of the work of the entire budget process, working groups, meetings, plans, and decisions that are aimed at ensuring the fulfillment of the company's goals and its well-being. It also helps to solve all operational issues, starting with the possibility of reallocating resources and recalculating reserves, ending with making decisions on the search for unplanned credit resources.

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

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

• Defined budget period, meaning a clear time frame for planning, executing and monitoring the results of the budget system.
• Forecast component– information about trends and forecasts that the company's management is guided by.
• Update frequency- the budget is constantly changing in accordance with the situation, updates of information made by departments, as well as according to the regulations. For example, after a checkpoint of a period - a week, a month or a quarter.
• Variability of the development of the situation- a parameter included in the unified budget as a range, the value of which may differ depending on the market situation (prices for raw materials, exchange rates, etc.)
• Reality of information- the budget contains real items of expenditure, and not numbers that are pleasing to the eye of management. Its task is to reflect the real consolidated information on the company.
• Analytics of external factors- taking into account information from outside, which can have a significant impact on internal processes or the business as a whole.
• Consistency across organizational levels- clarity and unambiguity of interpretations of values ​​and tasks by all participants in the process, the same involvement and motivation.
• Consistency for decision making. The budget is not a normative document, its composition and form can be very different from the forms of financial reporting. Therefore, the freedom of the form of the budget should become its advantage, which ensures that information is systematically included in the budgeting plan, and only the information that is needed for making managerial decisions.

Figure 4. Characteristics of the unified budget.

Example of entering budgets in WA: Financier

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

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

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

Setting up filling patterns;

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

• Adjustment of dependent revolutions.

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

Completed budgets are subject to approval. WA:Financier has the ability to set up various Approval Routes in user mode without programming. Depending on the different conditions, different route options are configured.

For each approver, which is determined automatically depending on whether the approved budget falls into the conditions shown above, when setting up the route, the parameters for its approval are specified:

After that, when you start the approval route for a specific budget for all users, it becomes available information about the current approval status:

Thus, according to the entered planned data - several budgets for different CFDs of one company, it is possible to form the final consolidated budget using different system mechanisms:

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

Conclusion

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

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

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

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

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

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

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

Clear and up to date financial planning and budgeting in the enterprise is a very important and promising part of the organization of work. Any manager and owner of a business, even if it is still small, definitely needs to 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 (only in different forms), and is also an assessment of the mission and aspirations of the company, taking into account the required funds and their availability at the right time.

Financial planning is performed for the following time periods:

• Long term or strategic planning characterizes the main goals of the organization, ways to achieve it, its size and scope of work in a qualitative or general quantitative form for a period of more than 5 years.
• Medium-term or tactical planning is formed for a period of 1 to 5 years, and establishes the funds required to fulfill the 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 more broadly, then this is not only resource planning, but also the management of the enterprise 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 in the near future.

What are the functions of budgeting in an enterprise?

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

Represents financial control of departments and employees, makes an analysis of the effectiveness by reconciling the planned results and the achieved ones.

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

2. Budgeting system at the enterprise provides an opportunity to track the performance of managers based on the achievement of their goals, and is also a financial motivation for the work of employees.
3. Budgets have a good effect because of the 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 communication between departments, contributes to a better understanding of the features of each of the departments.

3 stages of the budget period

Financial planning and budgeting at the 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 the enterprise:

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

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

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

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

How to implement budgeting in an enterprise?

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

9 steps to implement budgeting:

Determine its goals and objectives.

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

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

Select the budgets that will be maintained at the enterprise.


Budgeting involves having multiple budgets.

But there are two main ones:

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

Also, the company can 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 just as important a step as the others. Up-to-date information is invaluable.

For financial planning and budgeting, not only the internal information of the company is collected, but also external, 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;
• acts of inspections;
• other sources of data, such as research and expertise;
• changes in legislation and other publications of the authorities;
• research of analytical offices;
• media and advertising;
• reporting of competitors, partners and clients.

Determine performers.

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

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

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

finance department at large enterprise usually divided into the following divisions:

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

Each of these units performs its functions in the system.

Build a scheme of financial responsibility centers.

This item is necessary if certain persons (unit managers, for example) are supposed to be responsible for the implementation of budgets, and also if the process is related to the motivation of employees.

Design a budget model.

Write a regulation.

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

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

The process of drafting regulations is very responsible and time-consuming. After its readiness, the process of personnel training begins. The success of the implementation of the budget system in the enterprise depends on how competently and fully the regulations are drawn up.

When calculating budget figures, use norms and forms. This is very convenient to work with, but compiling them is a rather meticulous process.

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

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

Train staff.

Plan a budget for the first billing period.

Budgeting automation

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

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

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

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

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

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

Second approach is used much less often 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 the failure of the first approach, when the system of budgets is already partially implemented, but software did not fit and work with him 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 it is much more likely to end up with a clear and effective financial planning system.

Automation of financial planning in the enterprise can be performed on one's own with suitably trained staff.

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

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

1. Budgeting in Excel.

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

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

For large companies working in Excel will be inefficient and confusing.

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

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

The following is a cash flow budget form:

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

2. Budgeting in 1C.

For financial planning in an enterprise, 1C Financier is most often used. 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 set up appropriate forms of budgets, their connection, and the collection of information. There is also a very convenient function of communication with external accounting systems for planning and accounting data.

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

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

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

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

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

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

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

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

Have you noticed that budgeting in your company is inefficient?

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

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

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Introduction

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

1.2 Types of budgets and their purposes

Conclusion

List of used literature

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

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

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

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

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

To achieve this goal, the following tasks were identified:

reveal the functions and essence of the budgeting system;

· identify the pattern of formation of the budgeting system in the system of enterprise plans;

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

The object of study of the course work is the budgeting process which is carried out by enterprises in the process of economic activity.

The subject of the study is the enterprise budgeting system.

The problems of increasing the efficiency of production, the introduction of a budgeting system are devoted to the works of L.I. Abalkina, A.G. Aganbegyan, S.I. Abramova, V.A. Afanasiev, V.V. Buzyreva, V.H. Voitolovsky, I.G. Galkina, O.G. Zhuikova, I.V. Eremina, Yu.I. Efimycheva, I.K. Komarova, O.P. Korobeynikova, Yu.A. Lavrikova, V.A. and other scientists.

1.1 Essence and functions of budgeting

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

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

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

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

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

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

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

Budgeting is not without reason considered as the basis of financial discipline in companies. At the same time, the need to allocate responsibility centers is put forward as an inevitable postulate of the creation of such a system.

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

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

Budgeting as a management technology includes three essential element:

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

organization of budgeting, which includes the creation (presence) of a financial structure (responsibility centers or institutionalized businesses of the company), a budget regulation that determines the distribution of functions of the budgeting management apparatus, a system of internal regulations, job descriptions;

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

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

Thus, one of the main functions of budgeting is forecasting ( financial condition, resources, revenues and costs). This is what budgeting is valuable for making managerial decisions.

1.2 Types of budgets and their purposes

Budgeting creates the prerequisites for increasing the efficiency of using the company's resources and is a high-tech tool for operational and financial planning, which provides a prompt assessment of the company's performance and, if necessary, the ability to adjust plans in a timely manner; it contributes to the unification of the efforts of all departments of the company to achieve the goals.

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

formulation of tasks;

calculation of available resources;

Negotiations between stakeholders on budget figures;

coordination and verification of components;

final approval;

distribution of the approved budget.

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

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

sales;

production budget (production program);

· material costs(commodity-material assets);

Direct labor costs

overhead costs;

shop cost;

commercial expenses;

management expenses;

general business expenses.

It is during the development of operating budgets that the level of accuracy of forecast calculations and the level of detail of planned indicators are set, and approaches are developed, specific methods are applied to reduce the impact of environmental uncertainty factors.

Sales budget. It provides a sales forecast by type of product and for the company as a whole, broken down by planned periods (year broken down by quarters; quarter broken down by months; month broken down by decades, weeks).

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

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

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

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

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

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

The selling expenses budget includes operating costs associated with the sale of products, including transportation costs, commissions, as well as costs associated with marketing activities. These costs are recommended to be divided into fixed and variable for a more reasonable calculation of the total cost and profit.

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

1.3 Features of budgeting in enterprises of various sizes

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

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

The budgeting system of large companies should ensure active intra-company coordination of activities in all key areas and elements, covering changes in economic assets and their sources, identifying risks and reducing their level, increasing operational flexibility, is the main tool for implementing the organization's strategic goals. A real long-term increase in the efficiency of a large enterprise through the use and creation of competitive advantages with a targeted focus on increasing the value of the company is possible only if the current activities of the enterprise are planned and controlled based on strategic goals and tactical tasks that ensure their implementation, which are embodied in specific budget indicators .

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

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

· development of strategic goals and their concretization by tactical tasks to determine the scope and directions of operational budget planning and control;

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

diagnostics and improvement information system enterprises;

diagnostics of the state of the existing planning system;

determination of the availability of a special document regulating the process of planning and controlling the activities of the enterprise;

training of specialists;

Immediate implementation of the budgeting process and its automation.

The introduction of a budgeting system at a large enterprise should take place in stages. At the first stages, it is necessary to use only some elements, gradually complicating the system in case of successful completion of certain stages of raising the level of financial culture of management and staff. Small businesses often do not use a budgeting system. Implementing a budgeting system is costly, and therefore beyond the reach of most small businesses. In addition, the introduction of a budgeting system is only advisable when simpler enterprise management mechanisms no longer work.

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

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

2. Budgeting system as an element of the enterprise management system

2.1 Budgeting in the system of enterprise plans

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

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

As can be seen from the figure, the starting point is the mission of the enterprise - this is what the enterprise wants and knows how to do. The mission is changing, but very slowly. Closely adjacent to it is the strategy - the basic idea of ​​​​how exactly the company makes money.

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

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

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

This distribution can take place in very different ways - both "from above" and "from below", while this does not matter to us; it is important that each Financial Responsibility Center (FRC) draws up or receives items related specifically to it from each of the three main budgets, or receives items related specifically to it from each of the three main budgets:

income and/or expenditure items from the income and expenditure budget;

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

· articles reflecting changes in assets and liabilities.

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

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

2.2 Budgeting in the enterprise management cycle

In budget management, all the same stages of the cycle are viewed, acquiring specifics inherent in this level:

The stage of decision-making and planning turns into the stage of budgeting;

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

The stage of control turns into the stage of plan-factual control of budget execution;

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

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

Let's consider each stage in more detail.

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

2. Accounting for actual data. While the enterprise as a whole and each CFD fulfill their plans in real practice, in the contour of budgetary management, there is a process of accounting for the actual performance of the Central Federal District and the enterprise for the same items for which planning was carried out - one to one. At the same time, each CFD conducts current production and financial activities based on its own budget (being within its framework), moreover, being responsible for its observance. If the budget is drawn up correctly, it practically guarantees the enterprise to achieve the planned financial goal.

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

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

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

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

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

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

· analysis of the effectiveness of budget execution, which identifies deviations, their causes and all other attributes that are not related to the fact that the actual volume of work (sales, production) deviated from the forecast value. But we will return to this in Section 20, devoted to analysis.

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

At the same time, attention should be paid to the fact that the implementation of operational plans simultaneously means the implementation of some, even the smallest, part of the long-term (strategic) plan of the enterprise. If the company does not maintain the current indicators linked to the strategic goals, then the strategic plan to achieve them will not be fulfilled.

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

More interesting is the case with desirable deviations. Usually their appearance, and even more than once, means that the plan was not drawn up tensely enough.

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

2.3 Budgeting and strategic enterprise management

Budgeting fits seamlessly into the system strategic management and helps, by carrying out daily activities, to implement the long-term strategy of the enterprise. The relationship between budgeting and strategic management is illustrated by the diagram in fig. 4. applications 4. The process begins with the formation of a business ideology.

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

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

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

prepared a BSC map - indicating 4 perspectives: finance, customers, processes, personnel / infrastructure or, if managed without a system balanced scorecard, an action plan for the implementation of the strategy (block 4), which, for example, provides for the purchase of new equipment - due to the physical or obsolescence of the old one.

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

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

Thus, the implementation of the annual plan will mean the implementation of the next stage of the strategic plan, and budgeting as an operational management system will be organically built into the long-term (strategic) management system. This is how successful companies around the world are run.

3. Using the budgeting system at Navarros LLC

3.1 Economic characteristic enterprise activities

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

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

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

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

We will analyze profit and profitability. Data for assessing the dynamics of profit indicators for 2007 are given in Table. 3.1.

Table 3.1

Financial results of activities of OOO "Navarros"

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

According to the table, it can be seen that the amount of profit before tax increased in the reporting year by 1315 thousand rubles, which amounted to 51.8%. This resulted in a corresponding increase in profits remaining at the disposal of Navarros LLC.

The following positive changes can be noted in the dynamics of financial results. Net income is growing faster than profit from sales and profit before tax. The increase in the total amount of profit was due to an increase in profit from the sale of products by 1147 thousand rubles, or by 31.8%, as well as a reduction in other operating expenses by 66 thousand rubles, or by 4%, and non-operating expenses by 438 thousand rubles ., or by 13.7%. At the same time, the dynamics of financial results also includes negative changes. At the end of the year, compared with the beginning, there was a decrease in other operating income by 24 thousand rubles, or 2%, and non-operating income by 312 thousand rubles, or 12.2%.

Table 3.2

Dynamics of profitability ratios of OOO "Navarros"

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

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

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

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

3.2 Evaluation of the enterprise budgeting system

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

Table 3.3

Sales budget of OOO "Navarros" for 2008

In 2007, the proceeds from sales of restaurant products in total amounted to 34,374 thousand rubles. In 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 main source of income for the organization is food sales. In 2008 sales growth is planned at the rate of 138% or 10433 thousand rubles. It is planned to increase the volume of services for holding festive events by 123% or 859 rubles compared to 2007. Income from field services in 2008 is planned at the level of 4176 thousand rubles, which is 122% more than in 2007.

On the whole, Navarros LLC's income growth in 2008 is planned at the rate of 135%. Next, we calculate the expected cash receipts in 2008. To do this, consider the budget of cash receipts.

A feature of the work of Navarros LLC with its debtors is that the installment plan for payment for the dishes produced and services rendered is provided for a period of not more than 3 weeks.

Table 3.4

The budget of cash receipts in OOO "Navarros" in 2008

As can be seen from table 3.4, the amount of cash receipts is lower than revenue. This is primarily due to 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 grow by 144% or 3,120 thousand rubles. The growth of receivables is not a positive factor, since it diverts funds from the company's turnover for a while, however, with an increase in sales volumes and taking into account the modern development of the commercial lending system, an increase in receivables indicates an increase in sales volumes. In general, the organization plans to receive funds in 2008 in the amount of 43,285 thousand rubles. The receipt of funds by quarters is not even, and tends 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 LLC "Navarros" has partnerships with a large number of customers.

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

Table 3.5

Accounts receivable budget of LLC "Navarros" for 2008

In 2008, accounts receivable will amount to 10,152 thousand rubles. If we consider the quarterly movement of receivables, it can be seen 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 receivables is a negative factor, but the organization can smooth out its negative impact by increasing its accounts payable to suppliers. The organization has reserves for the growth of accounts payable, which will be considered in detail when analyzing the accounts payable budget.

The basis of the restaurant's activities are stocks of products. In budgeting, inventory planning is carried out using the purchase budget. Let's consider it, tab. 3.5

Inventory requirements are directly related to sales volume. Growth in sales volumes in OOO "Navarros" is planned at a rate of 138% (Table 3.5). To fulfill the sales plan, the company must plan the growth of inventory.

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

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

∆Vvyr – revenue growth rate, %

Vtzp - the volume of commodity stocks;

· (Vtzp * 10%) - guaranteed stock.

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

Commodity stocks in the planned 2008 will be:

TK plan \u003d (9394 * 138%) + (9394 * 10%) \u003d 13898 thousand rubles

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

Table 3.6

Procurement budget of OOO "Navarros" for 2008

The budget for the purchase of products by LLC "Navarros" for 2008 is planned in the amount of 31,350 thousand rubles. Sale of commodity stocks is planned in the amount of 26846 thousand rubles. The balance at the end of the year will amount to 13,898 thousand rubles.

The next stage of budgeting in the enterprise is the preparation of cost and cost budgets. The distribution costs of an organization are one of the generalizing indicators of the intensification and efficiency of resource consumption. The profitability of the organization depends on their size and degree of change.

Let's start by looking at the business budget.

To plan commercial expenses, you must use the "percentage of sales method". This method will be used for variable distribution costs. Let's make consideration of the budget of commercial expenses, tab. 3.7

Table 3.7

Business expenses budget of LLC "Navarros"

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

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

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

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

Table 3.8

Management expenses budget of Navarros LLC for 2008

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

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

Table 3.9

Production cost budget of OOO "Navarros" for 2008

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

The cost growth is significantly lower than the growth in sales and service revenue, which is generally a positive factor and will positively affect the financial condition of the organization.

Navarros LLC has several types of creditors:

suppliers and contractors with whom the enterprise pays for the delivered goods (works, services);

Own employees with whom the company pays wages;

the state budget with which the enterprise pays taxes;

· State off-budget funds with which the enterprise pays off under the unified social tax;

· credit institutions or other borrowers with whom the company settles on loans and advances.

In 2008 LLC "Navarros" plans to increase its accounts payable to suppliers by 3,120 thousand rubles in order to mitigate the negative impact of growth in receivables.

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

Table 3.10

Budget for settlements with creditors of Navarros LLC for 2008

In 2008, accounts payable will increase for the whole enterprise 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 the budgeting of income and expenses of the enterprise.

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

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

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

Table 3.11

The budget of expenses and income of Navarros LLC for 2008

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

In 2008, it is planned to increase net profit by 3,111 thousand rubles, i.е. the planned increase in comparison with 2007 will be 2 times.

A positive impact on the growth of net profit is primarily provided by a higher increase in sales proceeds compared to the growth in cost. In general, a significant improvement is expected in the planning period financial indicators enterprises, however, the company's budget includes a high profit margin, and in market conditions, the company bears various risks that may have a negative impact on the company's activities. In this case, LLC "Navarros" has high risks of underfulfillment of the budget. The next and final stage of budgeting LLC "Navarros" is the preparation of a forecast balance sheet. The results of the calculations are presented in Table. 3.12

Table 3.12

Forecast balance sheet of OOO "Navarros" for 2008

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

In the planned period up to the end of the year, compared with the beginning of the year, an increase in the balance sheet by 6489 thousand rubles is expected. Of great importance for the restaurant is the growth of inventory and equity. In conclusion, the calculation and analysis of indicators of financial condition is carried out in order to assess the rate of change in financial indicators in the planning period.

Let's calculate the liquidity ratios in 2008.

Table 3.13

Forecast of liquidity indicators of OOO "Navarros" in 2008

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

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

In general, the use of the budgeting system in LLC "Navarros" is a justified way of financial planning of the enterprise. Using the budgeting system of Navarros 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 to departments for execution and control.

3.3 Methodological approaches to improving the budgeting system in small businesses

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

The use of budgeting as a quality tool of the modern management system of LLC "Navarros" should provide:

1) improving the efficiency of financial and economic activities (growth economic indicators) primarily through cost reductions;

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

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

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

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

1. Forecasting;

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

3. Company value management;

4. Control over financial expenses.

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

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

AT such a case LLC "Navarros" will focus its cost reduction efforts on achieving a competitive advantage. Finally, the control over the expenditure of financial resources is carried out by a special department, which meets once a month and prioritizes the dynamics of income.

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

1. It is necessary to separate the implementation of the budget and the bonus process. So, according to the results of work for Last year paid bonuses for the implementation of the financial plan. This poses challenges in setting targets, as employees want guaranteed bonuses while management wants more meaningful performance. This, of course, does not mean that it is not necessary to pay monetary incentives based on the results of financial activities. One of the solutions here can be the payment of bonuses based on the direct profitability of the company (without taking into account the achievement of the goal).

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

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

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

4. Determine the course of development using financial and non-financial performance indicators, since financial goals are easy to manipulate, because to improve the financial situation in short term It is possible, after all, by reducing the quality of service and the level of competitiveness. Focusing on the main non-financial indicators, you can avoid such a situation.

5. Make an explicit connection between the main financial activities and financial performance, clearly tracking changes in their ratio. It is no secret that many of the improved performance of the financial plan is due to cuts in certain budget items, made without taking into account the real impact of such a step. Not surprisingly, the expected, it would seem, savings were not obtained. Only realizing what opportunities for development the use of statistical control methods gives, one can judge future achievements with full confidence. Over time, the planned optimization of the development process will undoubtedly help improve the results of the organization, but such progress requires planning and management. By tying together production plan, development plan and financial plan, you can get a reasonable and perfect budget. To achieve this LLC "Navarros" can only through the introduction of specialized software that allows you to coordinate these processes.

6. Separate current expenses and capital investments. At first glance, this is obvious and is the main principle of the work of financiers, but many organizations ignore the indisputable circumstance that they must make at least small improvements every year in order to simply remain competitive. When a business prospers, these small items of expenditure dissolve into running costs and may even be invisible. Unfortunately, when the budget is tight, these "optional" costs are easy to cut. A business may seem profitable, but in fact its competitive strength is gradually being lost, so a reasonable approach is to clearly distinguish between these expenditure items in order to control and monitor them.

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

To begin with, the budget process at the enterprise must be studied as carefully as possible, and such a budgeting system should be created that fully meets their needs and conditions of activity, which as a result will allow them to gain a competitive advantage.

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

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

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

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

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

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

· Implementation of permanent changes (including the refraction of old stereotypes and inefficient methods of work) during the execution of all works (Change management);

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

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

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

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

Practical significance thesis based on steps:

· procedures for the formation of operational and financial budgets;

analysis of the financial condition of the organization;

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

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

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

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

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

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

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

It is planned to increase the growth of food sales by 123% or 859 rubles compared to 2007. Income from field services in 2008 is planned at the level of 4176 thousand rubles, which is 122% more than in 2007.

On the whole, Navarros LLC's income growth in 2008 is planned at the rate of 135%. The use of the budgeting system in LLC "Navarros" is a justified way of financial planning of the enterprise. Using the budgeting system of Navarros LLC, proceed to the development of an enterprise development program, which will provide additional competitive advantages in the market.

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Introduction 4

1. The essence and features of budgeting in the enterprise 7

1.1 The concept of the essence and features of budgeting in the enterprise __ 7

1.2 Methodology for organizing budgeting at the enterprise __________ 15

1.3 Budget control _______________________________ 21

2. Analysis of the budgeting system in LLC "LGEK" 28

2.1 Technical and economic characteristics of LGEK LLC ____________ 28

2.2 Criteria for organizing the enterprise budgeting system _____ 36

2.3 Disadvantages of the existing enterprise budgeting system__ 46

3. Ways to improve the budgeting system in LLC "LGEK" 53

3.1 Possible ways to improve the budgeting system at the enterprise ____________________________________________________________ 53

3.2 Increasing the reliability and efficiency of the budgeting system in LLC "LGEK" _________________________________________________________ 58

Conclusion 62

References 67

For years, companies have viewed their budgets as simply a mandatory estimate of upcoming annual revenues and costs. Now this attitude is rapidly changing as the market demands greater competitiveness and businesses are forced to be more dynamic. Successful companies continually improve the accuracy of their forecasts of future operations and associated resource requirements. This not only increases the importance of budgeting and planning, it also changes the traditional roles of various spreadsheets, budgeting systems and software. own production.

A study conducted by the Institute of Management and Administration shows how the importance of budgeting and planning for corporations is constantly increasing. CEOs of large and small companies were interviewed about their main functional duties, and about 59% of them listed budgeting as their key function.

The same research shows that the budgeting process now includes many more different elements and people within the organization. In other words, the days when a few specialists at the corporate headquarters created the budget in isolation are quickly fading: budgeting has become a function of various departments of the organization. When executives were asked about expanding their control responsibilities, respondents indicated that budgeting control and strategic planning occupied a leading position among their responsibilities. This also confirms the existence of a persistent trend towards more complex budgeting and planning.

At present, grandiose changes are taking place in our country, associated with a radical restructuring of all spheres of public life. Gone are the days of complete chaos and "balancing over the abyss" caused by unfortunate reformers.

Today, along with a tangible rise, the economy is also being revived as a structural and integral part of the state. Russian business is gradually discarding its principles of the times of "wild capitalism". Despite the incompleteness of this process, there is already a trend of civilized business conduct in business structures.

Thanks to the achievement of economic stability, Russian business got the opportunity to set the vector of its development for a certain perspective (month, quarter, year, etc.). This, in turn, generates a chain reaction in the form of an increase in the stability of the business, its predictability and attractiveness for investors both in Russia and abroad.

In this regard, the importance of the issue of developing commercial budgeting is beyond doubt, as it carries a guarantee of stability for individual companies and for the economy as a whole.

Thus, the budget represents, expressed in specific indicators, goals, alternatives for achieving goals, the consequences of the emergence of alternatives for goals, the actual results of the implementation of managerial decisions, deviations from planned results. It can also be defined as a decision-making process by which an enterprise evaluates the feasibility of the inflow and outflow of assets. The subject of the study of the final qualifying work is budgeting as the basis for organizing the finances of an enterprise. work is studies theoretical aspects budgeting, as well as the study of the methodology for setting a budgeting system at the enterprise at the present stage and the main problems associated with this. To achieve the goal in graduation qualifying work the following tasks were identified: - to reveal the essence and features of budgeting at the enterprise; - to analyze the budgeting system in Lipetsk City Energy Company LLC; - to collect and formulate on the basis of the material under study possible ways improvement of the budgeting system and among them to single out those that can be recommended for implementation in Lipetsk City Energy Company LLC. The first chapter is devoted to the essence of the budgeting process in the enterprise, and also paid attention to the features of this process. The methodology for organizing budgeting as a system is considered in sufficient detail. Particular attention is paid to the process of monitoring the implementation of the budget, since without this element the very meaning of budgeting is lost. In the second chapter, a detailed analysis of the budgeting system at LGEK LLC is carried out. At the same time, the technical and economic characteristics of the Company were given. The main criteria for organizing the budgeting system of this enterprise are listed, as well as the shortcomings of this system. The third chapter discusses possible ways to improve the existing budgeting system at enterprises and, in particular, at LGEK LLC. The financial activity of the enterprise is not widely studied and covered both in the educational literature on the theory of finance and in the works published on the pages of magazines and newspapers.

Planning is a means to achieve goals. AT modern conditions planning becomes the central link of management. The market does not reject planning. On the contrary, in competition it is impossible to enter the market with your products without a pre-planned plan.

In Western practice, when talking about financial plans, they usually use the word "budget". Budget - 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 evaluate in advance the effectiveness of managerial decisions, optimally allocate resources between departments, outline ways for staff development and avoid a crisis situation. Along with the concept of "budgeting" in many domestic enterprises, the term "budgeting" is used.

Budgeting has the following objectives:

Development of business concept:

· Planning of financial and economic activity of the enterprise for a certain period;

· Optimization of costs and profits of the enterprise;

· Coordination - harmonization of the activities of various departments of the enterprise;

· Communication - bringing plans to the attention of managers at different levels;

· Motivation of managers in the field to achieve the goals of the organization;

· Monitoring and evaluating the performance of local managers by comparing actual costs with the standard;

· Identification of the need for financial resources and optimization of financial flows.

Budgeting is a tactical planning process, hence the name managerial function- budget planning.

Budgeting is the creation of a technology for planning, accounting and controlling money and financial results. The budget is a plan of the company's activities for a certain period, expressed in monetary terms. It performs various functions of intercompany planning:

· Budget as an economic forecast. Main planned decisions are adopted in the development of strategic planning, and the budget formulation process is essentially a reworking of these projections.

· Budget as a basis for control. As the budgeted plans are realized, it is necessary to record the actual results of the company's activities. Comparing the actual figures with the planned ones, it is possible to carry out the so-called budgetary control.

The budget as a means of coordination. The budget is a plan expressed in terms of cost in the field of production, procurement of raw materials or goods, sales of products, investment activities, etc.

· Budget as the basis for setting the task. When developing a budget for the next period, it is necessary to make decisions in advance, before the start of activities in this period.

The organization of work on intra-company planning can be different. There are usually two budgeting schemes:

· Using the top-down method, the company's management determines goals and objectives, in particular, profit targets. Then these indicators are detailed and included in the plans of departments.