Forecasting project budgets. Features of applying the results-oriented budgeting model to industry R&D Budgeting for R&D

Exercise 4. COMPARATIVE GRADE FORMATION METHODS BUDGET R&D

The assignment suggests practical example compare the methods used to form a company's R&D budget. As an example, the activity involved in the production of building materials is considered. The structure of this company includes an R&D division, the main goal of which is research, development, testing of new materials and structures, and improvement of their properties. The budget for this unit is assessed and approved annually.

Methodical instructions

1. Method intercompany comparisons

The essence of the method is to analyze the R&D costs of competitors based on the ratio of R&D costs to the total turnover of the competitor company.

The corporation's main competitor, RemStroy OJSC, produces approximately the same range of building materials. The percentage of R&D costs in relation to turnover is 4.6% according to official information (for the previous period), which is 1.8% more than at OJSC MenStroy (2.8%). Therefore, the corporation OJSC MenStroy decides to increase funding for the R&D division by 2% for the future period, and to direct this increase to the development of promising, but not directly related to the goals of the corporation projects. Thus, the R&D budget for the future period is set at 4.8% of the turnover amount. In the future period, turnover is planned in an amount equal to the current one (180 million rubles), adjusted for the inflation rate (12% per annum).

Thus, R&D expenses will be 180 * 0.048 * 1.12 = 9.68 million rubles.

2. Method permanent relationship To amount turnover

The essence of the method is to analyze the ratio of R&D costs to the company’s total turnover for a number of past years.

OJSC "MenStroy" has established a constant percentage of R&D expenses from the amount of turnover in the amount of 2.8%; accordingly, the R&D budget for the planned period is calculated from this indicator. The company's turnover is planned at 180 million rubles, adjusted for the inflation rate (12%).

Thus, R&D expenses will be 180 * 0.028 * 1.12 = 5.64 million rubles.

3. Method permanent relationship To arrived

The essence of the method is to analyze the ratio of R&D costs and company profits for a number of past years.

Other expenses are projected to be 250,000 rubles.

Table 6 Are common expenses By project D

Table 7 Calculation costs By stages Topics V section articles calculations

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FEATURES OF APPLYING THE RESULT-ORIENTED BUDGETING MODEL TO INDUSTRY R&D

Kireeva Marina Sergeevna

The transition to results-based budgeting requires changes at all stages budget process: planning, budget execution, control over its execution, reporting. Results-based budgeting procedures are quite well formalized and universal. At the same time, the use of this technology in some areas, for example when financing industry research and development work, has its own distinct specifics.

The main disadvantages of the existing line-item budgeting system are the lack of a system for assessing the effectiveness and efficiency of budget expenditures, as well as the low level of responsibility and initiative of the lower level of state (municipal) management, and lack of interest in saving money. To qualitatively improve the management system public finance, it is necessary to introduce new budgeting methods. These methods were borrowed from world practice, where the results-based budgeting (RBB) model has been successfully used for several decades.

In the very general view Results-based budgeting can be defined as a budgeting system that reflects the relationship between budget expenditures and achieved results. One of the fundamental differences between budgetary budgeting and traditional line-item budgeting is that with budgetary budgeting, budget execution is assessed from the point of view of not only the degree of fulfillment of certain budget items, but also the degree of fulfillment of the initially set goals and objectives. For this purpose, a special system of indicators is being developed and introduced to regularly monitor the degree of achievement of goals and tasks, and to monitor and evaluate the effectiveness of budget expenditures. This approach makes it possible to assess the effectiveness of budget expenditures, increase the responsibility of managers and recipients of budget funds for their efficient use and, based on the data obtained, determine the optimal ways to use available resources in the interests of citizens.

A results-based budget should make it possible to trace the relationship between the goals set, budget expenditures made, activities completed and results achieved. This logic of budget construction helps to increase its transparency, as well as increase the degree of control over the implementation of programs and the expenditure of budget funds. To do this, the accompanying documents to the draft budget must contain the following indicators:

1) goals and objectives of the policy being pursued;

2) indicators of the effectiveness of the policy being pursued, which would allow assessing the degree of achievement of the intended goals, the effectiveness and efficiency of the implementation of a particular area of ​​budget policy;

3) a description of the activities necessary to achieve the intended goals in order to avoid duplication of functions and assess how justified the implementation of a particular activity is, what activities, on the contrary, are missing, how much the implementation of the activity costs;

4) financial resources that have been spent (or, as planned, will be spent - for the draft budget) to achieve the goal.

Currently, in budget documentation, most of these Targets are either absent (for example, in the budget) or are not specific, measurable quantities (in most target programs).

One of the most important elements of budgetary budgeting at the budget formation stage is the assessment of the full cost of budget programs and services. Having formulated goals and objectives, institutions must determine what set of activities and actions will be required to achieve them, as well as assess their expenditure needs for the implementation of these activities. The assessment of expenditure needs must be made on the basis of calculating the full cost of budget programs and services, which in many cases cannot be provided by the existing accounting system. In particular, cost calculations are often made without taking into account depreciation of fixed assets, administrative and other expenses. When forming a program-target budget, program budgets must include all costs associated with the implementation of the program: costs of work planning, direct provision of services, administrative management of the program, monitoring of program implementation, etc.

For results-based budgeting, it is necessary that the expenses of all divisions of regional and municipal administrations be broken down by types of activities aimed at achieving their goals. For each type of activity of the governing body, its own program must be developed.

Programs are a set of activities necessary to achieve planned goals and objectives. Each program must include a description of:

1) goals and objectives of the program;

2) services provided under the program and the group of consumers of these services;

3) activities necessary to achieve the goals and objectives;

4) indicators of program implementation (quantitative indicators of output and socially significant results), in particular:

a) values ​​of indicators for previous years, target value for the current year;

b) target value for the next year;

c) target values ​​for the second, third, etc. years of program implementation (for long-term programs);

5) resources necessary to implement the program, in particular:

a) expenses in the previous year;

b) budget for the current year;

c) expenses for the second, third, etc. years of program implementation (for long-term programs);

6) risks associated with the implementation of the program.

Using a programmatic approach to budgeting provides a number of advantages:

1) clear orientation of expenses to achieve certain goals;

2) the ability to monitor and control the implementation of programs through a system of program implementation indicators (control over resources, product, program effect);

3) the possibility of applying competitive principles for the distribution of budget resources between programs on the basis of a formalized assessment of their effectiveness and validity.

The potential benefits of a results-oriented budgeting system can be fully realized when targeted programs cover the entire national economy of the country, as well as individual ministries and departments, which will require considerable time.

In practice, the need and expediency of introducing PB is usually explained by the presence of a number of specific situations:

1) a situation where traditional methods of increasing the efficiency of budget expenditures (primarily open competitions, strengthening financial discipline and treasury technologies) have practically exhausted themselves and cannot solve the problems of budget imbalance or insufficient High Quality budgetary (state, municipal) services;

2) a situation of budget crisis, in which radical measures are needed to reduce expenses while simultaneously maintaining previous positions in terms of the achieved level of provision of budget services;

3) a situation in which the budget ceases to be a full-fledged management tool when its expenditure items begin to “live” own life“, but there is political will and desire to change the situation, restore order in the budgetary sphere, clarify the goals and reasons for budget expenditures;

4) the presence of political ambitions to be in the “mainstream” of what is happening in Russian Federation reforms, or the desire to receive funds from the federal fund for reforming regional and municipal finances or funds from international sponsoring organizations allocated for the purpose of reforming the budget process.

At the same time, it is necessary to take into account a number of aspects when introducing results-based budgeting techniques:

1) development of an effective budgeting model that is most suitable for the territory that has developed in the region ( municipal formation) management system, available resources, tasks;

2) formation of a package of draft regulatory legal acts that establish the key elements of effective budgeting (development, presentation and approval of draft legal acts);

3) conducting an examination of departmental target programs (long-term target programs), reports on results and main areas of activity (DROND);

4) conducting diagnostics of the existing model of the budget process in order to formulate recommendations for the implementation of budgetary budgeting;

5) preparation comprehensive plan implementation of PB in a region or municipality;

6) support for government bodies drawing up departmental target programs and (or) long-term target programs (consulting, assistance in preparing programs, DRONDs)

7) comprehensive consulting support for the implementation of results-oriented budgeting in a region or municipality (monitoring, consultations on individual activities, etc.).

In order to accelerate the implementation of results-oriented budgeting principles in relation to innovation programs at the regional level, at the first stage it is necessary to switch to targeted (program) methods of planning and managing the development of the scientific and technical base of the industry. It is in this area - R&D - that resource constraints have the greatest impact, and it is here that there is the most pressing need to improve the efficiency of their use. budget management finance

Accordingly, the first stage in the introduction of software planning methods in the industry should be considered the creation of a program structure for allocating resources on R&D topics. To do this, all existing topics in the R&D industry must be formalized in the form of programs or projects and grouped based on their commonality intended purpose and are ranked by degree of importance, with the greatest sensitivity of R&D to resource limitations. Grouping by the generality of the target function is a direct indication of budgeting based on results and the priority of the target aspect in decomposition over the functional one.

Natural milestones on the path to implementing the main aspects of results-oriented budgeting will be the moments of transition from one phase of R&D to another: from applied research to experimental work, then to development work, based on the results of which (after testing a prototype) a decision can be made on start of mass production.

In this case, an important place is given to the existence of the project’s own internal time, its own timeline, not tied to an external calendar. Internal time has an uneven and discontinuous nature - transitions from one stage to another, cycles (returning a project for revision) and parallel branches (subprojects of one project). Connecting parallel subprojects with different internal times and stages of readiness is a separate difficult task. The commissioning time of subprojects and subsystems varies, so the initially achievable degree of optimality will be low. The presence of irremovable time gaps is one of the properties of R&D of complex systems.

The bottleneck in the implementation of results-oriented budgeting methods is the creation of a set of methods and procedures for coordinating programs with the industry budget.

The information basis for preparing a decision on the advisability of starting or continuing to finance a program is a set of industry programs and the accompanying R&D financing plan, organized according to a program-target structure.

Literature

1. Samsonov A.R. Results-oriented budgeting. Opportunities and challenges when using the BOR system

2. Yakobson L.I., Glagolev A.V., Kudyukin P.M. Optimization of budget expenses for public administration and local government

3. Official website of the magazine about innovation activities

4. Gamukin V.V. Innovations in the budget process: result-oriented budgeting / Analytical Bulletin. - 2006. - No. 4. - P. 46-54.

5. Uvarov S.A. Management of public expenditures in order to optimize the budget process.

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Planning covers all parts of the value chain in commercial organization: procurement, production, sales. For comparability and identification of the significance of each factor in the process of creating new value (materials, labor, information, etc.), it is carried out in cost terms. IN foreign literature Planning based on monetary measures of costs and results is usually called budgeting.

Budgeting allows you to:

• - coordinate the activities of the unit within the company and subordinate it to the overall strategic goal;
• - specify the tasks assigned to the departments, and then analyze the state of affairs for the current period by comparing planned and actually achieved indicators;
• - implement a business management system based on deviations, similar to an automatic control system in technology;
• - find out who is responsible for the violation of the work schedule, exceeding the budget and who achieved savings, and create a system of incentives in the organization to achieve the short-term, medium-term and strategic goals of the company.

At the feasibility study stage, the project is considered as a mini-company that does not attract external financing. For it, for each year of the forecasting period, annual budgets should be developed that characterize the flow of funds.

Capital budget and operating budget

We will consider a conditional example of forecasting budgets for the net cash flow of a project.

Forecasting the flow of project funds is associated with a high degree of uncertainty, which grows as the forecast horizon expands. For the purpose of justifying investment decisions, the forecast interval is one year.

Below we will consider a conditional example of forecasting project budgets.

Preparing the project capital budget

In this course work an assumption has been made: the entire volume of capital expenditures in the main and working capital carried out in the zero planning interval. In the zero interval - the entire preparatory stage for launching the project.

The total capital expenditure budget includes the research and development budget (R&D budget) and the capital investment budget.

The R&D budget includes the costs of research and development new products or production technologies that constitute the purpose and content investment project, which are reduced to the following groups:

• - meeting qualitatively new needs;
• - increasing the quality of meeting existing needs;
• - reducing costs to meet needs;
• - expanding the scope of meeting needs;
• - maintaining the existing scale of meeting needs (updating and replacing equipment).

R&D costs are calculated according to estimates or in aggregate, through standards (percentage of sales volume, percentage of operating profit, etc.).

The result of R&D is the creation of design and technological documentation that makes it possible to manufacture New Product or process. The costs of creating such documentation are classified as capital, which will be recouped by net income from the sale of new products or processes. IN knowledge-intensive industries(aviation and space instrumentation, automation, telemechanics, communications, etc.) the share of R&D costs in the price of products is quite high. It decreases if the sales volume of high-tech products increases. Therefore, only large companies with large sales volumes can afford high R&D costs.

In this course work, the budget for R&D expenses (in rubles) is presented in the form.

It should be kept in mind: if a new technology is transferred by a developer of a company to a buyer, then the author of the development can negotiate with him the amount of royalties - constant (rent) payments of part of the income in favor of the developer. In this case, for the user new technology the costs of its acquisition will be taken into account as a stream of payments as part of operating costs or from profit. In this work, this calculation option is not considered. It is accepted that R&D costs are included in the 0 forecast interval as part of capital costs in the amount of 500 rubles.

The overall capital budget for a project includes long-term investments that will be paid back by net cash flow from operating activities.

When calculating the indicators, the following assumptions were made: a) R&D costs in the amount of 500 rubles. are taken into account as capital expenditures in fixed assets; b) the capital budget includes costs of fixed capital in the amount of 4270 rubles. and working capital costs - 930 rubles. Working capital costs are taken at a level not lower than half of the annual requirement for working capital in the first forecast interval based on the data. They are necessary in order to launch and support the project until the moment when operating costs are recouped by sales revenue. If the investment does not take into account the project's working capital needs, then the project will not have enough funds to finance operating costs until sales revenue (revenue flow) reaches a level that allows them to be financed.

It should be noted that the capital budget can be drawn up quite reliably. Therefore, all its parameters are related to the current time period (interval 0), for which prices, cost volumes and other indicators necessary for calculations are known. Determining the indicators of future planning intervals is associated with the need for forecasting, and therefore with probabilistic estimates of their values. The wider the forecast horizon, the higher the uncertainty of future values ​​of project indicators.

Project operating budget forecasting

Operating activities refer to the main activities of companies.

The operating budget reflects the production and non-production (sales and administrative) aspects of the business.

The operating budget includes: sales budget, production budget (budget of direct material costs, budget of direct labor costs, production overhead budget), budget of sales expenses, budget of administrative expenses.

Operating budget includes variable costs, which depend on the volume of output, and fixed costs, which are almost independent of output volume.

Project sales budget

Sales budget includes forecasting cash receipts from the sale of goods and services. It is assumed that during the year under review all goods sold will be paid for by buyers. In other words, the entire volume of accounts receivable from customers is repaid by the end of the year. In table Figure 3 shows the projected schedule of expected cash receipts from sales.

Forecasting the sales budget involves solving the most important strategic issues of the project - about goods and markets: which ones to sell, where and at what prices. This issue addresses the challenges of dealing with competitors who are closely monitoring changes in the controlled market share of the industry. Companies are reluctant to get involved in price wars, but they prevent competitors from expanding sales.

The sales budget characterizes the main revenue stream, which determines the return on funds invested in the project. To predict it, they carry out marketing research, including forecasts of sales volumes, prices for goods and services, taking into account the responses of potential competitors in various market segments. The work examines the sale of one product in one market.

Production budget

The production budget is usually prepared in physical units of production. It must take into account the sales budget, the increase or decrease in finished goods inventories for the year and the utilization of the project's production capacity. In table 4 shows the production budget forecast, pcs. in kind.

The stock at the end of the planning period is 10% of sales in next year, and the balance at the beginning of the period is equal to the balance at the end of the previous period. In our example: changes in inventories over time occur in the 1st and 2nd intervals so that during the operation of the project there is a stock of 10 pieces in the finished goods warehouse. finished products.

When forecasting the production budget, on the one hand, it is necessary that the workload of workers and equipment be full, and on the other, it is necessary to take into account how the company satisfies consumer demand. It can work for intermediate consumers (distributors, wholesalers) “from the assembly line” or for the final consumer “from the warehouse”. In the latter case, the company needs to accumulate stocks of finished products and use them to meet peaks in demand (pre-holidays, seasonal peaks, etc.). In our example: the company satisfies consumer demand “from the assembly line”. The capacity utilization of the project, operating in a stationary mode, is constant and quite high - 0.9 (reserves of used capacity are 10%). In the stationary mode, which begins in the 3rd interval, the project reaches design production capacity. There is a constant stock in the finished goods warehouse - in the amount of 10% of sales volume in a stationary mode. It should be borne in mind that an increase in inventories reduces the profitability of the capital associated with the project, but reduces the risk (probability) of violation of the delivery schedule. Inventories of finished products in the warehouse counter the risks of potential losses in cases of their occurrence (equipment failures, strikes, actions of competitors, etc.).

Budget for direct material costs of the project

Forecasting of production needs for basic materials and components and their stocks in the warehouse is summarized in the budget of direct material costs for the project.

Calculation of purchases of basic materials and components is carried out according to the formula:

Purchases = Production volume + Desired stock in the warehouse at the end of the year - Stock in the warehouse at the beginning of the year

Calculations according to the form are carried out for each type of basic materials and components required for production, and then summed up.

When predicting indicators, the following assumptions were made:

• a) The stock at the end of the period is taken in the amount of 10% of the needs of the next period, at the beginning of the period - equal to the balance at the end of the previous period.
• b) basic consumable materials are paid for throughout the year. In other words, accounts payable to material sellers are settled at the end of each year.

Stocks of basic materials and components in the warehouse act as reserves that make it possible to smooth out disruptions in the production process (losses from defects, etc.) and the potential losses associated with them.

Direct labor budget

The direct labor budget involves forecasting labor time requirements for manufacturing products and estimating the cost of direct labor costs.

In general, to establish the cost of direct costs of basic materials and direct labor costs, the design and manufacturing technology of the product is required. The design and technological documentation specifies the norms for the consumption of materials and components, the norms for the consumption of labor costs by type of work (procurement, mechanical, assembly, etc.), the qualifications of workers and the corresponding qualification standards wages. At the investment justification stage, these calculations are carried out in an aggregated form. When drawing up a business plan for a project, calculations are made more accurately.

Project Manufacturing Overhead Budget

The production overhead budget includes production costs other than direct material costs and direct labor costs: payment of auxiliary repair workers servicing equipment, transport, costs of auxiliary materials, energy, fuel for technological goals etc. The production overhead budget includes fixed and variable components. Variable Manufacturing Overhead Rate = Variable Manufacturing Overhead Rate Direct Labor Hours Required

The fixed component of costs does not depend on the volume of output and includes: depreciation, costs for lighting, heating, security, etc. When predicting indicators, the following assumptions were made: a) the rate of the variable component of production overhead costs was taken at the rate of 1 ruble for each hour of primary labor costs . This standard corresponds to existing industries of a similar profile as the project under consideration; b) the constant component of 600 rubles includes an annual depreciation charge of 300 rubles, however, since depreciation does not cause an outflow of cash, it should be deducted from the total overhead cost when calculating payments for overhead costs; c) payments for overhead invoices are made in the same period in which they are incurred.

Project sales budget

The project's sales budget includes expenses for marketing, product promotion and product sales. It is forecast in the format of variable and fixed costs.

When forecasting indicators, the following assumptions were made: a) variable sales costs (transport, loading, unloading, etc.) per unit of products sold are 1 ruble; b) fixed sales costs (sales workers’ compensation, maintenance and rental of retail and warehouse space, advertising, etc.) amount to 100 rubles. during the period; c) payment of sales expense accounts is carried out in the same period in which they arise.

Project administrative budget

The administrative budget depends on organizational structure company implementing the project, and, as a rule, includes the costs of administration of business units and maintenance of the company's head office (administration remuneration, rent and maintenance of space, travel expenses and etc.).

When forecasting indicators, the following assumptions were made: a) administrative expenses per unit products sold amount to 1 rub. (according to companies of related profile and structure); b) the constant component of administrative costs (maintenance of the head office, remuneration of administration, accountants, employees, etc.) is 200 rubles / year; c) payments for administrative expenses are made during the periods of their occurrence.

Practice has developed a number of standard approaches to determining an organization’s R&D budget:

• as a percentage of sales volume;
• based on comparison with competitors’ budgets;
• based on the average size of the R&D budget for the industry;
• take as the base the average size of the company's budget of the previous period and increase it by an amount equal to the internal growth rate of sales volumes in the current period;
• estimate R&D costs to achieve specific goals for creating products and increase the share of the budget (in%) for independent research;
• allocate a budget in an amount justified by research personnel, provided that its amount is within the financial capabilities of the company;
• based on the correspondence between the volumes of R&D and other activities of the company.

An analysis of possible approaches shows that any method of formally determining the total R&D budget is inaccurate, and its use shows that the company does not think about its real needs. Of course, finding out the R&D volume of competitors and then setting this volume for yourself should not be considered an effective solution. Asking researchers how much money they need is also not reasonable unless the amount is linked to the company's goals and strategy when they establish overall needs. If this is done, then management can analyze the results based on appropriate standard approaches.

The assumption of relative proportionality between future sales and research expenditures may not be correct. Commercial successes company as a result of significant product improvements and production processes do not always increase in proportion to its R&D budget. Moreover, a large volume of sales can be obtained from the sale of products for which research costs were insignificant, and vice versa.

However, if research expenditures can be linked to their potential impact, this will provide a good basis for determining the size of a significant portion of the budget. However, this method cannot be used to determine the share of the budget for basic research that can significantly improve the company's position, or the amount of allocations to satisfy the independent creative interests of scientists in laboratories.

The answers to the following questions may influence the size of your R&D budget.

1. What is required to achieve the company's long-term goals?

If a company has a long-term planning program, its long-term goals are defined and, therefore, the amount of required R&D expenditures to achieve them can be estimated. There is an "ideal" amount of R&D that can be calculated and which, if done, will impact total amount budget.

2. Is the company able to finance the amount of research required?

If a company is temporarily experiencing financial difficulties, then the size of the “ideal” budget may be reduced. This decision should be made after careful consideration. The desire of firms to cut costs during a recession business activity justified, but not in relation to R&D expenses. R&D budgets must be stable enough to maintain the rhythm of this activity and maintain the required composition of scientific and creative personnel. Otherwise, the company irrevocably loses the funds already spent on R&D and reduces the chances of its further development.

To support the interests of scientists and engineers in the company's R&D programs, it is advisable to slightly increase the volume of basic research. Currently, for industry as a whole this volume is very small.

Processes Accounting for contracts and operational accounting Registration of the planned cash receipt schedule Recording the fact of cash receipt Formation of a cash expenditure plan in the context of contracts with counterparties and suppliers Recording the fact of cash expenditure in the context of contracts with counterparties and suppliers Generation of reporting Divisions PEO Finance Department Management of R&D contracts

PUP Stages Contracts for the UZSR project stage Contracts with suppliers and co-executors Stage financing Plans and reports on counterparties plan\fact of financing fact of spending funds Project accounting documents OU (automated generation according to the terms of the contract) spending plan is automated according to the terms of the contract with the counterparty Banking documents financing plan Management R&D contracts General scheme work Cash documents Agreement with the general customer Stages of the contract Payment schedule Stages of the contract Delivery schedule Payment journal fact of payment Outgoing invoices for payment Incoming invoices for payment Acts of transfer of work / services Acceptance certificates of work / services, Monetary payment plan automated generation automated generation Plan Fact to previous slide

Management of R&D contracts Contracts Cards of contracts Contract stages Catalog classifier Contracts are an end-to-end documentary section of the system for maintaining contracts with the general customer (GC), contracts with co-executors and suppliers (SC), general business contracts. Document flow diagram

Management of R&D contracts Contracts with civil procurement - payment schedule Payment log planned payment For each stage of the contract, it is possible to generate a payment schedule From the schedule position, it is possible to generate a planned payment The generated planned payment is automatically reflected in the financing schedule for the corresponding stage of the project Document flow diagram

For project stages, the ability to generate scheduled payments is available in the Payment Journal section. The totality of planned payments generated from a stage is the financing schedule for the stage. R&D contract management Project stage financing - plan Document flow diagram

Management of R&D contracts Contracts with civil procurement - generation and payment of operational documents actual payment Payment log For each stage of the contract, generation of invoices for payment, invoices (acts of work performed) is available. Depending on the degree of automation, the operational document is closed with the actual payment, generated manually from the document or automatically when the bank/cash section is operating, the generated actual payment is automatically reflected in the financing schedule for the corresponding stage of the project Document flow diagram

From the Projects section, an agreement with the general customer can be formed... ...after this it becomes possible to generate invoices for payment from the Project Stages section (in addition to the standard function of generating invoices of the UZSR module) Characteristics of payment documents that closed the account The list of invoices issued from the project stage is available directly from section Projects Management of R&D contracts Project stage financing - fact Document flow diagram

The fact of receipt of funds for the stage ... ... for each year of the stage ... for each month of the year Actual payments that closed the accounts of the project stage are reflected in the Stage Financing tab Management of R&D contracts Financing of the project stage - fact Document flow diagram

Management of R&D contracts Contracts with space companies - generation and payment of operational documents For each stage of the contract, the generation of incoming invoices for payment and invoices (work acceptance certificates) is available. Depending on the degree of automation, the document is closed with an actual payment generated manually from the document or automatically during the operation of the bank section / cash desk (it is possible to use requests for payments) The generated actual payment is automatically reflected in the schedule for spending funds at the corresponding stage of the project actual payment Payment log Document flow diagram

From the Projects section, the user has access to an extensive set of operational accounting functions... ... invoices and certificates of completed work Registration of invoices under an agreement with a counterparty or supplier... Agreements with counterparties and suppliers tied to the project stage Management of R&D contracts Plans and reports for counterparties Document flow diagram

In the context of contracts with counterparties and suppliers Plan, automatically, based on the terms of the contract (amount, terms, procedure for payment of advance payment and settlement) Fact, automatically, based on actual payments under contracts, in real time, after recording the fact of payment in the system, with the ability to go to the Payment Journal Management of R&D contracts Plans and reports on counterparties Document flow diagram

Purpose A subsystem that ensures the formation of budgets of a user-defined structure, based on system credentials, using calculation algorithms developed by the user. Consolidation of planned and actual financial data of the accounting system in a comprehensive presentation model, in the context of user-defined items Formation of budgets Positioning

Formation of budgets Possibility of setting up an arbitrary budget structure (including multi-level) Support for plug-in algorithms for calculating budget items Detailing of budget items, from the point of view of the system documents included in them Interactive recalculation of items Possibility of creating a budget with a daily or monthly set of columns Tracking budget execution Several budgets in one billing period as of different dates Automatic calculation of deviations for budget items relative to previous states Approval and control of compliance with cost limits for a certain period (use as a source of limits in Payment Requests) Uploading budget data in a specified format for integration with the budgeting systems of the parent organization/holding Publication budgets in the WEB interface of the system Formation of budgets Features

Formation of budgets Schematic diagram works Publication and reporting Hierarchy of articles with daily columns Hierarchy of articles with monthly columns Links to system documents included in the calculation of articles Generated budgets Budget structure, actual parameters for the formation of budget articles Formal description of algorithms for the formation of budget articles Algorithms for calculating budgets Budgeting Articles (daily) Elements of income and expenses, cost items Budget settings UDO_PKG_FINPLAN_UTILS.CALC_% Calculation algorithms implemented in PL/SQL Document types Items (monthly) Detailing MS Excel WEB interface

Daily budgeting Actual payments Payment orders Planned payments Monthly budgeting BDDS (01) (plan) BDDS (02-12) (plan - fact) Payment log BDDS (daily) (plan - fact) Operational accounting Applications for payments Accounting Information about limits by item, to make a decision on payment of the application Payments Monthly reformation (monitoring compliance with the planned budget - annual limit) Daily reformation (monitoring compliance with the monthly limit) Information about monthly limits by item, for daily monitoring of their compliance Payments Formation of budgets Place in business processes ( using the example of BDDS)

Plan - fact budgets Replanning modes Without replanning Proportional Sequential Modes for calculating planned indicators Recalculation Using the last budget as a source of planned data Using the first budget as planned data Formation of budgets Features of the algorithms

Linking to project codes Item (receipt) Plan Fact Budget settings Projects / Stages Financing schedule Payment log (planned payments) Item (expense) Plan Fact Plan at cost Payment log (actual payments) Incoming invoices for payment Invoices for payment Receipt invoices / Receipt certificates works (services) Expenditure invoices / Certificates of completed work (services) Agreement with the general customer Agreements with counterparties and suppliers of materials and design documentation Formation of budgets Data sources - BDDS (custom accounting) Plans and reports on counterparties Document flow diagram

Formation of budgets Setting up a budget Publication settings Validity period of settings Detailed period Budget type Budget items Linking an article to an algorithm (one of the standard ones) Linking algorithm parameters to a project (order), as well as a STC item, direction of income / expenses, counterparty

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