First of all, it is made operating budget. It is based on the sales (sales) budget, which shows the expected sales volume by product type in value and physical terms. For the forecast, data from past periods and two groups of instruments are used: mathematical methods and method of peer review.

Based on the data obtained, they production budget, determining the quantity of output to be produced, given information on work in progress and desired and existing inventory finished products.

Having determined the volume of production, it is necessary to identify the need for resources; for this they serve:

• budget for direct material costs, disclosing information on the needs for raw materials, materials and components in physical and value terms by type of product for the enterprise as a whole;
• direct cost budget wages, reflecting the need for production staff and labor costs.
• the budget of overhead (overhead) costs, allowing to estimate the cost of maintaining the production infrastructure necessary to fulfill the plan. Based on the available information, make a budget

production cost, containing data on the cost of all types of products and all costs in the future period.

The production cost calculation data is compared with the planned sales prices, while the planned prices must exceed the cost price.

The next stage of planning for any enterprise is to draw up general expenses budget which make up a significant part of all expenses of the organization, regardless of the field of activity. The general business expenses budget includes the calculation of the funds necessary to maintain the normal functioning of the administrative and managerial staff, and all expenses not directly related to production activities.

In addition, it is compiled marketing budget, because market research plays an important role in shaping marketing policy enterprises, as well as when purchasing the necessary raw materials, materials, equipment, etc.

The final stage operating budget is plan (budget) of profits (losses).

The general profit plan is a plan for the formation of the net profit of the enterprise in the reporting period, subject to the implementation of all budgets operating activities both across responsibility centers and across the enterprise as a whole. This plan "reduces to a common denominator" all income and expenses for the reporting period as components of profit.

It reflects the structure and amount of income and expenses of the enterprise as a whole, individual divisions (responsibility centers, segments of activity) of the enterprise and the planned financial results. The plan can be prepared in the form of a statement of financial results monthly, quarterly or annually, depending on the needs of the management staff.

Information about the "revenue" part of the budget consists of data on sales revenue (sales budget). The “expenditure” part consists of the production cost budgets, general business and commercial expenses. The main purpose of this document is to give a general estimate of the planned income and expenses.

There are two development options general plan arrived:

Calculation with full distribution of costs. Wherein

The structure of the income statement is as follows:

• 1) sales volume (OP);
• 2) basic materials (M);
• 3) basic wages of production workers (OZP);
• 4) overhead costs (OR);
• 5) gross profit (GRP):

VP \u003d OP - M - OZP - OR;

• 6) administrative and management expenses (AR);
• 7) commercial expenses (CR);
• 8) operating profit (OP):

OP \u003d VP - AR - KR;

Calculation of variable costs (direct-co-

sting). At the same time, the income statement includes the following indicators:

• 1) sales volume;
• 2) variable costs: basic materials, basic wages, general production costs;
• 3) variable administrative and management expenses;
• 4) variable selling expenses;
• 5) marginal income - the difference between sales volume and all variable expenses;
• 6) fixed costs: production, administrative, commercial;
• 7) operating profit, i.e. the difference between marginal income and the sum of all fixed costs.

Regardless of the choice of calculation option operating profit the result will be exactly the same.

Based on the data obtained, the total cost of a unit of production is calculated, the comparison of which with the planned prices makes it possible to calculate the profitability of each type of product and the overall profitability of the enterprise as a whole.

The second part of the general budget is the preparation financial budget, which is a set of resulting budget forms that allow you to get an idea of ​​the planned results of the enterprise, financial flows, expected changes in the economic potential and financial condition.

The financial budget consists of capital investment budgets, movement Money and forecast balance sheet.

Capital budget(investment) consolidates information about the enterprise's need for investments that need to be made in the reporting period, specifying the size and directions of investment.

Cash flow budget(cash flow plan) is a forecast of the inflow and outflow of cash and other payment instruments in the process economic activity during the reporting period. This type of budget should ensure a balanced flow of funds to the accounts and cash of the enterprise during the entire reporting period, i.e. in each period of time, the balance between the inflow and outflow of funds must be positive.

The final step in creating a master budget is to draw up budget (forecast) balance, reflecting the planned values ​​and the ratio of assets and liabilities of the enterprise. It allows you to plan changes in the assets and liabilities of the company, evaluate the planned changes in the financial condition of the enterprise at the end of the budget period and express them in the form financial indicators: liquidity, efficiency, financial stability.

The budget balance characterizes the financial condition of the company on a specific date and shows what funds the company has and how these funds are used. The unsatisfactory results of assessing the financial condition according to the budget balance indicate the need to adjust the financial and even marketing policy of the enterprise.

All prepared budgets, income statement and budget balance sheet must be carefully analyzed using such financial indicators as the payback period of equity capital, turnover working capital, absolute and urgent liquidity ratios, etc.

Why budgeting is seen as a tool financial planning? What is Proactive Performance Budgeting? Who offers automation of budgeting with the help of CFD?

Every businessman periodically asks himself or his employees the vital question: “Where does the company’s money go?” If we discard the rhetoric, this question can be attributed to the cornerstone issues of business.

To answer it "with a swoop" will not work. Understand how the company's income is distributed, professional budgeting can help. This process not only makes the financial activities of the company transparent and understandable, but also helps to optimize costs and increase profits.

About, how to organize budgeting and what specific tasks it performs, I, Denis Kuderin, an expert on economic issues, will tell in this article.

Be sure to read to the end - in the final you will find an overview of companies that will help you manage your company's budget in the most effective way.

1. What is budgeting

In the beginning there was a budget. And already based on its size and goals, everything else appeared. Everything has a budget, even the article you are reading right now. And of course, a commercial enterprise has a budget.

Budget- this is a scheme of income and expenses of a certain object, established for a certain period. The family, the state, enterprises and any other organizations have a budget.

– planning, development and distribution of the budget. This is the most important part financial management, the purpose of which is to distribute the resources of an economic entity in time.

Simply put, budgeting allows you to understand how and on what the company's funds will be spent within a year or some other time period.

Budgeting is carried out by special departments of the company. They are called Financial Responsibility Centers(CFD). Such structures make it possible to achieve the set goals through the most optimal and efficient allocation of resources.

The term is frequently used in the specialized literature. initiative budgeting. It should be understood as the distribution of public finances for the local needs of the region, city, specific subject of federal or municipal significance at the initiative of ordinary citizens.

Economists consider budgeting in a broad and narrow sense. In the first case - as a methodology, in the second - as a process.

The budgeting methodology includes the principles and rationale for the costs of the subject. The budgeting process is the development of stages, procedures and methods for distributing funds, as well as the subsequent control of the entire budget system of the enterprise.

Budgeting goals:

• planning and approval management decisions based on the assessment and comparison of planned and actual financial results of the enterprise;
• assessment of the financial condition of the company in the present and future;
• strengthening the financial discipline of the enterprise;
• efficient use of the resource potential of the organization;
• optimization of investment activity;
• assessment of the commercial feasibility of new projects.

CFD forecast financial results and set goals, set budget limits for individual divisions of the company, control the financial status of the company, create effective system management.

There are several centers of financial responsibility in enterprises - for example, the purchasing department, the sales department, the warehouse, the marketing department. Each division has different functions: some are responsible for revenues, others for expenses.

In small companies, budgeting comes down to a simple budgeting of "income-expenditure". If the team is small, the turnover is appropriate, and the company itself sells one type of product, too detailed budgeting will only slow down the production process.

But as the enterprise develops, it becomes more complicated and financial flow management, profits become less predictable, there is an urgent need for proper budget allocation and cost control. Usually this moment comes when the number of employees reaches 50 - 100 people.

By the way, our HeatherBober magazine also has its own production budget!

A well-organized system gives management the opportunity to soberly assess how things are going in each division of the company and in the organization as a whole, how the attracted investments are mastered, where the weak ones are located. financially places.

Watch the video, which will answer the question "why do you need budgeting?"

2. What tasks does budgeting solve - 5 main tasks

The fundamental task of budgeting is accounting and thinking about the financial decisions of the company. Analysis of the current state allows you to make better decisions in the future, and a comparison of planned and actual results reveals strengths and weak sides business.

Specialists highlight five local budgeting tasks. Let's deal with them.

Task 1. Ensuring ongoing planning

First of all, budgeting is a tool for ongoing planning. With its help, specialists look for the most rational and promising ways use of available resources, taking into account market realities.

Without planning, successful activity is impossible. But the plan should be professional, detailed, taking into account the specific goals of the business. The plan is the basis for competent and effective management decisions.

Budget planning - an assessment of the goals of the enterprise in terms of the necessary and available resources. In other words, the plan should show how much money the company will need to successful management business.

There are several types of planning:

Complex financial Accounting should ideally cover both the long-term and immediate goals of the enterprise.

Task 2. Justification of the costs of the organization

Within the framework of this task, the question posed at the very beginning of the article is solved: “ where does the company's money go?» Each item of expenses of the enterprise must be justified and reasonable.. Otherwise, the company is going down the pipe.

Real life example

The personnel manager of a large printing house where I once worked suggested introducing uniform uniform for all employees. We ordered 150 suits from the sewing workshop and distributed the uniforms to the workers.

For a couple of months they regularly wore overalls and jackets, then switched to more comfortable clothes where they worked before. New form turned out uncomfortable And impractical. At the same time, experienced employees of the company warned in advance that under working conditions, shorts and a T-shirt are more comfortable than overalls.

The cost of sewing overalls turned out to be money thrown to the wind

The cost of buying a uniform in this case is an example of a waste of money that reduces the profit of the enterprise.

Task 3. Establish a basis for evaluating and monitoring the plans of the organization

Budgeting allows you to create a basis for control and planning. With the help of financial accounting, it is easy to understand which projects are successful and which bring only losses. And make the necessary adjustments to the work of the enterprise.

Task 4. Improving the efficiency of the organization

Professional budgeting increases the return on work, reduces unnecessary spending and allows you to develop the most profitable lines of business. It is desirable that employees are aware of the financial affairs and plans of the company.

It is important to properly establish the communication environment in the enterprise in order to control the upward and downward information flows. This means that high-level specialists must transfer information to line managers, and those to lower organizational levels. Feedback should also be adjusted.

Task 5. Identifying risks and reducing their level

Budgeting identifies business risks, allows them to be minimized or eliminated completely. The fulfillment of this task is especially important in the sphere of the company's investments. You need to know which areas are worth developing and which ones are too risky for the budget.

3. How the budgeting system is set up using the CFD - 6 main stages

It's time to move on to practice. Consider how to implement a budgeting system through the company's financial responsibility centers.

The algorithm presented below is not a rigid scheme. Budgeting is necessarily consistent with the specifics of the company, its scale and resources.

Stage 1. Development of the basic principles of the company's budgeting system

First you need to develop budgeting principles or use ready-made solutions of similar companies. And for this you need to create an effective organizational structure companies.

How to do it:

• study the documentation, mechanisms of interaction between departments, if necessary, eliminate deficiencies;
• revise current standards work with financial flows and change them in accordance with new requirements;
• purchase (or develop) a special software and install it;
• train employees Fundamentals of sound budgeting.

The preliminary project is coordinated with the management of the company.

Stage 2. Development of the financial structure of the company

It is necessary to develop a model that will help control income and expenses. It is also necessary to appoint responsible persons for the implementation of this model in practice.

In accordance with the types of income and expenses, CFDs are formed - centers of profit, investment, costs, etc. These centers are combined into a single structure that helps them interact with each other.

Stage 3. Creation of the budget model of the company

This stage involves the development of a methodology, adjustments and analysis of the enterprise's budgets. The types of budgets that the company needs to maintain are determined (for example, external, internal, intersectoral, sales budget, production budget). A general scheme for the formation of the organization's consolidated budget is being developed.

Stage 4. Development of the regulatory framework governing budgeting in the company

Sample list of required documents:

• regulation on financial structure companies;
• regulation on the Central Federal District;
• provision on accounting policy;
• position on the budgets of the enterprise.

If there are difficulties with the preparation of documentation, there is an option to delegate this part of the work to professional companies. In the next section, you will find an overview of companies that will help not only with paperwork, but also with the introduction of budgeting into practice.

Stage 5. Automation of the budgeting system

Automation is a multi-level process that also requires the participation of professional performers. In particular, this includes installing new software on the company's internal network.

Automation of the budgeting process makes work easier

The more successful automation is, the easier it is to apply the principles of budgeting in practice.

Stage 6. Implementation of organizational changes due to the introduction of the budgeting system

The introduction of budgeting requires organizational changes in the structure of the company. The financial management apparatus should have access to all areas of the enterprise. Heads of the Central Federal District and persons responsible for budgeting are appointed.

4. Professional assistance in setting up a budgeting system - an overview of the TOP-3 companies providing services

If a company has been on the market for a short time, if neither managers nor employees have experience in managing a budget in a large enterprise, it is better not to implement the system on your own, risking making mistakes, but invite professional financial practitioners.

The review will help you choose the best of the best in this field.

1) First BIT

The company was founded in 1997 by young and energetic specialists in economics, applied mathematics and physics. They determined the direction of the organization's activity - business development based on the latest IT technologies. Today the company has 80 offices in Russia, Kazakhstan, Ukraine and Canada.

For each client, "First BIT" is ready to offer solutions of its own design for the full automation of the enterprise in all areas, including budgeting, financial and. As part of budget optimization, the company is ready to draw up a plan, develop a structure financial control, make a forecast of the financial condition.

The 1C-Rarus company operates throughout Russia. Before ordering services from this company, select your region and use the primary free consultation- Call the manager and discuss your problem with him.

The organization offers:

• development of up-to-date procedures and regulations of the budget process;
• drawing up forms of budgets;
• designing financial indicators;
• training of employees of the customer company in the skills of automated budgeting.

The optimal budget model, created on the basis of 1C, will automate the process of budget management and introduce it into the daily work of the company.

Priority activities – automation of company budgeting. SoftProm puts into practice universal products for managing the finances of a customer organization. Example: UPE universal platform - a set of flexible interfaces, a report generator and a logic designer that allows you to create applied solutions in the field of budgeting and .

5. What are the difficulties of budgeting with the help of the FRC - an overview of the main difficulties

Budgeting based on the CFD is a troublesome and complex undertaking. You can't make a good budget in one day. This is a long process that requires daily attention and the participation of qualified employees.

The involvement of third-party specialists will help to avoid difficulties. permanent basis who will audit the budget system at regular intervals. The second option is to get professional training.

The main difficulties in budgeting.

1) Understatement of income

The financial resources of the company are limited, but if you constantly underestimate income, there will be a discrepancy in the financial statements.

Budgeting and cost control: theory and practice Krasova Olga Sergeevna

3.1.1. Operating budget

3.1.1. Operating budget

The development of the operating budget begins with the development of a preliminary sales volume project in value and physical terms. On the base this project subsequently, a production program, the size and structure of reserves, investments and sources of financing will be developed.

The maximum limit of sales, expressed in natural units, is determined by the production capacity and the size of the stocks of the enterprise.

The value of the physical volume of products intended for sale can be changed taking into account various factors (demand elasticity, selling prices, changes in tax policy, inflation rate, etc.).

To determine the values ​​of price, sales volume, the amount of variable and fixed costs that would provide maximum profit, first of all it is necessary to use the CVP-analysis method (Chapter 2, § 2.3). For industrial companies, the use of this analysis relies on the essential features of both the production process itself and the sale of finished products. For example, if there are limitations on production capacity, preference in budgeting will be given to the type of product that, using the same amount of resources, will provide a higher level marginal income. In the field of pricing, it is necessary to be based not only on the tasks of the current period, but also on more long-term factors (temporary underpricing of the enterprise itself, changes in the pricing policy of suppliers, etc.). Regarding production costs, not all variable costs depend on the volume of sales, for example, marketing costs depend on the level of market prices, production costs depend on output volumes.

In practice, it is impossible to fully calculate the optimal volume and structure of sales, relying only on calculations, so a lot will depend on the experience and qualifications of the employees themselves and the heads of economic services.

The source document of this stage of the budget process is the sales (realization) budget of the company, an example of which is shown in the table.

Table 3.1. Sales budget for 200_.

For enterprises producing serial products, budget planning differs from the budget process of enterprises with the release of products "to order". For the first companies, the initial parameters are the physical volume of sales and the physical volume of output. The target level of commodity balances, respectively, is the calculated parameter. For companies working "to order", the initial design parameter is the production program, which depends on the planned sales volume and the size of stocks of finished products. The production program forms the basis of the development production budget .

The production budget is calculated as:

At the same time, commodity balances at the beginning of the period are a known value, and the target value of commodity balances at the end of the period is determined by calculation.

Determination of the target value of commodity balances is a rather complex management task. It is solved on the basis of the principle of optimizing the total "benefits-costs", depending on the change in the value warehouse stock finished products. The fact is that the storage of stocks in warehouses generates many types of costs, and some of them increase with an increase in commodity balances, while others decrease. In this regard, the task of the company is to find an acceptable optimum between the costs of maintaining inventories and the costs of operating without inventory or with a low level of inventory, that is, the calculation of such target level of commodity balances, at which the total cost will be the least.

The target level of inventory is determined by a number of application models, the most famous of which are the EOQ model (for stocks and materials) and the EPR model (for stocks of finished goods).

Model EOQ- a model for calculating the "optimal order quantity", that is, the definition of costs that are influenced by the amount of stock held or the number of orders made. If a large number of units are ordered at the same time, fewer orders will be required per year, thereby reducing the cost of order fulfillment. On the other hand, if the order quantity is small, then it is necessary to have a larger average inventory, which will increase the cost of holding inventory. Thus, the goal of such management is to reduce the cost of holding large inventory compared to the cost of placing more orders. This model includes three methods: tabular, graphic and formulas.

Calculation by tabular method it is more rational to carry out on a specific example:

The company buys raw materials from an external supplier at a price of 5 rubles. for a unit. The total annual demand for this product is 40,000 units. The following additional data are available: the cost of storing a unit of stock - 0.1 rubles; the cost of storing a unit of stock is 0.6 rubles; the cost of supplying one order - 1.2 rubles.

Relevant costs for orders

The number of purchase orders is determined by the ratio of the required annual amount of stock to the size of the order. The annual cost of storage is calculated as the product of the average stock and the cost of storing a unit of stock in rubles. The annual order fulfillment cost is equal to: the number of purchase orders multiplied by the cost of supplying a unit order.

From the data in the table, we see that an order for 400 units is economically advantageous, since the number of annual relevant costs is minimal.

Graphic method. On the graph, the ordinate shows the total relevant costs, the abscissa shows the size of orders or average inventory levels. It can be seen from the graph that as the average inventory level or order size increases, the annual cost of holding increases and the annual cost of order fulfillment decreases. The line of total costs has a minimum value at the point of intersection of the curves of the order fulfillment cost and the cost of inventory storage, in our case, the optimal order size was 400 units.

Using formula method the optimal order size is determined using various mathematical expressions, the most simplified is the formula for determining the number of order units, which has the following form:

Where D– the total requirement of material units for the period, ABOUT- the cost of fulfilling one order, H- the cost of holding a unit of stock.

A modification of the EOQ model is EPR model, which is used to synchronize the production and sales stages. The EPR model calculates the optimal batch size of the output, minimizing the amount of costs: 1) processing material resources in finished products (the so-called "value added", including depreciation of equipment and labor costs); 2) storage of stocks of finished products. The optimal batch size of the release is determined by the formula:

Where Q- the planned output of this type of product for the period, S- unit costs for processing (per unit of this type of product), WITH- the cost of storing stocks of this type of finished product during the budget period.

After determining the level of stocks at the end of the period, you can draw up a production program (table 3.2, 3.3).

Table 3.2. Production budget for 200_g. (natural units)

Table 3.3. Production budget for 200_g. (rub.)

next step budget planning is the development budget for material costs and purchases . To develop this budget, information will be required on the planned output, on the standards for the use of materials and on the stocks of materials at the beginning of the reporting period.

There are two calculation methods for determining the budget of materials: the method technological regulation(used when calculating those materials that are spent on production purposes) and the method of comparative analysis of accounts (applies to materials that are spent on marketing needs or is used in those enterprises where there is no method of technological rationing).

The standards that form the budget for material costs must be realistically achievable with high work efficiency, that is, take into account the percentage of losses that are inevitable in the production process.

First, a budget is drawn up for the use of raw materials and materials, which will later be the starting document for budgeting purchases.

Table 3.4. Budget for the use of raw materials and materials

After the need for basic materials is determined, a simple summation is used to calculate the total need for materials by type of product. Raw materials must be purchased in quantities sufficient to achieve the planned level of production and to form a target level of stocks of raw materials at the end of the budget period. For each type of raw materials and materials, the procurement budget in kind is calculated by the formula:

The stock in materials at the end of the reporting period is determined similarly to stocks of finished products using the “cumulative benefits-costs” method.

The material usage and purchasing budget can be compiled in a single document, but it can be difficult to understand, especially when several types of direct materials are used in production. It is more reasonable to draw up two separate documents, especially since the commercial service is responsible for the purchase of materials, and for the use of production units.

Table 3.5. Purchase budget for direct materials for 200_.

As well as the budget of direct material costs and purchases, direct labor budget is based on the data of the production budget and the standards of labor costs of the main workers for the manufacture of each type of product. The cost of labor expended will depend on the type and quantity of products produced, its labor intensity, and the wage system. Direct labor costs are also calculated in two main ways, like direct materials, the difference is that direct labor costs can be immediately determined in value terms, since they do not have a carry-over balance at the beginning of the planning period.

Table 3.6. Standards for labor costs for the manufacture of 1 unit. products

Table 3.7. Budget of labor costs in physical and value terms

Let's find the number of employees that the company needs to ensure the planned output.

Duration working week employees of the enterprise - 40 hours, within one month 4 weeks completely pass, therefore the duration of the working period per month is 160 hours. For the planned period (11 months, including holidays) work time one employee will be 1760 hours. To fulfill the planned scope of work, 723 100/1760 = 411 rates of the main workers will be required.

It is necessary to pay attention to the fact that in the calculation all "astronomical time" during the working day is spent exclusively on the fulfillment of standards for the manufacture of products. However, this is allowed if the cost standards for the manufacture of one product already include "normal", technological losses of resources. If the standards are sufficiently strict (excluding smoking breaks, lunch breaks, equipment cleaning, etc.), the need for workers will be much greater than calculated taking into account the standard productivity.

Since the labor budget is based on the production budget, an incorrect calculation of sales volume can lead to an erroneous recruitment policy.

After calculating all direct cost items, it becomes possible to determine overhead budget (OPR). Item-by-item calculation is carried out in the same way as for materials, that is, for each item of expenditure, a distribution base is selected and, on the basis of this, the budget value for ODA items is determined. The budget includes auxiliary materials, indirect labor costs, payments to third parties.

Table 3.8. Overhead budget

Table 3.9. The budget of overhead costs by type of product (rub.)

All variable costs are classified into production costs and distribution costs. Variable costs related to the production process form planned production costs enterprises, the calculation of which is presented in table 3.10.

Table 3.10. Budget production costs(cost of issue)

Table 3.11. Distribution of production costs by types of products (rub.)

The value of planned production costs usually differs from the planned cost of output, the reason is that the enterprise has a balance of work in progress at the beginning of the budget period. In this case, the planned production cost will be calculated as the sum of the balance of work in progress at the end of the period and the planned production costs minus the balance of work in progress at the beginning of the period.

Variable costs not related to production are business expenses budget , which are written off to the cost of sales of manufactured products.

fixed costs do not have a direct connection with the volume of production and sales and, according to their belonging to the stages of capital circulation, are divided into general (administrative) and commercial expenses. Fixed costs are planned according to responsibility centers, and only a part of them is determined by calculation. Estimated planning has two options:

1) planning based on the budgets of past periods (incremental budget);

2) planning carried out without taking into account the results of past periods (budget from scratch), such planning in its pure form in Russian economy is quite rare.

For any option, the cost estimates of the units, compiled on the basis of the target development plans, are approved by the relevant management service of the enterprise (planning and economic management).

Fixed costs are calculated in the context of individual types of products based on the planned values ​​of the distribution bases and planned coefficients in a similar way to the calculation of overhead costs (table 3.12).

Sales budgeting is based on cost of goods sold , which is determined by the formula:

Table 3.12. Fixed Cost Budget

In turn, the cost of manufactured products is determined by the budget of full production costs. Having calculated all the necessary data, we will determine the cost of products planned for sale in the budget period and calculate it by type of product.

Table 3.13. Cost of sales budget

Table 3.14. Determination of the cost of sales by type of product (rub.)

After determining the cost of sales by type of product, you can calculate the forecast value of marginal income:

Table 3.15. Determination of marginal income by type of product (rub.)

After determining the marginal income, we can say that all necessary information to draw up pro forma income statement . It is more rational to compile this report in two versions: “detailed” (profitability of certain types of products) and consolidated. The statement and profit and loss is the boundary between the operating and financial budget. In the process of developing the financial budget, the data of the operating budget will be adjusted, in particular, when addressing the issue of reducing the planned value of the financial deficit of the company's funds.

Table 3.16. Consolidated forecast report on profits and losses for 200_g.

Table 3.17. Profit and loss budget in the context of the profitability of certain types of products for 200_g.