Plan-factual analysis. Plan-fact analysis of the execution of financial targets according to the levels of materiality of deviations Plan fact analysis of budget execution allows

Economists use this type of analysis in their work as plan-actual analysis. Otherwise it is called plan-factorial. Using this tool, you can calculate how close the planned values ​​are to implementation, whether employees actually deviate from the given goal, and if so, why.

The tool is used in cases where it is necessary to monitor the implementation of the organization’s production and financial indicators by its management team. Any enterprise uses a software method of housekeeping; activities are not carried out by touch, at random. Planned values ​​are sent to the structural unit or branch of the organization. They must conduct their activities in such a way as to fulfill the plan or exceed it. Thus, the forecast may reflect the following characteristics:

• quantity (weight) of goods produced;
• volume of services provided, work performed.

The extent to which a department or branch was able to achieve the specified values ​​can be determined by analyzing the reporting documents.

There are annual reports on the income and expenses of the enterprise. It indicates how much of the product was actually sold during the specified period. Information about how much product and what type of product was produced during the same time is in the statistical reporting on the production of products and in accounting documentation, in particular in Form No. 16. It reflects the path of the product from release to sale. Information from the acquisitions book can also serve as a source of information.

The main way to determine the results of work is the comparative method. To do this, you need to take planned data and actual results. The formulas below will allow you to calculate two main indicators:

• how far the structural unit/branch has deviated from the plan: Δ = F-P, where F is the indicator of the actual deviation, and P is the plan;
• percentage indicator of achieving planned indicators: % = F/P*100.

Don't forget to take price inflation into account. In this case, the data on the cost of the actual goods produced must be adjusted. Then the above formulas will become a little more complicated and will look like this:

• Δi = Ф/I-П, where I is the price index. The formula will allow you to calculate how much the actual result deviated from the plan, taking into account the indexation of product costs.
• %i = (F/I)/P × 100- the formula allows you to calculate the percentage, taking into account the cost adjustment for inflation data.

In conditions of inflation, the cost indicator of the actual volume of production or sales is usually adjusted taking into account the price index.

Once it has been determined how well the plan and the fact correspond to each other, it is necessary to determine why this happened. This may be a consequence of the following circumstances:

• a batch of goods remained in the warehouse areas;
• low labor efficiency of workers;
• fulfillment of contract clauses;
• product range, etc.

This method of analytical work, such as plan-actual, is necessary for the main items of expenses and income. If you need to study why inconsistencies arose, then you need to analyze the operational and functional articles separately. It is possible to organize analysis for the entire enterprise and for its structural divisions. Be that as it may, the management of the organization independently determines what and when to analyze.

When using the plan-fact methodology, you must remember to format the indicators of the work result and the plan in the same form, otherwise it will not be entirely correct to compare information.

If any inconsistencies are identified, you can evaluate the performance of each link in the chain (supply department, production, logistics, personnel, etc.) in order to draw objective conclusions and take measures to correct the situation.

When analyzing, attention is paid to data that differs markedly from the planned numbers. There are external factors that structural divisions cannot influence:

• demand has fallen;
• Organizations owned by partners are closing.

In such cases, it is necessary to urgently adjust budget indicators so that they do not lead to the collapse of the enterprise. It is possible that we will have to refuse to purchase additional units and transfer employees to a different operating mode.

Once the deviations have been identified, the next step can be taken to evaluate the performance of the company as a whole or its joint venture.

An indicator for determining the justification of certain expenses is the final data of the budget, such as the size of the net cash flow. For example, inconsistencies in budget items can be analyzed in terms of how events will develop. If you calculate how this or that indicator that deviates from the plan will affect the amount of financial resources, it is possible to conclude that it is necessary to change the plan for the next quarter, half-year or year.

Analysis of the volume of production and sales of products usually begins with a comparison of actual revenue from product sales with the planned one. Data on revenue from product sales is contained in Form No. 2 “Profit and Loss Statement” financial statements enterprises and in the appropriate form of statistical reporting. For analysis, we use the following data on production and sales of products (Table 13).

Table 13

Analysis of plan implementation, thousand rubles

Indicators	for the reporting year, thousand rubles	Actually,		Deviations from the plan
		for the reporting year	for the previous year				actually
Product release: at prices accepted in the plan
in fact current prices

End of table. 13

Indicators	for the reporting year, thousand rubles	Actually,		Deviations from the plan		Growth rate compared to the previous year, \%
		for the reporting year	for the previous year				actually
Volume of sales revenue in prices adopted in the plan

Having considered the data in table. 13, we can conclude that the production and sales plan was exceeded in all respects:

for product sales - by 100 thousand rubles, or by 0.8% (100 / /12,500 × 100);

for the production of commercial products - by 158 thousand rubles, or by 1.25% (158/12,600 × 100).

Compared to the previous year, more products were produced and sold than planned. With a planned increase in the volume of product sales in the amount of up to 12,500 thousand rubles. in fact, products were sold by 5.2% more ((12,600 –

– 11,980) / 11,980), i.e., the growth rate according to the plan was equal to 104.3% (12,500/11,980 × 100), but actually amounted to 105.2% (12,600/11,980 × × 100). This overfulfillment of the plan was achieved during normal implementation of the production plan. It should be noted that either there was an increase in prices, or the structure of output changed towards more expensive products, since in actual prices the production program indicators slightly exceed the planned ones.

Fulfillment of planned indicators for the sale of manufactured products is a necessary condition for the sustainable financial position of the enterprise.

Data on manufactured products for the full range can be obtained from the information provided by the enterprise in statistical reports. To analyze the implementation of the plan by product range (assortment), it is recommended to draw up the following table (Table 14).

Table 14

Analysis of the implementation of the assortment plan

Product name	products, r.	According to the plan for the reporting year		Actually for the reporting year		Counted towards the implementation of the plan, thousand rubles.	Failure to fulfill the plan, thousand rubles
		in nat. units,	Amount, thousand rubles	in nat. units, pcs.	Amount, thousand rubles

Thus, as follows from the data in Table. 14, the fulfillment of the plan for the nomenclature (assortment) amounted to 99\% (11,936 thousand rubles: 12,056 thousand rubles × 100), i.e. the plan was underfulfilled by 1\%, and the volume of products sold due to this factor decreased by 120 thousand rubles.

Of no small importance is the structural analysis of changes in manufactured products, i.e., analysis of the share of each position in the total volume of production. The general analysis algorithm is given according to the data in the corresponding table (Table 15).

Table 15

Product structure

Name	Reporting plan		Actually
			for the reporting year		for the previous year
	Amount, thousand rubles	Specific gravity, \%	Amount, thousand rubles	Specific gravity, \%	Amount, thousand rubles	Specific
products

From the consideration presented in table. 15 information, we can conclude that the company’s plan does not provide for radical changes in the structure of its products, but in the reporting period the share of highly profitable product A increased compared to the plan by 3.5% (47.9% – 44.4% %). Due to this, the company additionally received products worth 442 thousand rubles.

A comparison of the percentage of exceeding the plan in terms of sales and output of manufactured products shows that by increasing the balances of unsold products, the volume of output can be reduced with appropriate planning (Table 16) or it is necessary to increase sales of products.

Table 16

Analysis of balances of unsold products, thousand rubles.

Indicators		Actually	Deviations from the plan
1. Balance of unsold products at the beginning of the reporting year
2. Product release
3. Products sold
4. Balance of unsold products at the end of the reporting year

In some cases, the difference between the volume of produced and sold products may arise as a result of writing off produced products not to sales accounts, but to other accounts (to account 94 “Shortages and losses from damage to valuables” as a result of shortages of products, their damage, etc. ). Surpluses and shortages of products identified in the reporting year should also be reflected in the balance of marketable products.

Next, it is advisable to analyze the reasons for the formation of excess balances of unsold products at the end of the year. The moment of sale of products is its shipment with the transfer of ownership rights to the buyer and presentation of an invoice to him for payment. The balance of unsold products consists of finished products, located in the warehouse, and products shipped to customers, but not yet included in the volume of products sold.

Data on balances of finished products are shown on page 214 f. No. 1 “Balance Sheet”, and data on goods shipped - on page 215 of the same form.

It should be borne in mind that the data in the balance sheet for finished products and shipped goods are reflected at actual production costs, and to determine their amount in selling prices, it is necessary to calculate a coefficient characterizing the ratio of the balances of unsold products at selling prices and at actual cost. Large excess balances of unsold products at the beginning and end of the reporting year may be the result of an increase in product output by the reporting date due to the irregular operation of the enterprise during the reporting period or a consequence of the accumulation in the warehouse of products that are not in demand from customers. In this case, the correct planning of product balances at the beginning and end of the reporting period is important.

Changes in balances of unsold products are analyzed based on primary documents on the movement of products in warehouses, product shipment statements and documents on unpaid invoices.

Reserves for increasing production efficiency by improving product design, improving technological processes, and using new types of raw materials can significantly reduce the cost of manufactured products. Thus, technical development is one of the main factors in the competitiveness of both products and the enterprise as a whole. To evaluate the results of technical development, the following analysis algorithm is usually used.

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Annotation:

Any company strives to ensure that the financial performance of its activities corresponds to the planned parameters. To identify deviations, their significance and reasons, plan-fact analysis (PFA) is used, which will be discussed in the article.

JEL classification:

The center of financial responsibility (FRC) is “a structural unit (or group of units) responsible, in accordance with the approved motivation scheme, for certain financial and economic indicators recorded in the budget of the FRC, for example, a cost center, an income center, an expense center, an investment center.”

By conducting a plan-fact analysis (PFA) for financial responsibility centers, a rationale is formed for assessing the performance of the CFOs themselves in terms of fulfilling planned indicators and improving the quality of the information provided. Control is also exercised over the status and changes in key financial indicators for the company as a whole.

Goals and objectives of plan-factual analysis

Plan-actual analysis is a periodic comparison of indicators planned in the budget (compiled and approved forecasts for the budget period) with actual indicators (data from budget execution reports for past periods), assessment and analysis of identified deviations (in absolute or relative terms). In this case, it is important to analyze the identified deviations by level of materiality.

Thus, in our opinion, the main goal of the PFA is to identify the factors that influenced the deviation of actual values ​​from planned indicators. And based on the set goal, PFA solves the following tasks:

– a reasonable assessment of the results of the Central Federal District’s activities in achieving planned indicators;

– generation of proposals for their adjustment;

– improving the quality of analytical materials for analyzing deviations of actual values ​​from planned indicators;

– identifying trends in these deviations.

Thus, the PFA process has the following steps:

– collection, processing and analysis of actual data received;

– identifying deviations of actual indicators from planned ones, as well as the reasons for these deviations;

– ranking deviations by degree of significance;

– making decisions on possible adjustments to budgets within acceptable limits.

Planned indicators, assessment of deviations

Plan-actual analysis should be carried out at the end of each budget period, and its results should be taken into account in the coming period. In this regard, it would be objective to conduct it based on the results of the quarter and year on an accrual basis. In this case, the PFA must include:

– analysis of the implementation of planned indicators for the reporting period;

– analysis of the dynamics of the actual values ​​of indicators of the reporting period, compared with the actual values ​​of indicators of the period preceding the reporting period.

In our opinion, it is advisable for the PFA to include an analysis of the implementation of the following types of planned indicators:

1) planned and control indicators, for example, the total amount of income and expenses of the company, investment program;

2) expenses of the current period;

3) revenue and cost of the main activity;

4) revenue and cost from other types of activities;

5) other income and expenses.

It is also important here that PFA is carried out by financial responsibility centers for supervised divisions on the basis of allocated limits for counterparties. This will allow you to control expenses for one or another cost item within the allocated limit.

A plan-fact analysis of the execution of the allocated limits by the Central Federal District should reveal the main factors that caused the deviation of actual values ​​from planned indicators.

Therefore, it is advisable to carry it out based on the criteria for the significance of deviations. The levels of materiality of deviations establish the gradation of the degree of violation of established limits by items of income and expenses of the Central Federal District, as well as by the total amount of expenses of the company, which is a planned control indicator. Deviation materiality levels can be of 2 types:

– “insignificant” – the violation is insignificant and does not require analysis;

– “significant”, “serious” and “gross” - violations require analysis.

In this case, the level of materiality of deviations for items of income and expenses for each financial district is calculated in proportion to the share of expenses of each financial district in the total expenses of the company. And the limit of deviation of the actual value from the planned indicator is based on the specific weight of a particular budget item as a percentage of all company costs. If a particular cost item is under the jurisdiction of several central financial districts, then the level of materiality of deviations should be distributed across the central federal district depending on the share of supervised cost limits in total expenses.

In our opinion, in order to obtain reliable information about changes in actual indicators over planned ones, it is enough to assess deviations taking into account absolute and relative indicators.

Results of plan-factual analysis

In our opinion, it is important that, as part of the analysis of the implementation of planned indicators by levels of materiality of deviations, the financial reporting center indicates the reasons for deviations of actual values ​​from planned indicators, indicating the factors that caused this deviation. To do this, for each deviation that requires comment in accordance with the level of significance, the reasons that caused it must be determined, taking into account changes in the volume factor (amount of resources consumed, number of personnel, number of repaired facilities, etc.) and changes in the cost factor (average wages, price for materials and services, tax rate, cost of internal services).

After all the stages of conducting a PFA are completed, in our opinion, it is worth thinking about the form of presenting the received information to the company’s management. In our opinion, information on the results of a plan-fact analysis can be presented in the form of an explanatory note of a developed sample, with the attachment of analytical tables, including comments on the reasons for the identified deviations for the reporting period.

The structure of the explanatory note may include the following elements:

1) deviations of actual values ​​of indicators from planned ones and the main complex reasons that caused them, including measures to reduce costs;

2) change in planning and accounting methodology.

Analytical tables must contain the following information: plan for the reporting period, fact for the reporting period, fact for the period preceding the reporting period.

At the same time, all information that is generated based on the analysis of the Central Federal District’s implementation of allocated limits for items of budget income and expenses by counterparties must be presented to management within the following time frames:

– PFA of execution of annual budget indicators - within the period determined annually in the prescribed manner;

– PFA of execution of quarterly indicators – before the established date of the month following the reporting quarter.

Conclusion

In conclusion, we can say that conducting a plan-fact analysis is necessary for the company, as it has an impact on its further development, because a comparison of planned and actual values ​​makes it possible to assess probable deviations in the future.

In our opinion, conducting a PFA allows us not only to focus attention on indicators that have significant deviations of the plan from the actual, but also to identify the reasons for these deviations. And the use of deviation materiality levels in the analysis of the execution of planned control indicators and budgets in the context of the Central Federal District allows you to:

– identify all significant deviations;

– reduce the number of significant deviations in budget execution for the company as a whole;

– significantly reduce the number of gross deviations in the execution of the budgets of the Central Federal District.

At the same time, the collection and processing by financial responsibility centers of information on the implementation of budget targets allows for monitoring of their current activities, taking into account the allocated limits in general

by company. This, in turn, makes it possible to analyze and control, requiring priority attention to problem areas of the company’s activities, as well as assessing the activities of each central federal district for its implementation of budget targets.

In our opinion, the basis for conducting PFA can be the development and implementation of a methodology for conducting plan-fact analysis in a company, which will regulate the procedure and requirements for conducting PFA, as well as the form of its presentation.

Thus, in our opinion, an effective budgeting system involves not only setting planned targets for the Central Federal District, but also timely control and analysis of budget execution in order to make effective management decisions through plan-fact analysis.

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Sources:

1. Karpov A. 100% of practical budgeting. Book 2. Regulations of the budgeting system. – M.: Result and quality, 2008 – 472 p.
2. BaseGroup Labs. Library. Glossary. Plan-factual analysis. [Electronic resource]. – Access mode: http://www/basegroup.ru/glossary/definitions/plan_fact/.

08.02.2015 02:54

The definition of “plan-actual analysis” is contained in its name - this is a comparison and study of planned and actual values ​​of indicators, an explanation of deviations between them, and the formulation of conclusions. Simply put, it answers the question “why is there a difference and what to do about it?”

Obviously, for such an analysis you need to have at least three components: a) planned data; b) actual values; c) a subject who can explain everything. It is also obvious that the enterprise must have a budgeting system (or at least planning in the very in simple form) and accounting system. Those. It turns out that for such a seemingly simple task as plan-fact analysis, you already need to have a lot of things. The question is, is this necessary?

If the reader has the opinion that we want to convince of the uselessness of plan-fact analysis, then this is not so. Not at all like that! And this article is dedicated specifically to the importance of this kind of reporting. Plan-fact analysis is perhaps the simplest, but also one of the most useful.

Answering the question “why?”, the analyst analyzes the problem in detail. Deeply explores the causes and circumstances of “plan-fact” deviations, finds out the factors that led to them. This gives rise to the main thing: to draw a conclusion and correct the situation if it is negative, and strengthen it if it is observed positive effect. This is the goal.

With a correctly constructed plan-fact analysis, dynamics are added to the static picture, i.e. changes in the indicators themselves and their deviations over time, from period to period. This is additional information, new ground for conclusions, enhancing their reliability.

Basically, the analysis under consideration relates to the management accounting system (since for preparation and analysis it is necessary to properly organize the collection and recording of information), but it can also be part of the budgeting system (since it is designed to analyze budgets, otherwise working with them will be not completed). We will not now delve into the issue of ownership and consider in detail the accounting and budgeting systems. We will describe the main steps of organizing a plan-fact analysis, assuming that the company already has accounting and budgets.

1. First of all, we define what we are analyzing. Those. What budget indicators do we need to look at deviations from and draw conclusions? These can be individual indicators (for example, KPI), and entire budget forms (for example, PL and CF).
2. It is necessary to analyze the accounting system and determine what primary information will be useful for preparing a “fact” for the selected indicators. If the company does not have such information, then you need to start collecting it, or ask programmers to select it from databases, etc. sources. It is also important to identify the performers who will prepare the primary information.
3. It is necessary to develop tables to fill out, come up with an algorithm and write down calculation formulas that will either help collect information or prepare its intermediate auxiliary form. Most likely, you will also have to prepare formulas for converting primary (and/or intermediate) information into actual information for budget indicators (i.e., consider the fact directly).
4. It is important not to forget about the rules of interaction between participants in the process. This is a documentary confirmation of those responsible for the preparation of information, for the preparation of final actual indicators, in what form the information is transmitted, the timing of preparation and transmission, the deadlines for the readiness of all plan-fact reports, those responsible for writing comments on deviations, and end consumers. The regulations will become the document that will serve as the basis for the operation of the system.
5. Testing. It is best to conduct testing in what is called “combat mode”, using real data. In this case, it will be possible to track not only “arithmetic” errors, but also logical and semantic ones. If for some reason this is not possible, then it would not be superfluous to test it on fictitious information - track down calculation errors, and the rest will be done during real operation.
6. It is necessary to document the plan-fact analysis system just like any other system. This will give it a finished look and prevent the loss of the work done.

If you get the impression that we are overcomplicating “such a simple” question, then this is only to systematize it and give it a clear outline. In fact, even if in your company everything is done much simpler, this means that you do some issues without notice to yourself, as they say “in your mind.” This is possible as long as the volume of information being processed is not large. As your business grows, accounting can get confusing.

As mentioned above, plan-fact analysis occupies a borderline position between the budgeting and management accounting systems. Therefore, a natural desire would be to become familiar with the rules for constructing these systems. On the organization of the budgeting system And management accounting system articles have already been discussed earlier.

When engaged in plan-fact analysis, they compare and study the planned and actual values ​​of indicators, explain the resulting deviations and formulate conclusions.

For a qualitative analysis, it is necessary to have planned data and actual values. From this article you will learn how to use Excel:

• develop table forms and an algorithm for data analysis;
• write down calculation formulas;
• automate value selection;
• prepare reports in the required detail, etc.

FORMING A DATABASE IN THE FORM OF A TABLE

First, let's prepare an Excel file. The first sheet will contain planned and actual data, so let's call it “Plan-fact”.

This sheet is filled out monthly (broken down by month of the year). Here the initial calculation of deviations in rubles and percentages is carried out, and general conclusions are drawn.

Report analytics can contain any indicators(at the discretion of the company management):

• product line;
• product group;
• product subgroup;
• nomenclature, etc.

In our example, we use as analytics product groups(hereinafter referred to as TG), we will conduct a plan-fact analysis based on the indicator “ Production profit"(Fig. 1).

Conclusions based on the primary data of the report:

1) overall size actual production profit is greater by 4786 thousand. rub., the production profit plan was exceeded by 34 % .

At the same time, certain product groups showed positive growth, while others showed negative growth. We will find out what is the cause of these deviations using plan-fact analysis;

2) There was no release for product group 7. The reasons may be different:

• equipment breakdown;
• lack of components;
• lack of orders;
• introduction of a new product (product group 8) and its replacement of product group 7.

Here you need to find out the exact reason; if necessary, you can make appropriate adjustments to the planned indicators.

We will use the second sheet of the Excel file for monthly plan-actual analysis. Let's call it " Analysis».

Using the VLOOKUP function, data is transferred to this sheet from the “Plan-fact” sheet (the tables are the same).

There are some table formatting requirements that must be observed when using the VLOOKUP function:

1. The analytics data in the leftmost column (A) in both tables must match, since the VLOOKUP formula searches specifically for the information specified in this column.

If a new name is included in the actual data, it must be reflected in the table on the “Analysis” sheet.

2. Inconsistency in the order of analytics is allowed. V column A.

The order does not need to be the same on both pages.

The VLOOKUP function allows you to sort the search range in ascending order.

3. There should be no empty lines in the array cells.

If there is no value, be sure to set “0”.

Using the VLOOKUP function, we transfer data from the “Plan-fact” sheet to the “Analysis” sheet (Fig. 2). When filling out the first cell to transfer data, you should specify the formula:

VLOOKUP($A5;Fact!$A$4:$J$12,2,0).

Explanations for the formula:

$A5 - value to search;

A$4:$J$12 is an array in which the required value will be searched;

2 — the number of the column of the specified array from which the value needs to be transferred. Important point: When copying a formula, the column number in the first line is changed. Next, this formula is copied to all lines: = VLOOKUP($A5;"Plan-Fact"!$A$5:$I$12;3,4,5, etc.;0);

0 - indicates that the search range will be sorted automatically (as mentioned above, the data in the table for the search does not have to be arranged in the same order as in the table with the transferred data; the main thing is to respect the number of rows);

$ - anchors the search area. You can freeze a column, row, or entire range, which allows you to copy the formula to other cells. Unpinned search options will change automatically.

	Plan-fact
	Product groups	Ma th 2017
		Plan (issue), thousand rubles.				Actual (issue), thousand rubles.				Deviation, thousand rubles	Deviation, %
		quantity, pcs.	production cost	issue amount (price)	production profit	quantity, pcs.	production cost	issue amount (price)	production profit

Rice. 1. Plan-actual data

	Planned and actual output indicators
	Product groups	May 2017								Deviation
		Plan (issue), thousand rubles.				Actual (issue), thousand rubles.				production profit, thousand rubles.
		quantity, pcs.	production cost	issue amount (price)	production profit	quantity, pcs.	production cost	issue amount (price)	production profit

Rice. 2. Using the VLOOKUP function

The table with the initial data for analysis is ready. To analyze the indicators for the reporting month, it is filled with data for the analyzed period from the “Plan-fact” sheet, expanding the search range and changing the column number to select values. Important detail: data with analysis for the reporting month can be copied and saved on a separate sheet (for example, “Analysis - May”).

ALGORITHM OF PLAN-ACTUAL ANALYSIS

Having calculated the deviations in production profit (in rubles and percentages), you need to find out the reasons for their occurrence. To do this, we will conduct a factor analysis of production profits and find out the main reason for the deviation of actual indicators from planned ones.

NOTICE

Profit from production is defined as the difference between the volume of production in price prices and production costs (materials, wages of production workers).

The most important factors influencing the amount of production profit:

• change in product costs. Reducing costs leads to increased profits, and increasing costs reduces profits. Changes in cost are associated with changes in prices for materials, deviations in material consumption rates, changes in production volume, wages;
• change in production volume;
• price change;
• change in the structure of manufactured products. An increase in the share of more profitable types of products in the total volume of production increases profits, while an increase in the production of low-profit products leads to a decrease in profits.

E. I. Polevaya, head of financial department

The material is published partially. You can read it in full in the magazine