What can be cooked from squid: quick and tasty

Mislavsky A.V. Head of Accounting Systems Design Department, Management Technologies and Accounting Systems Design Department, AKG RBS CJSC
Double entry No. 10 - 04.10.2005

The formation of the financial structure of the enterprise, namely the allocation of centers of financial responsibility (CFR), is the first step towards the creation of a budgeting system. Each division of the company contributes to the final financial result of the company (in the form of attracting income or making expenses) and should be responsible for its actions: to plan, to report on the results. It is on the delegation of responsibility that the budgeting process is built.

The advantages of switching to management in the CFD are obvious. By dividing responsibility between the departments, we determine who is really responsible for what at the enterprise, we get the opportunity to evaluate the results and quickly coordinate the actions of the departments, create a competent system of motivating employees to complete the assigned tasks. The attention of the head of the department is focused on the performance indicators of the center entrusted to him, the efficiency and validity of management decisions are increased. On the contrary, top management frees up time to carry out strategic tasks.

There are different centers

If we proceed from the understanding of budgeting as a management technology, and budgets as a management tool, the enterprise in this case will be the object of management.

A commercial enterprise as an object of management in the very simple version can be considered as a set of current activities (creation and sale of products, works or services) and investment. Current activities are inherent in costs (purchase of raw materials or finished products, production, sales costs) and income (revenue) from the sale of products, works or services. The difference between current income and expenses is defined as profit (or loss) from current activities.

Responsibility for income in a commercial company usually rests with the sales unit (sales department or trading house). The costs are borne by all departments, but to a greater extent by the supply (purchasing) department, production departments, warehouses. In most cases, profit is determined for the entire enterprise, and decisions on its use are made by the company's management.

Thus, the activity of an enterprise as an object of management can be decomposed into separate processes: procurement, production, sales, investment. Accordingly, the structural units that manage these processes can be viewed as centers of responsibility for their implementation.

Based on the above functions, we define four main (1) types of the center of responsibility:

• center of income;
• cost center;
• profit center;
• investment center.

In practice, there are many more types of responsibility centers (for example, profit margin centers responsible for profit margins, or venture centers responsible for a company's innovative activities).

Let's consider the main types of CFD in more detail

Revenue Center - structural subdivision responsible for the sales activities of the company. Its effectiveness is determined by maximizing the company's income within the resources allocated for these purposes. The question may arise, is the department responsible for sales the center of the cost of selling products (promotions, salaries of sales managers, etc.)? Of course, it is possible to define the sales unit as a cost center, but given their insignificant share in comparison with the amount of income (which is the income of the entire enterprise), we will still refer to it as the center of income. Budget management tools for of this type Central Federal District are represented by the Sales Budget and the Estimated Sales Costs (the purpose, structure of these documents and the procedure for working with them will be discussed in the following publications).

A cost center is a structural unit responsible for performing a certain amount of work (production task) within the resources allocated for these purposes. This type of CFD includes, as a rule, most of the company's divisions. First of all, production (workshops of the main and auxiliary production, service divisions). At the same time, the cost center may also have revenues (for example, revenue from the sale of services by the transport department to the outside), but if their value is insignificant, and the provision of these services is not the main business of the company, the CFD is defined as a cost center. The budget management tools for this type of CFD are the Production budget ( manufacturing program) and Cost Budget (or Cost Estimate). As a kind of cost centers, procurement centers and administrative cost centers can be distinguished.

• The procurement center is a kind of cost center; it is responsible for the timely and full supply of the enterprise with the necessary material resources within the limits allocated for these purposes. Such centers of responsibility include, for example, procurement departments. The budget management tools for this type of CFD are the Procurement Budget (may include transportation costs) and Cost Estimate.
• An administrative cost center is a kind of cost center, it is responsible for the quality execution of management functions. This type includes the company's management apparatus, in most cases without dividing it into structural components (management, departments). The budget management tool for this type of CFD is the Estimated administrative costs.

The profit center is a structural unit (or the company as a whole) responsible for the financial result from current activities. In most cases, the management of the company is responsible for the current profit (or loss). In some cases, the company may have profit centers responsible for the financial result of a certain type of activity. A profit center can contain downstream revenue centers and cost centers. The budgetary management tool for this type of CFD (not counting the Budgets of sales, purchases, costs) is the Budget of Income and Expenditure (BDR).

Investment Center - a structural unit (or a company as a whole) responsible for efficiency investment activities... A traditional misconception is to designate as the center of investment a unit that plans and controls investment activities (for example, investment management). The fact is that the final investment decisions are made by the company's management and bears full responsibility for them. The budgetary management tool for this type of CFD is the Investment Budget, as well as the Forecast Balance (or Balance Sheet Budget). Enterprise-wide, as a rule, the center of investment coincides with the center of profit and, in this case, the center of responsibility is defined as the center of profit and investment.

Thus, the type of CFD determines the rights and responsibility of the structural unit for the financial indicators assigned to it, which are an integral part of the financial result of the company as a whole.

The set of interconnected and subordinate centers of responsibility represents the financial structure of the company, which is based on the organizational and functional structure, but does not always coincide with it. Several divisions of the company can be defined as one CFD (for example, the services of the management apparatus can be defined as a cost center headed by the head of the company), at the same time, several CFDs can be allocated within one structural unit (for example, within a trading house the center of income of wholesale trade and the center of income of foreign economic activity can be distinguished separately). When identifying the center of financial responsibility, it is necessary to take into account the possibility of a clear definition of the list of products, works or services provided to external clients or internal structural divisions. The financial responsibility center is characterized by financial independence, that is, its head must be able to determine and manage the financial result of the CFD. The activities of the responsibility center are planned and monitored through a system of key indicators.

"Key" digression

The purpose of this article is not a complete description of the system of key performance indicators of the Central Federal District, therefore, we will only briefly define them.

Key indicators for the revenue center are sales, cash flows, state accounts receivable, the amount of costs associated with the sale of products for their own maintenance, etc.

The key indicators of the cost center are the volume of work performed (production tasks), quality indicators for product output, the amount and structure of production costs and its cost, indicators of the efficiency of the use of means of production and labor resources, etc.

The activities of the profit center are assessed by all of the above indicators, as well as by indicators of financial and economic efficiency of current activities: profitability, structure working capital, return on assets, etc.

Indicators of the center of profit and investment, in addition to those indicated, include indicators of the effectiveness of investment activities (payback period, ROI) and the financial condition of the enterprise as a whole (such as the coefficients of financial independence and stability, etc.).

The system of key performance indicators of the Central Federal District serves as the basis for building a budget model. Some of them can be directly included in budget forms (for example, a task for revenue), some are not directly related to budget indicators (for example, profitability). When using top-down budgeting, performance indicators also serve as the basis for the formation of budget assignments. In any case, when determining key performance indicators, it should be borne in mind that they must have a numerical value, be unambiguous and contained in accounting systems.

Step by step

Returning to the topic of financial responsibility centers, let us define the main stages of the formation of the financial structure.

First, it is necessary to determine the center of investment, that is, the unit responsible for the efficiency of using the profit obtained in the framework of current activities. In practice, in most cases, the center of investment is the enterprise itself as a whole, since only its management determines the investment policy, structure and amount of fixed assets and controls the financial condition of the company as a whole. Responsibility for the activities of the enterprise also includes the control of current activities, therefore, most often this center is defined as a center of profit and investment.

The profit and investment center includes dedicated revenue centers and cost centers. If there are structural divisions responsible for the financial result for certain types of business (for example, manufacturing enterprises that are part of the holding, having separate sales markets, their own suppliers, independently determining the pricing policy, but not making decisions on investing the profit obtained as a result of current activities), along with income centers and cost centers, they form profit centers. Profit centers can be formed not only on the basis of a separate structural unit, but also as part of several structural units of various divisions of the company, which are within the same technological or product chain. Further, in the composition of such a profit center, its own, subordinate centers of income and cost centers are allocated. Subsequent allocation of centers depends on the complexity of the organizational structure and the need to delegate authority (for example, lower cost centers in the cost center can be allocated as part of a cost center). An example of such a structure is shown in Fig. 1.

Rice. 1 Complex structure of the Central Federal District

Thus, a hierarchy of financial responsibility centers is built, which determines the financial structure of the company. The formed set of responsibility centers and their hierarchy is fixed by an internal regulatory document - "Regulations on the financial structure of the company", which includes a description of the types of CFDs, their composition and hierarchy, the powers of managers, the procedure for calculating (planning and accounting) financial performance based on the application of the system key indicators. This document is developed by the CFO (or a unit reporting to him) and approved director general(president) of the company. Heads of structural divisions are empowered to make proposals for changes and additions to this document.

Summing up, it can be noted that we have considered only one of several components of budget management technology - management by financial responsibility centers. Other important components are: the system of key performance indicators of the Central Federal District, the budget model (composition and relationship of indicators of budget forms), budget regulations, the methodology of plan-fact and factor analysis of budget execution, and others. We will tell you about them in detail in the next issues of the magazine.

One of the differences between budgeting as a management technology is the ability to see the financial condition of an enterprise or firm in the context of its individual types of business. In essence, the choice of the financial structure is the choice of the budgeting object. Subsequently, it depends on it: what types of budgets will be used; what formats and budgeting technologies are advisable to use. With all the variety of classification options, there are three main groups of structural units - budgeting objects.

Everything related to management accounting as a tool for making financial calculations and forecasts is easily implemented with the skills of production planning, technological regulation, etc. In this sense, the process of developing a master budget for an enterprise is not much different from drawing up the usual technical and financial plan. One of the differences between budgeting as a management technology is the ability to see the financial condition of an enterprise or firm in the context of its individual types of business... In this context, the whole point.

If for accounting and accounting(especially in Russia) the object of activity is entity(the enterprise as a whole) or a separate unit that is forced to directly and directly communicate with tax authorities, then business is the object for management accounting. Within the framework of one legal entity or a separate division of such businesses, there can be many, good and not so, interconnected and not so much. That is why the problem of forming the financial structure of an enterprise or a firm is one of the central ones in the formulation of budgeting.

In essence, the choice of a financial structure is selection of a budgeting object... Subsequently depends on it:

• what types of budgets will be used;
• what formats and budgeting technologies are advisable to use;
• what should be the procedure for consolidating the budgets of structural units and the budgeting system;
• what will be the procedure for preparing (regulations) reports on the execution of budgets and their subsequent adjustments.

Financial structure of the company is a set of businesses and (or) other areas of financial responsibility (for income and expenses, only for expenses, for certain financial indicators, etc.), distributed among the structural divisions of an enterprise or firm, acting as objects of budgeting and management accounting.

As a rule, it is customary in a financial structure to distinguish various kinds of accounting centers: profit centers, loss centers, income and expense centers, cost centers, venture centers, investment centers, etc.

With all the variety of classification options, one can single out three main groups of structural divisions- budgeting objects that differ in technology and organization of the budget process (all other types of structural units can ultimately be attributed to one of these three groups):

• financial responsibility centers(Central Federal District);
• financial accounting centers(ZFU);
• cost centers(Cost center).

In addition to the purely technological differences regarding the actual budgeting for the Central Federal District, the Central Federal District and the cost center, the specifics of consolidation (drawing up consolidated budgets), there is another aspect. As a rule, the allocation of CFD is more typical for companies with a divisional organizational structure of management or holdings, and CFD and cost centers are peculiar linear functional organizational structures of management. Although there is no hard division here and cannot be.

Criteria for the selection of structural units in the Central Federal District:

1. Regional and (or) grocery and (or) segmental isolation (completeness) of the economic activities of structural divisions (branch, manufacturing workshop, store, etc.).
2. Production volumes (over 1 million rubles, 1 million dollars, over 1000 pieces of products, etc.)
3. The ability or readiness of a structural unit to operate independently in the market (to ensure the movement of its products or services to the end consumer).
4. The ability to take full responsibility for income, expenses and costs, for cash flows from the sale of their products and from the provision of services.

It is assumed that the Central Federal District are responsible for all financial results, and for profits (income), and for losses (expenses). They usually have complete budget scheme, that is, they constitute all types of basic budgets adopted in the organization. DFS can be responsible only for some financial indicators, for revenues and part of costs (for example, sales service). The cost center is responsible only for costs (for example, accounting, which, of course, does not earn anything, but only spends), and not just for some of them, but for the so-called regulated costs, the savings of which the cost center management can control and provide (develop related activities).

Some examples of CFD, CFI and cost center

Central Federal District:

• subsidiaries of holdings;
• separate subdivisions, representative offices and branches of large companies;
• large manufacturing (assembly) shops of industrial associations;
• production departments of companies with a divisional organizational structure of management;
• auxiliary workshops of production associations;
• regionally and (or) technologically separate types of activities (businesses) of diversified companies.

TsFU:

• main industries (workshops) participating in single technological chains (redistributions), at enterprises with a sequential or continuous technological cycle;
• manufacturing (assembly) shops;
• sales services and divisions. Cost center:
• functional and headquarters services of enterprises and firms (accounting, economic planning services, personnel departments, other divisions of plant management and central offices of firms);
• main and auxiliary workshops.

At defining the financial structure enterprises or firms, as a rule, first a list of types of businesses is drawn up, the assortment of products, works and services sold is studied, the most important and significant ones are determined, and the distribution of businesses by market segment is analyzed.

As the Central Federal District, structural divisions can be distinguished (depending on the specifics of the organization), whose activities are separate (in technological, production and sales terms). Diversified commercial structures, for example, are often typical holding companies and consist of several legal entities - enterprises of various profiles. Such a firm usually includes one or more trading companies, a travel agency, a construction firm, an investment company, etc. Each such company will appear here as the Central Federal District.

At an enterprise or production association with a divisional organizational structure of management as the Central Federal District, that is, the object of budgeting, divisions and production departments are allocated. The situation is somewhat more complicated in a large production association with complex technological chains, for example, at an instrument-making plant. Here, as the Central Federal District, the manufacturing (assembly) shops, shipping, for example, finished products, and as a DFS - auxiliary (mechanical, procurement) workshops and production.

Another criterion could be structural unit size... Here it comes rather, that one or more structural subdivisions (one or more workshops or departments) act as CFD or CFU.

The procedure for analyzing the financial structure of the company and the allocation of CFD, CFD and cost centers

1. Compilation of a list of businesses (types of economic activities, main types of products, works and services sold):
   • analysis of the legal status of structural divisions (subsidiaries of a holding or quasi-holding, branches without the right of a legal entity, etc.);
   • checking the degree of technological, production, sales, regional and other isolation in the activities of structural divisions.
2. Determination of the type of organizational management structure of the company: divisional or linear-functional.
3. Distribution of businesses by structural divisions, identification of structural divisions that are not engaged in business (without sources of income).
4. Distribution of income, expenses and expenses by structural divisions, determination of regulated and unregulated costs.
5. Identification of structural units capable of being responsible for the movement Money.
6. Compilation of a list of CFD, CFI and cost centers.

In Russia important criterion the allocation of a structural unit of an enterprise or a firm in the Central Federal District, it can also be considered ability to operate independently in the market- to carry out marketing of their products and services, the ability to bring it to the end consumer and control the sales network.

When deciding whether to allocate a particular subdivision in the CFD or in the CFD, and before compiling a list of CFDs and CFDs for an enterprise or firm, it is necessary to distribute by structural subdivisions:

1. types of businesses;
2. income, expenses and costs.

If a structural unit cannot be responsible for revenues, as well as for cash receipts, but its functioning is necessary for the company as a whole and it incurs significant costs and expenses, then this is a cost center (for example, the office of the chief technologist). If a structural unit is responsible for revenues (sales department), but bears only limited costs and cannot be responsible for all costs, then it should be attributed to the CFI. If the structural unit does not have responsibility and the ability to influence neither income nor expenses, then it should be attached to some other cost center.

To select a structural unit as a Central Federal District, it is necessary to comply with as many criteria as possible.

Sooner or later, each company is faced with the need to streamline the system of operational financial planning. To make it workable, sometimes it is enough to create a detailed regulation. It is profitable to automate simple but time-consuming operations.

The problem of time and money

L'Etoile has an extensive branch structure. The central office is located in Moscow, from which branches located in more than 50 large cities... Historically, the accounting department of the corporate center was responsible for the execution of payments. It also kept registers of periodic payments, collected primary documents (invoices, invoices, etc.) from all branches. Accountants in branches independently managed settlement accounts and made payments on the basis of existing contracts, invoices, invoices.

With this approach, the company did not have the ability to quickly monitor the execution of payments. Often, payments were made not according to the urgency determined by the contractual terms, but upon receipt of documents. Therefore, payments that could be postponed were made ahead of time, while the primary ones, on the contrary, were delayed. A one-time payment of the branch turned into a problem - the consent of the central office was required to make it, for which it was necessary to conduct electronic correspondence. The center, in turn, for control purposes requested confirmation of the fact and date of payment from the branches, which means that again they had to waste time on correspondence and providing documents.

It was very difficult to plan financial flows. Several dozen branches received registers of upcoming payments in Excel spreadsheets. It took several days just to draw up a master plan. Since settlements with counterparties were carried out by the branches independently, it was not at all easy to separate intra-group transactions. In addition, the branches entered information about counterparties into the accounting systems at their own discretion, due to the lack of unification in the consolidated data, up to 20-30 identical counterparties appeared. This state of affairs created a threat to the company's solvency and worsened relationships with customers and suppliers.

To get rid of these problems, the management of the finance department decided to create a detailed planning procedure. The document strictly delineated the functions and areas of responsibility of all participants in the planning and management of payments. According to the regulations, responsibility for the formation of operational financial plans and the execution of payments was assigned to the Treasury, which is part of the financial department. Typical operational planning procedures were automated in the "Treasury" module of the "1C: Accounting 7.7" system.

Preparatory work

During the preparation of the regulation, the financial and management structure of the company 1 was described. This made it possible in the future to easily identify the initiators of payments and control the execution of applications. In addition, a uniform classification costs and payments.

Financial structure

In the financial structure, centers of financial responsibility (CFR) were allocated, which became the functional divisions (departments) of the company. Within the limits of their powers, they are responsible for income and expenses and are the owners of budgets. They also initiate payments. The management structure consists of financial accounting centers (CFU) - subdivisions allocated according to the places of origin of income and expenses. In the company "L'Etoile" these are shops. Thus, each business unit is a participant in both the financial and management structure.

Company information

First store "L'Etoile" opened in Moscow in September 1997. Today the business is represented by several dozen legal entities operating in almost all Russian regions. More than ten thousand names of perfumery and cosmetic products are sold under the L'Etoile and Sephora brands through 500 stores opened in 120 cities of Russia. December 2006 LLC Alkor and Co, which owns the brands, placed a bond issue in the amount of 1.5 billion rubles.

The ratio between CFD and CFU is matrix. For example, the IT department is responsible for all IT costs for any store in the company. From the point of view of the financial structure, these expenses belong to the IT department (as the Central Federal District - the owner of the budget for IT expenses), and from the point of view of financial accounting - to the store for the needs of which they were made.

Payment classification

It was decided to distribute all payments by cost items and categories. Consequently, a single cost item classifier was required for the entire company. It was based on the managerial chart of accounts. Articles are divided into three groups depending on the type of activity: operating, investment or finance. A fragment of the developed classifier for operating costs under the item “Selling expenses” is shown in Table. 1 on p. 22. In total, the classifier has about 100 articles.

Table 1 Fragment of the classifier of cost items

Depending on the nature, all payments of the company are divided into three categories.

Recurring payments. Single-type payments with a predetermined amount, for example, rent payments, operating costs. Previously concluded contracts serve as a source of information on recurring payments.

One-time payments. Payments that are random or the amount is determined based on actual costs in the current period, as well as advance payments for the goods. These include, for example, taxes, fees for staff training, business needs, advertising costs. Payments are made based on the invoice or application of the originator of the payment.

Payments under contracts for previously purchased goods. The contractual terms with one supplier or another are laid down in the warehouse accounting system, where each delivery of goods at the time of its reflection in the accounting system is assigned a payment date.

Personal experience
Maxim Shchibrik

In our company, payments are grouped by type of activity - operating, investment and financial. The company has a unified corporate directory, which indicates typical items of income and expenses for each of the groups of payments.

Payments for the financial activities of manufacturing companies are controlled by the central treasury. Payments for investment activities are strictly controlled by financial services management company and are subject to monthly agreement. Direct financing of current investment payments is carried out by crediting funds to accounts investment companies on agreed financing schemes from the central treasury. Investment payments are made by the financial services of the individual companies of the holding. Payments for operating activities are made by the companies of the group independently on the basis of applications accepted by their financial services in accordance with the monthly BDDS, protected and approved by the holding's management company.

The central treasury reallocates the proceeds between the production enterprises of the group, taking into account the daily needs for financing operational, investment and financial payments, and, if necessary, provides additional funding through open credit lines.

Formation of applications for payment

The main documents in the payment management system are requests for payment. Depending on the category of payments, they can be made in several ways.

Picture 1 Typical payment schedule

Figure 2 Recurring payment request

Recurring payments... For periodic payments, a typical schedule 2 is maintained (Fig. 1). This is, in fact, a directory that stores the same information that is entered in the application. Since payments of this group are repeated from month to month, it is convenient to indicate not a specific payment date, but the day of the month for the invoice. For example, under a lease, the same amount is transferred to the lessor's account on the 20th of each month. Consequently, the 20th day becomes the day of the corresponding current month for which the payment is planned (in January - January 20, 2008). Conditions for periodic payments are agreed by the budget owner at the stage of concluding an agreement with counterparties.

At the end of each month, orders for the next month are formed on the basis of a typical schedule (Fig. 2).

One-time payments... The initiator of the one-time payment prepares the application in paper form. It specifies the necessary details: the payer, the counterparty, the due date, the account number for which the payment is made, the CFD (the owner of the budget from which the payment will go), the CFU (the unit to which the costs will be attributed), the item of payments. The application with the attached invoice is signed by the owner of the budget and sent to the treasury (representative of the treasury in the branch) no later than a week before the upcoming payment. To reduce the volume of workflow, the initiator can submit to the financial department only an invoice for payment, indicating all the missing data directly on the account.

It is necessary to delimit the functions and areas of responsibility of all participants in planning and managing payments

An application for a one-time payment (account) received by the treasury is entered into the accounting system, in the form of the same name “Application for payment” (Fig. 3). It can be completed both at the branch and in the central office for the branch. In the latter case, after approval, it is automatically transferred to the branch.

The "Request for payment" form has the following fields, which are filled in on the basis of the data specified in the paper request or invoice:
- "Payer": the branch that makes the payment;
- "CFD": the owner of the budget from which the payment is made;
- “ZFU”: the unit to which the costs are attributed;
- "Counterparty" and "Agreement in the accounting department": details required for uploading to the "Bank-client" system and posting a bank statement;
- "Account No.": number of the document - the basis of payment (invoice issued by the counterparty or agreement, or invoice);
- “Expense account”: cash flow account;
- "Payment date": the term by which the payment must be made;
- "Currency";
- "Amount of payment";
- "Application status".

At the initial entry, the application receives the status "For consideration", which does not yet make it possible to pay for it. For the application to be satisfied, the Treasury must assign it the status "For Payment". If a treasury officer has doubts about the correctness of the payment or additional approvals are required (for example, funding sources are outside the budget), then he can set the application status "Suspended" or "Rejected".

If the payment is made for one account (document-basis), but for several departments, then the section "Decryption" is filled in - this is the detailing of information about the DFS, which is necessary for the purposes of management accounting.

Payments for a previously purchased product. Applications come from the warehouse inventory accounting system, which is integrated with the online accounting system. Records in the inventory accounting system are formed on the basis of the treasury and payment terms reflected in the contracts. All conditions are agreed in advance, as in the case of periodic payments, and are reflected in the accounting system as additional details when each of the counterparties is entered. After making a new entry, a payment request is generated automatically within a few hours.

Personal experience
Victor Ostapenko, Head of the Economic Planning Department of the Euroservice Group of Companies (St. Petersburg)

The regulations of our company establish that the application must be signed by all responsible persons: the head of the "authorized" CFD, the chief accountant of the legal entity making the payment (the company that is the payer, the party to the contract or the legal entity, from the current account of which funds are transferred to the account of the company - payer). In some cases, the application is signed by the CFO of the product company, and sometimes also by the security representative.

Each application must be documented with an invoice, invoice and contract. The accountant's signature proves that he has been provided with the documents that are the basis for making the payment. The signature of the head of the Central Federal District indicates that the purpose, recipient and amount of the payment have been verified and the payment under the specified item should be made.

Figure 3 Application for a one-time payment

Figure 4 Payment Schedule

table 2 Application execution report No. 05-02502 dated July 26, 2007

Planning payments

Taking into account the approved applications, registers of periodic payments and requests from the warehouse system, the Treasury prepares a monthly payment plan.

Consolidation of all applications, including those submitted by branches, is carried out using the built-in 1C function "Distributed Database Management" (completely transfers data from one database to another). Based on the applications, the report "Schedule of payments" is built (Fig. 4) - this is one of the main reports of the Treasury. To work with it, the Treasury can use the settings: a multiple filter that allows you to limit the output of data to certain indicators, such as payment items, CFDs, CFDs, counterparties, as well as a grouping function that allows you to sort applications by status, payer, dates, articles. On the basis of the payment schedule and the updated information on one-time payments, a single payment calendar for the week is formed for the company. It is detailed by day, cash flow items, as well as by CFD and CFI.

The payment calendar is approved by the financial director, after which the applications are sent to the branches, where payment orders are formed on their basis.

Personal experience

Victor Ostapenko, Head of the Planning and Economic Department of the Euroservice Group of Companies (St. Petersburg)

In our company, the application agreed with the responsible persons is forwarded to the financial manager - the initiator of the payment. He checks the compliance of the application with the approved budgets for the month (in terms of amount, due date and expense item), puts on the application his resolution (with the date), the date of payment. In the resolution, the finance manager indicates whether the proposal is in line with the approved budget. An application that does not comply with the budget is subject to inclusion in the next budget period, or, if the payment is of an extraordinary nature, additional approval is passed. In this case, the finance manager can put a later payment date on the application. The approved application is included by the financial manager in the register of payments on the day designated by the budget committee for making payments, and serves as the basis for processing payment orders.

Each center of financial responsibility (product companies of the holding) submits a register of payments for the next month to the central treasury. A unified payment plan is formed on the basis of the registers. When a payment is included in this plan, the initiator of the payment (an employee of a grocery company belonging to a specific department of the Central Federal District, for example, a manager of the production department of a sugar company) draws up a request for payment. On the basis of approved applications, daily payment registers are generated.

Making payments

Since payments are made by local branches of the company, after the formation and approval of the payment calendar, the approved applications are sent by e-mail. In this case, the built-in functionality of 1C "Distributed Database Management" is used. With its help, applications submitted centrally are "unloaded" to branches. The status of applications entered into the database by branches is updated. As a result, the branches receive a set of requests with the “for payment” status, on the basis of which payment orders are prepared.

Almost all payment orders generated in 1C are automatically uploaded to the Bank-Client system, leaving the possibility of manual adjustment of the amount, date, addressee. The exceptions are cases when it is impractical to customize unloading. For example, for current accounts for which payments are rare or their number is insignificant. For an application for a large amount, sometimes several orders are made, then the amount is adjusted manually.

Budget owners have access to applications within their Central Federal District, they can track the change in the status of the application, the fact of its payment in the current mode. An example of a report on the execution of an order is presented in table. 2.

The correctness of execution of payments is controlled when posting bank statement data by comparing the parameters of the application and the actual payment. It is enough to select an application, and all other details - amount, counterparty, contract - are filled in from the application automatically. This saves time for posting data from the statement. If the application is not selected, that is, the payment is not matched, or the amount of the payment differs from the amount of the application, then it is impossible to post a statement in the accounting system.

Personal experience
Maxim Shchibrik, Vice President for Finance and Economics, Russian Copper Company CJSC (Yekaterinburg)

At the holding level, the payment control tool is a cash flow budget execution report, which we prepare in three main forms: a payment calendar of cash receipts, a payment calendar of planned payments, and a summary of receipts and payments of funds.

The posted statements are transferred by branches to the central database. There they are consolidated into a "Payment Execution Report". The Treasury, using this information, can analyze all payments made by the company.

Choosing an automation option

It is necessary to add a few words about the approach chosen by our company to automate operations for planning and processing payments.

After the approval of the unified payment calendar, applications are automatically sent to the departments making payments

Even at the stage of preparation of the regulations, it became obvious that operational planning is associated with the processing of a large amount of information. Therefore, simultaneously with the building of the regulations for operational planning of payments, the automation of planning and payment management began. Two principal options were considered: the creation of a separate database in 1C, in which applications will be accumulated and approved, as well as the use of the existing unified accounting database, supplemented by possibilities for planning payments (making applications for payment, consolidation, approval of applications, drawing up a payment calendar, distribution of approved results to branches). The first option made it possible to make changes flexibly and quickly without creating an additional burden on the existing accounting base. The second did not require the exchange of information and data synchronization between the two databases, which is always associated with an additional burden on the database administrator and the risk of losing information.

The company went the "hybrid" route. First was created additional base... At the same time, automatic data exchange with the accounting database was provided. Payments were made in accordance with the payment schedule, which was formed from an additional base in the branches in the form of a report. When the technology for collecting, consolidating and approving applications was completed, these functions were transferred to the accounting database, and the additional database was disabled.

The greatest difficulties arose when combining the directory "Contractors", the data of which is used at the time of drawing up the application. The directory was filled out in the field, so the records of different branches often duplicated each other. In the process of finalizing the functionality necessary for working with orders, counterparties common for the entire company were added to the database, duplicate data was deleted, and branches were given the right to independently create analytics under contracts and add only their counterparties to the database. When entering, a check is carried out by TIN in order to avoid duplication of data.

The update of the financial planning system made it possible to simplify the process of approving payments, reduce the time spent on checking the compliance of data in documents, and establish clear control over the execution of payments. The quality of short-term planning has improved significantly. In addition, since accounting systems have been modified on their own, terms of work on new system turned out to be shorter, and for expenses - less than they would have to bear when contacting third-party consultants.

Victor Shapkin, Head of the Department of Management Reporting and PEO of LLC Alkor and Co (L'Etoile, Sephora), Cand. econom. sciences.

The difference between the Central Federal District and the Central Federal District: In the early 50s, when accounting centers arose in Western companies, they received some economic independence and became self-supporting centers. Then some of them turned into centers of financial responsibility (CFR). (Just in case, let us emphasize the difference: cost accounting, as you know, can be of different depths - there were only three perestroika cost accounting, and the CFD implies full responsibility for making a profit). Giving the CFD the status of CFD allows the transition from administrative to financial methods of management, when the effectiveness of a unit is determined not by the quality of performance of the functions assigned to it, but by financial results. At the same time, administrative methods of management are being squeezed out. This is what makes it possible to manage many heterogeneous businesses within the framework of one corporation - with the maximum degree of decentralization, the Central Federal District can be removed from the structure of the company and receive the status of subsidiaries, that is, there can be a transition from a divisional structure to a holding one.

To demonstrate the types of DFCs, we use the well-known formula shown in Figure 1:

Picture 1.

Thus, we distinguish the following types of DFS:

1. Profit centers - a structural unit or a group of units whose activities are directly related to the implementation of one or more business projects of a bank / company that provide profit. They appear with a divisional structure, they can also receive the status of the Central Federal District.

2. Cost centers - a structural unit or a group of units that, as a rule, provide support and maintenance of the functioning of profit centers and do not directly bring profit. For example, administration, accounting, etc.

3. Investment centers (venture centers) - a structural unit or a group of units that are directly related to the organization of new business projects, the profit from which is expected in the future.

"Regulation on the financial structure" - a document containing a description of the financial responsibility and accounting centers of the bank, as well as possible financial and commercial information about the divisions and centers of financial accounting.

3.2. Assistance to the Central Federal District and the Central Federal University

For a business organization, the main thing is not to perform some types of activities, but to make a profit. Consequently, the main thing becomes the allocation of centers, which will receive it. Then the organizational structure should, in a sense, obey the financial one, be an organizational framework, one of the ways to achieve the financial goals facing the company.

The concept, criteria, expediency of allocating centers of financial accounting, the direction of the organization's financial flows should be generated by the business strategy.

This strategy, in fact, is the only more or less objective criterion that underlies the allocation of the CFD.

Organizational and financial structures are closely interrelated:

An example of a criterion for allocating a CFD: for example, the head of a program is fully responsible for the financial result of a given program - we single out this program in the CFD. Or, for example, in the organizational structure there are three departments that are part of one department and are functionally responsible for one item of direct costs of the company. In a financial structure, this can be called, say, the number five financial responsibility center. That is, in the organizational structure these are three separate cells, but here there will be one.

It is important to set targets for departments in the implementation of financial structuring of the company.

The inconsistency of structures (organizational and financial) with each other should lead the head to the idea of ​​the need to make certain changes. For example, to correct the situation when the departments earning the main profit of the organization are not organizationally allocated or their leaders do not have the necessary authority to manage the process.

When analyzing the financial structure, it is possible to assess how correctly the direction of the company's development has been chosen. When such a grid has been built, one can think systematically about the development of the organization, building up the infrastructure - both in business and in support services or headquarters units, and in ventures. Here you can immediately see how many ventures we have, how many areas we have taken to try to develop them, whether the number of these ventures is adequate for the organization - for example, if there are twice as many of them as businesses, then this is strange. Such a structure allows a more adequate look at what is actually happening, whether it can be done.

Management can also extract other management information from this. For example, the affiliation of subdivisions to different types DFS assumes different principles of financing these structures, management, motivation of employees: if people work in a business unit, then, having clearly defined the type of activity, the goals of this unit, we determine what kind of personnel we need to achieve these business goals. Further, the financial system itself says that it is necessary to build a mechanism not only for accounting for the income of a given unit, but also for accounting for its expenses, so that the main motives are from profit. If we take a unit that is engaged, for example, in communications, that is, a purely budgetary one, then it has no goals related to making a profit. Accordingly, he has a staffing table, a budget, and his own development plans. And here there is a more stationary motivational mechanism, as in all budgetary organizations, where they try to take into account inflation, to motivate from the achieved budgetary results, that is, a slightly different approach.

Thus, by combining these two types of structures - organizational and financial - a stereoscopic view of the organization is achieved. The length of such a view in time is also necessary. After the structure of the centers of financial responsibility is drawn, that is, we took a snapshot, it needs to be monitored further. Any change in this structure implies the appearance of some new program, a project in business, and this should be reflected in financial planning and in obtaining information after the fact.

When building a financial structure, you must remember that, first, you need to look for decisive rules, an algorithm of behavior. Secondly, analogies and diagrams that have been applied in other banks / companies are useful. Thirdly, it is necessary to understand that ready-made solution for you all the same no. It needs to be created using well-known algorithms and examples.

3.3. Creation of a project based on the assistance of the Central Federal District and the Central Federal University

Financial Accounting Center(CFU) is a structural unit of an enterprise that carries out economic activities and keeps track of the specified indicators of income, expenses, for the fulfillment of the target levels of which it is responsible.

The main difference from the Central Federal District is the degree of responsibility and, in proportion to it, the degree of authority that this accounting center has. The CFD is distinguished by a large degree of authority in the conduct of its activities, in contrast to the financial accounting center. In the literature, different definitions are indicated for DFU, a single definition has not been developed in this regard. We propose to consider the following features as decisive for the financial accounting center: less freedom in making decisions about its activities, narrow focus, differentiation in relation to a relatively broad spectrum of activities of the Central Federal District.

Financial Accounting Center Budgets

The financial accounting center maintains a budget of income and expenses, functional budgets it needs. The Balance Sheet Budget (LBB) and Cash Flow Budget (BDB) are not prepared for the accounting center, as it does not manage the activities that are reflected in these budgets.

Financial accounting center responsibility

This is not to say that the financial accounting center is not responsible as the Central Federal District, it is not. Another thing is that the responsibility of the financial accounting center is limited, incomplete. If for the Central Federal District, the primary goal is to achieve the goals it faces, then for the financial accounting center, the primary is the performance of economic activities in order to meet the standards, restrictions and limits.

Place of financial accounting centers in the financial structure

DFS are not found in the upper two levels of the financial structure of an enterprise, since at the highest level there is usually an investment center as a center of financial responsibility, and at the second level there are centers of financial responsibility in the areas of activity of an enterprise or a business combination. When automating, usually the CFI is not separated in some special way, by standard means from the CFD in the financial structure, unless you specifically set a goal for this, since the main differences between them are visible in the activity itself, its nature, and not in financial reports, which are only and pass in automated system budgetary management.