Drawing up a project budget in an investment and construction company. Budgeting in an enterprise using an example

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

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

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

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

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

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

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

• Budgeting in Excel

Company budget example Excel

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

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

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

Figure 2. Cash flow budget example in Excel.

Drawing up BDR and BDDS example in Excel

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

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

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

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

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

Budgeting in programs on the 1C platform

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

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

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

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

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

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

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

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

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

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

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

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

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

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

First, let's define what we mean by a construction project. In this article, by project I will mean the construction of one building. It could be a residential building, a school, shopping mall, business center, cottage, etc. If in your company it is customary to understand a project as the construction of an entire residential complex or an entire cottage community, then the construction of one building in your case can be called a subproject. And the budget of the entire project in this case, for example, a housing complex, is a consolidated budget of subprojects. I repeat, in this article, the project is the construction of one building.

We describe the steps (work) of the project

The process of preparing a project budget begins with drawing up a network schedule of project work (Gantt chart). The project network schedule is drawn up by the company's technical departments and transferred to the economic planning department. The main thing that the PEO needs to pay attention to when receiving a network schedule is an unambiguous understanding of the start and end dates for each of the works. It is these dates that will determine the period in which the costs of the work will fall.

The next issue that needs to be resolved after receiving the network diagram is the detailing of the types of work. The work can be very detailed, which from a technical point of view is most likely true. But for drawing up a project budget, this can be a complicating factor, because... Excessive detail of work makes it difficult to draw up a time budget, as well as subsequently adjust it and monitor its implementation. This becomes very labor intensive. This is especially true for large projects. In this case, the work needs to be enlarged. The issue of consolidation must be resolved collectively with management and technical services companies.

Each type of work must have a unit of measurement. If it is difficult to determine a unit of measurement for a type of work, then it is worth choosing a universal unit of measurement - the percentage of work completed.

We plan resources for the project work

After we have decided on the network schedule of work for the project, we proceed directly to drawing up a budget for direct construction costs.

The first thing you need to decide is what work will be performed. on our own, and which with the help of contractors.

It is recommended that for all work that you can do on your own, choose this option, so that even if you decide to use the help of contractors, you can quickly calculate opportunity cost and optimal cost of contract work.

Budgeting for contract work.

For each job that will be performed with the help of contractors, it is necessary to determine the cost of this work per hour and then simply multiply the number of hours required by this cost. The methodology for determining the cost of contract work is beyond the scope of this article, but, for example, it could be an average market price in your region.

The cost item for work performed with the help of contractors will be one - “Contract work”.

Budgeting for work performed in-house.

The basis for drawing up the budget are standards for types of work. Standards are usually provided by the estimate department.

Accordingly, first the estimate department must indicate for each job how many of these resources are needed to complete the job.

The following main resources are usually allocated:

• Labor resources
• Materials
• Mechanisms

The task of the PEO, based on these standards, is to calculate the cost budget in total terms for direct cost items. Direct cost items for work performed in-house are as follows:

• Wage
• Social benefits (tax)
• Materials
• Mechanisms

Calculating wages, social benefits and materials is quite simple. We take the amount of resources required by the standards and multiply it by the wage rate and the cost of materials, respectively.

The calculation under the “Mechanisms” item depends on several factors:

• We rent a mechanism. We take the rental rate per hour and multiply it by the number of hours.
• Own mechanism. This calculation depends on the type of mechanism: a special employee is required to work with it (driver or crane operator) or not required. The operating hour of the mechanism depends on the following components:
  • Fuel consumption or electricity costs
  • Depreciation
  • Salary of a driver or crane operator, if a special employee is required

After this step, we can create a budget for direct variable costs. At the same time, we will be able to look at our budget not only in terms of cost items, but also in terms of work. More precisely, each work in the context of articles.

Manufacturing overhead

We calculate production overhead costs based on our resource requirements and production indicators.

For example, labor protection costs depend on the number of employees labor resources, which we have already planned in the previous step.

By dividing the total amount of direct costs by the number of square meters in the planned building, we get the production cost square meter based on direct costs.

Planning income and borrowing budget

Once the construction schedule and the cash requirements to complete it have been planned, the sales department can begin planning sales and required business budgets.

Based on the cost per square meter and market prices, sales prices are formed for different stages of sale.

After preparing a preliminary sales plan, the finance department can generate a cash flow statement to identify cash gaps and ensure the company's liquidity.

If cash gaps are detected and there is not enough money to support the construction of the project, the sales budget is returned to the sales department for adjustment.

Most likely, in this case, it will not be possible to cope with this task only by adjusting the sales budget. In this case, it is necessary to plan to borrow funds during periods when cash gaps arise.

After the borrowing budget has been prepared, you need to check how interest costs on loans and borrowings affected the profitability of the project.

Management form of the construction budget and examples of its application

When you ask a foreman the question: “What do you need to complete the project on time?”, you will most often hear: “Timely payment of construction bills.” And they will agree with him, but they will promise to allocate money “a little later.” And “right now” is more important than non-target spending. True, “a little later” underfunded construction projects will become problematic. And then their needs will drown out the needs of other construction projects following them. The circle closes.

You can break the vicious circle through budgeting and financial discipline. We won't talk about financial discipline. Let's talk about the budget. About a budget with a structure based on the distribution of added value. About how it is built and how it is used.

1. Construction of a budget structure based on the distribution of added value

Such a budget is built in a top-down manner. That is, in order of detail. This ensures: its visibility; its completeness and the interconnections of its parts.

We will show you step by step how to build such a budget.

1.1Step 1. The total cost of work (CT) is presented in the form of amounts that are transferred to the contractor. These amounts (CTk) are called “tranches”. Usually they are justified according to the estimate by the relevant work.

ST = sum(STk) (Formula 1)

Where: k varies from 1 to K; K is the number of trenches with which the construction amount is transferred.

1.2Step 2. The amount of each tranche is divided into the amount of purchases (SZk) paid to suppliers and contractors and the amount of added value (Dk).

СТk = СЗk + Дk (formula 2)

1.3Step 3. The amount of added value is divided into the following amounts: taxes (Нk), profit (Прk) and wage fund (ФОТk):

Dk = Нk + PRk + FOTk (formula 3)

1.4 Step 4. The amount of the wage fund is divided into the following amounts: the wage fund of production personnel (PPk) and the wage fund of support personnel (ZPFk):

Payrollk = ZPPk + ZPFk (Formula 4)

Thus, we arrive at a budget structure based on the distribution of added value (k varies from 1 to K):

STk = SZk + Hk + PRk + ZPPk + ZPFk (formula 5.1);

The total budget of the construction project is:

ST = SZ + N + PR + ZPP + ZPF ( formula 5.2).

The terms on the right side of the equation ( formula 5.2 ) are the basic components of the construction budget amount ( formula 1 ). They are called like this:

· СЗ = amount (СЗk) - procurement budget; (formula 6.1)

· Н = amount (Нk) - tax budget; (formula 6.2)

· PR = sum(PRk) - profit budget; (formula 6.3)

· ZPP = sum(ZPPk) - payroll of construction site personnel; (formula 6.4)

· ZPF = sum(ZPFk) - payroll of office personnel of a construction company (formula 6.5)

The completeness of the budget is determined by equalities (5.1) and (5.2).

The elements of the budget structure represented by equations (5.1) and (5.2) correspond to the alternative interests of construction participants. Based on the values ​​and ratios of SZk, Hk, PRk, ZPPk and ZPFk, we can assume a possible reaction of the parties behind them. The completeness of the budget and the clarity of the interrelations of its parts ensure the complexity of the assessment and analysis of such a reaction.

The above procedure (1.1 - 1.4) graphically looks like this (Fig. 1):

Fig.1. Graphical representation of the basic budget structure

The budget elements located in the unshaded cells of Fig. 1 correspond to the elements of equation (5.1).

The next steps in developing the budget are the detailing of each of the amounts on the right side in (5.1). Graphically, it is indicated by a “three arrows” extending from the cells where these amounts are located. Detailing is determined by the content of the work and the technology for its implementation. Its goal is to personify responsibility. In other words, the basic elements of the budget are divided according to the centers of financial responsibility.

2. Tabular form of the construction budget structure

The graphical form of presenting the budget (Fig. 1) is convenient for clarity. And for calculations, the form of an Excel table is convenient. It makes it easy to drill down amounts by inserting additional columns.

The above procedure (1.1 - 1.4) in tabular form looks like this:

Table 1

	ST k	NW k	D k	N k	PR k	Payroll k	STD k	ZPF k
	100%
	3 500 000	2 100 000	1 400 000	630 000	350 000	420 000	280 000	140 000
	100%							100%
	210 000	63 000	147 000	66 150	36 750	44 100		44 100
	100%
	4 300 000	. . .	. . .	. . .	. . .	. . .	. . .	. . .
	. . .	. . .	. . .	. . .	. . .	. . .	. . .	. . .
	25 000 000	S (NW i)	S (D i)	S(Нi)	S (PR i )	S (FOT i)	S (ZPP i)	S (ZPF i)

Let's describe Table 1.

The blocks corresponding to the distribution steps (1.1 - 1.4) are bordered by a double line.

Line 1 contains designations of the amounts of distribution of tranches - elements of budgets (5.1).

Tranches are distributed in odd lines 3, 5, 7, …. The sums of trenches (STk) are placed in cells A3, A5, A7, …. The shaded cells in each tranche correspond to the shaded cells in Fig. 1.

The even lines contain the % values, according to which the distribution amounts are calculated. For example, in cell B2 the value %СЗ/СТ = 60% is used as follows: 2,100,000 = 3,500,000 * 60%

The initial data for the distribution of each tranche of table 1 is (the symbol k is omitted to simplify the type of percentage notation):

STk, %SZ/ST, %N/D, %FOT/D, %ZPP/FOT (Formula 7)

Where does the source data come from? - For construction work, they are determined by the following procedure:

According to the financing schedule, following from the estimate and the contract, the amounts of STk tranches are determined.

From the part of the construction estimate corresponding to the distributed tranche (CTk), all distribution amounts are determined using a step-by-step procedure (1.2 - 1.4):

SZk; Dk; Hk; PRk; FOTk; STDk; ZPFk.

Note . Unfortunately, all of the above is easier to write than to actually implement. How we “know how” to draw up estimates is known to many managers. But, unfortunately, things are even worse. Taxes accrued on payroll are classified as ODA. But while the developers of the estimate program were “taking” them, they lost some along the way. We lost about 20%. By the way, we note that the payroll in the estimate is the accrued payroll. The payroll “to be issued in person” is obtained from the payroll accrued by the withdrawal of income tax, etc.

Now the percentages mentioned as the source data of Table 1 are defined as follows (to simplify writing, the numbering symbols k - are omitted):

%NW/ST = NW/ST; %N/A = N/A; %FOT/D = FOT/D; %ZPP/FOT = ZPP/FOT

%D/ST = 1 - %SZ/ST; %PR/D = 1 - %N/D - %FOT/D; %ZPP/payroll = 1 - %ZPP/payroll

These percentages fill in the even rows of the corresponding tranches in Table 1.

A construction company, in order to record and accumulate experience, can fill out tables like Table 1 based on actual data. Then, as such tables accumulate, it will be discovered that for similar objects or works, the required shares%SZ/ST, %N/D, %FOT/D, %ZPP/FOT have consistently close values. This means that in the future for such objects/works it is possible to immediately build table 1. And during the construction process, monitor and correct its correctness by filling out Table 1 with actual data. By the way, in this way, the errors in determining taxes in the estimate, mentioned earlier in the note, will be revealed, and methods for correcting them will be determined.

Tables 1, compiled for each construction project according to the predicted values ​​of the above percentages, can be easily assembled into a general table representing the budget construction company. In it you can see a general picture of resource receipts and expenditures for all construction projects, which is convenient for monitoring and (if necessary) adjusting the distribution of resources between construction projects.

For non-construction production, steps 2.1 and 2.2, procedures 2.1-2.3, will have slightly different content:

2.1. STk will be determined as the sum of the cost of manufactured (shipped) products, in accordance with the production plan.

2.2. SZk; Hk; FOTk; ZPPk will be determined: before the start of work - according to technological calculations; and when performing work - at actual costs.

3. Examples of tasks solved at each step of building a budget in management form

At each step of the budgeting process, it is possible to position (localize) certain issues-tasks of financing, organizing and executing construction. At the very beginning (when studying and solving) they can be considered autonomous. And then, according to the budget structure, take into account their relationships with other tasks. In this way, it is assessed how the solution to a specific problem will respond to the solutions of others positioned in other parts of the budget.

The further order of presentation is in the steps of Table 1 (or Fig. 1).

Construction financing

At the first step of allocating the contractual amount of construction costs, you can analyze, for example, the following questions of interest to the customer:

· Is the price requested by the contractor reasonable for the work?

· What “tranches” will be used to finance the contractor’s work?

· Does the pace of work match the pace of funding?

· An example of a question that may be of interest to both the customer and the contractor:

Average amounts of financing and construction work

Below are the answers to these questions.

Is the price requested by the contractor reasonable for the work?

The price of the work is still often the first of the main criteria for choosing a contractor. Therefore, it is important to be able to quickly and clearly assess its validity.

The customer should “describe” this price himself in the form of tranche distributions in Table 1. Why? And in order to obtain an assessment of the ZPPk, which follows from the price declared by the contractor. And then - the ratio of ZPPk to the plausible average salary - determines the volume of labor costs (OTZk). For known works, the OTKk is usually known from past experience. Comparing the HSEk declared by the contractor with the known HSEk will show the customer whether the contractor's HSEk is overestimated.

Having detected an overestimation of the PVKk, the customer will adjust its value and, accordingly, the value of the PVKk. Then, by substituting the adjusted ZPPk value into the corresponding tranche of Table 1 and going through it in reverse order, the customer will receive the adjusted Dk value. By adding to it the controlled-corrected value of the SZk value, the customer will receive an estimate of the tranche amount for the contractor.

And so on for each tranche.

Or you can immediately distribute the entire amount of construction costs. If there are plausible percentage values (Formula 7), for the distribution of amounts of the total construction budget.

Such estimates in Excel are quick and visual, so they are convenient when negotiating with contractors. The subject of conversation does not “drown” in the details of local estimates.

What “tranches” will be used to finance the contractor’s work?

The total amount of construction financing (CT) is determined by the agreed estimate. And the amounts of tranches (in cells A3, A5, A7, ...) and their terms (that is, the financing schedule) are the subject of the contract between the customer and the contractor.

The customer would benefit from weekly tranches. Money is not “frozen”. And controlling their consumption is easier. But the “short leash” of financing does not suit the contractor. For example, by complicating its relationships with subcontractors and suppliers. A compromise could be like this:

For tranches of prepayments for the purchase of building materials:

· Invoices for the purchase of materials are paid from the customer's bank account.

· The transferred amounts (STk) correspond to the construction needs for the next period. (Period - 1 month or more; as determined by the contract).

· Amounts (CTk) are accompanied by the accrual of “credit interest”. And the amount of these percentages will decrease: the amount of the contract and the amount of prepayment tranches. Interest accrual period: from the date of transfer to the date of consumption of building materials according to the KB-2v form.

· Other options for compensation for the “freezing” of the customer’s money.

For tranches to pay the costs of construction and installation work (CEM):

· Prepayments in accordance with the estimate and work schedule.

· Tranches in order of payment of forms KB-2v.

· Other payment options for construction and installation works specified in the contract.

The contractual financing procedure can induce and force the contractor to carefully plan, which increases the ability to control his work. And such “customer happiness” can be “imposed” on the contractor, for example, as a condition of a tender.

Does the pace of construction work match the pace of financing?

To answer this question, the customer just needs to look at the “output sheet” of the contractor’s workers. By multiplying the number of workers by their plausible average salary, he obtains an estimate of ZPPk. According to the table (like Table 1), having “passed through” the distribution of the corresponding tranche in the reverse order (taking into account the corresponding costs СЗk), he will receive a fact-estimate STk as an indicator of the pace of construction work. By comparing the actual assessment of STk with the amount of the transferred tranche, the customer will determine whether or not the pace of work completion corresponds to the pace of financing.

Of course, some of the contractor's workers may work off-site. For example, to produce metal structures for their subsequent delivery and installation. But in each specific case, it is easy for the customer’s representative to detect and take into account such labor costs. The contractor himself is interested in their full presentation.

Average amounts of financing and construction work

The role of slogans in politics is well known. The role of average amounts for organizing construction work - the same.

Let: ST = 25 million UAH. - this is the total cost of construction. T = 8 months is the construction time.

Let us determine the average amounts of financing and construction work. Per month (m); per week (n); per day (d) (amounts - in UAH million):

STm = S/T = 25 / 8 = 3.125

STn = STm/4 = 3.125 / 4 = 0.781

STd = STn/7 = 0.781 / 7 = 0.112

The meaning of the average amounts STm, STn and STd is as follows:

For the customer, they are a guideline for the pace of financing. If the amounts actually transferred to the contractor per 1 month are “chronically” less than the amount of STM, then a “crash” in construction or failure to meet deadlines is inevitable.

For the contractor, these amounts are a guideline for the pace of construction work.. If the actual values ​​of monthly and weekly construction costs are less than the sums of STm and STn, then emergency jobs and breakdowns are also inevitable.

Even average amounts allow you to calmly and correctly resolve disputes. When both sides are wrong:

· The contractor often misuses part of the money received from the customer, which slows down the pace of construction.

· The customer has financial problems. And he disguises them with a condition to the contractor: “First, work off the money received, then there will be subsequent financing.”

The dispute is settled in the “light” of average amounts. Often the amount spent inappropriately turns out to be significantly less than the amount that was not transferred during the “dispute”. It turns out that it is the customer who is delaying construction to a greater extent. He should take the first step towards the next compromise (of course, if he has not changed his mind about building; and does not intend to say goodbye to the contractor). For example:

· Resume regular funding. Taking into account the “delayed” amounts.

· Finance in short tranches (weekly).

· Request clarification and justification from the contractor for the amounts of the next tranches (in the form of corresponding work plans).

· Carry out intermediate (weekly) acceptance of work volumes corresponding to the tranches.

The terms of the compromise are valid until construction is returned to the work schedule.

We especially note the values ​​of the average amount of STd. STD is:

· Criterion for the sufficiency of the volume of daily work orders.

· Dominant for the foreman. She will keep him from doing work instead of his subordinates.

· Reason for the company to take care of ensuring the efficiency of the foreman. Indeed, tens to hundreds of thousands of UAH are spent at his facility every day. And who can say that the lack of proper working conditions does not affect the efficiency of the foreman. And, therefore, the efficiency of the daily expenditure of labor and material resources organized by him.

External division of labor (firm specialization)

This is the second step of distribution: СТk = СЗk+ Дk.

SZk includes following costs:

· suppliers of material resources; according to the construction estimate;

· for contractors; according to the cost of work given to subcontractors; minus the cost of external management of contractor work.

Buying something that belongs to SZk is a necessity. In economics it is referred to as comparative advantage specializations. - It’s cheaper to buy than to make it yourself.

At this step, the company solves the following tasks:

What work to do on your own, and what to outsource to subcontractors.

Which building materials to buy and which are more cost-effective to produce on your own.

Which machinery to rent and which to buy as fixed assets.

Example of the second task. You can purchase finishing “building materials” high degree readiness." They are more expensive. Which will increase SZki, accordingly, reduce Dk and, in turn, FOTk. On the other hand, the use of such materials is accompanied by a reduction in labor costs and, ultimately, a decrease in Dk. A budget with a value-added allocation structure will help determine which impacts will prevail.

There are customers who consider it “valor” to reduce the payroll of contractors as much as possible. But usually no one works at a loss, so contractors “respond” by “re-grading” the estimate and reducing the payroll. And, accordingly, the SZ increases. Of course, the “re-grading” is done in the version of the estimate “for the customer”. The latter is mentioned below.

Distribution of added value

Third step of distribution: Dk = Hk + PRk + FOTk.

With current taxes and fees:

Hk = 0.7*PRk + FOTk. Then: Dk = 1.7*PRk + 2*PHOTk. (http://www..php?ID=1143154)

PRk is needed by business for development. But all the added value cannot be captured in profit. Without expenses for payrollk, added value (Dk) will not be produced at all.

On the other hand, experience shows that there are fairly stable relationships between the FOTk and the produced Dk. They are called “rates”.

Of course, many of the prices in the 1984 collections are outdated. Because new materials, tools, equipment and machinery appeared. Their use has reduced labor costs, which makes the task of determining intra-company prices urgent for each company. This requires appropriate management accounting.

The dependence of Dk on PHOTk is taken into account in the work style of experienced foremen. They always control current planning based on payroll. For example, they consider work orders for the next day that do not provide an acceptable daily wage for workers to be unacceptable.

After determining the payroll (within the entire budget), profit is determined using the formula PR = (D - 2*payroll)/1.7. If the contractor is not satisfied with it, then he does not offer his services in construction.

Internal division of labor

This is the fourth step of distribution: Payroll k = ZPFk + ZPPk.

It solves the problem of intra-company division of labor. It manifests itself in the division of the company’s personnel into: ZPP-personnel who perform production tasks; and on the ZPF personnel, who provide and coordinate the work of the former.

For this step, the company studies, establishes, describes, and consolidates business processes. Industrial and office. Including the processes of supplying construction sites.

For this step, corporate standards are being developed. For example, office labor standards.

What could be the value of %PPF/PAYF?

For example, for the first tranche of table 1, %PPF/payroll = 33.3%. In other words: for every two people of production staff there corresponds 1 person of support staff.

Is it a lot or a little? For some types of work this may be a lot. For some - not enough. For example, they write that during the war, in the “tank forces”, the percentage of salary/payroll was 95%. Four “production” personnel (tank crew); and 72 support personnel (staff officers, supplies, repairmen, sappers, ....).

There are construction companies in which the percentage of salary/payroll is small. They are characterized by a lack of engineering preparation for construction work. With understandable consequences of such an absence.

What should be the percentage of salary/payroll - to say “simply”: “It should be as small as possible.” But the real value of % salary/payroll can be significant (about 50% or more) for the following reasons:

· The component of past labor, “embodied” in equipment, machines, mechanisms and intangible assets, is increasing. Someone must organize and ensure the “work” of these assets.

· Specialization of workers is increasing. Their labor productivity is increasing. But the costs of organizing and providing them are also growing.

· Products become more complex. New building materials of “high readiness” are appearing. Accordingly, labor costs increase.

· FFP labor costs are like the volume of an iceberg. For the most part, they are not visible. How then to determine their sufficiency?

· First, “downtime” of production personnel should be eliminated. Their value can be estimated by the profit lost due to them. For example. From the first tranche of Table 1 it can be seen that the ratio of PR/ZPP = 350,000/280,000 = 1.25. That is, every hryvnia of unearned wages by workers turns the company into 1.25 UAH of lost profit.

· Then you need to “experiment”: increase the labor costs (that is, improve the preparation and support of production) while profits grow.

4. Other tasks solved using a budget in management form

Grade required quantity company personnel

The “portfolio” of orders is expressed in a certain amount. Having “written” it in distribution steps, taking into account the prevailing interest values, we obtain an estimate of the amounts of ZPPk and ZPFk. Dividing these amounts by average salaries, we obtain an estimate of the number of production and office personnel of the company required to perform work corresponding to the existing “portfolio” of orders.

Estimation of the required turnover of the company

This is a reverse assessment. Let's assume that total number The company's staff is 120 people. What should be the amount of annual turnover in order to average salary in the company was 3 thousand UAH/(person*month)?

Multiplying 120*3000*12, we get that the annual payroll should be 4.32 million UAH. Going through the distribution steps “in reverse” (with percentage values, for example, as in Table 1 for tranche ST = 3.5 million UAH), we obtain that the annual turnover should be ST = 36 million UAH. Including D = 14.4 million UAH.

Who makes decisions about current construction expenses?

This question arises in all construction companies. And in almost all cases, “life” gives the same answers: such decisions are made by the first person of the company.

Centralized spending of money leads to significant inappropriate spending. But it often turns out that the money cannot be returned to its destination in time. Accordingly, funding for construction work decreases. There is a difference between the amounts received from the customer and the actual amount of work performed. This difference encourages “titanic adventures.” Over time, it “grows” to the level of questions of the existence of the company. The emotional intensity of spending decisions is increasing. The first person begins to “work for the pharmacy.”

Who should spend the money received from customers? The answer is better understood "in light" of the budget with the structure of the equation (formula 5.2), ST = SZ + N + PR + ZPP + ZPF:

Current NW expenses. The first manager has already made a decision on them by approving the estimate. So his repeated participation in these expenses is not their optimization, but, in fact, self-destruction of the business. Self-destruction for the following reasons:

· Through one head it is impossible to timely pass through all the information necessary to optimize each expenditure. Spending is a lot. They are interconnected in many ways. Their untimeliness disrupts these plans. And thereby disorganizes the work and crosses out personalized responsibility for their results.

· While the first manager delves into the validity of each expenditure already approved by him (that is, he performs the work instead of his subordinates), no one fulfills his duties. The consequences of this are clear.

· Subordinates are not happy with both the loss of time to justify each individual expenditure, and “the salary for work that they did not do.” And the expenses made by the first manager are unlikely to be optimal. And therefore, subordinates “stock up” in advance with self-justification about their non-involvement in suboptimal spending, such as, “I did as you said.” At the same time, keeping silent that the manager said what the subordinate “slipped” to him.

Spending N-sums is inevitable. And the first manager has no need to waste his time on them.

PR-sums. The manager can withdraw the planned share of PR from each amount of ST received. Or maybe not confiscate them so that they can be used to quickly complete work at the relevant facilities? Then the entire amount of profit from them will be more likely to be available for free use.

Payroll costs it is better to determine according to the rules previously approved by the first manager and known to the production personnel. This ensures positive work motivation.

So what happens? The first manager is not allowed to spend money from current turnover? Of course you can. Who gives him orders? But who will solve his problems? For now, he “personally says goodbye to every ruble of expenses.”

But still, who should spend the sums of SZ and payroll?

The one who is directly responsible for the results of these expenses. The means of such decentralization are known - the budget and control services of the company. It is important to note that expenses already made should be controlled. Otherwise, the procedure for approving future spending will relieve the relevant persons from responsibility for the efficiency and optimality of spending.

5. “Details” of constructing a construction budget

Working project!

In modern times, by the beginning of the construction phase of industrial facilities, a full working design is often missing. And for civilian objects, the completeness of the RP and its quality leave much to be desired. And from the RP, the estimate requires a list of works and their volumes. Their quality determines the quality of the estimate.

The quality of the estimate determines the quality of the following graphs:

1. Work schedule.

2. Schedules for supplying construction sites with resources: labor; material.

3. Financing schedule (points 1 and 2, respectively).

Schedule 1 should be the “law” for the contractor in situations of making decisions on financing construction work. Then the company will not fall into the vicious circle mentioned at the beginning.

Schedules for points 1 and 2 are a means of organizing the supply of labor and material resources to a construction site. It is clear that these schedules are needed by the relevant services of the company in advance.

Funding Schedule 3 and Schedule 1 are typically included in the contractual documents.

Estimate

The quality of estimates and the quality of estimate programs have already been mentioned earlier. Therefore (no need to be hypocritical) the contractor needs to develop two versions of estimates. One is for the customer. The second is for yourself. According to the latter, engineering preparation for construction work is being developed.

Local budgets and criteria for their division

It is clear that the amounts of local budgets (SZ, N, PR, ZPP, ZPF) are cost limits for the corresponding heads of departments of a construction company. It is clear that budgets lose their purpose if they are in deficit. But is this “clarity” always taken into account?

Local budgets from the fourth section are divided according to the personification of responsibility for the efficiency of their spending. But it is impossible to say in advance (in the general case) what the crushing criterion should be. Only experience and conditions of real situations will suggest the crushing criterion.

Options, for example, for SZk, could be as follows:

1. СЗk can be divided on the basis of homogeneous (similar) costs related to all the work of the company.

2. C3k can be divided based on belonging to construction sites.

3. SZk can be spent according to the second option, but as needed.

OMTS will be able to determine the criterion for fragmenting the SZk budget only after studying the procurement list, the construction supply schedule and market research. It is clear that the decision of the OMTS requires coordination with the heads of construction sites and approval by the head of the company.

Conclusion

The budget for construction work with the structure of distribution of added value has obvious completeness and corresponds to the alternative interests of the parties, therefore it is better suited for analyzing spending options.

Such a budget helps to localize problems, tasks, questions and detail and solve them autonomously, without losing their relationships.

The second section mentions how to build such a budget for other industries. So it is applicable for analyzing spending options not only in construction, but also in other industries.

Reality is built from the wreckage of illusions.
Because illusions are usually designed without taking into account
construction and operating costs.
Aphorism

Svetlana Kovtun,
Leading consultant of GC "INTALEV", Ph.D. Sc., Ph. D.

Construction features that affect project budgeting

As long as the construction business is stable and profitable, it sometimes forgives even serious planning errors, compensating for them with a significant margin. However, in the near future this situation will change: market rules are becoming stricter, competition is growing, and margins are decreasing. Risks during implementation construction projects can be significantly reduced by creating effective system management within the company, in particular the implementation of a budgeting system and.

In previous articles, the principles of budgeting for an investment project have been discussed more than once. construction company, as well as issues of effective financial management, so we will not dwell on this in detail. Let us note only that important point that investment and construction companies (holdings), as a rule, are a group of vertically integrated companies that implement all stages of investment and construction projects, and these companies have their own characteristics.

Such companies combine many functions: they have production facilities, carry out contract work, design facilities, manage construction and sell constructed areas. This affects the formation of a financial structure, which may not coincide with the organizational one, because it is built on different principles.

The basis is the budgets of current projects. It is possible that there is a need to form investment budgets that require the company’s attention and resources, if the company has development projects aimed at increasing the company’s potential. The main differences between the two types of projects and, accordingly, budgets within the same company are that they have different goals and are compiled for different budgeting objects.

In addition to project budgets, most of the functional budgets known to us are also compiled. However, all planning begins with projects, and then information on projects can be consolidated, for example, into a consolidated budget for purchases and inventories of materials, a wage budget, an administrative expenses budget, etc.

Thus, in construction, two types of budgeting are carried out in parallel - project budgeting and for the business as a whole. For business purposes, project budgets, regardless of the timing of their implementation, are divided into monthly, quarterly and annual, taking into account the frequency of comparison of planned and actual data necessary for management purposes.

In any company, one of the first stages is to determine the factors limiting the company's business. Due to the specifics of the construction industry (long project implementation times, technological features construction) the primary budget in most cases is the construction budget. This is due to the fact that it is extremely important factor is to obtain areas for development and approve the initial permitting and estimate documentation. The construction cycle does not depend on the sales plan, and building a budgeting process based on the sales budget, as happens in most trading and manufacturing companies, is problematic in construction. And since prices for finished real estate are much higher than at the construction stage, it is advisable to sell what has been built closer to the completion of construction. If speak about housing construction, exactly as many apartments should be sold as the funds required to finance construction work at each stage.

Budget structure is the first stage of project budgeting

Budget structure (composition of budget forms and their relationship) individual for each specific company. An approximate set of budgets for an investment and construction company includes:

• cost budgets for each of the construction projects;
• consolidated functional budgets at the company level as a whole:
  • budget for pre-project preparation and design;
  • direct materials budget;
  • budget for direct labor costs;
  • budget for the organization and maintenance of construction (overhead budget);
  • construction budget (consolidated from the cost budgets of construction projects);
  • budget for the operation of machines and mechanisms;
  • budget for purchases and inventories of materials;
  • income (sales) budget;
  • sales budget;
  • administrative expenses budget;
  • budget for other income and expenses;
  • budget for settlements with banks (credit plan);
  • investment budget (development budget);
  • budget of income and expenses (BDR);
  • cash flow budget (CFB);
  • forecast balance.

The approximate structure and sequence of formation of the consolidated budget of an investment and construction company (provided that third parties are not involved in performing the work) are presented in drawing .

Some budgets are drawn up by ourselves (hereinafter referred to as the CFO), then consolidated and form budgets at the level of the company as a whole (for example, BDR,); others are compiled at the holding level. To simplify the consolidation procedure, all central financial districts should use uniform budget formats developed by the financial directorate and approved by the general director. Also, during consolidation, it is imperative to exclude internal turnover between divisions of the holding.

Essentially, a company-level construction budget is generally a consolidated summary of the cost estimates for construction projects. And since the construction budget is the initial link in creating a consolidated budget, it is Construction project cost budgets are building blocks, which underlie the entire financial model of an investment and construction company.

In fact everything is connected

The budgets of an investment and construction company include natural and financial parts. The consolidated budget model must link the activities carried out at each stage of each project with all the main elements of the financial and economic situation of the company - income/expenses, receipts/payments, assets/liabilities. If such a connection is not built, then the quality of the budgeting system will not allow competent management of the company and its performance indicators. In construction companies, it is necessary to draw up a plan for each project, which outlines the volumes of material and labor resources used. Based on it, estimates are drawn up, which, in turn, are consolidated into financial budgets. All of the above also applies to monitoring the implementation of budgets: the implementation of budgets is controlled both in kind and in value terms.

The project plan must contain a list of all stages and activities, indicating the timing of their implementation. An approximate format for such a plan is given in table 1

We see that in table 1 In addition to the timing of the activities, the costs of their implementation are indicated. However, they are not immediately determined. In order to create a budget based on the action plan, it is necessary to determine what resources will be needed to implement each activity in the project plan. For this purpose, a complete list of all resources used is compiled for each project. (table 2) .

In addition, you can draw up a statement of resource requirements, which describes exactly what material resources, in what volumes and in what periods are needed for this project (Table 3)

In the example given, the cost of resources is assumed to be constant throughout the project. However, certain dynamics can be included in the calculations - this is an essential point in the context of a constant increase in resource prices and rising inflation. For this purpose, a table containing a list of resources necessary for the implementation of the project is compiled on a monthly basis, information on resource prices is entered into it taking into account forecasts of monthly price changes depending on the level of inflation and the market situation.

Once a complete list of all resources has been determined, they are linked to each project activity. It is better if this is done in automated system. For each activity, the types of resources and the volume of their use are determined. After this, you can create a budget for project expenses in the context of activities and resources (Table 4) . Having determined the volume of resource expenditures for each event and compiled a list of resources, including their costs, by multiplying the volume by the cost, we obtain data on expenses.

IN table 4 information on the volume of resource use for each event is presented in a collapsed form. However, the table format can be made more detailed and provide detailed cost data for each resource, activity and project phase. All of them are tied to the project deadlines.

This information is consolidated for all projects and is used to draw up a construction budget, a budget for the purchase of materials (resources) and inventories, and other budgets for the company as a whole.

Let us point out another significant point regarding the formation of the company’s budget. Most of its divisions (investment company, design bureau, general contractors, etc.) participate in the implementation of each project of a large investment and construction company.

The company's budget as a whole is a combination of the budgets of individual construction projects and the office budget ( management company), which are indirect costs (see picture) . To most accurately evaluate the results of each construction project, a mechanism is needed to allocate indirect costs to projects.

For these purposes, a unified analytical guide “Cost Classifier” should be developed, procedures and bases for allocation should be determined. Income generation and revenue receipts occur unevenly, so most often the main basis for the distribution of indirect costs is direct costs.

Built meters, material costs, and marginal income are also used as a basis for the distribution of indirect costs.

A specialist from the production and technical department must check all reporting documents for each facility, especially documents for write-off of materials. And this can only be done if there is a link between the scope of work and resources.

Profitable business

For the purposes of analyzing the economic efficiency of a project, only expenses are not enough; income must also be planned. And there is a significant nuance here.

In construction companies, revenues over the life of a construction contract are recognized based on the degree of completion of the work at the balance sheet date. This means that the company does not have income every month.

Minus. A company that has several large facilities cannot draw up an informative budget of income and expenses from the point of view of work analysis, since in this budget in most months only expenses will be reflected, and only in some months - sharp surges in profits (in those months in which income from constructed facilities will be recognized). Thus, the use of BDR during project implementation is inconclusive and useless.

What to do? You can limit yourself to compiling only the BDDS. However, a budgeting system based only on BDDS has significant limitations; it does not allow analyzing the effectiveness of projects, return on investment, or, in general, analyzing the financial and economic condition of the company.

You can use the following approach. In the financial statements, income is still recognized in the period in which, in particular, the acceptance certificate was signed.

In intra-business (managerial) accounting, you can use elements of your management accounting policy. The entire project is divided into stages. Each stage has its own activities and costs. In management accounting, a company can reflect the stage-by-stage delivery of an object and recognize income for each stage. And in financial accounting, when performing construction work by contract, the signing of acts between the customer and the contractor can be carried out monthly.

This option is more suitable for management purposes and allows you to reflect the write-off of the cost of construction work in the contractor’s accounts.

However, there is a limitation: by the time construction is completed, prices may rise, and with this approach it is impossible to calculate income with great accuracy. There's one more thing important condition To recognize income, you need to be sure that the income will actually be received.

This article discusses general structure budgets of an investment and construction company and the principles of forming budgets for construction projects, which are the first stage in drawing up the company’s consolidated budget. Next steps in the topic budgeting process for other publications.

For the real economy, it is very important that there are no “holes” in current cash planning, that is, all bills must be paid on time and salaries must be paid on time. To do this, the company strives to speed up the process of receiving revenue from clients and customers. The cash flow budget helps the financial service of the enterprise make a decision on financing current activities (if cash gaps arise) or withdrawing funds from circulation.

Financing is achieved through negotiations with counterparties on accelerating payment, with banks on short-term lending, and with suppliers on deferred payment. You can withdraw money from circulation in the following ways: deposits in banks in order to receive interest, providing deferments to counterparties in order to improve partnerships, withdrawing funds from an enterprise for the purpose of investing in securities, expansion of production, etc. Also, funds can simply be accumulated in order to create a “cushion”, which is especially important at the beginning of the introduction of planning in an enterprise, when plans differ significantly from the actual situation.

The structure of the cash flow budget is similar to the structure of the Cash Flow Statement for the enterprise (Form No. 4). However, this is not a regulated, but a managerial form, so it has some differences.

In this article we examine the features of cash flow planning in the construction industry.

The first feature of construction is in object accounting, that is, in the management of several (sometimes unrelated to each other) objects. The second feature is that a construction company can build for itself (when the construction project becomes the property) and for the customer. And the third feature is that a construction company often engages contractors for work or part of the work, which also affects planning and budgeting.

In table Figure 1 shows the cash flow budget of a construction company. In this article we will not make any distinction between the contractor organization and the customer organization, since the principles for receiving funds are the same.

Table 1. Structure of the cash flow budget of a construction company

Index	Meaning
Cashflow from operating activities
Income:
advances receivable
receipts from submitted forms KS-2, KS-3, sales of objects
including by objects
Expenses:
salary
payment for services of contractors
other expenses
costs of materials and components
fixed costs
taxes
interest expense
leasing payments
including by objects
Cashflow from investment activities
Income:
Acquisition of fixed assets
Other investments
Expenses:
Sale of fixed assets
Other supply
Cashflow from financial activities
Income:
Getting loans
Sale of shares and other securities
Expenses:
Buying shares
Repayment of loans
Total cash flow
Cash at the beginning of the period
Cash at the end of the period

The cash flow budget consists of three large parts: operating activities, investment and financial activities.

Operating activities- construction of objects and their implementation (delivery to the customer). In operating activities, there are cash outflows and inflows.

Investment activities- long-term investments and income from the acquisition of fixed assets and other capital investments. This part of the plan is strategically important, since without investment there will be no development of the company (we are talking specifically about qualitative development associated with equipment upgrades).

Financial activities- the most important part for “aligning” the budget. This is due to the fact that the planning of the first part is ensured by the efforts of many departments of the enterprise that are not coordinated with each other. Investment activities are planned by management and production units. Financial activities are planned by the enterprise’s accounting department, financial department and PEO. But after summarizing the data in the table. 1 it may turn out that the flow from current activities will be unfavorable. This doesn't mean it's negative. There are two lines in the BDDS: the cash balance at the beginning and at the end of the period. Therefore, if there is an excess balance, the owners of the enterprise can decide to repay the loan early or invest funds in fixed capital, and if there is a shortage (negative balance at the end of the month), they can apply for additional financing.

When planning cash flow, in addition to aligning the budget as a whole, it is important to consider one aspect. The flow from operating activities must be positive. The company earns its profit from this part of the budget. In production activities (in construction too, with some restrictions), the enterprise must accumulate profit every month. The flow from investment activities must be negative, that is, the company must invest its cash in the purchase of new equipment. The flow from financing activities balances the other two activities.

Note! If a company has a negative flow from operating activities and a positive flow from investing activities, this is a warning sign. This may be due to the fact that the company finances its current activities through the sale of fixed assets. It is clear that such an enterprise cannot expect success in the future.

Thus, cash flow planning also allows the company to move in a strategically important direction. It can be added that the income and expense plan will not show us such a complete picture as the BDDS, because investments in fixed assets are not expenses, but expenses (that is, they do not reduce taxable profit). And if you draw up only a budget of income and expenses, then the acquisition of fixed assets will not be visible at all (if the planning process is correctly structured from an accounting point of view).

Now let's take a closer look at how it's planned cash flow budget. As a rule, this budget is prepared for the year, broken down into quarters and months.

The preparation for the year is usually carried out by management or owners, as they set the strategic priorities of the company. In addition, drawing up a budgetary budget for a year is not as informative as for a shorter period, since this budget does not serve to ensure the efficiency of the enterprise, but to ensure its financing. Therefore, we will consider only the compilation process for a short period of time - a quarter or a month (the so-called adjustment of the BDDS before the start of the month).

The monthly cash flow planning process consists of several stages.

Stage 1- determination of the forecast for the current month. Usually held on the 20th–25th of the month. During this stage, clarifying data is collected from departments in order to determine the balance of funds in the cash register and in accounts at the end of the month (current). This amount in the cash flow budget for the next month will be the opening balance.

Stage 2- collection of information from departments about payments and receipts in the planned month.

The estimated revenues for the closed forms reporting (if the company is a contractor), from the sales department - planned revenues for sold objects, from the production site, suppliers - data on planned payments on invoices to contractors for work performed and materials supplied, from accounting - projected tax payments. Payments to employees wages can be forecasted both by personnel (they maintain the staffing table) and by accounting (based on previous periods). PEOs are often involved in salary forecasting, which is due to the high workload of the accounting department and the simplicity of calculating wages to employees.

It is advisable to form planned receipts and payments broken down by week, or even by day. This is done in order to avoid cash gaps not only at the end of the month, but throughout the entire period. As a rule, this planning method helps unstable companies or companies where financial and economic planning is still crude.

Also, planned payments for equipment supplies (investments) agreed with the company management are received from the production departments, and planned loan payments are received from the financial department (accounting).

Stage 3- balancing the cash flow budget. This process is handled by the PEO. It is advisable to automate the process in MS Excel using macros or consolidation. It is important that next stage The PEO had a common BDDS in one information system, as well as applications from all departments in a readable form. For each cost item, you can define your own codes (they can be unique or in accordance with RAS).

Stage 4- discussion of the cash flow budget at the budget committee. In companies (especially young ones) there may not be a budget committee, then the discussion takes place between all participants in the process of drawing up the BDDS and the management of the enterprise.

At this meeting, the PEO submits a cash flow budget broken down by day and week. If required, each cost item can be divided into departments. This is achieved through the use of software, in particular the Excel “Subtotals” function. An example of this budget broken down by week is presented in table. 2. The company in question plans to receive funds from the customer at the beginning of the month, and at the end of the month - from the sale of its own facilities.

Table 2. Example of a cash flow budget for a construction company (thousand rubles)

Index	01–07	08–14	15th–21st	22–28th	29th–31st	Total
Cashflowfrom operating activities	13 000,0	–13 000,0	–14 000,0	12 500,0	23 000,0	21 500,0
Income:
Expenses:
Cashflowfrom investment activities						–5000,0
Income:
Expenses:
Cashflowfrom financial activities	-3 000,0					–3000,0
Income:
Expenses:
Total cash flow		–13 000,0	–14 000,0	12 500,0	23 000,0	13 500,0

Thus, despite the fact that the company’s total cash flow is positive, at certain time intervals there is a “cash gap”, that is, a negative cash balance (see figure).

Cash gaps at the enterprise

Seeing this picture, the budget committee can decide on additional financing and speed up the receipt of funds from the sale of objects. According to the sales department, they will be able to speed up the receipt of funds by a week. But this won't be enough. The management decides to take the rest from the bank. Then BDDS will be next (Table 3).

Table 3. Adjusted cash flow budget

Index	01–07	08–14	15th–21st	22–28th	29th–31st
Cash flow from operating activities
Income:			35 000,0	73 000,0
Expenses:
Cash flow from investment activities
Income:
Expenses:
Cash flow from financial activities
Income:		13 000,0
Expenses:			13 000,0
Total cash flow				50 500,0	-50 000,0	13 500,0
Cash at the beginning of the period
Cash at the end of the period

We see that in general the flow has not changed, the flow of funds into the enterprise has simply accelerated (changes are in italics).

Such a cash flow budget can be taken as the basis and guide for action by all departments.

Let's briefly look at cash flow control. If there is such a plan, all payment orders must be signed by the head of the PEO, since his department must control payment within the plan. As soon as the PEO sees excess payments or non-receipt of revenue (loans), he sends a signal to the financial director to make a decision or find the culprits. This could be the sales department, the production department, or the accounting department that incorrectly calculated taxes.

With a mature planning system at an enterprise, bonuses are applied for incorrect calculations, and additional remuneration is applied for compliance of the fact with the plan.

The process of implementing cash flow planning includes the following steps.

Stage 1- planning without automation. At this stage, planning is carried out by transmitting notes to departments with data, combining them into one system in the PEO and printing them out to management. The duration of this stage is the longest, since in the process of its implementation it is determined what types of plans to draw up, who is responsible for what, and what the deadlines should be. As a rule, it lasts about three to four months, depending on the size of the enterprise and the interest of the general director and departments in implementing planning.

At this stage, various consultations take place between the general director, the chief accountant (although he should not be involved in this process) and the head of the PEO. Wherein CEO wants to understand how efficiently the enterprise operates, what is the profit or loss, how much money it has and who owes whom. There are cases when a budget is drawn up that contains elements of both the BDDS, the budget of income and expenses, and the budget on the balance sheet. Such a budget will never converge, it will not be possible to automate it, and it will also be impossible to organize responsibility for the fact that it is not fulfilled because if there is a lack of funds, they can say: but there is a profit, and vice versa. Therefore, when implementing DDS planning, it is important to separate the flies from the cutlets. Each of the three budgets must be implemented separately, but in the process they, naturally, must be connected.

Stage 2- automated planning. At this stage it is created Information system to collect indicators from departments, its consolidation. Delivery of information to management is also automated. At this stage, budget committee meetings may even be eliminated, since management can decide for themselves which departments can increase cash flow. At this stage, with the help of the enterprise informatization service, the process of drawing up plans is automated. It can be solved using standard office applications, such as MS Excel and MS Outlook. Depending on the size of the enterprise, this stage can take up to two months.

At the automation stage, it is also necessary to ensure that budgets are connected. The main items of the BDDS must be intertwined with two other budgets, for example, the balances on the current account and cash desk in the budget on the balance sheet must be equal to the balances in the cash flow budget.

In general, after passing through two stages, as a rule, the development of cash flow planning ends, since it is believed that “everything works that way.” But at the third stage, motivation is laid, which is especially important for the smooth execution of plans.

Stage 3- formalized planning. At this stage, planning regulations are being developed, which include the following:

· departments involved in planning;

· deadlines for preparing information;

· various development options (if necessary);

· process of drawing up and approving plans;

· responsibility for the implementation of the plan.

Typically, it takes up to six months to implement such a relatively simple element of planning as cash flow planning.

The last thing I would like to mention is the will of the general director when implementing cash flow planning. The success of the implementation depends entirely on how interested he is in such implementation. Because the production departments of the enterprise are not willing to plan, they think that it takes a lot of time, while it is of no use, and it is still impossible to plan everything. In this case, the general director must show how important planning is for the development of the enterprise and point out that with proper organization of planning, all enterprises successfully solve this problem.

When planning, the PEO is required to competently draw up the formats of management tables, prescribe regulations and participate in the automation of planning, and after its implementation, in maintaining the planning system in working mode.

It is important to remember one thing Golden Rule: The fewer planning tables you create, the better. It is better to keep all bulky calculations within the PEO’s office.

Veselov A.I., Chief Specialist Department of Budgetary Control of the Department of Economics and Finance LLC KB "Agrosoyuz" (Moscow), Ph.D. econ. sciences