Operating budget includes budget of income and expenses , the basis for the development of which is next budgets: production budget, budget for sales of products, other income, costs of materials and energy, budget for wages, depreciation, general and general production expenses, budget for tax expenses (depending on the tax, may be included in general expenses).

The purpose of operating budgets is to plan ongoing activities. The following types of operating budgets are distinguished.

1. Sales budget. Depending on the production capacity, goals set for the future, sales markets, the planned sales volume is calculated based on the projected quantity of products and planned prices. Calculations are made by type of product. Drawing up this type of budget is mandatory for all enterprises. Its forms are on various enterprises may differ from each other depending on the specifics.

2. Production budget. The planned production volume is calculated. The basis is the sales budget and balances finished products. Calculation of this type of budget is necessary for the formation production program.

3. Budget for direct costs of materials and raw materials. It is calculated based on the norms of material consumption per unit of production, forecast data from the production budget of the remaining raw materials and supplies in warehouses, and market prices. This budget determines the volume of purchases of material and technical resources. Data is generated both in monetary and in kind terms. This type of budget is typical for manufacturing and construction enterprises.

4. Budget for direct labor costs. The total cost of attracting labor resources is calculated. Input data: production budget. A labor standardization system is used.

5. Variable overhead budget. The calculation is carried out based on overhead costs, broken down by item: depreciation, electricity, insurance costs, etc.

6. Budget for inventories of raw materials and finished products. It is calculated based on data on the balances of raw materials and materials in natural units, inventories of finished products, prices and costs. In organizations with long production cycles, a work-in-process budget may be prepared along with or instead of an inventory budget. IN construction organizations By analogy, a budget for unfinished construction can also be drawn up.

7. Budget for administrative and commercial expenses. Here the forecast estimate of fixed costs is calculated. The composition of the items depends on many factors, including the specifics of the enterprise’s activities.

8. Budget for cost of goods sold. Calculated on the basis of previous operating budgets based on the cost calculation methodology approved by the enterprise.

Depending on the type of activity at the enterprise, certain types of budgets may dominate in importance.

So, for example, in a manufacturing enterprise the main basis for calculating costs is the production budget, in trading enterprises it is the sales budget. If an enterprise is simultaneously engaged in several types of activities, then for each line of business it is necessary to select its own operating budget, as well as determine the consolidation procedure for compiling data for the entire enterprise.

18. Budget, estimate and financing plan.

Budget is a plan that reflects the expected results and allocated resources in quantitative form. It is a related set of financial and/or natural economic indicators of the company’s activities. A budget describes a company's goals in terms of the implementation of specific financial and operational structures.

An estimate is a calculation of upcoming expenses and income, an approximate calculation of something. Estimate, being static reporting form, in practice ideal for planning permanent costs of the enterprise and reporting on them, but for current It is practically inapplicable when calculating and adjusting semi-variable costs or direct operating expenses of a company. Reporting in the form estimates can also be used when forming payment positions of an enterprise, in particular with regard to the order of payments (especially at the time of liquidity shortage), since estimate has the connotation of imperativeness (obligation) of payment

Financing plan The enterprise is drawn up on the basis of a constituent financing plan, a balance sheet plan, a profit and loss account, as well as a current (less than annual) liquidity plan. It should show from what sources and in what form you will (or would like) to finance the enterprise or project. In this case, it is necessary to distinguish between financing from the enterprise’s funds and external financing. Map out the actual funding and your goals and intentions for the funding. Financing from the enterprise’s funds includes: redistribution of property (active calculation), for example, sale of fixed assets (land, buildings, equipment, etc.), which are not necessary, reduction warehouse stocks, sales followed by leasing.

In addition, internal financing includes hoarding of profits, creation of hidden reserves, contributions to reserve funds, etc.

External financing consists of the following components: financing through contributions and equity participation by the founders contributing new capital or attracting new founders, such as venture capital funds.

External financing also includes various forms of credit financing: contract loans, loans for financing working capital, supplier loans (by determining payment terms for purchases), commission agreements (consignment warehouses), advance payments from buyers, long-term loans for financing fixed assets, equity or project financing, as well as financing through leasing, factoring and subsidies.

When describing external financing, the attracted financial resources should be divided into short-term, medium-term and long-term. Exists general rule, according to which property assets intended for long-term use (fixed assets) should be financed by attracting long-term loans in order to avoid liquidity crises

19. Financial budgets of the enterprise.

There are three types of financial budgets.

1. Budget for the formation and distribution of financial resources (forecast balance). It represents a forecast of balances for balance sheet items: accounts receivable, cash, inventories, non-current assets, accounts payable, etc. Each item is calculated using the standard formula: ending balance = opening balance + debit turnover – credit turnover. For active accounts – with a “+” sign, for passive accounts – with a “-” sign. The significance of this type of budget is to determine the property and liabilities of the enterprise, and, consequently, solvency.

2. The budget of income and expenses (forecast profit and loss statement) is formed on the basis of calculations of forecast values ​​of product sales, cost, administrative and commercial expenses, taxes, financial expenses (interest on loans and credits). Operating budgets serve as initial information. Tax payments are calculated using an average percentage. This budget is intended for planning the financial result, i.e. determining profitability.

3. Budget Money(forecast cash flow statement) reflects the forecast amount of expenses (based on data from operating budgets). It is used to analyze financial condition(solvency) of the enterprise, i.e. it is determined whether the company is able to pay off current and other obligations, acquire new equipment and machinery necessary to expand production. The meaning of this type of budget is that often an enterprise needs to make expenses in several areas (for example, investments and payment of dividends), and therefore it is necessary to clearly understand the volume of expenses in order to analyze whether the cash inflow is sufficient to cover the outflow or whether it is necessary to attract additional financing. Some companies have investors or the opportunity to obtain a loan, which helps cover the financial budget deficit. But this is not always possible (in the case of a low level of solvency of the enterprise), so one of the solutions is to analyze the significance of each budget item and identify the least important items that can be eliminated.

The purpose of the cash flow budget is to use this tool, on the one hand, to protect yourself from a situation of lack of money (which can have a very negative impact on the production process), and on the other hand, to determine the possibility of investing free cash in such a business. where can you get additional income? The cash flow budget determines what expenses the company expects in the future and from what sources these expenses will be paid.

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). Ready 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 the 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 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 work time(in hours), which 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. Such a document takes the form of a detailed plan, which stipulates future production costs, not taking into account the direct costs of production. 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 for administrative and general costs (expenses). Here is a detailed analysis of transaction costs without taking into account the costs of producing and selling the product. 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 planning features. 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 volumes 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 component. 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. To do this, planning is carried out for possible developments and a balance sheet form is filled out for the 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:

• * the current value of assets being 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 costs associated with servicing purchased valuable papers and for 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 corresponding sections of the Profit and Loss Budget, and the corresponding planned indicators for cash receipts and expenses are included in the BDDS.

Creation and approval of the operating budget - the main stage financial planning at the end of the reporting period (month, quarter, year). Employees finance department analyze the volume of upcoming transactions in the company, take into account expected expenses and income, fixed costs, inflation rate, exchange rate differences (if the company works with foreign exchange transactions).

Stages of building an operating budget in a company

Budgeting in a company is a multi-stage process, building operational plan also consists of several stages.

• Forecasting sales volume for the next reporting period. Variable costs companies depend on the volume of products produced and sold, so financiers build a forecast taking into account the profits of previous periods and the current market situation. The financial model for the operating budget should include a maximum external factors(inflation level, refinancing rate, current exchange rate) in order to provide the required amount of expenses.
• Create budgets to cover administrative and related costs. Depending on the sales volume, variable costs are formed (the amount of purchased raw materials and materials, the wage fund for bonuses to employees, payment of overtime and additional shifts). Administrative expenses (rent, employee salaries) remain unchanged.
• Create budgets to cover basic production costs. Funds are allocated for the purchase of raw materials and materials, maintenance and repair of production facilities, and the introduction of new technologies. Production costs are a central part of the operating budget in manufacturing, innovation and knowledge-intensive companies. Trading houses, service companies and intermediaries do not plan a production budget, replacing it with operating expenses.
• Forecasting the company's balance sheet for the future period. Employees of the production and financial departments build models of how the situation will develop and draw up a preliminary balance sheet (sometimes a profit and loss statement). These data allow you to calculate indicators financial stability companies, predict business performance, and set aside funds to cover expected additional expenses.

The construction of the operating budget is based on statistics from previous periods and economic modeling. Depending on the economic sector, the document is fixed for the next financial period or is regularly revised. For example, venture capital companies that produce innovative products review their operating budget every month. Trading houses are adopting a single document for the entire coming year.

Methods for constructing an operating budget in a company

Minor operating budget items are planned based on data from previous periods, and operating expenses are calculated using one of the methods.

• CVP analysis - comparison of current costs, planned output volume and profit. The method is used on small manufacturing enterprises or new companies. These CVP models allow you to calculate the break-even point, estimate production volume and plan the sales structure.
• EOQ analysis - calculation of operating costs based on the optimal batch for delivery. The method is used in large companies who work with dealer networks. The cost of selling one batch of goods is multiplied by the volume of supplies.
• EPR analysis - cost calculation based on the cost of a product lot with minimal costs (modification of EOQ analysis). The method is used in companies that are forced to store large quantities of goods in owned warehouses. The cost of production and storage of one batch is multiplied by the estimated supply volume.

The cash budget allows the enterprise to constantly finance the current and investment activities of the enterprise and to fulfill payment obligations. Allows you to estimate how much money the company needs and in what period.

The main purpose of drawing up a cash budget is to establish realistic timing for the receipt of funds. The budget makes it possible to monitor the state of your own funds and the possible attraction of borrowed capital. The cash budget characterizes the entire cash flow of an enterprise, without division into types (operational, investment, financial).

It is advisable to divide the procedure for developing a BDDS into a number of sequential stages:

Determining the required level of funds to finance investment costs (i.e. all costs financed from the profit remaining with the enterprise after taxation);

Determining the minimum level of daily cash balance for unforeseen expenses (“ closing balance »);

Determination of budget revenues (“ receipts ") - are carried out on the basis of the sales budget, taking into account the analysis of the collection of accounts receivable, the budget for investment (sale of fixed assets and other assets of the enterprise) and financial activities (dividends, interest received);

Determination of the expenditure side of the budget (“ payments ") – are carried out on the basis of budgets for direct costs (labor costs, costs for raw materials and materials - taking into account the movement of stocks of raw materials and supplies), budgets for overhead costs (wages for AUP, other general shop and general business expenses), budgets for investment ( purchase and construction of fixed assets) and financial activities (repayment of loans and interest on them, payment of dividends);

Formation of a cash flow budget, control and adjustment.

2. Sales budget and its place in the system of operating budgets of the enterprise.

Sales budget – operating budget containing information about the planned sales volume, price and expected sales income for each type of product.

Drawing up a sales budget involves determining in monetary terms the volume of product sales, both in physical and in monetary terms (net and gross revenue).

The sales budget must be supplemented by a budget schedule that reflects cash receipts from product sales. A schedule of cash receipts that make up revenue is necessary for compiling the BDDS. It is important to determine the structure of funds (cash, offsets, bills, etc.). Due to the different specifics of production, the format of the receipt schedule may be different.

In general, the following requirements are imposed on the sales budget:

the budget must reflect at least monthly or quarterly sales volume in physical and value terms;

the budget is drawn up taking into account the demand for products, sales geography, customer categories, seasonal factors;

the budget includes the expected cash flow from sales, which will subsequently be included in the revenue side of the cash flow budget;

in the process of forecasting cash flows from sales, it is necessary to take into account relative payment ratios

The production budget is based on the sales budget. When building a production budget, it is necessary to adjust the sales volume for changes in the balance of unsold products during the period:

Production volume = Sales volume + Balances at the end of the period - Balances at the beginning of the period.

3. Budgeting at the enterprise. Types of budgets.

Budgeting is the process of developing planned budgets (estimates) that combine the plans of the management of enterprises (corporations), and primarily production and marketing plans.

The purpose of budgeting is to provide the production and commercial process with the necessary financial resources, both in total and by structural divisions.

In the general budget system, there are main (consolidated) and local budgets.

A master budget is a financial, quantifiable expression of marketing and production plans necessary to achieve the set goals.

Local budgets serve as the initial information base for drawing up the main budget. The main reason why businesses lose a significant portion of their income without drawing up a basic budget is the lack of reliable information about their customers and the sales market.

The budgeting process is continuous or sliding in nature. Based on the planned financial indicators established for the year, in the process of current financial planning (before the onset of the planning period), a system of quarterly budgets is developed. Within the quarterly budgets, monthly budgets are prepared. Rolling budgeting guarantees the continuity of the system of operational planning of the financial activities of the enterprise.

Budgets are divided into operational and financial.

Operating budgets include: sales budget; production budget; inventory budget; budget for materials and energy costs; budget for labor costs; depreciation budget; overhead budget; business expenses budget; management budget; budget of income and expenses (forecast of the profit and loss statement). Financial budgets:

cash flow budget; budget according to the balance sheet (forecast balance of assets and liabilities); budget for the formation of current assets and sources of their financing; capital (investment) budget.

Budgets can also be classified according to the following criteria:

* according to the frequency of compilation - periodic and constant (stable); * according to the method of calculating indicators - based on data from past periods and developed “from scratch”; * taking into account the impact of changes - fixed, changeable and multivariate.

15. The operating budget of the enterprise includes:
a) investment budget
(*answer to test*) b) budget for direct labor costs
c) cash flow budget

Composition of operating budgets

The forecast cash flow statement is developed directly based on:
(*answer to test*) a) forecast income statement
b) capital budget
c) general overhead budget
d) long-term sales forecast

17. The financial indicators of the business plan must be balanced:
a) with profitability indicators
b) with capital intensity indicators
(*answer to test*) c) with indicators of production and sales of products

18. The profit and loss account reflects:
(*answer to the test*) a) profit (loss) both for the main and other types of activities,
b) profit (loss) from sales of products,
c) the organization’s profit before tax,
d) profit from the main activities of the organization and net profit.

19. Increase in balances of finished products at the end of the period with a constant volume of output:
a) does not affect the volume of product sales,
b) increases the volume of product sales during the reporting period,
(*answer to test*) c) reduces the volume of product sales during the reporting period.

20. Variable expenses include:
a) rent,
b) interest on the loan,
(*answer to test*) c) costs of raw materials and supplies.

21. Aggregate fixed costs organization - 3000 thousand rubles, production volume - 500 units. products. With a production volume of 400 units. products fixed costs will be:
a) 2000 thousand rubles. in total,
b) 3000 thousand rubles. in total,
c) 7.5 thousand rubles. per unit,
(*answer to the test*) d) the second and third answers are correct,
e) not one answer is correct.

22. The connection between the financial budget and the operating budget is carried out through
(*answer to test*) a) profit and loss forecasts
b) sales budget
c) cost budget
d) capital budget

23. Work on financial budgets ends with the preparation...
Finish the sentence.
(*answer to test*) a) forecast balance
b) cash flow budget
c) budget of income and expenses
d) sales budget

24.Insert the missing word: The frequency with which a given budget is formed within the planning horizon is called ... planning.
a) for a period
b) stage
c) stage
(*answer to test*) d) step

25. A profit and loss plan should be developed before development begins.
(*answer to test*) a) cash budget and forecast balance
b) administrative budget
c) commercial cost budget
d) overhead budget

Production costs. Cost budget

Production costs– these are materialized costs, they are included in the cost of production. They include: direct material costs, direct labor costs, and general production costs.

Direct material costs

These costs are reflected in inventories of materials, work in progress, and finished products (goods) in the organization’s warehouse. They are incoming, subject to inventory, and are assets of the organization that should bring benefits in future reporting periods. In management accounting they are called “inventory-intensive”.

Direct material costs– these are the costs of raw materials and basic materials, their cost is directly transferred to certain types of products. They are variables, their value changes in direct proportion to the volume of production.

If the cost of materials cannot be directly attributed to a specific type of product, then these materials are accounted for as auxiliary materials, classified as indirect material costs and included in general production costs. Each organization, based on its specifics production process independently decides which materials to classify as basic and which to include as auxiliary.

Direct labor costs

Direct labor costs include all labor costs work force directly involved in the manufacture of products. These include wages for machine operators and key workers. Direct labor costs are variable; their value changes in direct proportion to production volume.

Labor costs for shop management personnel (foremen, managers, technologists), support personnel cannot be directly attributed to a specific type of product, therefore they are indirect (indirect), therefore they are considered as general production costs.

Operating budget

The division of labor costs into direct and indirect depends on the specific situation. For example, additional wages for key workers, payment for overtime work usually refers to indirect costs.

General production expenses.

General production costs arise in production units - sections, workshops, production facilities, and processing areas. They are closely related directly to production. These include general workshop costs for organization, maintenance and production management.

General production expenses are divided into the following groups:

1) costs of maintaining and operating equipment:

— depreciation of equipment and Vehicle;

— routine maintenance and repair of equipment;

— energy costs for equipment;

— services of auxiliary production for maintenance of equipment and workplaces;

— wages and social contributions for workers servicing equipment;

— expenses for in-plant transportation of materials, semi-finished products, finished products;

— wear of the MBP; other expenses associated with the use of equipment;

2) general shop management costs (expenses for production management; costs associated with the preparation and organization of production; maintenance of the production department management apparatus; depreciation of buildings, structures, production equipment; maintenance and repair of buildings, structures, equipment; maintenance costs normal conditions work; costs of career guidance and training).

Their main features are:

· complex nature (reflect all economic elements of costs);

· are planned and taken into account at the places of their occurrence;

· controlled by the budget-estimate method;

· distributed indirectly between types of finished products and work in progress;

· these expenses are first distributed among production departments according to the decision of the accountant. The indicator that most closely matches the overhead costs of each production unit is selected as the distribution base. The distribution base remains unchanged over a long period of time.

In practice, the following is taken as the distribution base:

a) working time of production workers (man-hours) - reflects the costs of direct labor;

b) wages of production workers, if it takes more specific gravity in general production expenses;

c) machine hours, if processing time takes up a large proportion;

d) direct costs, if the cost of basic materials and the basic wages of production workers makes up a large share;

e) cost of basic materials;

f) the volume of products produced in physical or value terms, if the division produces one type of product, without taking into account the labor intensity of products produced by different divisions;

g) standard rates, calculated for the enterprise as a whole, or for each division separately (used in cases where the divisions spend the same time on all work).

General production costs can be either conditionally variable or constant.

Conventionally, variable general production costs are:

· expenditures of energy resources necessary to drive production equipment, machines, and mechanisms;

· expenses for routine maintenance of equipment and workplaces;

The size of these costs largely depends on the volume of production.

Other manufacturing overhead costs are fixed. These include: rent, insurance premiums, depreciation charges, etc.

Direct labor costs and general production costs form a group of added costs: DOBZ = PRT + GEN

Independent work on the topic

Prepare a written message according to your option ( option - the first letter of the surname):

O.V. Grishchenko
Management Accounting
Lecture notes. Taganrog: TTI SFU, 2007.

5.2. Organization's budget system

The main budget of the organization consists of operating and financial budgets .

In the operating budgetThe economic activity of an organization is reflected through a system of special technical and economic indicators that characterize individual aspects and stages of production and economic activity.

The ultimate purpose of an operating budget is to create a consolidated profit and loss plan. When forming it, budgets are used:

Production;

Procurement and use of inventories;

Labor costs;

General production expenses;

Administrative and management expenses;

Business expenses.

Developing an operating budget usually begins with drawing up a sales plan. This is due to the fact that all other products largely depend on the size and cost of sales. economic indicators organization: production volume, cost, profit, etc.

Sales budget- this is the plan for product range and the sales volume of each product item, which is Starting point to develop all subsequent operating budgets.

This budget is the basis for drawing up all other budgets. So, on its basis a cash budget is drawn up, since it directly depends on cash receipts for sold products. The organization's cost estimate also depends on the income received and production volumes. Therefore, the sales budget must be carefully thought out and prepared, since if it is not prepared accurately, all other estimates and financial results of the organization will obviously contain incorrect and unreliable information.

To prepare this budget, various methods are used to estimate the demand for the products manufactured by the organization, for example, expert assessments of sales department specialists, static forecasts based on demand for past comparable periods; econometric models and techniques on the basis of which methods for forecasting sales volumes are determined. The potential sales volume in the organization can be determined on the basis of orders received for the next budget period or on the basis of forecasts of sales volumes of the marketing service.

Thus, the sales budget is formed “from top to bottom” based on strategic planning(for example, based on market capacity, market share), and “bottom-up”, taking into account individual customers or products. In many cases, sales volume is limited by available production capacity.

After establishing the planned sales volume, a production budget, on the basis of which budgets are drawn up for the purchase and use of materials, labor and overhead costs.

Planning of production volumes includes the determination of commodity output and gross output.

The volume of production and the volume of gross output are determined by the following formulas:

Q = Qpr + OgpK - OgpN

where Q is production volume; Qpr - sales volume; OGpK – balances at the end of the period; OgpN – balances at the beginning of the period.

BB = TV + NZPK - NZPN,

where ВВ is gross output; TV - commercial release; NZPK - work in progress at the end of the period; WIP - work in progress at the beginning of the period.

Based on the planned value of gross output, the need for basic materials and labor costs is calculated. This calculation is based on the cost standards of basic materials and labor for the production of a unit of product.

To compile procurement budget it is necessary to additionally calculate the organization's need for auxiliary materials. The calculation is carried out on the basis of an analysis of internal production statistics of past periods in order to determine the accrual rate that characterizes the ratio of the consumption of auxiliary material with the indicator of the volume of activity or a separate item of direct costs in physical terms.

The need for auxiliary materials for storage, shipment and marketing of products can be calculated based on the calculation of accrual rates. Indicators of the physical volume of sales are used as the accrual base.

Then the organization’s total need for materials is calculated by summing up the planned values ​​of material consumption for main and auxiliary purposes and a draft procurement budget is drawn up, taking into account the initial balance of materials in the warehouse and the target final balance of materials:

To obtain the procurement budget in value terms, you need to multiply the quantity of purchased materials by the planned purchase prices.

The next step is to determine the cost of writing off materials in economic activity and direct material budgeting and direct cost budgeting.

Calculation of the planned cost is carried out on the basis of the methods adopted in the organization for writing off materials for production: at the weighted average cost; FIFO, at the cost of a unit of materials.

Based on the obtained value of the cost of write-off for production and the need for basic materials, the budget of direct material costs is calculated .

Direct Cost Budget is compiled by combining the budgets of direct material costs and direct labor costs.

This budget presents the labor costs in hours required to produce the planned volume of output and the planned estimated costs for paying production labor.

In addition to drawing up a budget for direct costs, it is necessary to draw up overhead budget. The main methods for planning overhead costs are:

calculation based on the calculation of the planned accrual rate (auxiliary materials);

technological rationing (heating and lighting costs production premises, calculated based on the standards of illumination and area of ​​production premises);

budget planning (for example, the wage fund for general production workers);

calculation methods (for example, depreciation of industrial premises).

Budgets for direct costs and overhead costs are formed production cost budget.

Compilation variable business expenses budget is made on the basis of determining the planned accrual rate for individual sales volume indicators. As accrual bases, indicators of those aspects of sales activities that determine the occurrence of a given item of commercial expenses are usually selected.

Then it is compiled fixed expenses budget, the basis for its preparation is budget planning in the context of organizational units that control relevant expenses.

Based on the planned costs, the cost of selling products is determined, which, together with the calculated cost of production, makes it possible to determine the final financial results and draw up a draft profit and loss statement.

Operating budget (plan) of profits and losses at most general view includes the following indicators:

1. Sales revenue.

2. Cost of sales.

3. Gross profit (item 1 – item 2).

4. Selling expenses.

5.2 Operating budget and its components

Management expenses.

6. Profit (loss) from sales (clause 2 – clause 4 – clause 5).

Important integral part the main (consolidated) budget of the organization is financial budget(plan). In its most general form, it represents the balance of income and expenses of an organization. In him quantitative estimates income and expenses given in the operating budget are transformed into cash. Its main purpose is to reflect the expected sources of income financial resources and directions of their use.

Using a financial budget (plan), you can obtain information about indicators such as:

Sales volume and total profit;

Cost of sales;

Percentage ratio of income and expenses;

Total investment volume;

Use of own and borrowed funds;

Payback period of investments, etc.

The financial budget includes investment and cash budgets, as well as a forecast balance sheet (statement of financial position).

INinvestment budget (capital costs) sources of investment resources and directions of proposed capital investments are determined. When drawing up a draft investment budget, organizations proceed from plans for updating the equipment fleet and possible capital construction. Expenses for similar investment projects are determined on the basis of estimates, taking into account the actual implementation of the funding schedule at the beginning of the budget period.

After drawing up the investment budget, the organization can draw up cash flow budget (cash flow forecast), which forecasts the inflow and outflow of funds. A cash budget is a plan for the receipt of funds and payments for a future period. With its help, final balances in cash accounts necessary for drawing up a forecast balance sheet are predicted, and periods of excess or shortage of financial resources are also identified. Creating this type of budget is an important step in planning. The development of a cash budget or consolidated cash budget by an organization has one goal - to provide funds to cover all necessary expenses in this organization. For this purpose, virtually all previously prepared estimates are used. This budget is developed for a year, quarter, month, week and can even be calculated for a day. Because there is some degree of uncertainty, especially in the receipt of cash for products sold, this budget allows for some margin of error, so the budget is subject to frequent and significant adjustments. However, the cash estimate, in particular, annual or quarterly, helps to make a decision on attracting bank loans in case of a shortage of funds or on investments in case of exceeding the current needs of the organization. The following is taken into account:

whether the organization trades or not;

Based on historical data, were there any bad debts that should be taken into account in the budget when forecasting revenue for products sold;

repayment terms of received loans and payment of interest on them;

terms of payment of wages;

timing of settlements with suppliers for received inventory items.

The elements of a cash budget are:

cash receipts: from the sale of products, their assets, obtaining loans;

payments of funds for the purchase of materials, as wages, to pay off administrative and commercial expenses, to pay taxes and fees, interest expenses, and repayment of loans.

The last step in the process of preparing the main (consolidated) budget is the development forecast balance sheet (statement of financial position). It reflects the structure of the organization’s assets and liabilities and corresponds to reporting form No. 1.

Calculation of the expected balance sheet as of the end of the planning period allows us to assess the changes that will occur with the organization’s property and its source as a result of business transactions of the planning period.

Drawing up a detailed consolidated budget is a serious help for the owners of the organization in ensuring control over the effectiveness of the use of funds invested in it. The consolidated budget is also important for the immediate managers of the organization. It allows you to clearly define the goals and objectives facing them for the planned period and monitor the progress of the production program, the process of generating income and expenses, the status of settlements and payments.

Search Lectures

Topic 2.2 Financial and operating budgets. Their types and purpose

41. The determining factor when drawing up a cash flow budget is:

a) time of shipment of products to the buyer

b) time of actual receipt of funds+

c) time of acceptance of payment documents by the bank

42.The level of detail of supporting budgets depends on:

a) the amount of profit

b) the amount of cash flow

c) the presence of subsidiaries, branches, other relatively separate divisions(responsibility centers) +

e) degree of diversification of activities

43. The market value of a company can be assessed using the following data:

a) Cash flow budget

b) Budget of income and expenses

c) Budget balance sheet +

44. “Cash gap” is called:

a) temporary lack of funds+

b) temporary surplus of funds

c) temporarily available funds

45. What budget does the development of budgets for organizations operating in the “buyer’s market” (a market where supply exceeds demand) begin with:

a) sales budget+

b) production budget

c) budget of income and expenses

46. ​​What budget does the development of budgets for organizations operating in a “sellers’ market” (a market where demand exceeds supply) begin with:

a) sales budget

b) production budget+

c) budget of income and expenses

47. Operating budgets include:

a) sales budget, commercial expenses budget, production budget+

b) production budget, balance sheet budget, material costs budget

c) management expenses budget, cash flow budget, sales budget

48. Repayment of short-term loans to a bank refers to:

a) Outflow from financial activities

b) Inflow from investment activities

c) Outflow from operational activities+

49. When using the accelerated depreciation method:

a) profit increases

b) cash flow from operating activities increases+

c) deferred tax liabilities appear+

5. USE OF ACCOUNTING INFORMATION IN PLANNING AND CONTROL PROCEDURES

The investment activities of the enterprise include

a) paying off interest on a loan

b) purchase of equipment +

c) payment to suppliers for delivered products

51. Proceeds from the sale of fixed assets are:

a) Cash inflow from investment activities +

b) cash outflow from financing activities

c) cash inflow from operating activities

52. A change in the first section of the balance sheet (non-current assets) is reflected in the cash flow from:

a) main activity

b) financial activities,

c) investment activities+

d) lending activities

53. The supporting budgets for the BDDS are:

a) planned balance

b) calendar plan tax payments +

c) calendar plan for interest repayment+

54.Net cash flow is:

a) the difference between cash inflows and outflows+

b) the amount of cash receipts from customers for the period

c) the difference between revenue and costs

55. The cash circulation cycle can be reduced due to:

a) reducing the inventory circulation period+

b) reducing the repayment period for accounts payable

c) increasing the collection period for receivables

56. The quantity of goods that needs to be produced is calculated using the following formula:

a) Inventory balances at the beginning of the period + inventory balances at the end of the period - sales volume

b) Sales volume - Inventory balances at the beginning of the period + inventory balances at the end

c) Sales volume + Inventory balances at the beginning of the period - Inventory balances at the end +

57. The cash flow budget is intended to manage:

A) financial results activities

b) solvency+

c) the value of the company

58. The receipt of a loan by an organization will be reflected in the budget section:

a) cash flows “inflows” from operating activities

b) cash flow “inflows” from financial activities +

c) in the budget of income and expenses, section other income

59. The cash flow budget refers to:

a) main budgets +

b) operating budgets

c) auxiliary budgets

60. Methods for forecasting sales volume include:

a) trend method

b) cost-volume-profit method+

c) seasonal component method

d) comparison method

Topic 2.3 Budget consolidation. Budget regulations.

61. Budget regulations are:

a) the procedure for developing, drawing up, and approving budgets +

b) the duration of the adopted budget

c) period of adoption of budgets

62. A budget year is:

a) the period during which the budget is valid +

b) the period during which the budget is approved

c) the period during which the budget is drawn up

63. Intragroup transactions are:

a) sales within the holding +

b) loans from the parent company of the holding to its subsidiaries

c) payment of wages to employees

64. Flexible budget:

a) takes into account different levels of sales and operating activities, changes in external and internal factors +

b) takes into account various possibilities of cash receipts

c) takes into account various volumes of sales and operating activities, based on standard costs

65. Budget regulations include the following elements:

a) regulations on budget planning +

b) regulations on staff leave

c) regulations on staff motivation

66. Negative free cash flow indicates

a) about ineffective business management

b) low balance sheet liquidity

c) unbalanced growth (excess of investments over revenue)

d) insufficient net profit to finance operating activities and the need to attract borrowed capital +

67. Sales within the holding:

a) are subtracted from the division’s revenue +

b) added to the division's revenue

c) are not taken into account when calculating the division’s revenue

68. The consolidated budget is:

a) a budget that sums up, item by item, the results of the budgets of various divisions of the group +

b) a set of operating, investment and financial budgets

69. The consolidation process concentrates:

a) in the parent company of the holding +

b) in subsidiaries holding

70. The consolidation process is impossible if:

a) there is no planning department

b) there are no unified budget forms in the holding’s divisions

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Figure 1. Diagram of the general budget of a trade organization.

The development of an operating budget begins with the determination of a sales plan, that is, the formation of a sales budget. This is the most critical moment of planning, involving market research, determining the dynamics of demand, taking into account seasonal fluctuations and other factors.

Once the possible volume of sales of goods becomes clear to the management of the organization, taking into account the available stocks at the beginning of the available stocks at the beginning of the planning period and the budget for the stock of goods at the end of the period, a budget for the purchase of goods is developed. The budgets for the cost of goods, marketing costs, and commercial costs depend on the expected volumes of purchases.

The ultimate goal of an operating budget is to develop a profit and loss plan.

A financial budget is a plan that reflects the expected sources of financial resources and the directions for their use. The financial budget includes the capital expenditure and cash budgets of the organization and the forecast balance sheet and statement of financial position prepared on their basis together with the forecast profit and loss statement.

Budgets are also divided into static and dynamic.
A static budget is a budget designed for a specific level of business activity of an organization. In other words, in a static budget, income and expenses are planned based on only one level of implementation. All budgets included in the general budget are static, since the income and expenses of the enterprise are predicted in the components of the general budget, based on a certain planned level of implementation.

When comparing the static budget with the actual results achieved, the real level of the organization’s activity is not taken into account, that is, all actual results are compared with the predicted ones, regardless of the volume of sales achieved.

A flexible budget is a budget that is drawn up not for a specific level of business activity, but for a certain range of it, that is, several alternative options for sales volume are provided. For each possible level of implementation, the corresponding cost amount is determined here. Thus, a flexible budget takes into account changes in costs depending on changes in the level of implementation; it represents a dynamic basis for comparing achieved results with planned indicators.

The basis for drawing up a flexible budget is the division of costs into variable and fixed. If in a static budget costs are planned, then in a flexible budget they are calculated.

The budget must present information in an accessible and clear manner so that its contents are understandable to the user. Too much information makes it difficult to understand the meaning and accuracy of data.

Insufficient information may lead to a lack of understanding of the basic limitations and relationships of the data adopted in the document. The budget cannot contain both income and expenses at the same time; there is no need for them to be balanced. When preparing a budget, you need to start with a clearly defined title or heading and an indication of the time period for which it is being prepared.
The process of drawing up budgets is of great importance in the system of planning and monitoring the activities of an enterprise.

Budgeting as part management accounting .

Management accounting is a system of internal operational management, the main purpose of which is to provide enterprise managers with all the information they need to make optimal decisions. management decisions. Accounting or financial accounting does not provide information on the strategy and tactics of internal enterprise management. Managers at all levels require a significant amount of operational information, which, due to its specifics, financial accounting cannot provide. In addition, financial accounting prepares information for internal and external users on the basis of uniform rules of reference.

The main objectives of management accounting are the organization information processes and formation of databases for:

In management accounting, information about cash flows allows the decision maker to control and regulate direct and indirect cash flows and determine the structure of the use of funds. Of no small importance for the manager is the identification information (establishment on the basis of a definite documentary fact) not only of the areas and directions of spending funds, but also of maintaining a summary account of the movement of funds by persons authorizing and producing monetary transactions. The state of cash flows generally reflects the state of the organization’s finances as a whole.

Based on this, one of the important aspects of cash flow management accounting is to obtain an answer to the question of whether current operating activities are capable of generating cash. This is determined by calculating net cash flow, defined as all cash receipts minus all expenses or the cash balance at the end of the reporting period minus the cash balance at the beginning of the reporting period.

When making management decisions, it is necessary to pay attention to the fact that even if the net cash flow for the organization as a whole is positive, this does not guarantee complete well-being. In any case, it is necessary to analyze the cash flows arising from operating activities (i.e., from selling products, performing work, providing services, leasing property and other activities aimed at making a profit). It is advisable to carry out such an analysis not only for the enterprise as a whole, but also for its individual structural divisions and types of activities (types of products).

When regulating cash flows, it is necessary to include time characteristics in the analysis, i.e., take into account deferred payments, not only analyze the current cash flow, but forecast them for the required period (future periods). Such an adjustment is not provided for in the well-known formulas for calculating cash flows and PBU rules, but it is necessary as one of the elements of management accounting.

It follows that the management apparatus must own a set of standard algorithms (or those specified and specified in documents on the organization’s accounting policies) for managing cash flows. Considering the specific nature of the need for funds, their influx, nature, completely different requirements for the formation arise in management accounting. information base cash flow movements. These are, first of all, time intervals for both measurement and construction of calculated coefficients that characterize, from a management perspective, a certain state of cash flows related to certain production and economic processes.

As a rule, the amount of money needed to conduct production and economic activities depends not only on the specifics of production (resource intensity, duration of the production cycle, duration of the sales cycle, etc.), but also, to no less extent, depends on knowledge managerial personnel of the subject area, as well as the ability to wisely manage them.

In order for money management to be effective, when planning cash income and expenses and when analyzing the use of funds, it is necessary to take into account current assets that can be converted into cash in short term. These include material assets and short-term financial investments.

However, the possibility of converting these assets into cash has an element of uncertainty. If the total accounting of these funds is the subject financial accounting, then such concepts as liquidity, their value from the standpoint of repeated circulation or exchange, are the object of management accounting.

In practice, when building a management accounting system, attention is paid to Special attention allocation of responsibility centers.

As a rule, in economic literature the center of responsibility is understood as structural subdivision an organization headed by a manager who controls, to a certain extent for a given division, the costs, income and funds invested in this segment of the business. In our opinion, the center of responsibility can also be understood as structural units created on the basis of departments of the management apparatus, which monitor and regulate financial flows, as well as determine the directions for spending cash flows.

In management accounting, there are four types of responsibility centers:

Cost center characterized by the least responsibility of the manager, who bears minimal responsibility for the results obtained, and is responsible only for the costs incurred.

The costs taken into account and planned for the cost center are direct, and their accounting represents a horizontal cost structure, which allows for effective control over their feasibility and formation.

Such an approach to identifying cost centers will allow organizing management accounting of the main areas of cash outflow of a given department and will make it possible to adequately plan expected outflows when drawing up a cash budget both for cost centers and for the enterprise as a whole.

Revenue Center- this is a responsibility center whose manager is responsible for generating income, but is not responsible for costs.

For income centers, it is most important to highlight the ability to generate cash inflows as one of the main indicators for assessing operational efficiency. Such an approach will provide the opportunity to more reliably plan expected cash receipts and use the data obtained when developing a cash budget.

Profit center- this is a segment whose manager is responsible simultaneously for both the income and costs of his division. When identifying profit centers in the structure of an enterprise, it becomes possible to develop a cash flow budget in the context of inflows and outflows for a specific division. This will provide the opportunity to use, along with the profitability indicator, the indicator of the provision of own funds, which allows us to assess the level of self-financing of this division.

Investment Center- segments of an organization whose managers not only control the costs and income of their divisions, but also monitor the effectiveness of the use of funds invested in them. The investment of funds of this division is ensured by both the cash flow budget and the capital investment plan. The correspondence of these budgets to each other is the key to maintaining the financial stability of both this division and the enterprise as a whole.

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