Current (operating) and financial budgets. Construction of the operating budget of the enterprise. Development of budgets for other expenses The operating budget includes

An operating budget containing information about the planned sales volume, price and expected income from the sale of each type of product. The role of this budget is so great that it leads to the need to create a separate division with its own infrastructure, which is qualitatively and constantly engaged in market research, analysis of the product portfolio, etc. As a rule, this is the marketing department. The quality of sales budgeting directly affects the budgeting process and successful work companies.

The operating budget is a component of the general budget. The operating budget shows the planned operations for the coming year for a segment or individual function of the enterprise. In the process of its preparation, projected sales and production volumes are transformed into quantitative estimates of income and expenses for each of the operating divisions of the enterprise. The operating budget includes a budget (forecast) profit and loss statement, which in turn is formed on the basis of such budgets as the sales budget (income budget), production budget (with detail in separate budgets for all main elements of production costs), budget commodity- inventories and selling and general and administrative expense budgets.

Composition of the operating budget.

Considering the operational (operational) budget, it is formed from:

• - sales budget;
• - commercial expenses budget;
• - production budget;
• - budget for the purchase/use of materials;
• - labor budget;
• - general production expenses budget;
• - budget for general and administrative expenses;
• - forecast profit and loss report.

Now let's break down each component of the operating budget.

Sales budget.

The sales plan is determined by senior management based on research from the marketing department. Sales volume budget and its commodity structure, predetermining the level and general character of the entire enterprise's activities have an impact on most other budgets, which essentially come from the information determined in the sales budget. Factors influencing the sales volume forecast include:

• - sales volume of previous periods;
• - production capacity;
• - dependence of sales on general economic indicators, employment levels, personal income etc.;
• - relative profitability of products;
• - market research, advertising company;
• - pricing policy, product quality;
• - competition;
• - seasonal fluctuations;
• - long-term sales trends for various products.

The reliability of the sales forecast increases as a result of using combinations of expert and statistical methods:

• - functional method - information about forecasts flows from department heads to those responsible for the accuracy of the sales volume forecast and for drawing up the sales budget (disadvantage - high degree subjectivity of assessments);
• - statistical methods - trend, correlation, regression and other types of analysis that allow you to make a forecast based on existing development trends, but do not allow you to foresee possible qualitative changes;
• - group decision making. "Accounting (financial) management accounting."

Business expenses budget.

This budget details all expected costs associated with the sale of products and services in the future period. The sales department may be responsible for developing and then executing the business expense budget. The calculation of business expenses must be related to sales volume. You should not expect an increase in sales while simultaneously planning to reduce funding for sales promotion activities. Most sales costs are planned as a percentage of sales volume, with the exception of rental payments for warehouses. The amount of the planned percentage depends on life cycle products.

Production budget.

After establishing the planned sales volume in physical terms, the number of units of products or services that need to be produced is determined to ensure the planned sales and required level stocks. Based on information about the desired level of finished goods inventory at the end of the period, the availability of products at the beginning of the budget period, and the number of sales units, a production schedule is developed. The required volume of output is determined as the estimated stock of finished goods at the end of the period plus the sales volume for the given period and minus the stock of finished goods at the beginning of the period.

Budget for the purchase/use of materials.

This budget determines the timing of purchases, types and quantities of raw materials, supplies and semi-finished products that need to be purchased to meet production plans. The use of materials is determined production budget and expected changes in inventory levels. By multiplying the number of units of materials by the estimated purchase prices for these materials, the materials procurement budget is obtained.

Labor budget.

This budget determines what is needed work time in hours required to complete the planned volume of production, which is calculated by multiplying the number of units of products or services by the rate of labor input in hours per unit. The same document defines labor costs in in monetary terms by multiplying the required working time by the appropriate hourly wage rates. If by the time the budget is drawn up, significant accounts payable have accumulated for payment wages, then it is necessary to provide a repayment schedule.

General production budget.

This budget is a detailed plan of the estimated production costs, other than direct materials and direct labor, that must be incurred to complete the project. production plan in the future period. This budget has two purposes:

• - integrate all production overhead budgets developed by production and maintenance managers and
• - by accumulating this information, calculate the standards of these expenses for the upcoming accounting period for their distribution in the future period to individual types of products or other cost calculation objects.

General and administrative expenses budget.

It represents a detailed plan for current operating expenses, other than expenses directly related to production and sales, and necessary to maintain the activities of the enterprise as a whole in the future period. The development of this budget is necessary to provide the information required to prepare the budget Money, as well as for the purposes of controlling these costs. This information is also necessary to determine the financial result of the enterprise in the planning period. Most of the elements of this budget are fixed costs.

Forecast income statement.

Based on prepared periodic budgets, it is necessary to develop a cost forecast products sold, using data from budgets for materials use, labor costs and overhead costs. Income information is taken from the sales budget. Using expected revenue and cost of goods sold data and adding information from the selling and general and administrative expense budgets, you can prepare a forecast income statement. It should be noted that the preparation of this particular report is the last step in preparing the operating budget.

An operating budget is a document containing a diagram of an enterprise's income and expenses. It consists of several articles that characterize groups of costs and receipts of funds. Depending on the specifics of the work, the budget of organizations will vary. In the article we will consider what operational and financial budgets are, their composition and purpose.

The concept of budget, types of operating estimates in an enterprise

A budget is a plan that describes in detail the income and expenses of an enterprise. It is compiled both for individual departments and for the entire organization as a whole. This is necessary in order to clearly focus on cost and financial performance indicators. In order to provide the most complete reflection of information and ease of use, different types of plans are distinguished. But regardless of the direction of activity of the enterprise, they form a general budget. It consists of blocks of individual financial plans, coordinated into one whole.

The development of an overall picture of expenses and income of an enterprise begins with the formation of an operating budget. It directly depends on the direction of the enterprise’s activities and may include the following plans:

• sales - present in the general budget of any company, is the basis for other budgets, shows quarterly and monthly sales volumes for the enterprise as a whole and for each type of product in natural and cost terms;
• inventories of finished products, goods - contains data on inventories of goods and materials by departments and the enterprise as a whole, it is often combined with the production budget;
• production (including for certain types of costs: labor, direct materials, overhead);
• administrative expenses – contains information about administrative expenses;
• commercial expenses – combines the costs of selling products (advertising, transport services, commission fees, etc.);
• production costs – allows you to calculate the production cost of manufactured products.

Composition of the operating budget is an individual organization's choice. When determining it, it is worth remembering that the estimates in its structure are a source of information for budgeting.

Sales budget characteristics

The first step in creating a general plan for the income and expenses of the enterprise is to develop a sales estimate. This is an operating budget that contains information about expected sales volumes, product costs and income. To correctly formulate indicators, it is necessary to constantly analyze and study the market, which is usually done by the marketing department.

In the process of drawing up the sales budget, specialists decide what categories of products will be produced, as well as what their volumes and sales costs are. The percentage of expenses covered in the current and subsequent months is also taken into account. The need for planning for bad debts is considered.

The operating sales budget must meet the following requirements:

• the quarterly or monthly sales volume is reflected in cost and physical indicators;
• its formation occurs on the basis of buyer categories, seasonality and geography of sales, demand for products;
• includes the amount of expected cash flow from sales;
• the sales revenue forecast contains collection ratios, which inform about the ratio of products paid for in the current/next month and bad debts.

When drawing up a sales budget, concepts such as revenue, profit, and costs are used. The latter are divided into variables and constants. Variable costs change in direct proportion to the dynamics of production. In other words, the more products are produced, the more variable expenses. This may include payment for materials and raw materials, labor and social contributions to employees, etc. Fixed costs do not depend on production volumes. These include, for example, depreciation, rental payments, and administrative expenses.

Sales budget preparation

The estimate is formed in cost and physical indicators by quarter or month. Natural values ​​are calculated taking into account the sales season, and cost values ​​are calculated depending on the level of inflation or changes in exchange rates. The operating budget for implementation is compiled according to the following algorithm:

1. Calculate planned sales volumes in physical terms for each type of product and customer group.
2. Calculate and record planned balances in warehouses within their minimum allowable volume.
3. Determine purchase and sales prices taking into account inflation, the amount of planned sales taking into account seasonality (the sum of the increase/decrease and sales indicators of the previous month).
4. Calculate the planned volume of purchased goods using the formula: Ob = Ob p + O k – O n, where Ob p is the planned sales volume, and O k and O n are the balances in the warehouse at the end and beginning of the period, respectively.
5. Determine the monthly sales volume for each type of product at established prices.
6. Calculate sales dynamics and price dynamics for the budget period.
7. Determine the annual sales volume by month and product of the period.

Economists consider it advisable to draw up a plan for business expenses simultaneously with the formation of sales estimates. This is explained by the fact that they are compiled by the same specialists using interrelated indicators.

Business expenses budget

The costs of product promotion are directly related to sales volume, therefore, after the implementation plan, they usually begin to formulate an estimate of commercial expenses. These include costs for:

• commissions due to intermediaries;
• payment for transport services;
• packaging and containers;
• advertising;
• storage;
• covering other expenses (representation, warehousing, sorting, etc.).

When forming, the operating budget in terms of commercial costs is directly correlated with the sales volume specified in the sales plan. Moreover, most expenses are planned as a percentage of sales.

Inventory estimate

The product inventory budget characterizes the balances in the warehouse for each type of product, as well as by divisions and the enterprise as a whole. It is formed in cost and natural indicators. The inventory estimate for inventory items is allocated separately or included in the production budget. It is calculated twice per period: at the beginning and at the end. At the beginning of the established period, indicate the size of the estimated balances, which includes products:

• shipped with payment not due;
• unpaid by buyers on time;
• held by buyers for safekeeping;
• actually or expectedly remaining in stock.

The enterprise's operating budget for inventories of goods and materials at the end of the period includes balances in warehouses of products in the amounts established by regulations, and shipped goods for which payment has not yet arrived. The permissible amount of reserves is calculated using the formula: Z k = N d × V d × C ed, where:

• N d – product stock standard in days;
• In d – the number of products produced in one day;
• C ed – planned cost per unit of production.

The indicator N d is formed by the time spent on packaging, paperwork and batch picking. The resulting value of inventories of goods and materials is a condition for rhythmic deliveries and uninterrupted shipments of products.

The organization's operating budgets are formed at its own discretion. An enterprise has the right to combine an inventory plan with an estimate of production costs. But if there is a need to more accurately reflect inventory items in the warehouse at the beginning and end of the period, then drawing up a separate product inventory plan will have a positive effect on their accounting.

Production costs

The production operating budget of an enterprise may consist of several items of income and costs that fully characterize the process of manufacturing products. It is usually formed by 4 components, the list of which can be expanded in specific conditions.

After drawing up the sales and inventory estimates, they begin to formulate a plan production program in natural meters. Based on the sales budget data and the amount of inventory at the end of the period, the required production volumes are calculated. After which it becomes possible to draw up a complete production plan in monetary terms for each type of product.

The data obtained becomes the basis for drawing up other operating budgets. For example, having information about production volumes, you can develop a plan for direct material costs. Its content is divided into three main parts:

• need for basic materials;
• inventory estimates at the beginning and end of the period;
• materials procurement plan.

They are directly related to each other: based on indicators of the need for materials, a procurement plan is drawn up, which includes inventories.

The operating cost budget in terms of direct production costs is formed based on the following algorithm:

1. Determination of the main types of materials and raw materials required for the manufacture of products.
2. Calculation of consumption rates for materials and raw materials per unit of production.
3. Drawing up a forecast of changes in direct material costs in connection with the revision of consumption rates and prices for inventories.

Other direct costs of raw materials and materials are determined by multiplying the rate in rubles per unit of production and the estimated sales volume in each month of the period.

Direct labor cost estimate

One of the largest parts of the costs in the manufacturing process is the payment of labor to workers in the main workshops. Its size can be determined using a previously generated production program plan, which determines total working hours. The amount of costs directly depends on the payment system established by the organization and the labor intensity of the product manufacturing process. The last indicator is determined for each type of product in man-hours or hours. The wages of workers in primary production are calculated in monetary units, multiplying each labor hour at the established tariff value.

Budget operational activities enterprises in terms of direct labor costs are calculated according to the following algorithm:

1. Determine categories of variable expenses, the value of which will change during the budget period in proportion to sales volume.
2. Calculate the standard values ​​of labor intensity for each type of product and the cost of 1 man-hour. Based on the obtained values, determine the total amount of direct labor costs.
3. Indicate in the plan possible wage indexation.
4. Draw up an estimate of direct labor costs for the required budget period and a schedule for payment of remuneration for labor.

Overhead budget

General production costs are classified as overheads. They arise heterogeneously, which leads to differences in calculations. Most of the overhead costs are aimed at servicing and maintaining equipment and other labor tools. In addition, this includes costs for:

• depreciation of property used in the manufacture of products;
• OS insurance;
• utility bills for the maintenance of production premises;
• payment for property rental;
• wages for employees of auxiliary and service departments;
• other administrative expenses.

Developing an operating budget for overhead costs begins with classifying costs into variable and fixed. After that, an estimate is formed based on the following algorithm of actions:

1. Determine the costs of operating and maintaining labor equipment.
2. Highlight general shop costs.
3. Prepare estimates for important overhead items.
4. Select among them fixed and variable (conditionally fixed) costs.
5. Determine the amount of planned labor costs.

For control purposes, some enterprises draw up a schedule for general production expenses for each month that must be fulfilled.

Management cost estimate

The operating overhead budget is divided into two sub-plans. Drawing up a budget for business expenses was discussed above, because for convenience, many experts recommend forming it immediately after determining the sales volume.

Administrative expenses include the cost of maintaining administrative personnel and some minor economic needs. They are classified as fixed costs that affect profit. Therefore, planning their value is accompanied by the establishment of limits, which are fixed amounts for the budget period.

Production cost calculation

The preparation of the operating budget ends with the calculation of the cost of goods manufactured, which consists of direct and overhead costs. Available budget plans allow us to consider the relationship between production costs and volumes of finished products. Conducting qualitative analysis indicators, the enterprise will be able to effectively monitor and plan them.

During economic management the organization may need other support, operational and financial budgets. They play the initial role in preparing and processing the necessary information to draw up a basic plan for income and expenses.

The operating budget allows an enterprise, depending on its organization, to plan current economic activities. When forming a plan, first of all, an estimate of the volume of sales is drawn up, on the basis of which further budgeting takes place. Gradually taking into account all the components of costs, the economist proceeds to create a document of income and expenses, the components of which have already been determined. After which a balance sheet forecast for the future period is prepared.

A budget is not one large document, but a set of documents covering all areas of the enterprise.

The general budget of an enterprise is a plan for cash receipts and expenses of the entire enterprise, coordinated across all divisions, and consists of two first-level budgets - operational and financial.

The overall budget of the enterprise has a stepwise hierarchical structure, shown in Fig. 34.3.

A business's operating budget is created to plan future expenses and income from current operations.

The operating budget consists of a number of second-level budgets:

Sales budget;

Production budget;

Cost budget for basic materials;

General production expenses budget;

Budget of costs for remuneration of key personnel;

Budget for commercial and administrative expenses.

Depending on the scale of the enterprise’s activities, and therefore the variety of business operations, some second-level budgets are made up of third-level budgets, which in turn can be made up of fourth-level budgets, etc.

The initial data for budgeting are the following forecasts:

1. Forecast of price changes. To develop it, it is necessary to compile a list of prices for the main items of the enterprise’s budget: raw materials and supplies, finished products, energy, etc. and give a forecast of fluctuations in these prices. The most important task of this stage is to determine pricing policy enterprise to strengthen its position in the market.

Operating budget

SG&A Budget

Cost budget for basic materials

Sales budget

Production budget

Budget for labor costs of key personnel

Procurement budget

Overhead budget

Product cost calculation

Financial budget Investment budget Cash budget

I Calculation | I additional | I financing I Draft income statement Projected balance sheet

Calculation of financial indicators

Rice. 34.3. Total enterprise budget

2. Inflation forecast. Inflation has a noticeable impact on results financial activities enterprises, which determines the need to constantly take into account the influence of this factor. When forming a budget, it is necessary to reflect the real value of the enterprise’s assets and cash flows, as well as to provide for compensation for income losses due to inflation processes. The basis for taking into account the inflation factor are such indicators as the inflation rate and the inflation index.

3. Forecast of implementation. When forming a budget, it is necessary to determine the main directions commercial activities, the position of the enterprise in the market, to work out the composition of potential buyers of the enterprise’s products. This forecast is the basis for determining the quantity of products that can be sold.

4. Forecast of inventory and work in progress. Correct determination of inventory standards is necessary to optimally meet the needs of uninterrupted operation of the enterprise, since underestimation of standards leads to production or financial difficulties, and excess inventory balances require additional warehouse costs.

Forecast of enterprise production capacity. During this forecast, the maximum capabilities of the enterprise for production are determined depending on the capacity of the equipment used.

Unlike the operating budget, the financial budget reflects the structure and amount of income and expenses of the enterprise. The financial budget includes:

Investment budget;

Cash budget.

The investment budget (capital investment budget) is integral part financial budget and reflects issues of renewal and disposal of fixed assets of the enterprise. It is formed based on the investment forecast. As part of the development of this budget, there is an estimated planning of capital expenditures, determination of current purchases of equipment to ensure the implementation of the enterprise’s production program for a short-term period (quarter) and the preparation of a long-term development budget for the enterprise, covering several short-term budget periods. Investment decisions cause cash outflows.

As a result of budgeting, the following forecast documents can be compiled:

Forecast of the financial results of the enterprise, which is the final form of the operating budget;

Cash flow forecast, which is the final form of the financial budget;

Investment forecast, which is the final form of the investment budget (capital investment budget).

The profit and loss statement and forecast balance are integral final documents of the financial plan, reflecting the results of the enterprise's activities in implementing the developed development plan. The forecast profit and loss report is the first document of the enterprise's financial plan and shows what income the enterprise will receive in the forecast period and what costs it will incur. The forecast balance is a form financial statements and contains information about the future state of the enterprise at the end of the forecast period. The forecast balance allows you to reveal the financial problems of the enterprise (for example, a decrease in liquidity). On its basis, the calculation of financial indicators characterizing the activities of the enterprise is carried out.

The process of preparing a general budget is labor-intensive and includes the following steps:

1. Preparing a forecast and determining a sales budget.

2. Drawing up a production budget.

3. Budgeting costs for basic materials.

4. Drawing up a budget for labor costs of key personnel.

5. Budgeting for overhead costs.

6. Determination of production costs.

7. Budgeting for commercial and administrative expenses.

8. Drawing up a forecast profit and loss report.

9. Calculation of investment needs.

10. Calculation of cash flows (preparing a cash flow statement).

11. Drawing up a forecast balance.

12. Calculation of additional sources of financing (in case of budget deficit).

Let's look at these stages in more detail.

1. Work on the general budget of the enterprise begins with drawing up a sales budget, which is the most important element in planning the enterprise’s activities and shows how much of a particular type of product the enterprise can sell over a certain period of time.

The sales budget is the initial budget for any enterprise, and the effectiveness of all budget planning depends on its correct formation.

Together with the sales budget, a cash receipt schedule is drawn up, taking into account the amount of revenue received by period and the return of receivables, i.e. revenue deferred for receipt existing at the beginning of the forecast period. The amount of funds not received from debtors at the end of the forecast period is recorded in the forecast balance as accounts receivable.

The sales budget and cash receipt schedule are compiled based on the sales forecast and prices for finished products. Obviously, the availability and reliability of this data depend on the effectiveness of the enterprise’s marketing service.

The specifics of the enterprise determine the methods used in drawing up the sales budget. Sales volume can be set:

Based on the terms of already concluded contracts and contracts planned for conclusion. This method can be applied to enterprises that carry out work on individual orders;

Based on the current production volume and market conditions of prices for finished products. This method can be used in mass production plants;

Based on conducting an operational analysis and establishing a planned level of selling prices that ensures the greatest profit from the sale of this type of product. This method is used for enterprises with a small range of products, as well as those with the ability to quickly change the volume and range of products.

2. After drawing up the sales budget, the number of units of products or services that need to be produced in different periods is determined to ensure the planned sales volume and the required level of finished goods inventory in the warehouse to ensure an uninterrupted supply of finished products to consumers.

Sales volume, production volume and inventory volume are interrelated quantities:

Def = Ozap° + OV - 0zapk,

where ODA is sales volume; (*zap° - stocks of finished products at the beginning of the period; OV - volume of production; ?zapk - stocks of finished products at the end of the period.

A special case of calculating the level of ending inventories are enterprises with serial and mass production, for which the level of ending inventories is determined by technological

factors and is calculated as the difference between sales volume and production volume. For other enterprises, choosing the optimal level of finished product inventories is a priority. The criterion for choosing the finished product inventory level is:

Minimization total costs related to the storage of inventories;

Establishing a sufficient level of finished product inventories in order to quickly meet emerging demand.

As a result, planned output volumes by type of product are determined, and an enterprise production plan for the budget period is formed. The formation of the production plan is influenced by the technological features of production. Because the manufacturing process is usually continuous, at the beginning of each period there are certain volumes of work in progress both for individual types of products and for individual orders. In addition, there are enterprises that carry out orders, the duration of which may exceed the budget period. In this case, the output value of commercial products for this order may be equal to 0, and the costs are attributed to work in progress. Thus, gross output differs from the volume of production by the amount of work in progress balances for the period.

The relationship between these indicators is expressed as follows:

0ВВ = Odr - 0npr° + bnprk,

where??ВВ - volume of gross output; Onpr0 - volume of work in progress at the beginning of the period; OPD - production volume; Onprk - volume of work in progress at the end of the period.

3. Based on the planned gross output by type of product, the need for basic materials is calculated, i.e. a cost budget for basic materials is drawn up.

Based on the production technology, specific direct costs (in kilograms and man-hours) per unit of output are determined. If the enterprise is small and the range of products changes frequently, a simplified method is usually used, the essence of which is to compare the dynamics of direct costs and the dynamics of output volumes over a number of past periods and, based on this, calculate average value specific direct costs per unit of output.

The cost budget for basic materials is prepared on the basis of the production plan.

Using the standard for the consumption of raw materials per unit of production, the planned volume of raw materials for the production of the volume of products specified for a given period is estimated. To ensure an uninterrupted supply of raw materials to production, a stock of raw materials is planned at the end of each sub-period (quarter, month) of the forecast period (year, quarter). For example, at the end of each quarter, the stock of raw materials may be defined as some percentage of the total raw material requirements for the next quarter. Knowing the required volume of raw materials to fulfill the production plan and taking into account the volume of raw material reserves at the beginning and end of the period, the required volume of raw materials for the main production in physical terms is determined.

By multiplying the required volume of raw materials in physical terms by the unit price of raw materials, we obtain the total costs of basic materials in monetary terms. Raw material costs for all sub-periods are calculated in the same way. The planned volume of reserves at the end of the year is calculated individually, and not as part of general calculations.

4. The next stage is drawing up a budget for labor costs of key personnel, which is carried out on the basis of:

Gross output plan in value terms;

Technological rationing of direct labor costs (in man-hours);

The cost of one man-hour of work of the main production workers in accordance with the type of work ( tariff schedule enterprises).

This budget determines the necessary working time in hours required to complete the planned volume of production, which is calculated by multiplying the number of units of products (services) by the specific labor time required to produce a given type of product. The labor budget also determines labor costs in monetary terms by multiplying the required working time by the corresponding hourly wage rates. As a result, the budget for time and remuneration of key personnel is planned.

If budgeting is carried out on a monthly basis, the amounts of money accrued and paid may not match. For example, when paying wages on the 10th day of each month, the amount of wages accrued, for example, in March, will be scheduled for payment in April.

5. The next stage of budgeting is the calculation of overhead costs. The composition of overhead costs is varied. Their accounting and planning require significant analytical work.

Overhead costs are divided into variable and fixed. To calculate variable overhead costs, the method of linking the consumption of auxiliary* materials with individual physical and cost indicators of output volume, production capabilities* of the enterprise, and direct costs is used. Based on production statistics, an accrual rate is determined, which characterizes the ratio of consumption of auxiliary material to production volumes or a separate item of direct costs.

Planning of variable overhead costs is carried out by multiplying the accrual rate by the planned value of the accrual base indicator. For example, if the volume of labor costs of key personnel (in hours) is used as a base indicator, then a preliminary analysis is carried out, as a result of which the value of the variable cost standard is established ( in rubles) per hour of work of the main personnel. Based on the labor costs of the main personnel and the standard of variable* overhead costs, the total variable overhead costs are planned. production standards reflect the enterprise’s needs for resources to produce products, taking into account existing technologies.

The amount of fixed overhead costs is determined based on analysis economic activity enterprises. Often, the calculation of the constant component of the value of overhead costs is carried out through the approval of the estimate of overhead costs for each production unit. Budgeting fixed costs structural divisions is intended to determine in detail the needs of each department for various resources necessary for normal operation during the forecast period.

The data from this budget is included in the forecast report on cash, therefore it is necessary to reduce the volume of overhead costs by the amount of depreciation of equipment and production facilities, since depreciation charges are not an outflow of cash. Depreciation charges are included in the income statement and reduce taxable income.

The total need of the enterprise for each type of material is calculated by summing planned values consumption of materials, after which a total procurement budget is drawn up taking into account the balance of materials in the warehouse at the beginning and end of the budget period:

Ozk.m = 0p.m - 0zp.m° + 0zp.mk,

where fk.m is the volume of necessary purchases of materials; fsh.m0 - volume of materials inventories at the beginning of the period; Od.m - required volume of materials; (>zp.mk - volume of materials inventories at the end of the period.

In monetary terms, the procurement budget is drawn up on the basis of the calculated procurement needs and planned procurement prices by type of materials.

The procurement budget shows the enterprise's need for raw materials and supplies to complete the production program, taking into account the determination of purchases from specific suppliers.

After determining the total volume of purchases, a schedule of settlements with suppliers is drawn up.

The selection of specific suppliers is carried out taking into account the following circumstances:

Based on the calculated amount of demand for materials and the time of its occurrence, an analysis of existing supplier proposals is carried out;

If there are several suppliers of the same type of resource, preference is given to the supplier whose contract parameters are most beneficial for the enterprise. These parameters are the price of resources, the possibility of deferred payment, the quality of the resources offered, stability of supplies, warranty obligations, etc.;

If suppliers' offers are limited by temporary conditions, the possibility and costs of purchasing a significant amount of resources are analyzed to create excess balances that meet the needs of the enterprise in future periods;

If specific suppliers are unknown, an assumption can be made about the possibility of acquiring resources during the period when the need for them arises in the required quantity and at basic prices.

The calculation of the payment schedule is carried out in the same way as the calculation of the cash receipt schedule. This should reflect the repayment of accounts payable to suppliers for raw materials, which existed at the beginning of the forecast, and payment for purchases of raw materials in the forecast period itself. The balance of unpaid raw materials and supplies at the end of the forecast period will become the enterprise's accounts payable and will be reflected in the forecast balance sheet under the item “Debt to suppliers and contractors.”

6. The next stage in drawing up the general budget is the calculation of the cost of production, which is a valuation of the raw materials, fuel, energy, fixed assets used in the production process,

labor resources and other costs for production and sales of products. Determining the cost of production is necessary for drawing up a profit and loss statement.

Based on cost data, the planned cost of manufactured products is calculated, which can be used to assess the profitability of each type of product and profit from the main activities of the enterprise. The most important thing in the calculation is the accurate accounting of costs, as well as determining the impact of forecast fluctuations in the cost of the main cost items.

If the enterprise works on orders, the cost of manufactured products is calculated for each completed order (after signing the acceptance certificate) as the sum of all costs for this order:

C = On.pr0 + where C is the cost of production; On.pr0 - work in progress at the beginning of the period; 0ВВ - gross output for the period.

If production is serial, the unit cost is calculated as a weighted average for standard units of production:

Court = UE° + UEvv,

where Court is the unit cost of a unit of commodity output; UE° - the number of conventional units at the beginning of the period; УЭВВ - number of conventional units in gross output.

The amount of overhead costs is distributed between the cost of production and the balance of work in progress at the end of the period in proportion to the total direct costs.

The total cost of manufactured products consists of the cost values ​​for individual types of manufactured products. "

Calculation of unit costs is carried out in accordance with Ch. 25 of Part Two of the Tax Code of the Russian Federation “Organizational Profit Tax” based on grouping costs by item.

7. The next step is to calculate the budget for commercial and administrative expenses, which is a detailed plan for current operating expenses that are not included in expenses directly related to production and sales. In particular, such expenses are necessary to maintain the activities of the enterprise in the future period. Data from this budget is needed to prepare the cash budget and to control these expenses. This information is used

is also used to determine the financial result of the enterprise’s activities in the planned period.

Selling and administrative expenses of a business can also be either variable or fixed. At this stage, a draft budget for variable commercial and administrative expenses is drawn up based on determining the planned accrual rate tied to individual sales volume indicators, with subsequent distribution by type of product sold.

The constant part of commercial and administrative expenses is determined as a result of budget planning for the divisions of the enterprise that carry out such expenses. It should be noted that typically most elements of the SG&A budget are fixed costs.

In addition to the generated budget indicators, other expenses are forecast, which include:

Expenses from other sales (from the sale of fixed assets and tangible assets) and on non-operating operations (interest payable, debt write-off, depreciation of assets, etc.);

Taxes and other obligatory payments (calculation is based on forecast parameters, taking into account various benefits available to a particular enterprise);

Payments from net profit(interest on loans not included in cost, maintenance costs social sphere, accrual of personnel bonus fund, payment of dividends, etc.).

Ultimate financial result activity of the enterprise is retained profit or loss.

The generated budget indicators are used to compile a forecast profit and loss report.

Data from the forecast income statement are used to determine the income tax taken into account in the expenditure side of the enterprise's cash budget.

It is recommended to prepare a forecast report on profits and losses in budget planning both in a consolidated version, where aggregated indicators of income and expenses are recorded, and in the context individual species products.

In the context of individual types of products, the forecast profit and loss report is based on revenue, variable costs and marginal income of individual types of products. This allows you to determine the profitability of individual types of products and compare variable costs and revenue for each type of product, which is important

new value for current and forward planning activities of the enterprise.

It should be borne in mind that the income statement differs significantly from the cash budget, since the amount of receipts from customers differs from sales revenue by the amount of accounts receivable. The expenditure part of the budget income statement differs from the amount of payments of the enterprise due to the presence of accounts payable (deferred payment) and inventories of material resources.

8. Based on the operating budget data, a financial budget is drawn up. The financial budget reflects the expected sources financial resources and the direction of their use in the future.

The investment budget is an integral part of the financial budget.

The amount of investment expenses for long-term investment projects for the current budget period is determined on the basis of estimates for these programs, taking into account the actual implementation of the funds disbursement schedule at the beginning of the budget period.

Information about long-term investments affects:

The cash budget, since it is an expenditure item of the budget (affects issues of acquisition, construction, interest payments on loans);

Forecast income statement, since, being an expense item, it reduces the profit of the enterprise;

Forecast balance, as the balance in the accounts of fixed assets and other long-term assets changes.

In addition to the investment budget, the financial budget includes the cash budget of the enterprise.

The cash budget is the final budget that combines all the numeric financial indicators each private budget from the operating and financial budgets.

The cash budget consists of two parts, which determine the amount and structure of cash receipts, and the expected expenses of the enterprise for the current budget period in three main areas of its activity:

1. The main production activity of the enterprise. Cash flow from the main production activities- this is revenue from the sale of products (works, services), advances from buyers and customers. Cash outflow is payment of bills from suppliers and other counterparties, payment of wages, contributions to extra-budgetary funds, settlements with the budget, interest payments, etc.

2. Financial activities of the enterprise. The influx of funds is due to the receipt of long-term and short-term loans and borrowings. The outflow of funds occurs due to the payment of dividends, in the form of repayment of loans and borrowings (short-term and long-term) and interest on them.

3. Investment activity of the enterprise. Cash inflow is due to the sale of property, outflow is due to the acquisition of property, disposal of fixed assets and intangible assets.

In addition to the fact that the cash budget is general plan receipts and payments of the enterprise and allows you to control them, it is also accepted for:

Determining the cash balance at the end of the budget period, which is necessary to complete the preparation of the forecast balance sheet;

Forecasting cash balances at the end of each month within the budget period, which makes it possible to identify periods of surplus or shortage of financial resources.

Separate planning for cash and barter should also be taken into account, since cash can be used for any purpose, while barter is usually strictly linked to specific supplies. Therefore, when financial planning it is necessary to provide for this division. Bills of exchange, offsets, and debts can be converted into cash through market discounts in the event of a planned sale. When used to pay for materials or services, they should be recorded as barter.

If a budget deficit is identified, it is necessary to provide additional sources of financing. Obtaining a positive balance at the end of the forecast period is possible either by increasing financial revenues or by reducing financial expenses, or a combined method. When choosing an option with additional attraction bank loans The block “calculation of additional financing” is introduced into the cash budget, which should provide for the receipt of additional funds. When attracting loans, its receipt and repayment, as well as the payment of interest on the loan, are reflected. A special feature of this work is the need to ensure consistency of cash budget data with the forecast income statement. This necessity is due to the fact that the amount interest payments assessed in the cash budget and entered into the income statement. At the same time, the amount of tax payments is assessed in the profit and loss account and entered into the cash budget.

The last stage of preparing the general budget is the development of a project balance sheet of the enterprise as a whole, which is developed on the basis of data from the operating and financial budgets of the enterprise, as well as the balance sheet at the beginning of the budget period. The balance shows the total quantity and flows. tour of the enterprise's assets and the method of financing these assets. Events whose occurrence is predicted in the balance sheet are probabilistic in nature. The balance sheet of an enterprise is built on the basis of balance sheet equations for individual items of assets and liabilities:

The forecast balance for financial planning purposes generally does not coincide with the form of the balance sheet. Aggregated data is used.

The compiled forecast documents of the general budget of the enterprise allow one to analyze the expected financial condition of the enterprise when implementing the developed development program.

The final step of financial planning is the calculation of indicators financial condition enterprise, on the basis of which the preliminary draft general budget can be adjusted.

If deterioration in key indicators is identified or the required indicator values ​​are unattainable, it is necessary to go back and make appropriate adjustments to the enterprise development program.

When adjusting the indicators of the general budget, first of all they change the indicators that have a minimum “reserve of strength” or do not correspond standard values. Moreover, adjustments to certain indicators can be achieved different ways, each of which can have its own negative consequences for the current and long-term performance of the enterprise.

The option that is most suitable for the enterprise to fulfill its main tasks is selected:

Restoration of the solvency of the enterprise (for credit insurance enterprises);

Ensuring a high level of enterprise efficiency -

Compliance with the enterprise development strategy;

Balance sheet at the beginning of the period

Scheduled arrival -

Planned balance at the end of the period

Planned consumption =

Maintenance acceptable level financial stability enterprises.

Adjustments to the general budget indicators lead to a revision of the preliminary draft budgets. Thus, the need to increase the level of absolute liquidity leads to changes in the cash budget and forecast balance. If the optimal option is to increase funds due to increased sales volume, then all forms of the operating budget are subject to recalculation.

CHAPTER 21 Operating Budget Analysis

1.5. The essence and functions of the budget. The role of the budget in socio-economic processes

In order to calculate the operating budgets of an enterprise, it is necessary to prepare the following business forecasts:

At this stage, it is necessary to compile a list of prices for the main items of the enterprise’s budget: finished products; raw materials and materials; energy, etc., as well as characterize the forecast fluctuations in the cost of the above budget items.

The most important task of the stage is to determine the pricing policy of the enterprise, which should include a focus on identifying and strengthening its position in the market, on the consistent implementation of the functions of managing the process of commercial activity and full use modern methods management and management tools.

Maximizing profitability of sales, that is, the ratio of profit (as a percentage) to total sales revenue;

Maximizing net profitability equity enterprises (that is, the ratio of profit to total assets on the balance sheet minus all liabilities);

Maximizing the profitability of all assets of the enterprise (that is, the ratio of profit to the total amount of accounting assets formed at the expense of both own and borrowed funds);

Stabilization of prices, profitability and market position, that is, the enterprise’s share in total sales for a given commodity market(this goal may be of particular importance for enterprises operating in a market where any price fluctuations give rise to significant changes in sales volumes);

Achieving the highest rates of sales growth.

2. Exchange rates and inflation

IN financial management We constantly have to take into account the factor of inflation, which over time depreciates the value of money in circulation.

The influence of inflation affects many aspects of the financial activity of an enterprise. In the process of inflation, there is a relative underestimation of the value of individual material assets used by the enterprise (fixed assets, inventories of inventories, etc.); reduction in the real value of monetary and other financial assets (accounts receivable, retained earnings, financial investment instruments, etc.); underestimation of the cost of production, causing an artificial increase in the amount of profit and leading to an increase in tax deductions from it; a drop in the real level of future income of the enterprise, etc. The inflation factor has a particularly strong impact on long-term financial transactions enterprises.

The stability of the manifestation of the inflation factor and its active impact on the results of the financial activity of the enterprise determine the need to constantly take into account the influence of this factor in the process of financial management.

4. Inventory and work in progress

The purpose of this stage is to determine the feasibility of ensuring balances in warehouses for any name of the relevant budget items necessary for the stable operation of the enterprise, as well as to determine the amount of resources diverted into work in progress.

In addition to standard stocks, it is necessary to predict the volume of resources that will be in warehouses at the beginning of the planning period.

The enterprise's need for normalized reserves working capital during production cycle calculated using the following formula:

P o = N z + N np + N gp,

where N z is the standard need for materials;

N np - work-in-progress standard;

N gp - finished product standard;

Rationing of materials.

The working capital standard for stocks of raw materials, basic materials and purchased semi-finished products is calculated on the basis of their average daily consumption (R ) and the average stock norm in days.

One-day consumption is determined by dividing the cost of a certain element of working capital by 90 days (with a uniform nature of production - by 360 days).

The average rate of working capital is defined as a weighted average based on the rate of working capital for individual types or groups of raw materials, basic materials and purchased semi-finished products and their daily consumption.

The rate of working capital for each type or homogeneous group of materials takes into account the time spent in the current (T), insurance (C), transport (M ), technological (A) and preparatory (D) reserves.

Current stock -- the main type of stock required for the uninterrupted operation of an enterprise between two subsequent deliveries. The size of the current stock is influenced by the frequency of supplies of materials under contracts and the volume of their consumption in production. The rate of working capital in the current inventory is usually assumed to be 50% of the average supply cycle, which is due to the supply of materials from several suppliers and at different times.

Safety stock -- the second largest type of stock, which is created in case of unforeseen deviations in supply and provides continuous work enterprises. Safety stock is accepted, as a rule, in the amount of 50% of the current stock, but may be less than this value depending on the location of suppliers and the likelihood of supply interruptions.

Transport stock recognized in case of exceeding the terms of cargo turnover in comparison with the terms of document flow at enterprises located considerable distances from suppliers.

Technological stock is created in cases where this type of raw material requires pre-processing and aging to impart certain consumer properties. This stock is taken into account if it is not part of the production process. For example, when preparing for the production of certain types of raw materials and materials, time is required for drying, heating, grinding, etc.

Preparatory stock associated with the need for acceptance, unloading, sorting and storage of production supplies. The time standards required for these operations are established for each operation for the average size of delivery on the basis of technological calculations or by means of timing.

The working capital standard in inventories of raw materials, fixed materials and purchased semi-finished products (N), reflecting the total need for working capital for this element of production inventories, is calculated as the sum of working capital standards in current, insurance, transport, technological and preparatory stocks The resulting total rate is multiplied by the daily consumption for each type or group of materials.

N s = P * (T+ C+ M + A + D).

In production inventories, working capital in stocks of auxiliary materials, fuel, containers, low-value and wearable items, etc. is also normalized.

Rationing of work in progress

The value of the working capital standard in work in progress depends on four factors: the volume and composition of products produced, the duration of the production cycle, the cost of production and the nature of the increase in costs during the production process.

The volume of products produced directly affects the amount of work in progress: the more products are produced, other factors equal conditions, the larger the size of work in progress will be. Changes in the composition of manufactured products have different effects on the amount of work in progress.

5. Production capacity of the enterprise

The main purpose of this stage is to characterize the production specifics of the enterprise: determining the maximum production capabilities depending on the capacity of the equipment used (adjusted taking into account planned stops), as well as the intersection of technological routes of certain types of products (competing products).

The production capacity of an enterprise (workshop or production site) is characterized by the maximum quantity of products of appropriate quality and range that can be produced per unit of time with full use of the main production assets V optimal conditions their operation.

Production capacity can be considered from various positions, based on this, they determine

Theoretical power;

Maximum power;

Economic power;

Practical power.

Theoretical (design) capacity characterizes the maximum possible output at ideal conditions functioning of production. It is defined as the maximum hourly total capacity of means of labor with the full annual calendar fund of operating time during the entire period of their physical service. This indicator is used to justify new projects, expansion of production, and other innovative activities.

Maximum power -- theoretically possible production output during the reporting period with the usual composition of military products, without restrictions from labor factors and materials, with the possibility of increasing shifts and working days, as well as using only installed equipment ready for work. This indicator is important in determining production reserves, production volumes and the possibilities of their increase and expansion.

Operating budget - forecast data that indicates the financial needs of the enterprise in the future, necessary for maintaining economic activity(production, sales, liquidity movement and so on). As a rule, the operating budget is calculated for a certain period (usually a year). The finished document is a plan trading activities. Deviations from the established plan must be clearly monitored and corrected.

Operating budget ( English name- operating budget) - an activity plan that contains information on the expected profit from sales of a particular product, its cost, and so on. The role of creating an operating budget is so important that to solve this problem, a separate division is created, which has a separate infrastructure and is engaged in product analysis, market research, and so on. Not only the success of the budgeting process, but also the future of the company depends on the quality of budgeting.

The operating budget is one of the components of the master budget. The document discusses all planned transactions for next year for a specific function or segment of the company. In the process of its formation, production volumes and sales of goods are converted into quantitative parameters of the company’s profits and costs. Such a document must contain a complete report showing the income and expenses of the enterprise. It is usually created on the basis of a group of budgets - production, sales, commercial, inventory, and so on.

In practice, the operating budget is formed from several components:

1. Sales budget. Here the planning task lies entirely with the management of the enterprise. The latter, in turn, is based on the marketing department’s research work. The sales budget is of key importance, and subsequently influences the formation of a group of other budgets that draw information from it.

The main factors influencing sales volume include the availability of production capacity, sales volumes in previous periods, competition, market research, dependence of sales on the level of personal profit and employment of potential consumers, seasonal changes, long-term trends, and so on.

You can achieve maximum accuracy when drawing up a sales budget using different functional and statistical calculation methods.

• 2. Business expenses budget. This takes into account all potential expenses that are associated with the sale of products (goods) and services in a certain time period (in the future). The task of developing such a budget, as a rule, lies with the sales department. In this case, the calculation of the document must be correlated with the budget mentioned above. As a rule, the higher the business costs, the higher the sales volumes and vice versa.
• 3. Production budget. As soon as the sales volumes of goods are determined in numerical form, the volumes of services or goods that must be produced to implement current tasks are calculated. Based on information about the required level of inventory at the end of a certain period and the volume of sales units, a production plan is developed.
• 4. Budget for the use and purchase of materials. Here, as a rule, the procurement periods and the volume of raw materials (semi-finished products) necessary to cover production needs should be indicated. The material used is determined by the production budget, as well as likely adjustments in inventory levels.
• 5. Labor budget. When creating this document, the billing department calculates the working time (in hours) that is necessary to implement a given production volume. The calculation is made by multiplying units of services (products) by current cost standards. Here, labor costs are determined in the form of cash by multiplying payment rates by the necessary labor costs.

• 6. Budget for overhead costs. This document has the form detailed plan, which stipulates future production costs that do not take into account direct costs labor resources and materials. The goals of this budget include the integration of budgets that reflect general production costs, as well as the accumulation of this information with the subsequent calculation of standards for a certain period of time.
• 7. Budget of administrative and total costs(expenses). Here is a detailed analysis transaction costs excluding the costs of production and sale of goods. His task is to ensure the full functioning of the company in the future. Budgeting is important to cover information gaps needed to budget funds and control costs.
• 8. Forecast report (regarding income and costs). Based on the above documents, a forecast plan for the cost of goods sold should be drawn up. For these purposes, information is used from the budgets for the use of labor costs, materials, overhead costs, and so on. Using information about expected profits, data on business expenses, as well as the cost of goods allows you to generate a report on the company's income and expenses.

Stages of building an operating budget:

• 1. The first stage is the development of a sales forecast for the enterprise. This is realistic in a situation where the company proceeds from market features planning. This approach is illogical only for those structures that have limited (small) production volumes and weak production capacities. For such companies, the number of sales in the future is determined, as a rule, on the basis bandwidth available equipment, as well as the production capacity itself. But even in such a situation, drawing up a sales plan allows you to competently think through and implement investment plans(if, of course, the company is focused on further development).
• 2. The second stage takes place virtually simultaneously (in parallel) with the first - the formation of two budgets (inventories and production). Without complete information about reserves, it is impossible to know what, how and in what volumes should be produced. Perhaps the company should engage not in production, but in the sale of existing inventories. Or, conversely, reserves need to be replenished.

• 3. The third stage is the creation of budgets (plans) for commercial and administrative costs. It is worth noting here that commercial costs, as a rule, are variable (semi-variable) in nature. Therefore, their accounting should be carried out in connection with the product sales plan. As for administrative costs, this budget includes only costs planned for the administrative apparatus.
• 4. The fourth stage is the supply budget. The data for its compilation is taken from sales forecasts and actual inventory levels.
• 5. The fifth stage is the creation of a production budget. This process smoothly flows into the formation of a budget for the costs of basic materials. Using this budget, you can see what volume of raw materials, components and materials will be spent to implement the required volume of production. So, at the first opportunity to draw up a budget in physical and monetary terms, it is worth taking advantage of it. Also at this stage it is necessary to plan the amount of wages.
• 6. The sixth stage is planning indirect production costs, that is, the costs that the company will have to bear to maintain the process in working order. This type of cost can reflect a different level of connection with profit and can be constant or semi-variable. It is with the help of indirect costs that the cost of services (goods) can be accurately calculated in the future.
• 7. The seventh stage is the formation of a budget in relation to the expenses and income of the enterprise regarding the main types of work (activities). Compiling it is not a problem, because information can be obtained from previously generated reports. When expanding this plan, that part of the statement of losses and profits is formed, which reflects the activities of the organization without taking into account the investment and financial components. If the organization does not have “other activities” in significant volumes and there are no plans to make a profit from it, then the profit and loss statement plan is ready for use. After this, it is worth returning to profit forecasting and turning it into a revenue forecast, where we are talking about the receipt of real (“live” funds).
• 8. The eighth step is the final one. At this stage, work is underway to forecast the balance sheet of the enterprise. For this purpose planning is carried out possible development events and fill out a balance sheet form for a future period of time. Based on the information received (based on the balance sheet), it is possible to calculate the future parameters of the organization’s financial stability, as well as make a comparison with current indicators. Such an analysis allows you to adjust the current position of the structure and improve its position in the future.

Enter the composition of other operating expenses:

• * current value of assets sold, written off and transferred, these include: fixed assets, materials and intangible assets;
• * cost of sold, written off, transferred financial investments;
• * expenses on loans and borrowings, which may consist of: interest on short-term and long-term loans and borrowings, other expenses on loans and borrowings;
• * other expenses associated with servicing purchased securities and other debt obligations;
• * taxes and fees, which include property tax, transport tax, state duty and other taxes and fees;
• * banking services (not related to lending);
• * expenses for the maintenance of property transferred under a lease agreement (including depreciation on this property);
• * expenses on the sale of foreign currency earnings and the purchase of foreign currency;
• * other operating expenses.

Indicators of other income and expenses according to accrual are included in the relevant sections of the Profit and Loss Budget, and the corresponding planned indicators for cash receipts and expenditures - in the BDDS.