Alexander Lacedaemon

The key to the success of FGC's financial and economic policy is to effectively organized work to attract investments and manage costs, says Andrey Kazachenkov, Deputy Chairman of the Management Board of the company.

One of the most important activities of any serious company, especially in the face of a significant increase in planned costs, is the optimization of activities, cost reduction. Tell us how this work is carried out in FGC?

Systemically. The company's specialists have developed and are in varying degrees of implementation at once several documents aimed at solving these problems.

Thus, in pursuance of the decision of the country's leadership to reduce costs by state-controlled companies, FGC developed, approved by the decision of the Board and approved by the Board of Directors of the company the Cost Management Program (CMP) for 2011-2014. It is planned that as a result of its implementation, operating costs will decrease by 10%, or by 3.3 billion rubles.

This is not the first document of its kind. A similar program operated in the company in 2010. As a result of its implementation, FGC managed to reduce operating costs in the backbone grid complex by 2.6 billion rubles, which is 8% of the level of operating costs. And also to carry out in full measures to reduce losses in the UNEG networks. The total energy saving effect from the activities carried out in 2010 amounted to 291.640 million kWh, or 143 million rubles.

Currently, within the framework of the 2011-2014 ISP, FGC is implementing a set of measures to reduce the implementation costs investment projects, taking into account the peculiarities of the service market and material resources in power grid construction. These activities are carried out at all stages of the formation and implementation of the investment program. The planned amount of savings from carrying out

procurement procedures for the section of investment activities of the ISP in 2011-2014 will amount to about 7.3% of the approved amount of financing for the investment program.

Similar measures are taken for all other purchases. They are also given great attention as part of the cost management program. Thus, according to the results of 2010, the company managed to save 41.6 billion

rubles - this is 10.4% of the maximum initial purchase price. According to the results of the first half of 2011, the savings amounted to 8.9% of the maximum initial price, or 14.52 billion rubles.

A number of serious measures aimed at reducing costs are also being implemented as part of the energy saving and energy efficiency program. It, as well as the investment program, provides for the introduction of the latest technologies in the transmission of electricity, aimed, among other things, at reducing losses and, accordingly, the company's expenses. In particular, we are talking about technical solutions based on the progressive achievements of scientific and technical progress, which lead to a reduction in unit costs per unit of serviced equipment.

In addition, in order to improve the efficiency of activities based on the best world experience, FGC develops and monitors key indicators effectiveness (KPI) in comparison with foreign similar companies based on

benchmarking. Special attention here it is given to R&D issues, innovative technologies cost management, tariff regulation, business process automation.

For the most effective implementation of measures aimed at reducing costs, appropriate incentive mechanisms are being developed for FGC personnel. Thus, in 2011, the indicator of the effectiveness of the implementation of the cost management program was included in the Methodology for calculating and evaluating KPIs. Now this criterion is taken into account when deciding on bonuses for company managers based on the results of the year.

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Enterprise cost management is a central part financial management, as it deals with the fundamental premise of any viable business - the profitability of the products produced. Cost management must be carried out to maximize profit.

As you know, costs are any expenses incurred by the company in the course of its activities.

Managing them includes applying a systematic approach to determine the real costs; understanding the cause of their occurrence; taking measures to improve the cost structure of the enterprise based on the analysis and cost reduction, as well as the implementation of the correct strategic policy; tracking opportunities for savings.

In the daily activities of many Russian enterprises These processes often occur, but are not meaningful and purposeful.

However, it systems approach, including the analysis and measurement of costs, will allow you to correctly understand and evaluate the effectiveness of activities, and not only the overall efficiency of the enterprise; but also the effectiveness of an individual product or range, the effectiveness of management decision-making.

By understanding the relationship between enterprise costs and efficiency, cost control can be established to maximize efficiency, which in turn will lead to increased profitability, competitive pricing, increased sales, and improved resource allocation.

Unfortunately, at present, many managers do not see additional benefits from effective management costs, namely: more cost-competitive goods, and thus increased sales opportunities; correct prices for products; better resource allocation; better management enterprise; information on indicators for individual products and business units.

Quality will improve as a result of cost control management activities the best management decisions will be made.

In turn, the consequences of inefficient cost management (waste Money; setting the wrong prices for products - prices are too high compared to the market, and this negatively affects sales; directing resources to the wrong products, activities, or customers; management does not know how the company can reduce its costs; an increase in costs because they are not dealt with and they are not managed; falling profitability for unknown reasons) inevitably leads to bankruptcy.

Thus, the positive aspects resulting from tight control over the costs of the enterprise are obvious.

That is why in the modern scientific and practical literature there are already many developed methods for managing costs, up to a list of possible positions for which their value is usually reduced in many enterprises. However, two important questions remain:

• 1. How to systematically apply a cost management methodology and focus efforts so that you can quickly identify and implement those cost reduction measures that will bring the greatest benefit to the enterprise?
• 2. How can a particular production strategy be optimized from a cost standpoint so that the product can then be properly priced and sold at a profit?

To answer the questions posed, the use of costing models ( necessary condition- ability to measure production costs certain types products).

Cost measurement methods are often referred to as "cost models". Three main models are widely used in the world.

Model I - "Model of costing with full distribution of costs by category". During the Soviet era, businesses were required by law to determine the cost of a product by allocating all the costs of a business or a particular production line across the entire product range.

This model can be useful for passing costs to intermediate users and consumers, as well as for calculating tax liabilities in a planned economy.

However, it does not provide an accurate or sensitive measuring tool for determining which products are profitable and which are loss making.

Obviously, under the conditions market competition those enterprises that can reduce their costs per unit of output to a minimum will be able to sell it at a lower price. Those who fail to reduce their costs will lose customers or incur losses.

Another method used by some Western companies is to take some overhead costs and allocate them to a particular product.

This method is called “Cost Model with Avoidable Costs”.

Avoidable costs are those overhead costs that could be avoided if the product were completely discontinued. financial investment competitiveness

This method provides a more accurate estimate of the cost of a product than the full cost categorization method, but it still does not provide an accurate measurement of all costs associated with that product.

Despite the positive aspects of this method, for Russian enterprises in the transition period, the third method is still the most preferable, which is often called the “Variable Costing Model”.

Its second name is "Margin Calculation Model". It provides accurate accounting of the costs related to the production of a unit of a particular type of product. It is this model that is most often used in the West.

The variable costing method determines the cost of each additional unit of a given type of product and focuses on how the cost changes with a change in production volume.

It consists in determining which costs are directly attributable to a given product (variable costs).

Once the variable costs per unit are known, they can be subtracted from the price of the product and determine how much of the price is available to cover overheads. This amount covered fixed costs, is called profit on variable costs.

The variable costing model determines how much each additional unit of output costs to produce, and how much it contributes to cover fixed costs, which makes a profit.

Thus, if variable cost is the cost of those inputs that are needed to make a unit of output, such as lumber for furniture, then the profit on variable costs is equal to: unit price minus the amount variable costs its production.

It is this technique that will allow you to quickly and clearly determine the "sensitivity" of the cost when changing the volume of production.

Moving further into the analysis and cost reduction, when considering ways to identify specific areas for cost reduction, whichever type of analysis is used, the following positions will always be of decisive importance:

• 1. Is this item of expenditure significant?
• 2. Is the article controlled?

It is quite obvious that significant savings will not come from changing the expense item, which is 1% of the total expenses of the enterprise.

On the other hand, a large but uncontrolled article does not provide a practical opportunity for savings in the form of cost reduction. In this case, while taking into account the high costs, management should focus on those that can be influenced.

Thus, cost management is a complex, but quite solvable task. Choice successful strategy in this area will allow any enterprise to achieve its goals in terms of maximizing profits, using, as is often noted, "lower-order advantages", namely, cost reduction. However, it is this parameter that will directly (and not indirectly) affect the amount of profit received.

Production cost management systems

At industrial enterprises, the following basic methods of planning production costs are used:

direct account;

normative;

settlement and analytical;

parametric.

The simplest and least accurate method is the direct counting method. With this method of planning, the cost of producing a unit of output is determined by dividing the total cost by the quantity of manufactured products. The application of this method is possible only in enterprises producing homogeneous products, and therefore the method is used very limitedly. In addition, it does not give an idea of ​​the costs of individual costing items.

The normative method for calculating production costs is used at enterprises where accounting for changes in the actual costs of each type of resource per unit of a specific type of mass production product is clearly organized. It is based on the norms and standards for the use of labor, material and financial resources. At the same time, the norms and standards for the use of these resources must be progressive and scientifically substantiated. Their values ​​need to be systematically reviewed.

The most accurate and perfect method for calculating production costs is the calculation and analytical method. With this method, first of all, a comprehensive analysis of the state of production, possible changes in it is carried out. It is studied what factors and how they affect the cost of production. The technical, economic and organizational conditions of work in the projected period are laid in the basis of standards and norms.

When calculating products of the same type, but different in quality, the parametric method is used. It consists in establishing patterns of change in production costs depending on the quality characteristics of products. Thus, the cost of a product is determined based on the cost of one kilogram, one ton of structural weight of similar machines and equipment. Other indicators that are most characteristic of this product may also be used. By the same method, it is possible to determine additional costs for improving the quality characteristics of products.

Construction production, like other branches of material production, is a process of production consumption of funds, objects of labor and living labor. The consumption of these material factors leads to the formation of costs or production costs that form the cost of production.

Cost planning for the production of construction works is an integral part of the plan for production and financial activities, developed by it independently on the basis of construction contracts with customers, as well as contracts concluded with suppliers of material and technical resources.

The planned cost of construction work production costs is determined using a system of economically justified norms and standards approved in the prescribed manner, as well as engineering and economic calculations that reflect an increase in the organizational and technical level construction industry as a result of the introduction of measures for new equipment and technology, the improvement of its organization and management, and other technical and economic factors.

To calculate the planned cost of production costs, planned estimates are compiled, in which costs are formed for the amount of work performed on the facility in the planned year, taking into account cost reduction due to measures to improve the technical and organizational level of construction production.

Thus, the planned cost of construction work on objects is determined as the difference between the cost of the planned scope of work, established in the design and estimate documentation and the amount of cost reduction as a result of the implementation of measures and the amount of estimated profit.

The planned cost of construction work production costs for the organization as a whole is determined by summing up the planned cost of work production costs for objects.

At foreign enterprises, planning and accounting for production costs in terms of variable costs is widely practiced using the Direct Costing method.

The essence of any concept should be reflected in its name. The name "direct costing", introduced in 1936 by the American D. Harrison in his work, means accounting for direct costs. It does not fully reflect the essence of the system; the main thing in the direct costing system is the organization of the maximum accounting for variables and fixed costs and use its advantages in order to improve management efficiency.

Currently, direct costing provides for the accounting of production costs not only in terms of direct variable costs, but also in terms of variable indirect costs. Therefore, there is some conventionality of the name here.

Having defined the essence of direct costing as a system management accounting, based on the division of costs into fixed and variable depending on the change in production volumes, we formulate the main features inherent in it.

The main feature of direct costing is that the cost of industrial products is taken into account and planned only in terms of variable costs. Fixed costs are collected on a separate account and, with a given frequency, are written off directly to the debit of the financial results account, for example, “Profit and Loss”.

Fixed costs are not included in the calculation of production costs of products, but as expenses of a given period, they are written off from the profit received during the period in which they were produced. Work in progress is also valued at variable costs.

However, according to international standards accounting this one is not used for external reporting and tax calculation. It is used in internal accounting for technical and economic analysis and for making operational management decisions.

Under the direct-costing system, the scheme for constructing income reports is multi-stage (Table 1.1). They contain at least 2 financial indicators: marginal income and profit.

Table 1.1

Direct Costing Income Statement Scheme

The income statement does not have to be two-step. If variable costs are divided into production and non-production, then this income statement will be three-step. In this case, at the first stage, it determines the production marginal income as the difference between the volume of products sold and variable production costs. At the second stage, as the difference between the production marginal and non-manufacturing variable costs, the marginal income for the whole company is determined. At the third stage - the profit of the company by subtracting from the total amount marginal income amount of fixed costs.

Of great importance here is the establishment of links and proportions between costs and production volume. Using the methods of correlation and regression analysis, mathematical statistics, graphical methods, it is possible to determine the forms of dependence of costs on the volume of production or capacity utilization; build cost equations, obtain information about the profitability or unprofitability of production, depending on its volume; calculate the critical point of production volume; predict the behavior of production costs or certain types of expenses depending on volume or capacity factors, i.e. solve strategic tasks of enterprise management.

Direct costing allows management to focus on changes in marginal income both for the enterprise as a whole and for various products; identify products with greater profitability in order to switch mainly to their production, tk. difference between selling price and the amount of variable costs is not obscured as a result of writing off fixed costs to the cost of specific products. The system provides the ability to quickly reorient production in response to changing market conditions.

In the statement of financial results, compiled under the direct costing system, you can see the change in profit due to changes in variable costs, selling prices and the structure of products.

The information received in the system makes it possible to find the most advantageous combinations of price and volume, and to pursue an effective pricing policy. In a market economy, direct costing also provides information about the possibility of using dumping in the competition. This technique is used during periods of temporary reduction in demand for products to conquer the market.

All of the above indicates that direct costing is an important element of marketing - an enterprise management system in a market and free competition.

IN Lately there is a steady upward trend in the proportion of fixed costs. Therefore, the requirements for the validity of planning and rationing of these costs are increasing. Direct costing allows you to focus on resolving these issues, since the amount of fixed costs for a given specific period is shown in the income statement as a separate line, and thus their impact on the company's profit is especially clearly visible.

In addition, direct costing makes it possible to more quickly control fixed costs, since standard costs or flexible estimates are often used in the process of cost control.

Thanks to direct costing, the analytical capabilities of accounting are expanding, and there is a process of close integration of accounting and analysis.

However, the organization of management accounting according to the direct costing system is associated with a number of problems that arise from the features inherent in this system.

1. Difficulties arise when dividing costs into fixed and variable, since there are not so many purely fixed or purely variable costs. Basically, the costs are semi-variable, which means that there are difficulties in their classification. In addition, in different conditions, the same costs may behave differently.

2. Opponents of direct costing believe that fixed costs are also involved in production. this product and therefore should be included in its cost. Direct costing does not answer the question of how much the manufactured product costs, what is its full cost. Therefore, an additional allocation of conditionally fixed costs is required when it is necessary to know full cost finished goods or work in progress.

3. Keeping records of production costs according to a reduced nomenclature of items does not meet the requirements of domestic accounting, one of the main tasks of which until recently was the preparation of accurate calculations.

4. It is necessary to cover all the costs of the enterprise in the prices set for the enterprise's products.

To compile a consolidated budget, companies use data from a comprehensive normative method accounting (standard direct costing) - this is such a system for keeping records of the operations of an enterprise, in which at all stages of the financial cycle and in the context of all the main types of activities (types of products) allocated to an independent object of budget planning, the following are recorded:

a) planned (budget) indicators,

b) actual indicators,

c) deviations of actual indicators from planned ones.

The second feature of the complex regulatory method of accounting is a clear distinction between conditionally variable and conditionally constant for the purposes of management planning and, first of all, for information support of the “cost-volume-profit” analysis when compiling and analyzing the implementation of the sales budget, which, we recall, is starting point for modeling the consolidated budget. The anglicized name of the complex regulatory accounting method “standard-direct-costing” just emphasizes two key aspects on which this accounting system is based.

Standard costing (standard- costing) - normative method of accounting for costs and financial results. This method is based on the fact that cost and revenue accounting is carried out according to standard (planned) indicators, and deviations from planned norms are taken into account separately and written off at the end of the budget period to the corresponding stage of the financial cycle, as a result of which the actual costs and financial results of the enterprise are established.

It should be noted that the targets in the “standard-costing” system are fixed twice:

First time before the start of the budget period in the planning documentation of management services (planning and economic management, financial and economic management, UKS);

Second time during and after the end of the budget period in fact business transactions in the accounting of the enterprise.

This approach is not accidental, because it allows you to isolate deviations from the plan and the effect of deviations on financial results activities of the enterprise in the context of individual stages of the financial cycle and individual business transactions. The fact is that various types of deviations from planned indicators have a different effect on the activities of the enterprise, depending on the time of the business transaction and the stage of the financial cycle to which it relates. Thus, deviations in the procurement budget simultaneously affect:

Increase in the book value of material circulating resources;

- an increase in the actual budget for production costs compared to the plan;

increase in production costs;

increase in production costs;

Depending on what part of the raw materials purchased in this budget period remained in stock at the end of the budget period, was written off to production, “materialized” as part of the production costs of manufactured and sold products. A qualitative plan-fact analysis of costs and their effect on the final financial results is possible only if there is regulatory accounting as an integral element of accounting during the budget period .

Perhaps the most effective method for solving interrelated tasks for the purpose of operational and strategic planning is operational analysis, called “Costs-Volum-Profit-CVP”, which tracks the dependence of the financial results of a business on costs and volumes of production, sales. The key elements of operational analysis are: operating leverage, margin of profitability and financial strength of the enterprise. Unlike external financial analysis, the results of operational (internal) analysis may constitute a trade secret.

The action of the operational (production, economic) leverage is manifested in the fact that any change in sales proceeds always generates a stronger change in profit.

In practical calculations to determine the force of impact operating lever apply the ratio of the so-called gross margin (result from sales after reimbursement of variable costs) to profit. Gross margin is the difference between sales revenue and variable costs. This indicator in economic literature also referred to as the coverage amount. It is desirable that the gross margin is enough not only to cover fixed costs, but also to generate profits.

Operating Leverage = Gross Margin / Profit

The force of operating leverage is always calculated for a certain volume of sales, for a given sales proceeds. Changes in revenue from sales - changes and the strength of the impact of operating leverage. The strength of the impact of the operating lever depends on the industry average level of capital intensity: the greater the cost of fixed assets, the greater the fixed costs - this, as they say, is an objective factor.

At the same time, the effect of the operating lever can be controlled precisely on the basis of taking into account the dependence of the leverage force on the value of fixed costs: the higher the fixed costs and the lower the profit, the stronger the operating leverage.

When sales revenue declines, operating leverage increases. Each percentage reduction in revenue then results in a larger and larger percentage reduction in profits. This is how the formidable power of operating leverage manifests itself.

With an increase in revenue from sales, if the threshold of profitability (the cost recovery point) has already been passed, the impact of the operating lever decreases: each percentage of revenue growth gives a smaller and smaller percentage of profit growth (at the same time, the share of fixed costs in their total amount decreases. But with a jump in fixed costs dictated by the interests of further increasing revenue or other circumstances, the company has to pass a new threshold of profitability.At a small distance from the threshold of profitability, the force of the impact of the operating lever will be maximum, and then begin to decrease again ... and so on until a new jump in fixed costs with overcoming a new profitability threshold.

With a decrease in the income of the enterprise, fixed costs are very difficult to reduce. Essentially, this means that high specific gravity fixed costs in their total amount indicates a weakening of the flexibility of the enterprise. If it is necessary to leave your business and move to another area of ​​activity, it will be very difficult for an enterprise to diversify abruptly, both organizationally and especially financially. The higher the cost of tangible fixed assets, the more the enterprise "gets stuck" in its current market niche.

Moreover, the increased share of fixed costs increases the effect of operating leverage, and the decrease in business activity of the enterprise results in multiplied profit losses. It remains to be consoled by the fact that if the revenue is still growing at a sufficient pace, then with a strong operating leverage, the enterprise, although it pays the maximum amount of income tax, is able to pay solid dividends and provide financing for development.

Thus, in the current market system of managing the production costs of products (works, services) is one of the main qualitative indicators of the activities of economic entities. Financial results (profit or loss), the rate of expansion of production, and the financial condition of economic entities depend on the level of production costs. As a result, it is important for an enterprise to choose an effective method of planning and cost accounting in order to find out the trends in this indicator and determine the factors influencing it when analyzing production costs. Therefore, the management of production costs is directly related to the implementation of the enterprise's functions of planning, control and management decision-making.

Office costs production at the enterprise in order to reduce them ...