1c budgeting and planning. ITRP: budgeting and finance

The Budgeting subsystem, available in many software solutions, both from 1C and in products developed by partners, for automating financial accounting, allows you to maintain plan-factual accounting of income and expenses in the context of Financial Responsibility Centers.

This article is devoted to the Budgeting subsystem in 1C UPP in general and several main reference books in particular, the correct design of which is a critical factor influencing the success of the automation project as a whole. It is necessary to know and understand their purpose in order to correctly carry out the required organizational transformations, formulate technical specifications for setting up the system, and also obtain high economic efficiency from implementation.

Directory "CFD" in the Budgeting subsystem in 1C UPP

First, let’s figure out what can be understood by the FRC – Financial Responsibility Centers.

Individual divisions, departments, branches, as well as individual employees or project groups can act as central financial institutions. The main point is that the accounting of cash receipts and expenditures is carried out not for the organization as a whole, but for each central financial district separately.

The head of the Central Federal District is responsible for planning the income, expenses and financial results of his Central Federal District.

Thus, each central financial district acts both as a customer and as a performer: it receives or provides services to other central financial districts within the enterprise, as well as to external contractors. Those. in fact, the entire enterprise consists of micro-companies, each of which has a clear set of services.

For example, the Central Federal District "Accounting" can provide payroll services for the Central Federal District "Marketing Department", "IT Department", "Production Department", as well as purchase services for supporting IT systems in the Central Federal District "IT Department" and cleaning services in the Central Federal District "AHO."

To implement a budgeting system, it is important to determine which Financial Responsibility Centers will be allocated at the Enterprise, what set of services each of them provides to other financial centers, what the labor costs, cost and cost of these services are for the enterprise.

From a business perspective, this approach will identify and improve the following aspects:

1. Optimize the number of employees;
2. Outsource highly costly but ineffective processes;
3. Each department and each employee will know which product is the result of its activities, which will improve the motivation system, quality of services and satisfaction of internal users;
4. Organize separate business units on the basis of successful central financial districts, receiving additional profit from them by providing services to external contractors.

For example, the CFO “Marketing” provides marketing services for the CFO “Sales Department”, and also takes on additional projects from external contractors as a marketing agency.

Setting up a central financial district in the Budgeting subsystem in 1C UPP is quite simple, for this you need:

1. Open the menu “Directories” - “Directory of the Central Federal District”;
2. Click the “Create” button;
3. Enter information about the Central Federal District: name, head, type of Central Federal District;
4. Click the “OK” button.

Figure 1. Directory "CFD"

Directory “Types of Central Federal Districts” in the Budgeting subsystem in 1C UPP

In the Budgeting subsystem in 1C UPP, it is possible to specify different types of central financial centers.

• Revenue center - divisions that generate revenue for the enterprise;
• Cost center - divisions that do not have income, but have a cost part;
• Investment centers are projects developed with investment funds that have planned payback and profitability;
• Other.

The settings are made in the Directory “Types of Central Federal Districts”, in accordance with the business requirements of users.

Figure 2. Directory “Types of Central Federal Districts”

Directory "Planning Scenarios" in the Budgeting subsystem in 1C UPP

Planning scenarios are variants of the planned budget. In the SPP subsystem, it is possible to specify several independent versions of financial plans, but for this you need to fill out the “Planning Scenarios” reference book.

You can set the following parameters for different scenario options:

• Detailed planning. Nomenclature or nomenclature groups in the context of which it is necessary to carry out planning.
• Periodicity. Planning time interval: year, half-year, quarter, month, decade, week, day.
• Planning currency. It is possible to create several versions of planned budgets for different currencies, for example, in rubles and US dollars. It is convenient to use when a company works with export/import and it is important to take into account exchange rate differences.
• Ability to maintain total and quantitative records.
• Possibility of using script courses. A sign of using a separate line of exchange rates, with the help of which you can predict the dynamics of changes in exchange rates.

The settings are made in the “Planning Scenarios” Directory in accordance with the business requirements of users.

Figure 3. Directory “Planning Scenarios”

Directory “Turnover Items by Budgets” in the Budgeting subsystem in 1C UPP

In financial accounting, all business transactions relate to some item of turnover. In the Budgeting subsystem in 1C UPP, the reference book “Turnover Items by Budgets” is used for these purposes.

Before setting up, you must request from the finance department a complete list of turnover items that are used in the company, certified by the signature of the financial director.

Incorrect, incomplete and inaccurate settings of the directory will lead to the fact that during operation, users will not be able to enter all the necessary financial transactions. As a result, the plan-fact analysis obtained as a result of the work will be considered unreliable.

The setting is made in the Directory “Turnover Items by Budgets”.

Figure 4. Directory “Items of turnover by budgets”

In the directory, it is possible to group turnover articles in the form of lists of any nesting level: to create hierarchy groups, you need to use the “Create Group” function, indicate in which group the new level will be created and its name.

Figure 5. Directory “Items of turnover by budgets”. Creating groups

To create turnover items, you need to use the “Add” function, enter the name of the turnover item and fill in the characteristics in accordance with the accounting rules adopted in the financial department. We will tell you more about assigning fields and setting up postings in the next article.

Figure 6. Directory “Items of turnover by budgets”. Creation of turnover articles

In the first part of the review of directories of the Budgeting subsystem in 1C UPP, we looked at 4 directories: “Directory of Central Federal Districts”, “Types of Central Federal Districts”, “Planning Scenarios”, “Types of Turnovers by Budgets”.

In the next part we will talk about the rest of the reference books and their importance, the correct configuration and operation of the subsystem as a whole, as well as the importance of a high-quality pre-project survey of the enterprise, a well-thought-out methodology and the development of accounting depth before starting to configure the system.

In this article we will continue our discussion of the topic of budgeting, which we started in the previous article. We will look at budget planning methods and some of the tools used in software products designed to automate this process.

Planning methods

When starting to plan budgets, company managers, first of all, must decide which planning method they will use?

The following planning methods are distinguished:

• "top down";
• "down up";
• "bottom up/top down".

Top-down methodology used when forming budgets by company managers. The essence of this method is that the company's management provides functional divisions with target indicators for the planned period (indicators for profit, turnover, tax minimization, etc.). Next, functional units detail and decipher budgets based on these indicators.

Bottom-up planning methodology used in the planning strategy “based on the company’s capabilities.” It lies in the fact that functional units provide a budget formed on the basis of their capabilities (production capacity, logistics department data, warehouse capacity, etc.). The disadvantage of this approach is that these indicators are subjective, because divisions are reinsured, taking on additional risks, which leads to the formation of “inflated” budgets, suboptimal use of resources and slows down business development.

Bottom-up/top-down planning methodology consists in the formation of budgets, which are the result of coordination of the financial goals set by the company's managers and the capabilities of the departments, assessed by the department managers. This methodology is most effective for the development of the company.

Planning periods

Depending on the company's needs Various planning periods are used to form budgets. For example, for small companies, monthly budgets are most often formed. For large companies and holdings, strategic development plans are usually drawn up, so planning periods can be up to several years.

Long-term budgets can be divided into smaller control periods, for which intermediate results are summed up. For example, the annual budget can be detailed by month, which makes it possible not only to see the result of budget execution for the year as a whole, but also for each month separately. This also makes it possible to distribute the total annual budget into smaller periods, for example, evenly distributing the amount for each month.

Building budgets

Company managers develop budgets for projects, areas of activity, divisions with detail by periods, counterparties, or even specific items.

The responsibility for the execution of budget indicators assigned to the manager forming the budget stimulates him to achieve the best results and the most accurate formation of budgets.

What budgets are needed? – this question cannot be answered unequivocally. The following budgets are usually formed:

• Budget of income and expenses(BDR) – budgets reflecting the income and expenses of an enterprise, structured by type and economic content.
• Cash flow budget(BDDS) – budgets reflecting sources of income and directions of expenditure of funds.
• Budgets that a company needs to plan for specific cost and benefit areas, e.g. functional budgets, project budgets, investment budgets, budgets of the Central Federal District etc.
• Also often used in large companies Budget by balance sheet(BBL) – forecast of the ratio of assets and liabilities of the company.

Each budget has a revenue and expenditure part, the composition of which is individual for each company. Budget items can contain not only total indicators, but also quantitative ones. For example, a budget item may contain information about the number of employees of the enterprise, the amount of furniture necessary to ensure their work, or the number of products produced, etc.

An example of a set of simple budget items is shown in Figure 1.

Figure 1 - Example of a set of budget items

After the preliminary formation of budgets, they are adjusted and various options for their implementation are developed - scenarios. An example of the use of several scenarios is the formation of optimistic and pessimistic forecasts, which take into account various factors affecting budget execution.

Once budgets are approved, they become the basis for management for the entire budget planning period.

At a certain frequency (for example, once a month or quarter), actual data on budget execution and plan-fact analysis are collected. Based on the plan-fact analysis, budgets are adjusted and measures are taken to minimize deviations from set goals and maximize compliance with budgets. Such measures may include:

• Redistribution of funds;
• adjusting the budget taking into account “new circumstances”;
• attracting additional sources of financing;
• application of personal liability measures to persons responsible for budget compliance;
• etc.

Since the structure of budgets usually remains unchanged from period to period, budget formation is used in one of the following ways:

• Formation of a budget with manual filling of planned indicators.
• Budget formation based on available planned and actual data, which are stored in the system in various documents and registers.
• Formation of a budget by copying data from the budget for the previous period (copying can be used with a change by some coefficient or by a fixed amount).
• Formation of a budget by copying data from the budget for the previous period, taking into account planned changes in exchange rates.
• Consolidation of data from multiple budgets created for different departments for different periods and with different sets of turnover items created using different scenarios.

Budgeting tools

Planning scenarios

To generate various options for budget execution and set the planning period, most currently used systems use a tool such as "Planning Scenarios". Scenarios are often created to obtain optimistic and pessimistic options for budget execution. Scenarios can also be built for periods of different durations in order to enable more detailed planning taking into account “current circumstances”.

Figure 2 - Planning scenario parameters in “1C: Manufacturing Enterprise Management”

In a number of 1C configurations, it is possible to generate a scenario with a forecast of changes in exchange rates, for example, an increase in the exchange rate by a certain amount every month or quarter - this makes it possible to preliminary calculate planned indicators for long periods, taking into account inflation.

Figure 3 - Setting the planned exchange rate in the planning scenario

Setting budget limits

One of the important tools in Budgeting is limiting.

Most often used Restrictive limits And Target limits.

Limiting– these are limits (restrictions) that cannot be exceeded. Such limits can be used to limit costs:

• for certain budget items;
• for specific Central Federal Districts;
• by projects;
• according to a specific nomenclature;
• and etc.

A combination of several indicators can also be used, for example: a limit on wage costs for those working on project N, or a limit on office supplies costs for accounting.

Monitoring compliance with limits usually occurs automatically by the accounting system and does not allow the generation of payment documents or applications for spending funds for a given cost item when the budget is exceeded. However, if it is “really necessary,” then a user of the system who has the rights to do so can, using special tools, allow payment “above the limit.” There are also mechanisms that allow you to move part of the funds from one budget item to another if there are funds left unused in the required period.

Figure 4 - Setting limits in “1C: Manufacturing Enterprise Management”

Target– limits, which are goals upon achievement of which certain actions are performed. Such limits can be set for both expenditure and income items. For example, there may be a notification when the sales plan is fulfilled or when the required value is reached, a bonus part of the budget for the sales department may be formed.

Payment schedule

Another important tool that is present in most software solutions used to automate Budgeting is Payment schedule. This tool usually consists of a table with the necessary detail by period, in which, based on documents planning the receipt and expenditure of funds and taking into account data on the actual flow of funds, you can visually see the picture of the sufficiency of funds. For example, if expenses exceed income, then the missing amount is displayed in red; if it does not exceed, then in black. In case of insufficient funds, the responsible person can make the necessary decision to change the situation. For example, third-party capital may be attracted or funding may be transferred from one object/project/division to another.

The ITAN: Management Balance software solution is used to create an automated budgeting system in 1C and consolidated management reporting at the enterprise. The configuration, being a powerful addition to 1C: Accounting 8, allows you to quickly and at low cost implement budgeting functionality in companies already using the 1C: Accounting 8 product for accounting.

The big advantage of the ITAN: Management Balance program compared to other software is the ability to fully integrate with the 1C: Accounting 8 configuration by comparing and combining applications. "Management Balance Sheet" from "ITAN" uses "Accounting" only to obtain data. The ITAN: Managerial Balance program has a special certificate “1C: Compatible”.

• planning operational and functional budgets of all types;
• formation of budgets for income and expenses (BDR), cash flow (CBDS) and balance sheet budget (BBL);
• creation of various budget scenarios (both pessimistic and optimistic; taking into account seasonality and without taking this factor into account);
• uploading and consolidation of actual management accounting data;
• generation of plan-fact analysis of the company’s business activities and reports with budgeting analytics - in the context of various budgets, scenarios and items;
• finding cash gaps and preventing them;
• control over the expenditure of finances in accordance with approved budgets.

• analysis of income and expenses of individual divisions of the company;
• identification of cost items and financial flows that affect the budget;
• evaluation of the results of marketing campaigns;
• keeping records of income and expenses for each individual project, which allows you to understand how profitable it is;
• identifying patterns that are expected or unexpected in the company’s work (for example, the dynamics of changes in profit with rising costs for product quality).

The ITAN: Management Balance software configuration effectively automates enterprise budgeting processes on the 1C: Accounting 8 platform, turning it into a real tool for the effective management of any business.

Let us note the possibility of introducing both the full budgeting circuit in “1C: Accounting” and individual necessary modules, for example, a cash budget or others.

Ease of implementation of the 1C budgeting system

As you know, the composition of software applications used in a particular company can characterize the way its employees think. This is due to the fact that each configuration becomes a tool for the user that expands his professional budgeting capabilities and facilitates the process of his work.

It is very important for those responsible for choosing an automated 1C 8 budgeting and finance system to realize that different business processes may require different levels of automation. The presence of automated accounting and warehouse accounting, marketing analysis and budgeting analytics systems, production planning and logistics does not necessarily mean that employees will immediately accept the automation of budget management.

1. An individual remedy spontaneously received by an employee of his own free will. No one recommended that he use this program, but the employee made the choice himself. In this case, it can be assumed that the enterprise has an unreasonably low level of budgeting automation. At the same time, the technical level of an individual specialist may exceed the general level of IT service employees, if it exists at all in the company. Now this situation is practically a thing of the past, which can only be a good thing.
2. General programs designed to standardize information. Most of the personnel use the same applications to exchange data and results within the information system. This often happens when using the Microsoft Office Excel component. It also indicates an insufficient level of automation and limited capabilities of budgeting systems for analysis, accounting and planning.
3. It also happens that a certain employee uses an application that automates the execution of his job tasks. This is a so-called standardized personal tool that allows a specialist to work individually.
4. Organizations often have a centralized repository of information, which includes a corporate database and tools to access it.
5. The presence of an automated system with workplaces in a company indicates a high level. Typically, such systems are based on a common data warehouse and include additional applications that allow the automation of the work of enterprise employees based on the adopted business process regulations.

As already noted, a special advantage of the ITAN: Management Balance system is its full compatibility with the already installed 1C platform and the absence of the need to change the system code. Financial management and budgeting in the 1C system with our configuration has ample opportunities for various settings, thanks to which it can be fully optimized for the needs of each specific enterprise.

The absence of a drastic change in the information system will allow company personnel to quickly and easily master the changes made and understand the budgeting subsystem in 1C 8.0, which is as user-friendly as possible.

How much should it cost to implement budgeting based on 1C: Accounting?

Unreasonable expenses are usually called expenses that did not bring the expected effect during the planned period. That is why exceeding the standard amount of funds allocated to finance the implementation of 1C budgeting signals unnecessary costs. Such costs indicate the inefficiency of the entire process, due to an incorrect understanding of the task itself. The latter occurs due to insufficient attention to the intermediate stages of automation development necessary to create the basis for the implementation of a new system.

Sometimes this happens if an enterprise that has not previously used modern software does not have experience in choosing an expensive system and ends up doing it incorrectly. That is, the company implementing the implementation does not have the necessary level of competencies or is negligent in performing its task.

In practice, it has been proven that the most justified way of optimizing corporate information systems in terms of costs and efficiency is iterative automation of budgeting. It allows you to see the result obtained, evaluate it and, if necessary, create a set of controlled parameters, the values ​​of which can be compared at the beginning and at the end of the iteration. As a result, based on this comparison, it will be possible to draw conclusions about the need to make adjustments to the system development process and evaluate how the implementation of budgeting in the 1C configuration is going.

• there is a decrease in the resistance of employees, an increase in motivation for mastering the system and their support for the changes made;
• setting up a system that is close to the usual scheme of operation allows you to rely on the existing experience in the company and count on users’ understanding of the tasks.

Automation solution:

IMPLEMENTATION MONITOR

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Sberbank NPF has been working fruitfully with the ITAN: Management Balance system since 2013. “ITAN: Management Balance Sheet” has been implemented and is successfully used for the purposes of budgeting, contract management, treasury, and accounting for the location of contracts. Sberbank NPF has been working fruitfully with the “ITAN: Management Balance Sheet” system since 2013. “ITAN: Management Balance Sheet” has been implemented and successfully used for budgetary purposes

The Avtobau company turned to the specialists of the ITAN company on a recommendation to solve the problems of creating accurate and prompt management reporting. The Avtobau company turned to the ITAN company specialists on a recommendation to solve the problems of creating an accurate and prompt management

The implementation of a management accounting system based on 1C trade management 11 and the management balance sheet in KPI has been completed. The implementation by Ethan specialists was completed in 4 months. As a result, KPI received a modern tool for maintaining management accounting and generating management reporting. "Coil Products International

Automation of budgeting and treasury in the consulting company "Redl and Partners" based on "ITAN: PROF Management Balance" A budgeting subsystem has been introduced for planning and controlling income and expenses. The cash management subsystem is undergoing trial operation. Redl and Partners is a multidisciplinary consulting company specializing in providing professional

The ITAN company completed a project for setting up financial accounting and reporting in accordance with IFRS in the branch of the Alpen Pharma company - Alpen Pharma Ukraine. more details The ITAN company completed a project for setting up financial accounting and reporting in accordance with IFRS in the branch

The Digimarket company acquired the software product ITAN: Management Balance Sheet in 2008 in order to automate management accounting in 1C: Trade Management. Read moreThe Digimarket company acquired the software product ITAN: Management Balance Sheet in 2008 in order to automate management

The ITAN company has begun work on the implementation of a standard management accounting model of the ITAN: Management Balance subsystem for the 1C: Trade Management 11.1 configuration in the AMARE company. The ITAN company has begun work on the implementation of a standard management accounting model of the ITAN: Managerial Balance subsystem "for configuration "1C: Management torus

The ITAN company and the Regent holding are launching a joint project to automate management accounting, budgeting and cash management. The implementation will be carried out mainly by the IT department of the Regent holding with the participation of ITAN consultants for training and&n

The ITAN company won the tender for the development and implementation of an information system for corporate financial management in the Terra Auri Group of Companies. The purpose of creating and implementing a corporate financial management information system is to automate the process

To automate accounting in production, the subsystem "ITAN: Production Accounting" was recommended, which is built into the existing configuration in "Textime" "1C: Trade Management 10.3 + ITAN: Management Balance", and solves the problems of production accounting and cost calculation. Company "Textime" " works successfully with the configuration " ITAN: Up

01/20/2016. Standard implementation of management accounting in Maguros More details. Cooperation with the Maguros company began with the implementation of a test example by ITAN specialists according to the Customer’s data. After implementing the test example, the management of the Maguros company made the final decision to implement the ITAN: Management Balance software. The Maguros company will solve problems

The ITAN project team completed a project to automate budgeting using a complex economic planning model in the Podruzhka retail chain. The implementation project was carried out according to the standard project methodology and was completed in 6 months. As a result, the budgeting model was tested and Podruzhka formed a budget for 2013 in the new system. In the future, work is planned to implement the “Cash Management” subsystem

The European Legal Service improves the efficiency of financial resource management by introducing the ITAN: PROF Management Balance system. The European Legal Service is a significant player in the Russian legal services market and is today recognized as one of the most

The Design-Moda company contacted us in September 2014. The company had a task to automate the management accounting of a group of companies. The company's management decided to automate the management accounting system based on software

The ITAN company has completed work on the development of the “Contract Management” subsystem for the tasks of “NPF Sberbank” in accounting for business contracts. The ITAN company has completed work on the development of the “Contract Management” subsystem for the tasks of “NPF Sberbank” in accounting for business contracts

To automate budgeting for third-party workers: Rarus UKF, BIT Finance, Intalev Corporate Finance, etc.

“Budgeting 1C” is a subsystem developed on the basis of the software product “1C 8” for financial accounting, which usually includes control, financial planning, accounting and expenses based on the enterprise as a whole, as well as at the level. Using these modules, it is possible to analyze actual and forecast budgeting data.

Implementation of “Budgeting in 1C 8”

The use of subsystems begins with the analysis and assessment of the existing financial reporting system. First, a list of report indicators is generated. In almost all cases, 2 types of indicators are used: residual and circulating. Based on the list of residual indicators, users in the information base create a budgeting chart of accounts. In the 1C directory called “Turnover Items,” the necessary list of turnover indicators is filled out.

When describing movements in current accounts and items, it is possible to use a significant number of analytical sections that are available in subsystems called “Budgeting 1C 8”:

Various types of turnover items;

Diverse nomenclature;

Counterparties.

It is important to say that the value of the indicator can have a quantitative and total expression. It is possible to indicate a source for each of the indicators in order to obtain factual data. The named software products of the 1C company contain a ready-made list of algorithms for the purpose of filling out the budgeting data source. The user can also add to this list at his own discretion.

The next stage is entering financial reports into the information system database. The directory called “Budgets” contains a list of budgets entered by the user. After this, in the module named “Budgeting 1C” in the directories “Budget Accounts” and “Budget Items” you need to enter indicators for the specified budgets. To obtain data on the state and structure of the budget, there is a function called “Budget Report”.

Next, you need to fill out the “Scenarios” reference book, which is intended to describe the types and versions of plans, as well as to distinguish planned information from actual information. This system does not have separate registers in order to take into account actual and planned material accounting information; there is only a scenario. Using the latter, it is possible to specify the desired currency, level of detail, frequency, etc.

The main functions of the 1C software product allow you to:

Conduct economic forecasts;

Monitor the results of the enterprise;

Coordinate the work of all departments of the organization;

Make the necessary decisions for the development of the company.

The software product has a number of tools that are used for the purpose of financial planning in an enterprise, which corresponds to the universal budget model. With these changes in 1C 8.3, it is possible to implement the following budgeting functions:

Planning the movement of the company's material assets for a certain period according to time intervals, contractors, projects, divisions of the organization, etc.;

Financial planning for several scenarios that differ from each other; formation of current budgets based on strategic budgets adjusted for actual budget execution;

Display of the actual activities of the enterprise in those sections in which planning was implemented;

Carrying out control over the compliance of applications received for the expenditure of material resources in accordance with the work plan for the period;

Conducting financial analysis;

Comparison of deviations of planned and actual data;

Conducting an analysis of the availability of material resources.

Budgeting in 1C opens up wide possibilities for users in setting up the receipt of reporting data. The first example of a user-created report is called the Budget Report. The structure of the latter is collected by the enterprise employee from budgeting balances and turnover by item. Another example is “Financial Calculation”, which plays the role of a constructor in the calculation of indicators. When creating the composition of the lines of this report, the user of the software product selects the type of indicator for this line:

Source of evidence;

Calculation based on other report lines. It is also possible to specify a formula;

Turnover or balance according to the budgeting subsystem.

To make reports in the subsystem called “Budgeting 1C” familiar to Russian users, most calculated data contain comments that describe their economic meaning. Based on the results of various sections of the report, the software product displays concise expert conclusions.

Budgeting 1C provides the following features:

1. Form budgets for income and expenses (BDR), cash flows (CBDS);
2. Create different budget scenarios (pessimistic, optimistic, taking into account seasonality and without);
3. Upload and consolidate actual data on income and expenses, as well as cash flow;
4. Form a plan-fact analysis of the enterprise’s activities (in terms of types of budgets, scenarios and items);
5. Identify cash gaps and prevent them;
6. Exercise control over the expenditure of funds

Additional 1C budgeting features:

1. Analyze income and expenses by department.
2. Determine cost items and cash flows that affect the budget.
3. Evaluate the results of marketing activities.
4. Keep records of income and expenses for individual projects, which provides information about their profitability.
5. Trace patterns that are expected and not expected in the operation of the enterprise (for example, the dynamics of changes in profit with an increase in costs for product quality).

The subsystem is quite easy to use. To demonstrate its capabilities, consider simplified accounting using the example of a family budget.

Demonstration of 1C budgeting.

Operation: The wife determined her expenses (Fig. 1).

Operation: The husband created a separate document to plan his expenses (Fig. 2).

Operation: The family has planned general expenses (Fig. 3).

Within a month, transactions were documented using standard documents and expenses were monitored.

Operation:The wife writes off more than she planned under the fuel and lubricants item (Fig. 4).

The possibility or prohibition of spending more than planned is determined by the settings of the budgeting subsystem.

To carry out plan-factual analysis, it is necessary to load actual data into the budgeting subsystem. Setting up the import of actual data is universal, using the 1C query system in user mode. (Fig. 5).

Operation: We load actual data into the budgeting subsystem using Exchange processing with the budgeting subsystem (Fig. 6).

After we have loaded the actual data, we can generate a budget report (Fig. 7).

In the report we see that the husband and wife incurred more expenses and received less income than planned:

Household wife spent 200 rubles more on goods than planned;
- My husband spent less on gasoline and leisure than he planned, on household items. goods cost 500 rubles more, received a salary 2,000 more than planned, but income from business activities was 10,000 less than planned.

You can also generate a diagram to visually compare the plan and the actual by budget items, for example, we will generate a diagram by the fuel and lubricants budget items and Credit (Fig. 9).

It is clearly seen that according to the fuel and lubricants budget item, the family saved 1000 rubles. And for a budget item, the credit is equal to the plan.

Reasons to buy

1. Affordable price
2. Flexible settings for importing actual data
3. All changes are implemented by external objects, which will not complicate updating the configuration in the future
4. The quality of the solution is confirmed by the “1C: Compatible!” certificate.

Advantages

The budgeting subsystem is designed for planning the budget of cash flows, the budget of income and expenses, as well as for plan-fact analysis

The product provides the following features:

1. Formulate plans for budgets of income and expenses, cash flows;
2. Create different budget scenarios (pessimistic, optimistic, in season and off season, etc.);
3. Upload actual data on income and expenses, cash flow;
4. Create a plan-factual analysis of budgets.
5. Exercising control over the expenditure of funds.

Budgeting for 1C is presented in the form of additions to standard configurations on the 1C Enterprise 8 platform, combined into a subsystem. If necessary, the functionality of the product is changed by technical specialists in accordance with the needs of the customer company. Module protection is provided by software.

The solution received the 1C:Compatible certificate!

Money back guarantee

Infostart LLC guarantees you a 100% refund if the program does not correspond to the declared functionality from the description. The money can be returned in full if you request this within 14 days from the date the money is received in our account.

The program has been so proven to work that we can give such a guarantee with complete confidence. We want all our customers to be satisfied with their purchase.