Types of economic and management reports at the enterprise. Management reporting: types, forms and formation. Drawing up enterprise budgets in Excel, taking into account loyalty

The concept and types of reporting The role of information in the modern business world is steadily increasing. Reporting is the final stage of the accounting process, therefore it includes generalizing totals obtained by appropriate processing of current accounting data. Compilation of internal reporting is caused by the need for management within the organization. The purpose of compiling management reporting is to satisfy the information needs of management within the organization by providing cost and physical indicators ...

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Subject: U management reporting

1. Concept and types of reporting

The role of information in the modern business world is steadily increasing. AT entrepreneurial activity business success, expressed in making a profit, depends on the quality of the economic information used. To make informed investment decisions, select customers, suppliers, other business partners complete and correct information is required. In the enterprise management system, internal reporting of departments is the most important control tool, representing systematized and generalized information.

A report is understood as the information received, presented in a form acceptable to the user. A report is a certain amount of information containing only the information required by the user, which are grouped in the most convenient way.

Reporting is a system of interrelated indicators that characterize the conditions and results of the organization or its divisions for the past period. Reporting is the final stage of the accounting process, therefore it includes generalizing totals obtained by appropriate processing of current accounting data. Reporting is the main source of information used for analysis and adoption management decisions.

Reporting used in practice is divided into types according to the following criteria:

• by the amount of information presented in the report;
• according to the purpose of compilation;
• according to the frequency of presentation.

According to the amount of information provided, private and general reporting is distinguished. Private reporting contains information on the results of the activities of any structural unit of the organization or on certain areas of its activities, or on the results of the activities of branches. General reporting characterizes the results of the organization as a whole.

depending from the purposes of compilingswelling can be external and internal. External reporting serves as a means of informing users about the nature of the activity, profitability and property status of the organization. Compilation of internal reporting is caused by the need for management within the organization.

Depending on the period covered by the reporting, a distinction is made between periodic and annual. Reporting compiled at certain intervals (week, ten days, month, quarter, six months) is periodic. Annual reporting is drawn up within the time limits regulated by the current regulations.

Management reporting- internal reporting on the conditions and results of the activities of the structural divisions of the organization, individual areas of its activities.

Purpose of management reporting- Satisfying the information needs of management within the organization by providing cost and physical indicators that allow you to evaluate and control, predict and plan the activities of its structural divisions, as well as specific managers.

The purpose of compiling internal reporting determines its frequency, form, content. The accuracy and volume of the data provided in the reporting depend on the organizational, technological and economic features inherent in the organization and the specific object of management accounting, the goals of management in relation to this object of accounting. The content, forms, timing and obligation to submit management reporting, as well as its users, depend on the business conditions in a particular organization.

The management reporting system is one of the most complex and important elements of management accounting. When developing a management reporting system, it is necessary to:

Determine the form, deadline for the submission of the report and the person responsible for its preparation;

• draw up a scheme for the formation of management reports, determine the owners of the initial information;
• empower the responsible person with the powers of the coordinator, i.e., administratively allow him to receive information from its owners;
• determine the users of the information and the form in which it will be provided to them.

Work on the implementation of management reportingis carried out in several stages.

First stage - determination of the volume and content of the necessary information and the solution of the issue of obtaining it from the applied documents. For this, the information contained in the accounting registers is analyzed. It is important to determine the sources of obtaining the necessary information, which may be located in the functional units. It is advisable to analyze the very fact of the availability of the necessary information.

For example , a situation may arise when existing forms primary documents do not have the details necessary to receive the corresponding report. In this case, work should be carried out to finalize these forms of documents. Most often, as a rule, primary documents contain the necessary amount of information. However, this information is not processed in the form of management reporting. In this case, it is necessary to determine the form of the relevant reports, appoint those responsible for receiving them, and oblige the owners of this information to provide these reports at the set time.

The second stage is the stage of analyzing the information contained in the accounting registers,focused on ensuring that the information that corresponds to management reporting, as well as the information necessary for strategic analysis activities of the organization were reflected in the accounting registers. To obtain such information directly from accounting registers, it is advisable to improve analytical accounting in such a way that the necessary information is reflected in it constantly.

Third stage - creation of an automatic system for the formation of management reporting. This is possible with the appropriate software.

2. Users of management reporting and reporting periods

The main users of management reporting are managers of all hierarchical levels of organizations.

Internal reporting information is necessary for making management decisions on issues related to the evaluation of the activities of responsibility centers by managers of higher levels; identifying trends in the development of responsibility centers; shortcomings and positive moments in their activities. Internal reporting is information support management decisions and optimization of the organization as a whole.

For example , reporting on profit and investment centers makes it possible to make a forecast about the dynamics of the organization's profit and assess the risk of new long-term investments.

Familiarization of the personnel of the organization with the data of management reporting improves relations in the team, forms the confidence of employees in their position.

The timing and frequency of management reporting is an important parameter that significantly affects the performance of the entire system.

The frequency of management reporting is an individual matter. However, the general criterion for choosing reporting periods is the timeliness of making management decisions based on reporting data. At the lower levels of management, the role of efficiency in decision-making is higher than at the upper ones. As a result, reporting periods at lower levels should be shorter.

It is conditionally possible to distinguish three standard time periods, which are basic for the organization of accounting and presentation:

• short-term reporting;
• mid-term reporting;
• periodic (strategic or long-term) management reporting.

Short term reporting is considered that is provided most often: daily and weekly. However, due to the specifics of production, monthly reporting may be short-term. Short-term reporting is the provision of information from primary documents in various aspects, that is, this is information that is most relevant to the organization and reflects the important and dynamic aspects of its activities. The main users of such reporting are middle managers or line managers. They must make management decisions based on this information.

The second time period is medium term. The management reporting of this group is compiled at intervals from once a week to once a month. Such reporting combines the performance of the organization and necessarily contains forecast indicators for the next period.

For example By analyzing the cost of production for a month, you can make forecasts of its changes for the next month in accordance with changes in market prices for materials and components, i.e., track changes in the cost of raw materials. Based on the data of such reporting, it is possible to predict changes in prices for manufactured products and show changes in its profitability. The consumers of such reporting are higher-level managers: the management of the organization, top managers. Many decisions that are made on the basis of management reporting compiled in the medium term can have a significant impact on the activities of the organization as a whole.

Long-term management reportingcompiled at intervals ranging from once a month to once every six months. It is prepared for the purpose of establishing a link with financial reporting to show changes and relationships between management performance and reporting data. This is due to the fact that financial statements are submitted once a year. In connection with the use of the quarterly financial reporting, long-term management reporting is a purely strategic, analytical tool, since it is necessary to respond to a change in the situation once a quarter, in accordance with the frequency of financial reporting. In accordance with this, short-term management reporting is of great importance, which should reflect the dynamics of changes, including in tax planning.

The frequency of internal reporting is determined by the organization itself, for each group of responsibility centers and segments it is individual. It is important to have a clear reporting schedule. Internal management reporting is an integral part common system internal control in the organization.

In the absence of timely feedback, there is a high probability that the work of the manager will get out of control, and his goals and plans will lose their relevance, remain on paper. The leader must always know how effective his activities are. If his plans are not being fulfilled, he should find out about it as soon as possible. Otherwise, he is deprived of the opportunity to take corrective measures and make changes that are necessary to update the tasks set. Internal management reporting is prepared for the manager, responsible for achieving the set goals.

Disadvantages of internal reporting, typical in traditional approaches to the organization of internal control, consist in the fact that the main focus is on errors instead of giving managers information that allows them to take effective actions. As a result, feedback turns out to be aimed at conducting audits and looking for omissions, returns the manager to past events and operations, generates data that can no longer be corrected, and limits the ability to act with a perspective.

3. Basic requirements for the management reporting of the organization

Competently drawn up and timely submitted management reporting ensures the solution of the following tasks:

• a quick overview of activities;
• presentation of information on actual performance;
• identification of existing problems and shortcomings, as well as an indication of potential problems in the future;
• providing information for choosing the best options for solving issues and problems of daily activities, as well as for making strategic decisions.

Operational management decisions are made at the lower levels according to the maximum of the data presented, at the highest levels of management the amount of information is reduced, and the responsibility for decisions (their significance) increases.

Formal and special requirements are imposed on the construction and content of internal reporting.

Formal requirements for internal reporting:

• expediency;
• objectivity and accuracy;
• efficiency;
• brevity;
• comparability of reporting;
• targeting;
• efficiency.

Expediency -information summarized in internal reports should be relevant to the purpose for which it was prepared.

Objectivity and accuracy -internal reports should not contain subjective opinions and biased assessments; the degree of error in the reports should not prevent the adoption of sound management decisions. Since the promptness of reporting affects the accuracy of the information received, therefore, one should strive to minimize this factor.

Efficiency - reporting must be submitted by the due date, which is important for timely decision-making.

Brevity - reporting should not contain redundant information: the smaller the volume of the report, the more quickly you can comprehend its content and make an appropriate decision.

Reporting comparability -the ability to use reporting information for the work of different responsibility centers; reporting should also be comparable with plans and estimates;

Targeting - Internal reporting information must be communicated to the responsible executor, while maintaining confidentiality.

Efficiency - the costs of obtaining internal reporting should be commensurate with the benefits of using management information.

The purpose of internal reporting is to ensure management personnel all levels of necessary information. Requirements for the content of reporting should be formulated by the heads of responsibility centers and other persons related to management personnel or interested in internal management information. For users (managers), not only the content of information is important, but also the methods of its delivery, the forms of reporting. Internal reporting should provide an opportunity to quickly review and evaluate actual results, their deviations from the goal, identify shortcomings now and in the future, and select the best options for making management decisions. It is not easy to generate reports that provide information for solving a complex of problems.

Special Requirementsrequired for internal reporting:

• flexible but uniform structure;
• clarity and visibility of information;
• optimal presentation frequency;
• suitability for analysis and operational control.

Primary analytical information should be provided directly in the reporting forms: deviations from goals, norms and cost estimates, ranking of deviations, etc.

Flexible yet consistent structurereporting information follows from the very essence of internal management and management accounting. The information should have sufficient internal flexibility to respond to the changing goals and needs of responsibility center managers. At the same time, it is necessary to ensure information uniformity. The system of management accounting and internal reporting may change due to significant changes in the nature of the organization's activities.

The flexibility and uniformity of internal management information is ensured by the fact that the necessary amount of data is accumulated at the primary level of registration, which can then be selected and grouped in the required information context. If you do not select the necessary data at the stage of their input, then later it is problematic to obtain the information you need in each specific case. Each responsibility center should receive reports containing the necessary information. The information system should be designed in such a way that there is a certain uniformity of data for grouping and comparison.

Clarity and visibility of informationIt boils down to the fact that each reporting form should contain the information required by a particular user. Excessive detailing of reporting information, its congestion with unimportant indicators makes it difficult to understand the reporting and hinder the adoption of correct management decisions.

Optimal reporting frequencyis derived from the purpose of information and decision-making capabilities, i.e. from the factors that determine the use of reports in management. Some reports are used more often than others. The frequency of internal reporting varies. Internal reports may be annual, quarterly, monthly, weekly, daily or as deviations occur. There is no need to increase the frequency of reporting if it is not possible to make a decision based on them. If bonuses are paid to personnel on a quarterly basis, then there is no point in obtaining monthly information on the fulfillment of bonus conditions. At lower levels of management, more frequent and more detailed reports are needed. With the transition to higher levels, reporting is less frequent and contains more aggregated indicators.

4. Management reporting format

Based on internal reporting, decisions are made at all levels of management of the organization. It is important to reduce the time that passes from receiving a report to developing a decision and translating it into management actions. At the same time, the accessible form of the internal report, the location and presentation of relevant information are essential. There cannot be a standard set of internal reporting with uniform forms and information structure. Internal reporting is individual. It is possible to distinguish classification features that characterize general approaches to internal reporting forms.

• complex;
• thematic (according to key indicators);
• analytical.

Comprehensive summary reportsare presented, as a rule, for a month or another reporting period (quarter, six months, etc.), they contain information on the implementation of plans and the use of resources for a given period, on income and expenses by responsibility centers, on the implementation of cost estimates, profitability , movement Money and other indicators for general assessment and control.

Thematic reportsare presented as deviations occur in such indicators as the most important for the successful functioning of the organization: sales volume, losses from marriage, underdeliveries on orders, production schedule and other indicators controlled by the responsibility center.

Analytical reportsare provided only at the request of managers and contain information that reveals the causes and consequences of the results for certain aspects of the activity.

For example : a comprehensive assessment of the causes of overspending of resources, changes in profitability, sales levels by market sectors, analysis of the market and the use of production capacities, risk factors for activities in certain areas, etc.

By management levelsreports are divided into:

• operational;
• current;
• summary reports.

Operational reports, presented at the lower level of management in responsibility centers, contain detailed information to make current decisions; compiled weekly and monthly.

Current reports , containing information for the middle level of management in profit centers and investment centers, are compiled at intervals from monthly to quarterly.

Summary reports are formed for the top management personnel of the organization. Based on them, strategic decisions and the general control and control of the activities of managerial personnel is carried out at the middle, sometimes at the lower level. The frequency of these reports ranges from monthly to yearly.

Operational information addressed to grassroots responsibility centers should not be presented unchanged to the highest level of management. At the lower level, operational decisions are made on the coordination and implementation production plans use of departmental resources. This information should be generalized, aggregated into more general indicators for presentation to the middle level of management. At the highest level, an even greater degree of generalization of information is required.

By the amount of informationinternal reports are subdivided into summaries, final reports, general (consolidated) reports.

Summary - this is brief information on individual performance indicators of the unit for a short period (sometimes per day, week).

Final reports are compiled for a month or another reporting period. They summarize information about the controlled indicators of the responsibility center.

General (summary) reportsare compiled for the organization as a whole and contain information consistent with the forms of financial statements adapted for the purposes of internal management.

By form of presentationinternal reports can betabular, graphical or textual form.

tabular form presentation of internal reporting is most acceptable to compilers and users. Most of the internal reporting information is expressed in numerical indicators, which are most conveniently presented in tabular form. In addition, it has become traditional. It is important to correctly structure the reporting indicators, divide them into zones, highlighting the main ones that require special attention. For explanations to the report, a note with comments and disclosure of the main indicators can be prepared.

Graphic formmore visual, but graphs (diagrams) should not be overloaded with unnecessary digital information. Displaying more indicators in this form makes it difficult to understand. A large number of digital data is better presented in tabular form.

Text form submission of information is acceptable in cases where there are no digital data or their volume is insignificant; the relationship and significance of the information presented must be explained in detail. Textual reports are often compiled in addition to reports presented in tabular or graphical form.

For the main periodically generated management reports, it is advisable to approve the format, content, timing and frequency (periodicity) of submission, as well as the distribution rules. Standardization will increase the efficiency of preparing and presenting reports, and will save the time that managers need to familiarize themselves with and comprehend the information provided. Standardization does not mean that all managers will receive the same reports. Managers will be informed about which set of reports, in what form and with how often (daily, weekly or monthly) they will receive. The set of reports should include the necessary comments and explanatory information. Additional analytical information can add value to the data presented.

Thus, the determining factor in the formation of a management reporting system in an organization is its economic efficiency, i.e., the benefits that the organization will receive from the availability of reporting by improving the quality of managerial decisions. The introduction and use of a management reporting system is considered justified when the resulting positive effect exceeds the costs required to create such a system.

Internal reporting is not the result of management analysis, which is the most important element of management accounting, but the primary material for such an analysis. Based on its information, it is possible to give a general assessment of the results of the activities of responsibility centers, to judge the degree to which they achieve their goals and the correctness of the operational corrective decisions made.

More often, organizations use a three-level system for the formation of management reporting. The main levels are:

• journals (books) - to record all the operations of the organization in accordance with the field of activity or by division;
• summaries - brief information about the activities of the unit on a specific date;
• final reports - reports representing the results of the organization as a whole and its structural divisions for a certain period.

The structure of management reporting includes reports in accordance with the following classification:

• comprehensive reports;
• reports on key indicators;
• analytical reports.

a) Comprehensive reports - usually submitted on a monthly basis.

Comprehensive reports may reflect the following indicators: the profitability of the organization as a whole and its structural divisions; structure of income and expenses by responsibility centers, structural divisions, individual projects, etc.; indicators of accounts receivable and assessment of the allowance for doubtful accounts receivable; the amount of reserves and the assessment of the reserve for depreciation of reserves; cash flow and forecast of future use and receipt of cash.

b) reports on key indicators - are submitted on a specific date at any time. They reflect the most important factors for the successful functioning of the organization: the number of orders received; underdeliveries on orders; the volume of output; the volume of products sold; percentage of malfunctions or defects; planned performance results; resource efficiency.

c) analytical reports - are prepared at the request of management.

Analytical reports are designed to more deeply reflect certain aspects activities. Examples of issues covered in analytical reports could be: the reasons for the increase in inventory levels, leading to a freeze in the funds spent on the acquisition of these assets, impairment of inventories and losses, and, consequently, greater exposure to business risks; causes of overgrowth overtime hours work leading to an increase in the cost of staff salaries; change in the share of the organization in the relevant market segment.

Analytical reports also reflect the situation on the market, the relationship between external and internal factors development of the organization, reveal existing threats and opportunitiesorganization development. Ta cues reports are prepared as the need arises.

The focus, format and content of analytical reports are unlimited. Reports should be characterized by a clear statement of the issues and objectives to be disclosed; contain a description of the analysis method, definitions of new terms, quantitative and qualitative data necessary for understanding the report, disclose all assumptions used and their assessment; provide the user with a summary of results and conclusions, as well as a description of risk factors.

Examples of reports that are generated in the management accounting system in an organization are:

Current activity reports:on the production of products (works, services); on the sale of products (works, services); about purchases; on receivables and payables; about reserves finished products; about work in progress; on stocks of raw materials and components; about barter deals; on cash flow, etc.

Reports on investment activity: on the movement (acquisition and disposal) of fixed assets, on the movement (acquisition and disposal) of intangible assets, on planned long-term investments in the context of investment projects.

Reports on financial activities: about short-term financial investments; on attraction and servicing of borrowed capital; attracting share capital and etc.

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All businesses are required by law to keep accounting records and prepare financial statements. However, standard financial statements do not contain all the information necessary to effective management business. Therefore, in most enterprises, in addition to accounting, management reporting is also prepared. Consider how the preparation of management reporting and its analysis.

Principles on which the formation of management reporting is based

The main difference between management reporting and accounting is its focus on the needs of internal users. Preparation of management reporting is inextricably linked with the budgeting process. In essence, this is one and the same process, and internal management reporting is used for purposes primarily related to monitoring the execution of budgets.

Fundamentals of budgeting and management reporting are based on the following principles :

1. Timeliness - all information must be collected and provided within the time frame necessary to ensure effective management.
2. Sufficiency - information should be complete, but not redundant.
3. Objectivity - the data must correspond to the real state of the enterprise.
4. Comparability - the ability to objectively compare planned figures with actual ones, as well as indicators for different reporting periods.
5. Confidentiality - information should be provided to users in accordance with their official duties.
6. Economic feasibility - the cost of collecting and processing information should not exceed the economic benefits from its use.

Analysis of management reporting is carried out according to the same principles that are used for financial statements. The structure of the balance sheet, the composition of costs are analyzed, a comparison is made with the plan and with previous periods, various relative indicators are determined - profitability, liquidity, etc.

The main difference here is the frequency. Accounting reports are compiled and analyzed quarterly, while management reports are prepared much more frequently. As a rule, key management reports are prepared on a monthly basis. But for a number of indicators (for example, output, sales, cash flow), information can be provided even more often - ten days, weekly and even daily.

Therefore, there are much more opportunities for operational analysis in this case. This allows the management of the company to respond "in real time" to the changing situation in the market.

Management reporting forms

Drawing up management reporting should provide its users with complete information about all aspects of the enterprise. For this purpose, the following main forms are included in the management reporting:

1. managerial balance. In general, it usually repeats the structure of accounting. Differences may be in the valuation of individual groups of assets or liabilities. For example, for management accounting, other depreciation methods can be used, in which case the cost of fixed assets and intangible assets will differ.
2. Income statement. The form of the report here also usually resembles an accounting counterpart. However, the indicators themselves can differ significantly, because. the distribution of income and expenses by items in management accounting may not comply with the principles adopted in accounting.
3. Cash flow statement. This form answers the favorite question of many managers: “Why is there a profit on the report, but there is no money in the account?”. This report shows the structure of cash inflow and outflow. Usually, cash flows are considered separately for the main, investment and financial activities.

Thus, the report becomes "voluminous", the results of the enterprise's activities are considered from different angles, each of which is "responsible" for a separate form of management reporting. A sample of filling out the financial results and cash flow statements is given below.

Supervisor trading network first of all, he must monitor the fulfillment of the goals set for him by the shareholders. To obtain all the necessary information, packages of balanced reports are needed. It is also necessary to establish stable work on the collection and processing of data included in them. Let's take a closer look at how to prepare basic reports for the manager.

To make the right management decisions, reports for the manager should include the following information:

• the sufficiency of funds to achieve the goals of the company;
• security with the necessary commodity stocks;
• efficiency of business units (objects of management);
• implementation of company budgets;
• marketing activity and marketing effectiveness;
• key projects (special projects) of the company.

Reports on the work of the departments of the company, as well as a development report (relevant at the stage of formation and growth of the organization). This package of reports is an overview of the company's activities in the form of information that allows the manager to analyze both the effectiveness of previous decisions and the risks of not achieving the goals of shareholders.

Since any company target can ultimately be expressed in terms of money, it is very important that all reports be maintained by the company's finance department and the financial director personally, or at least be verified by the financiers before the reports are submitted to the head.

Reports must be timely, accurate, understandable, take into account management objectives. In general, information for the head of the distribution network should contain six mandatory reports.

PERSONAL EXPERIENCE

For the head of the distribution network, the main reports are reports by stores, trade offices. It is important to correctly distribute reports into groups according to the deadlines for submission in order to optimize the time spent both on their preparation and analysis.

Cash flow statement

The cash flow forecast with a set of supporting reports is designed to assess the adequacy of funds to meet the company's goals in the short term. It gives information about where in time to expect or not to expect failures in cash, respectively, whether it is necessary or not to attract additional funding.

The package includes: sales report (daily), receivables collection report (for distribution companies), cash receipts report, and purchase report, including expenses.

Periodicity: at least twice a week.

Presentation form: plan / fact / forecast for selected indicators (for details, see Figure 1).

PERSONAL EXPERIENCE

Marina Lazareva, Director for Economics, Landgut Group of Companies

If a company has two payment days per week, then preparing a cash flow forecast with a set of supporting reports twice a week is entirely justified.

If there are no set payment days and cash management is carried out every day, then it is more expedient to keep such a report in the “fact-plan” format (the actual execution of the cash flow budget is entered for the previous day, and planned indicators remain in the remaining cells) daily or prepare a report two once a week, and keep a daily payment calendar. The payment calendar should contain not only receipts and disposals for specific counterparties, but also the amount of debt with the dates of its repayment, and the terms of repayment of this debt (both from the side of debtors and creditors), then this enables the financial director (or treasurer) to fully see the picture of the state of funds in the company. As for the report format, it is better to add the balance at the beginning of the period in the very first line (in principle, this is not necessary - do it the way you prefer). But I know from my own practice, maybe these are insignificant values, but such a variant of the report format increases the accuracy of the information provided.

Natalya Evdoshenko, General Director of Quality Finance LLC, ex- financial director FILANCO Groups

A cash flow statement, as well as reports on commodity balances (both in the context of stores and warehouses) must be submitted daily. They should be simple and informative. It is advisable to make weekly DDS reports in comparison with the same period last year, since in retail great influence of seasonality.

For the head of the Starik Hottabych retail chain, where I previously worked, the cash flow statement was not of great interest. Usually cash management in this company was the task of the financial director and in the absence of serious problems with working capital and significant deviations from the budget, the statement of cash flows was sufficient to submit to the CEO once a month.

Reports for assessing the effectiveness of the enterprise

This package of reports allows the head of the enterprise to see in the context of the performance of branches / stores / customers as business units and understand what makes sense to add, for example, to the customer / store product portfolio or which product (product group) to focus on in order to increase its efficiency .

Periodicity: monthly.

Presentation Form can be seen in Table 1 and Table 2.

An example of the practical implementation of the ABC analysis of commodity groups is the inventory report.

This report is required to update the product portfolio commercial enterprise, withdrawing from it or minimizing inventory for groups C and D in accordance with the ABCD analysis of inventory, making decisions about which product is needed or not needed, as well as based on sales dynamics, the size and share of gross income brought to the company .

Thus, the analysis of the product range of the enterprise is carried out, the efficiency and turnover of inventory items are evaluated.

Periodicity: inventory report is submitted monthly.

PERSONAL EXPERIENCE

Sergey Kuzmin, ex-financial director of Starik Hottabych LLC, financial director of Energy Systems and Technologies CJSC

In Starik Hottabych LLC, one of the most requested reports was the report on margin and gross profit in the context of product lines. It was formed weekly and was valuable in that it allowed to see in dynamics the gross profit and the margin of each product line of the enterprise in comparison with the budget and the previous year. I believe that for a trading company, managing margin / gross profit through such a report is a task of paramount importance, since the level of marginality has a significant impact on the value operating lever and, consequently, on the company's net profit margin.

The report, which I would also add to the list of mandatory ones, is a sales report in physical terms (pieces / packages / tons / cubic meters, etc.). This report gives the head of the trading company a clear picture of the dynamics of sales and allows you to compare different periods, excluding the influence of pricing policy. In my opinion, sales analysis is only in monetary terms not enough.

Budget execution report, forecast

This report is intended to identify deviations in comparison with the budget / operational plan of the enterprise. It can be used to identify deviations and further identify their causes. Then a further forecast is built according to the trends.

At the same time, it is important to detail the PL items (profit and loss statement) to the values ​​​​of the drivers (in-kind indicators), then you will immediately understand the real reasons for the deviations.

For example, let's say that according to the results of the month, one of the stores of the distribution network has saved 5,000 rubles under the electricity item. It is important to correctly understand the reasons for the identified savings: it may actually be savings from the use of energy-saving devices, or perhaps the store was simply closed for several days due to a lack of electricity in it.

The budget execution forecast is necessary to control the achievement of budget indicators in future periods.

Periodicity: monthly.

Presentation form: by budget items with analytics and comments for each item (see Figure 3 for details).

PERSONAL EXPERIENCE

Natalya Evdoshenko, General Director of Quality Finance LLC, former Financial Director of the FILANCO group of companies

To make it easier for the CFO to read the reports, it is best to present them in groups according to the ABC/XYZ analysis of stores. I also recommend highlighting indicators that deviate from the planned ones by more than 20 percent. In my experience, such a deviation is already critical.

Consolidated PL (profit and loss statements) are compiled monthly for the entire trading company or for a group of companies. These reports take into account the costs of all departments in detail.

Yulia Murina, financial director of ABK LLC

For the head of a trading company, of course, all reports are necessary, since they reflect various aspects of the enterprise's activities and allow you to get a complete picture of the processes taking place in retail outlets.

As a financier, of course, DDS and the budget are closer to me. In our trading network, daily monitoring of the spending of funds according to budget items takes place, and the final monthly reports end up on the table of the CEO.

Marketing activity reports (FlowChart)

It consists of a report-map (calendar) of marketing activities and a report on the effectiveness of the campaigns. This set of reports gives you insight into how much extra revenue and gross income a particular stock has generated.

Periodicity: monthly.

Status report on special projects

It is necessary for the manager to understand the current state of the most important projects, as well as projects in which the direct participation of the manager is implied. These can be both short-term and long-term projects, divided into intermediate stages.

Periodicity: monthly.

Presentation form: the report is built as a list of projects broken down into stages and linked to the periods of stage implementation. Opposite each of the reports, markers are made: green, yellow, red. Accordingly, the manager should pay close attention to yellow and red projects, while green ones are informative in nature (for more details, see Figure 4).

Other reports

A certain balance of reports is important, since the management of a company is an equation with many variables, but not an infinite one. At the same time, each manager determines for himself the level of balance in the package of management reports, the forms of their presentation, the frequency based on the goals and objectives facing him.

This article lists the minimum set of reports for the head of a commercial enterprise. And here are a few more - they are clarifying in nature or are presented at the request of the head.

Reports on the work of departments of the company. In general, these reports provide the manager with more detailed information about the work of each of the departments. This may include reports such as:

• report on the implementation of KPI;
• company staffing report for HR;
• report on the ICS (system of internal controls) for the head of the ICS;
• report on the effectiveness of the procurement activities of the trading network for the procurement service, etc.

Development report. This report is of great importance when the trading network is actively developing, opening new outlets, implements a program of regional expansion. In the same case, I recommend that you pay attention to the report on the development of CapEx.

Other information reports. As the name implies, these reports are of an exclusively informative nature: this may be the conclusion of the control and audit department on accounting and reporting in the trading network, analysis of market shares, an annual audit report, etc.

And, of course, one of the most important is the annual report for shareholders. You can submit it in different ways. How exactly is a topic for a separate article.

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Accountability of the director of the company

The director of an LLC is the sole executive body in accordance with the provisions of Art. 40 of the Law of February 8, 1998 No. 14-FZ “On companies with limited liability(hereinafter referred to as the LLC Law). He is elected for a period stipulated by the charter of the company, and resolves all issues related to the current economic activity companies, with the exception of those that the charter refers to the competence general meeting or board of directors.

Art. 44 of the LLC Law provides for the responsibility of the sole executive body, which, in the performance of its duties, must act reasonably and in good faith.

The director of the LLC is accountable to the founders. Legislatively, the procedure for monitoring the actions of the director on their part is not regulated, therefore, the rules for preparing and transmitting information about the activities of the company are fixed in the charter.

The obligation of the director to report to the founders, the board of directors ( supervisory board) and the deadlines for reporting can be fixed in employment contract and position on the general director.

The director may present a report to the founders at the annual meeting.

The dates and order of the annual meeting are regulated by Art. 34 of the LLC Law - from March 1 to April 30 after the end of the financial year. The annual meeting is convened executive agency society in the form CEO, whose responsibilities include notifying participants about the upcoming meeting (Article 36).

What should a director's report include?

The director's report submitted by him to the founders refers to management reporting. Unlike financial and accounting statements, there are no uniform rules for its preparation in the legislation. They depend on the specifics of the company's activities and are set individually.

As a rule, such a report should contain information:

• about the state net assets companies and their value in comparison with the size of the authorized capital;
• profitability of sales and quantity of manufactured and shipped products;
• stocks and their turnover, as well as receivables and payables;
• cost structure;
• level of net profit.

Thus, on the basis of the reports presented by the director to the company's participants, the latter form a complete picture of the conduct of business and assess the real state of affairs, which allows them to monitor the achievements of the company and set further management tasks.

It is within the power of any company to build an effective and simple system for generating basic management reports in a relatively short period of time. After all, such reports are based on the information that, as a rule, every enterprise has.

As the business develops, it is of fundamental importance for its sustainability and the ability to further development the ability of management to control the main parameters of the company's activities begins to play. The most clear and complete picture of the state of the enterprise is provided by management reports - cash flow, profit and loss and management balance sheet.

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Initial information for the formation of management reports

The formation of basic management reports is based on the information that, as a rule, any company has.

Firstly, each enterprise has complete information on cash flow. This can be both accounting data (statements on ruble and foreign currency accounts, cash reports, settlements with accountable persons), and information that may not be in the accounting data, for example, from the register of settlements between individual businesses within the holding and so on. Secondly, any enterprise in one form or another has in its arsenal reports that characterize the state and dynamics of the most important assets and liabilities. So, we can say with confidence that each enterprise keeps records of inventories, mutual settlements with buyers and suppliers of products or other assets and liabilities that are essential for this type of business.

Often, this information is contained in several software products, which is why the data of the received reports does not always correspond to each other. Despite this, the availability of this information is sufficient to begin the formation of basic management reports.

At the same time, in the process of forming the management balance sheet, all inconsistencies in the reports will be automatically identified, and, accordingly, sources of costs that were previously simply ignored will be detected.

The most convenient way to make management reports is in Excel. This software product has excellent tools for analyzing and processing data, including when it comes to large amounts of information. By the way, there is a convenient service for management accounting in the cloud and you will no longer need any reports in Excel. .

Personal experience
Sergey Dmitriev,

Management Accounting Implementation Plan

Before generating a cash flow statement, it is necessary to carry out the following procedures, which will subsequently provide information in the required context and with the required level of detail.

1. Analysis of the structure of the enterprise. If an enterprise conducts several independent activities, then it is advisable to keep management accounting for them separately. It is necessary to allocate for each direction those cash flow accounts that serve it. If you have accounts that serve several types of business at once, the easiest way is to create an intra-company cash settlement center (RCC) and include all such accounts in it. At the same time, to generate a cash flow statement for each type of business, extracts from the RCC for transactions related to this area should be used.

2. Analysis of the structure of a separate line of business. If necessary, you can select departments in the context of which the company's management would like to see the report. This detailing plays an important role in the preparation of budgets for the company's cash flow by department. If on initial stage if such an analytical section of information is not provided, then in the future there will be no mechanism for monitoring the execution of budgets by each of the departments.

3. Formation of a plan of cash flow items. it's the same important step, on which the visibility of the final report will depend. However, building a plan of articles is a fairly simple and standard procedure, so it makes no sense to dwell on its description within the framework of this article.

If all the preliminary steps described above are completed, then the further generation of the cash flow statement is quite simple. technical work. In MS Excel, you need to create the form of the required report. Then you need to import statements on cash flow accounts from the relevant programs and, having written the appropriate formulas, summarize the data for each of the cash flow items on the summary sheet of the turnover report. It is also quite simple and useful to make separate reports with a breakdown of each of the cash flow items in the context of elementary transactions. An example of such a report is given in Table. one.

Table 1 Explanation of article 15. Rent of premises

the date	Cash flow account	Arrival (rub.)	Consumption (rub.)	Description		Article	Balance by item (rub.)
				counterparty	Note	ODDS
							0,00
12.03.06	Calc. check		152 000,00	LLC "Warehouse services"	May rent	15.1.	152 000,00
14.03.06	Calc. check		359 700,00	LLC "Office rent"	May rent	15.1.	511 700,00
15.03.06	Calc. check		87 705,53	JSC "Mosenergo"		15.2.	599 405,53
18.03.06	Cash register		140 000,00	CHOP "Granite"		15.3.	739 405,53
18.03.06	Calc. check		359 700,00	LLC "Office rent"	April rent	15.1.	1 099 105,53
21.03.06	Calc. check		221 670,73	OJSC " Heating network"	Heat energy for March	15.2.	1 320 776,26
28.03.06	RCC		12 000,00	OOO "Equipment rental"		15.1.	1 332 776,26
TOTAL:		0,00	1 332 776,26				1 332 776,26
			Summary of sub-articles
			15.1.	Premises for rent	883 400,00
			15.2.	Communal payments	309 376,26
			15.3.	Security	140 000,00
			TOTAL:		1 332 776,26

These simple procedures, which can be implemented in a very short period of time (from one week to a month, depending on the structure of the enterprise), allow you to establish complete control over the receipt and expenditure of funds. In addition, the formation of a cash flow statement allows you to start forming a cash flow budget in the context of selected departments and items, as well as control the execution of these budgets, which significantly increases financial discipline at the enterprise.

Personal experience
Nikolai Sinitsyn,

At the initial stage of the company's creation, it was necessary to quickly organize management accounting and generate basic management reports in order to ensure control management company over the commercial and financial activities of regional divisions. Initially, it was decided to develop and implement a unified automated system enterprise management, including management, accounting and tax accounting based on 1C.

However, it was clear that the development of the program would take considerable time. In this regard, at the first stage of the company's development, management accounting in regional trade and production divisions was carried out according to the methodology described by the author in this article. This allowed the management company, during the development of an automated accounting system, to work with regional divisions on planning, accounting and control of their activities and, in the process, refine the principles and algorithms of reporting to be automated.

Management balance sheet and income statement

We note right away that the formation of these two management reports is a single inseparable process. It is practically impossible to draw up a correct profit and loss statement if a management balance sheet is not prepared in parallel with it.

To generate reports, you will need a cash flow statement and reports describing changes in the company's main assets and liabilities. Based on the data taken from these reports, the main entries will be made that form the income statement and changes in the management balance sheet.

Before proceeding with the preparation of reports, it is necessary to analyze the structure of assets, liabilities, income and expenses of the enterprise and draw up a plan of accounts and items of income and expenses to build a profit and loss statement.

For clarity, let's consider the methodology for the formation of a management balance sheet and a profit and loss statement using a specific example. Suppose that the company is engaged in trade and procurement activities, pays taxes to the budget and salaries to employees. We will not consider all other aspects of the enterprise's activities in this example, since they do not affect the reporting methodology in any way.

For such an enterprise, a simplified chart of accounts of the management balance sheet and a plan of income statement items can be presented in the form of a table. 2 and table. 3.

table 2. Account structure

Table 3 Structure of income statement items

It should be noted that, in essence, the profit and loss statement is a breakdown of changes in the balance sheet item "Profit" for the reporting period. It is for this reason that the formation of a profit and loss statement without drawing up a balance sheet, as a rule, leads to incorrect results.

The inclusion of the auxiliary account (04) in the chart of accounts of the management balance sheet is associated with the need to highlight all discrepancies between the data of various reports for their further analysis and elimination (or write-off to financial results reporting period).

Now let's consider the management reports that we need to work with and compare each of the values ​​in the reports with a certain posting on the balance sheet accounts, and if the posting concerns the Profit account, then the posting on the income statement items (Table 4, Table 5, Table 6, Table 7).

Table 4 Cash flow statement

Article title	Sum	An example in numbers	Wiring
Balance at the beginning of period	Coincides with item 01 of the balance sheet at the beginning of the period	35	–
Sales proceeds	A'	1000	No. 1 Dt 01. Kt 04.
Payment to suppliers	B'	800	No. 2 Dt 04. Kt 01.
Wage	C'	105	No. 3 Dt 06. Kt 01.
taxes	D'	110	No. 4 Dt 07. Kt 01.
Balance at the end of the period	Coincides with item 01 of the balance sheet at the end of the period	20	–

Table 5 Accounts payable report

In this and subsequent examples, when making postings on account 08. "Profit", we will indicate the income statement item as additional analytics, which will allow us to correctly generate this report.

Note that A' in the cash flow statement and A'' in the accounts receivable report represent the same parameter. However, it is not always possible to achieve complete coincidence of these values ​​in practice. In this example, A’ and A’’ are equal to 1000 and 1002, respectively. Such a discrepancy can be due to various reasons - the presence of a human factor, the generation of reports in different currencies without correct accounting for exchange rate differences, etc.

The entries related to these amounts are made in transit through auxiliary account 04. At the same time, the difference between A’ and A’’ remains for the time being in account 04. The same should be done with all the same parameters that are present in the two reports. In this example, this applies to parameters A, B and F.

Table 6 Goods movement report

Table 7. Accounts payable report

After the postings are made in accordance with the data obtained from the management reports discussed above, we get a partially finished management balance sheet. At the same time, balance sheet items 01, 02, 03 and 05 are finalized, since the balance of these accounts was calculated on the basis of the reports available. Items 06 and 07 (and, respectively, 08) require additional entries related to the accrual of costs for wages and taxes. This is easy to implement by making the following postings indicated in Table. eight.

Table 8 Additional operations on balance sheet items that do not have specialized reports

Now it remains only to deal with the balances on account 04, which is the sum of deviations between similar data in various reports. If such deviations are significant and the reason for their occurrence is not obvious, you should analyze the data of the reports, identify the source of the discrepancies and, if necessary, make adjustments to eliminate the cause of their occurrence. If the amount of these deviations is insignificant or their reason is known, then account 04 should be reset to zero by attributing these amounts to the corresponding income statement items.

Suppose deviations A’ from A’’ and B’ from B’’ in our example are associated with exchange rate differences (reports were generated in different currencies). The deviation of F' from F'' is due to the fact that the goods movement report does not take into account the arrival of any insignificant part of the assortment (for example, packaging material). In this case, you can reset the auxiliary account 04 with the postings indicated in Table. 9.

table 9, Additional operations on the auxiliary balance account

Thus, we managed to build a system of postings that generate a profit and loss statement and a change in the management balance sheet for the reporting period. At the same time, data taken from standard reports generated at any enterprise were used. And, despite the fact that in reality the structure of the balance sheet, income statement and reporting forms that are used in this approach is more complex than in the example given, this technique can be easily applied to almost any enterprise.

Personal experience
Nikolai Sinitsyn, Head of the Department of Planning and Accounting, JSC Trade Company Alco-Trade

To strengths such a technique, I would attribute the possibility of a sufficient quick organization management accounting at the enterprise and independence from the used accounting software products. The disadvantages are that this mechanism is more focused on financial part management reporting.

In practice, for the operational management of the enterprise, other important information is also required, which is necessary for in-depth analysis, control and management of sales, inventory balances, mutual settlements with customers, etc. In other words, the managerial express accounting described by the author does not penetrate deep enough into business processes at enterprises. If such tasks are solved within the framework of existing accounting systems, then the use of the described reporting methodology as a temporary measure is quite justified.

In addition, the disadvantages of this approach include the fact that the employees of the company's branches, in which management accounting is being introduced, have additional labor costs - they have to keep records for themselves and records for the parent company, which, of course, remains secondary for them. This often leads to discrepancies between accounting data and the actual situation at the enterprise.

Sergey Dmitriev, financial director of Alyudeko-K LLC (Kostroma)

Possibility in as soon as possible to create a visual enterprise financial management system without spending tangible resources and without making significant changes to existing accounting programs, of course, is strong point the methodology under consideration. As for the shortcomings, in practice one has to face certain difficulties when analyzing discrepancies in the data of various reports. Naturally, the scale of this problem strongly depends on the quality of primary documentation at the enterprise.

In table. 10 shows an example of calculating the change in the accounts of the management balance sheet and income statement items in accordance with the entries made above.

Table 10 Calculation of changes in the accounts of the management balance sheet and income statement items for the reporting period

Posting number	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	Total
Assets
01. Cash	1000	–800	–105	–110												–15
02. Settlements with buyers					1300	–1002										298
03. Goods							950	–968								–18
04. Sub account	–1000	800				1002	–950		947	–804			–2	4	3	0
Liabilities
05. Settlements with suppliers									947	–804						143
06. Settlements with personnel			–105								127					22
07. Settlements with the budget				–110								118				8
08. Profit					1300			–968			–127	–118	–2	4	3	92
Income Statement Items
08.01. Sales revenue					1300											1300
08.02. Cost of goods sold								968								968
08.03. Wage											127					127
08.04. taxes												118				118
08.05. Exchange differences													2	–4	–3	–5

Opinion practitioner
Irina Karavaeva, department head financial control and analysis of JSC "Russian Electronics"

In my opinion, the main goal of organizing management accounting in enterprises is to provide managers with transparent and timely information for making management decisions. This allows you to solve the main problems of accounting:
- lack of operational reporting (quarterly reporting is legally established);
- lack of transparency in information (methodically recommended to allocate only 5 groups of costs).

Thus, when forming the management balance sheet and income statement, the emphasis is on the implementation additional accounting on items of expenses and income, vital for the management of the enterprise, areas of activity, that is, ensuring the principle of transparency of reporting.

It should also be noted that, in accordance with the legislation of the Russian Federation, all enterprises are required to keep accounting records and generate financial statements (the exception is enterprises that have switched to a simplified taxation system, but even in this case, they have simplified financial statements). Therefore, on the one hand, we can agree with the author in that all enterprises initially have all the necessary reports on financial and economic activities for organizing management accounting and reporting, but, on the other hand, the proposed algorithm does not take into account the fact that the implemented forms already in the company.

If we regard the article as an algorithm for setting up management accounting at enterprises with a simplified taxation scheme that are exempt from generating a cash flow statement and balance sheet (except for a report on fixed assets and intangible assets), then, in my opinion, the proposed methodology contains the following inaccuracies:

1. Formation of the cash flow statement. The algorithm does not cover the activities of auxiliary, supporting, administrative divisions, nor does it focus on the formation of cash flow for the operating, investment and financial activities of the enterprise. In other words, the main goal of implementing a cash flow statement is to build a management system cash flows enterprises and their optimization - will not be achieved. Thus, the accumulation of flows in the main areas of activity, and then the detailing of these flows in the context of departments by cash flow items will not allow us to identify the net cash flow for all operating activities, as well as for investment and financial activities.
2. Formation of the management balance sheet and income statement. The article presents an algorithm for the formation of the balance sheet, while conditional accounts and codification are used to describe the process. This, in my opinion, introduces some confusion, since, in accordance with normative documents there is an accounting plan that would be logical to use.