Payment calendar in excel. What is an enterprise payment calendar and why is it needed? The relationship between financial budgets and payment calendar

The payment calendar in “1C: Accounting 8” displays:

• planned financial receipts for goods sold, work performed, services provided, etc.;
• planned calculations with suppliers, payment of wages, contributions to the budget, etc.;
• late payments with suppliers and contractors, clients, employees, regulatory authorities, etc.;
• cash on the way– sent but not credited to the recipient’s account;
• account balances at the beginning and end of the period.

The planned date of receipt and expenditure of funds is displayed in the “Payment Calendar” based on the expected date. The expected date of receipt is established in invoices to customers and documents for the sale of goods, works and services. The expected date of consumption is established in invoices from suppliers and documents for receipt of goods, works and services (Fig. 1-1.1).

If you do not specify the expected payment date, the data from the document will not be included in the payment calendar.

Figures 1-1.1 - Expected payment date in primary documents

Data about expected payments is displayed in "Payment calendar" until payment, i.e. before the formation and execution of the document “Receipt to the current account” or “Cash receipt (at the cash desk)”, “Write-off from current account” or “Cash withdrawal (from the cash register)”. In case of partial repayment of obligations, the amount of the remaining debt is displayed in the tabular part of the “Payment Calendar”.

To use the planning function, check the appropriate boxes in the section "Program functionality"(Fig. 2).

Figure 2 - Setting up payment planning

You can set up payment terms for suppliers and buyers through the section "Administration" in subsection "Accounting parameters"(Fig. 3-3.1). The deadlines established in the accounting parameters can be changed in each specific invoice or document of receipt/sale of goods, works, services.

Figures 3-3.1 - Setting planned payment terms for buyers and suppliers

Access to the Payment calendar is provided through the section "To the Manager" in Group "Planning"(Fig. 1). The payment calendar is generated for an arbitrary period specified in days. Selection is available from the “Organizations” directory. Each section is highlighted in a corresponding color, which provides convenience when working with the tabular part of the report.

Figure 4 - Payment calendar form

To obtain information about cash balances in the context of cash and non-cash accounts of an enterprise, you must follow the hyperlink "The rest of money". When you go, the form opens "Cash balances" for the current date (Fig. 5), which displays information in the context of cash accounts, their placement and currencies.

Figure 5 - Display of cash balances

The payment calendar in 1C: Accounting 8 edition 3.0 includes the following sections:

Payment from buyers

The section displays information about expected cash receipts (CA). The source of information is the system documents:

• invoice to the buyer;
• sales (acts, invoices);
• provision of production services;
• transfer of fixed assets;
• transfer of intangible assets.

Debts at the beginning of the period of formation of the “Payment Calendar” are displayed in balances (Fig. 6).

Figure 6 - Information on debt and planned income from mutual settlements with customers

You can detail information about overdue and planned customer payments by going to the “Expected payment from customers” form (Fig. 7).

Figure 7 - Display of expected payment from buyers

Note! If a chain of documents was reflected for one business transaction, for example, Invoice to the buyer - Sales (acts, invoices), with different or identical data, then when generating the “Expected payment from buyers” form, the amount will be reflected several times according to different documents. In this case, in the Payment Calendar itself, the amount will be reflected according to the information from the first document in the chain.

For example, for the counterparty “BAR Dionysus” 2 documents were entered into the program:

1. Invoice to the buyer in the amount of RUB 102,500.00, due date 06/28/17.
2. Sales (acts, invoices) in the amount of 99,000.00 rubles, payment deadline 06/29/17.

In the "Payment Calendar" information is reflected in the document Invoice to the buyer RUB 102,500. (since it is the first in the chain). At the same time, in the “Expected payment from customers” form (the form is called from the Payment Calendar) both amounts are reflected (102,500 rubles and 99,000 rubles) according to two documents and with different dates.

In the form you can change the payment term for the counterparty. To do this, you need to select the Counterparty in the table section and click "Change payment due date". After changing the deadline, click the “OK” button and update the form.

Double click on a line "Expected payment from buyers" opens the base document for viewing and editing.

In the shape of "Expected payment from buyer" To notify the Counterparty about a late payment, use the “Remind” button. Clicking on this button creates a letter to the counterparty with a payment reminder.

Other supply

The section displays information about funds in transit, transfers and sales via payment cards (Fig. 8). The source of information is the following documents:

• PKO and RKO with document type "Collection".
• Debiting from a current account with the view "Other write-off". Accounting account 57.22 or 57.02.
• "Retail Sales Report" with the view “Payment for sold goods with a payment card to an automated point of sale (retail).”

Figure 8 - Display of other income

Taxes and fees

The section includes payments to the budget. The source of information is tax payment tasks from "Task list":

• taxes;
• fees;
• insurance premiums;

Tasks are created automatically in the system based on accrued taxes, prepared declarations and reports (Fig. 9).

Figure 9 - Displaying information about taxes and contributions

The deadlines for paying taxes and contributions are displayed in accordance with the regulations of the current legislation.

Note! The Payment calendar displays the entire amount of tax debt in the cumulative balance (overdue + planned).

Figure 10 - Displaying a list of tasks and their status

If the amounts for the payment are not determined, then the “–” sign is displayed in the tabular part. In this case, the cell contains an indication of what is necessary to determine the payment amount. Clicking on a cell allows you to open a form to display the calculation and payment of the corresponding tax (Fig. 11).

Figure 11 - Information on the calculation and payment of income tax

Payments to suppliers

The section contains information about planned payments to suppliers. The source of information is the following documents:

• Invoice from supplier.
• Receipts (acts, invoices).
• Receipt of additional expenses.
• Receipt of NMA.

Information about overdue payments is displayed in the opening balances (Fig. 12).

Figure 12 - Information on mutual settlements with suppliers in the “Payment Calendar”

Note! If for one business transaction there was chain of documents reflected(for example, "Invoice to buyer - Sales"), but these documents are not related to each other(i.e. they were entered not “on the basis”, but separately), then the “Payment Calendar” will reflect the data specified in all documents. Those. Maybe duplication of records for one business transaction.

Also Payment orders marked for deletion are displayed in the “Payment Calendar”. You can check the relationship between documents from the document log or from the document itself using the “Linked Documents” form.

If the invoice payment was displayed in the database and the document “Write-off from the current account” was entered for the entire payment amount, then the invoice is assigned the status “Paid” and it is not displayed in the Payment calendar. But if the document “Write-off from the current account” was marked for deletion, then the account remains in the “Paid” status and is not reflected in the Payment calendar. In such a situation, in order for the invoice to be reflected in the Payment calendar, you must manually change the status of the invoice to “Unpaid”.

You can detail information about overdue and planned payments by clicking on the appropriate hyperlink to the “Payment to suppliers” form (Fig. 13).

Figure 13 - Displaying information about payments to suppliers

In the same form, you can change the payment term for a counterparty or group of counterparties. To do this, you need to select the appropriate counterparty and click on the “Change payment deadline” button. After changing the deadline, click the “OK” button and update the form (click the “Update” button).

Clicking on the line “Payment to suppliers” opens the corresponding basis document for viewing and editing.

In the shape of "Payment to suppliers" You can create payment orders by clicking on the button “Create payment orders”. When you click this button, a payment order is displayed for viewing and editing.

When creating payment orders for a group of counterparties, a journal is displayed in the program screen form "Money orders". In the journal you can open and edit already created payment orders for the relevant counterparties.

From the tabular part of the “Payment Calendar” you can open the document on the basis of which the debt to the supplier was reflected.

Salary

The section is filled out based on the balances of accrued but unpaid wages (Fig. 14). The source of information is salary payment tasks from "Task list". Tasks are created automatically in the system based on the document "Payroll".

Figure 14 - Displaying salary information

The timing of salary payments is displayed in accordance with the regulations of the current legislation.

Figure 15 - Display of salary payment tasks

Note! The list of tasks displays salary accrual in all months in which the salary payment should have been made, even if there is no document in the database "Payroll".

If the document “Payroll for X month” was marked for deletion, then when you move from the List of tasks to “Salary for X month” from the document “Payroll for X month” the deletion mark is automatically removed and it is posted.

If the document “Payroll for X month” has not been posted, then when you switch from the Task List to “Salary for X month”, the document “Payroll for X month” is automatically posted.

If the document “Payroll for X month” has not been created, then when you switch from the Task List to “Salary for X month”, the document “Payroll for X month” is automatically created and posted.

Clicking on the cell in which the planned salary payment is indicated allows you to open a form for displaying the calculation and payment of salaries, as well as the payment of personal income tax (Fig. 16).

Figure 16 - Display of salary calculation and personal income tax payment

Periodic payments

This section is filled out based on tasks formed according to the rules of regular payments. Regular payments (other than mandatory payments and salaries) are displayed here, for example: rent, utility bills, etc. (Fig. 17).

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Nesterov A.K. Payment calendar // Nesterov Encyclopedia

The payment calendar details the current financial plan for a certain period and provides information about the organization's cash flow.

Drawing up a payment calendar

In order to increase the efficiency of internal financial discipline, the payment calendar is used in tabular form; it contains all receipts and payments of the enterprise for the period. The period is determined by the internal policy of the enterprise depending on the assigned tasks. Possible periods: 1 year, 6 months, 3 months.

The annual period is used in cases where semi-annual detailing is not necessary due to the relatively small number of business transactions. The three-month period is more suitable for targeted projects and short-term programs. The most common practice in modern conditions is the use of semi-annual detailing.

The payment calendar is compiled for a given period with data broken down by month. Internal contract payment schedules, which reflect payment terms, as well as periodic payment schedules, are used as initial data.

The payment calendar must be drawn up in such a way that the amount of receipts is not less than expected expenses. The general rule is the following: If receipts exceed payments, the balance of money is shown, which means the company's solvency, otherwise the organization will not be able to pay its obligations.

By its nature, the payment calendar is the main tool for budgeting enterprise expenses. Let's consider the general procedure for drawing up a payment calendar. First of all, all regular payments and receipts are entered into the calendar: loan payments, advance payments, regular settlements with counterparties. The remaining planned payments are distributed taking into account planned revenues. As part of this, the organization uses a simple irregular payment request form. Such applications are signed by the heads of departments of the enterprise, after which they are transferred to the financial department. The financial department coordinates all requests for payments in such a way that the company does not face a volume of payments greater than the company can pay in a particular month.

In this way, the balance of income and expenses is not allowed: if the amount of payments on applications does not exceed receipts, then the amounts are included in the payment calendar; if not, then the applications are submitted for approval to the head of the financial department, who decides whether the payment will be made or not. If necessary, the finance department may request documentary support for the need to make a payment if it relates to unplanned requests or is carried out in excess of the established expense limit.

Thus, the general procedure for compiling a payment calendar comes down to the following operations:

• a draft payment calendar is drawn up,
• a comparison of planned expenses and revenues is carried out,
• If discrepancies are identified, the payment calendar is optimized to comply with the principle of revenues exceeding expenses.

Example of a payment calendar project

An example of a draft payment calendar for a six-month period is presented in the table

Example of a payment calendar project

Title of articles			September
Interest on loans
Labor costs
Loan repayment
Total payments
INCOME
For products sold
Refunds from deposits
Loans received
Total receipts

Based on the results of comparing the amounts of receipts and expenditures of funds, the excess of payments over receipts should have negative values ​​throughout the entire period, and the excess of receipts over payments should have positive values. Most often, for the period as a whole, the company maintains its solvency, but in certain months it is not able to pay off its obligations, and the imbalance of the payment calendar is caused by excess amounts of possible expenses. This situation is illustrated by the example of a payment calendar.

The draft payment calendar, being the initial version of the document, quite often turns out to be unbalanced.

The main problem is the lack of a balanced relationship between revenues from sold batches of products and the timing of payment of invoices from suppliers. To eliminate this imbalance, work is being done to optimize the company’s payment calendar.

In practice, the most common case is when the pace of supplies, outpacing the pace of sales volumes, leads to an increase in the amount of expenses that exceeds the amount of revenue from the company’s core activities.

In general, maintaining financial discipline comes down to revising the payment calendar to exclude dates in which expenses exceed income. The reason is that you need to plan for certain circumstances, for example, you cannot fully rely on the timely payment of bills by the company’s counterparties, since an unsatisfactory situation may arise, and the company’s current account at the beginning of the month will not have the required amount.

Payment calendar optimization

Optimizing the payment calendar is based on several basic techniques:

• budget some of the expenses for a later period;
• divide a large payment into several parts to distribute it over several periods;
• achieve preferential supply conditions, for example, take advantage of a commercial loan;
• settlement using alternative methods, for example, a bill of exchange;
• conversion of means of payment, for example, the sale of a bill of exchange allows you to receive funds into a current account to pay off payments;
• carry out additional short-term bank lending to the company, however, one should take into account the increase in interest payments and loan repayment in future periods.

Considering the indicated methods that enterprises resort to in business practice, it should be noted that the first three methods are the least painful for the company, since they do not lead to an increase in the volume of payments and cause an increase in the company’s expenses. The fourth and fifth techniques are primarily associated with organizational difficulties, so they are less attractive when optimizing the payment calendar. Finally, short-term bank lending leads to an increase in company costs and is undesirable for an enterprise conducting successful business activities. Therefore, the latter method should be resorted to only in the most extreme cases.

Considering the above example of a payment calendar project, we can conclude that it needs to be optimized, for which we will use the first technique. To do this, part of payments to suppliers should be postponed from July, August and October to September and November. As a result of the optimization, we will create a new payment calendar.

An example of an optimized payment calendar project for a six-month period is presented in the table

Example of an optimized payment calendar

Title of articles			September
For materials, fuel, electricity, goods, services
Payments to the budget and social funds
Interest on loans
Labor costs
Transfer of funds to deposits
Loan repayment
Total payments
INCOME
For products sold
Refunds from deposits
Loans received
Total receipts
Excess of payments over receipts
Excess of receipts over payments

If, after optimizing the payment calendar throughout the entire period, the excess of payments over receipts has negative values, and the excess of receipts over payments has positive values, this allows us to conclude that the company is in a satisfactory position in terms of business efficiency. This situation means that at any time the enterprise will be able to pay off its obligations using revenues from its main activity.

Management of expenses within the framework of the planned expense budget in accordance with the payment calendar should be carried out through daily monitoring by the financial department of the list and amounts of expenses planned for the next date.

If a company does not have enough funds to pay all bills on a particular day, some of the scheduled payments should be postponed to other days. In accordance with this, if necessary, the payment calendar must also be recalculated. If there is a discrepancy in the recalculated payment calendar, it should be optimized using the techniques discussed above.

In order to maintain the effectiveness of internal financial discipline, it is also recommended that the final version of the payment calendar be approved by the head of the financial department with the management of the enterprise.

Budgeting is a very effective tool for managing the activities of an enterprise, but unfortunately it is very often ignored or not given enough attention. Although it is precisely this that is the basis for effective financial management of an enterprise, and the larger the company, the more important this point is. We will not talk about budgeting now, but will focus on the moment of cash flow planning and drawing up the cash flow statement.

Cash flow budget

Cash Flow Budget (CFB)- a budget (plan) for the movement of a current account and cash at the cash desk of an enterprise or its structural unit, reflecting all projected receipts and withdrawals of funds as a result of the economic activities of the enterprise.

To effectively conduct business, an enterprise in the present and future must have a positive cash balance. Otherwise, it simply will not be able to function. That is why BDDS is given a leading place in the budgeting system.

The BDDS should provide for measures against so-called “cash gaps”, i.e. situations related to a lack of funds for current payments (measures may include bank loans, issuing shares or other fundraising). Temporarily available funds can be directed, for example, to investment projects, bank deposits at interest, etc.

The cash flow budget is usually prepared on the basis of the income and expenditure budget (IBB) and the investment budget. However, it will not be possible to compile it based on their indicators, since their formation is based on different principles.

The income and expense budget is formed according to (i.e., income and expenses are determined at the point in time when they were actually incurred, regardless of payment), the cash flow budget is formed using the “cash” method (i.e., income and expenses must not only be completed, but also paid). In addition, there are budget items for income and expenses that are not related to cash flow (for example, depreciation, defects, shortages), just as there are cash flow items that are not related to current capital turnover and investment activities (credits and borrowings).

The cash flow budget (CFB) is compiled based on the current state of payments, concluded contracts, signed agreements and actual obligations. At the same time, it is necessary to remember the need to form a balance that can be spent on unforeseen expenses that all enterprises like to have, regardless of the type of activity.

The possibilities for effective cash flow planning depend on the planning period. Long-term (a year or more) and medium-term (quarter, year) BDDS can practically coincide with BDR. The longer the planning period, the closer the BDDS to the BDR. When moving to short-term (operational) planning, it is not possible to take the BDR adjusted for the same period as a basis due to the strong susceptibility of the cash flow process to random influences that are almost impossible to foresee at the stage of compiling the BDR, such as: fluctuations in terms and amounts of payment, conditions and volumes of supplies. In addition, data on the monetary expression of expenses in the BDR are usually approximate and are created on the basis of standard (accounting) prices for raw materials and materials.

The application and contractual methodology for forming the BDDS is presented in the figure

When planning cash flows The estimated cash receipts are calculated based on the available planned income data for a given period and the possible repayment of receivables by customers.

The calculation of receipts is carried out taking into account the established practice of relationships with customers. To do this, using, for example, statistical methods, an analysis of the current activities of the enterprise is carried out and the following indicators are determined:

receivables repayment terms;

the percentage of incoming advances from the total amount of products (goods) sold;

the time period from receipt of advances to the fulfillment by the enterprise of relevant obligations;

percentage of “bad” debts in the total share of invoices presented to customers.

These indicators are calculated for each type of activity by groups of counterparties. To do this, you can use the company's accounting database.

After calculating the total amount of planned revenues, the maximum possible amount of payments for the period is determined:

Payments = Beginning Balance + Receipts - Ending Balance - Reserve, Where

Beginning balance- actual (in the absence of such data - planned) cash balance at the beginning of the planning period;

Balance— planned cash balance at the end of the planning period;

Reserve— cash reserve for unplanned, emergency payments.

Planning cash payments carried out on the basis of approved applications and contracts (block 2 in the figure). Within the framework of this methodology, it is assumed that a database of agreements will be created in which all financial and business agreements concluded with the enterprise are registered. For planning cash payments based on one-time relationships with counterparties that are not formalized in contracts, the document is intended application(An approximate format for the tabular part of the application is given in the table below). The application is prepared by the department for expenses for current activities. A prerequisite for the application is the presence of documentary evidence of each line of expenses (invoice, certificate, production plan).

Table "Application format"

The frequency of drawing up requests corresponds to the frequency of budget planning. When using several plans with different intervals, applications are drawn up for each period.

Upon receipt of applications for all structural divisions of the Enterprise, an analysis of the received data is carried out. Drawing up a cash payment schedule is carried out in two stages:

determining the purpose of payments;

determination of payment dates.

At the first stage, after determining the maximum amount of payments (Payments), the highest priority payment items are selected. If the maximum payment amount is not enough to cover your highest priority (obligatory payment) items, then a conclusion is made about the need to obtain a loan in the amount necessary to pay these expenses. Credits and borrowings increase the Company's income for the planned period, but increase payments for subsequent periods.

At the second stage, payment dates are determined. To do this, a schedule of cash receipts is drawn up, on the basis of which the cash balance for each planning step is determined (minimum, indivisible planning period - for example, a day, a week, etc.).

Table “Form of cash flow calendar plan”

Initially, the terms of the highest priority payment items are determined based on the required payment terms and the Company’s capabilities to fulfill these obligations. Next, payment terms are determined for the remaining items, starting with the highest priority items and ending with lower priority items. At the same time, cash gaps are monitored, i.e. absence of periods with negative balances at the beginning and end of the period.

In addition, the amount of payments by item is formed taking into account the spending limits for each division, established on the basis of the planned budget and investment budget (block 3 in the figure). If the payments are appropriate and necessary, a decision is made to make adjustments to the BDR and the investment budget.

After selecting the items and determining the payment terms, the divisions’ application fields are filled in, confirming the payment of the selected items within a certain time frame in the planned amount and quantity. The table below shows the columns of the tabular part of the application, filled out by the person responsible for determining the terms and items of payments.

Table

Applications with approved deadlines and payment items are returned to the heads of the department. When generating applications for the next period, department heads have the right to again indicate in the application items that were not passed (did not receive confirmation of payment) in previous periods.
Based on the report on approved applications (payment schedule), as well as the cash receipt schedule, a payment calendar is formed, and based on the latter, the BDDS.

An important aspect of the proposed methodology, along with the compilation technology, is the organization of planning work. The methodology for forming the BDDS should be part of the planning regulations at the enterprise (to be enshrined in internal regulatory documents) and be mandatory for use for all departments.

Applications for the period, grouped and displayed in the form of a report by department, are submitted to the manager responsible for the expenditure of funds. The report is analyzed by priority of applications, by expense items, by type of activity, and for each line of the application the amount and date of payment for applications are indicated. Unapproved applications must be submitted the following month along with new applications.

When organizing planning, it is necessary to provide for control operations:

compliance of BDDS articles with limits (determined by the BDDS and investment budget);

the feasibility of the costs and overruns (comparison with the production program);

limit on cash balances at the end of the period in case of unforeseen expenses;

control of the absence of “cash” gaps.

Control is carried out in accordance with the planning regulations, the main principles of which are:

compliance of submitted applications with the financial plan;

making payments based on written requests from the initiating services;

funds are transferred in accordance with the payment register approved by the Financial Director.

Requests for payment submitted by departments in excess of the plan are paid only with the permission of senior management (or the person replacing him).

When “cash gaps” arise (i.e., a situation when the expenditure side of the budget exceeds the revenue side, and the final cash balance on a specific date becomes negative), measures are taken to eliminate them - a decision to “cut” expenses (or shift expenses over time) or obtaining a bank loan.

You can implement budgeting in an enterprise using regular Excel, but such a solution will have some limitations in use. For example, single-user mode, lack of ability to coordinate functional budgets, no differentiation of access to information, complexity of consolidation, etc. Thus, budgeting in Excel is not the optimal choice for a company.

Payment schedule

From a budgeting point of view, the payment calendar is a system for reserving funds from the plan. But unlike the BDDS, this is a more detailed document. After all, if with strategic planning it does not matter from whom exactly the money will be received or to whom the money will be paid, then with operational planning it’s all clear: here are the debtors, and here are the creditors.

Therefore, in the payment calendar you can describe in detail: to whom, when, from whom, for what and how much should be paid (received).

The payment calendar is a cash flow plan (hereinafter referred to as the cash flow plan) in the short term (week-month), reflecting all types of activities of the enterprise (core, financial, investment), approved by management within the limits and capabilities of the enterprise.

An enterprise payment calendar allows the company to avoid cash gaps. There are several practice-tested recipes. We will tell you in the article what sections it is important to include in it and provide a sample payment calendar.

Who needs a payment calendar?

The information presented in the company's payment calendar is necessary for business owners, top and middle managers, heads of financial responsibility centers (hereinafter - FRC) and employees of the financial and economic block.

From a budgeting point of view, the payment calendar is a system for reserving funds from the plan

The range of issues within the competence of the financial director, one of the most important managers of the enterprise, is unusually wide - from the tasks of operational cash management to the problems of strategic development of the company. In addition, in any enterprise, financial management is closely related to its core activities - production, trade or provision of services, and therefore to resource management. The introduction of a payment calendar will reduce the labor costs of the financial director to control the expenditure of funds. If previously he had to review and sign each application for payment, then with the introduction of a payment calendar, when the payment amounts are approved in the budgets, and the procedure for approving payments is formalized, control of cash flows can be entrusted to the employee financial service. The financial director will only approve a limited number of payments, usually over-limit, large or irregular. For example, it is enough to agree on the amount of payment for office rent once when approving the budget, leaving control of the payment procedure itself and the compliance of the amounts with the budget with the financier.

Properly structured business processes help to minimize the risk of abuse by company employees by separating the functions of monitoring payments and their initiation. For example, the head of a business area accepts all requests for payment in his financial center and is responsible for implementing the budget, and a financial service employee monitors the compliance of requests with budget limits and the implementation of regulatory procedures of the payment system.

Problems that a payment calendar will allow you to solve

1. Avoid cash gaps and failure to fulfill the company’s obligations to counterparties. The main purpose of creating a payment calendar is to combat cash gaps, in which there is no money in the cash register or in the current account. Being actually a planned “schedule” of the enterprise’s DDS flow, the payment calendar allows you to predict cash gaps and take measures in advance to eliminate situations where it is necessary to make payments in the absence of sufficient funds in the company’s account. Following the principle “forewarned is forearmed,” you can quickly change plans for spending DS, thereby preventing a cash gap.

You can make preliminary “estimates”, change the dates of receipts and payments, coordinate them with counterparties - and reflect all this directly in the payment calendar.

2. Do not allow funds to be spent in excess of the approved amounts. Even if a company has a lot of money, this does not mean that it can be spent thoughtlessly. Spending is allowed only within the accepted budgets. Unforeseen situations that require going beyond the budget are rather exceptions to the general rule. The payment calendar allows you to control whether the payment is within the budget.

3. Manage the company's liquidity. One of the main criteria for the correctness of management decisions made in the financial sector is the positivity of the total flow of capital assets at any given time.

4. Provide reliable information online. It is important to receive financial information promptly. The disadvantage of the payment calendar implemented in Excel is the time spent on rebuilding the reporting. The payment calendar must be integrated into the operational accounting system so that double entry is not required to obtain reliable data.

5. Ensure that procedures for agreeing to pay expenses are properly followed. The approval procedure should include a certain delegation of responsibility, depending on the importance of a particular payment.

6. Eliminate the human factor as much as possible.

Scheduling of DO flows assumes the possibility liquidity management companies. The liquidity indicator of an enterprise takes into account the condition and value of its current assets and liabilities.

The payment calendar is a cash flow plan in the short term, reflecting all types of company activities, approved by management within the limits and capabilities of the enterprise

The main components of current assets are inventories, accounts receivable and VA, current liabilities are accounts payable.

The payment calendar allows you to manage accounts payable and receivable. This is especially true when the number of buyers or suppliers increases, since it becomes possible to clearly define payment dates for the timely receipt of raw materials and services, ensuring the efficiency of the enterprise, and preventing the occurrence of penalties.

Managing DS related to inventory immediately poses the task of managing inventory turnover. The faster it is, the fewer warehouse stocks, the cheaper they cost the company, the more effectively the DS are used to purchase the necessary raw materials, supplies, and goods for the main activity.

When there is a shortage of “real” money, the clear work of the enterprise in agreeing on a payment plan at all levels of management and competent, thoughtful prioritization are especially important.

In practice, a situation often arises when the revenue plan is not fulfilled, but the DS expenditure plan is fulfilled in full; accordingly, the total amount of requests for payment exceeds the actual receipt of DS. To avoid cash gaps, it is advisable to rank all payments according to their priority or importance. Payment for items with the highest priority is mandatory, for items with a lower priority, subject to additional conditions. For example, requests to pay debts to major suppliers of products and taxes are satisfied first of all, while expenses for training and modernization of office equipment are financed when the sales plan is fulfilled by at least 90%.

In this regard, the analysis of so-called fixed payments is very useful: enterprises often have expenses that they are accustomed to and do not question their appropriateness. A fresh look at your fee structure will help determine whether these expenses are truly necessary. Drawing up a DDS plan only makes sense when you can be sure that all necessary payments have been taken into account. The plan is drawn up in order to eliminate the need for “sudden” financing of any “super important” projects. It is necessary to think through the directions for spending VA in advance; in a crisis situation, it is appropriate to introduce more stringent deadlines for agreeing on a payment plan at all levels of enterprise management.

As for the execution of the plan, the practice of daily reconciliation of the cash balance of DS deserves attention, which will eliminate possible abuses and give managers reliable information about the current balance of funds in the accounts and cash register of the enterprise, which is necessary for making decisions on making current payments.

Register of payments in the payment calendar

An important component of the worker payment calendar– register of planned payments. As a rule, this document is given to the financial or general director for signature. Moreover, ideally, the payment register contains not only such standard columns as the date of the payment request, account and agreement numbers, name of the counterparty and amount to be paid, but also a number of additional fields that will help the head of the treasury department (or the financial director, if so such treasury function is not allocated) to form payment schedule, namely:

• name of budget item , within which the payment will be made. One of the classic procedures performed when approving payment requests is checking for compliance with the budget. It will be much easier to carry out such a check not based on a separate application, but based on the payment register. To do this, for each declared payment it will be justified to indicate the name of the budget item;
• source of payment – indicates from which current account (from which cash desk) the money is planned to be paid according to the application. Without this, when drawing up a payment calendar, it will be difficult to plan balances at the beginning and end of the day in the context of the company’s current accounts;
• authorization – an additional sign reflecting the status of the application: agreed or not agreed. By the way, this field can be divided into several components, for example, by the positions of the responsible persons taking part in the approval. As a result, the financial director, who received the payment register for signature at the beginning of the week (or at the end of the previous one), will clearly see which applications were approved at the previous stages, and which are still being approved and by whom;
• fact of execution of the application – a field that will contain a note indicating whether the application has been paid or not, as well as the date of payment. If necessary, the initiator will be able to quickly obtain information about the status of his application, and the financial director will be able to quickly update the payment calendar by entering into it those payments that have already been made this week.

Rules for collecting and processing applications

We can safely say that the compilation payment calendar, anything reliable will not work for the next week if the company does not have payment regulations. There will always be heads of departments who will demand immediate payment of this or that invoice. And this despite the fact that in practice, situations extremely rarely arise when it is impossible to foresee the need for certain payments at least a week in advance. Most often, “urgency” is the reason for the forgetfulness and negligence of individual employees, which is simply unacceptable in relation to money today. The payment regulations determine the rules for filling out applications, the approval procedure, as well as the deadlines within which an application can be submitted and the time when it will be executed. For example, the formation of an application by the payment initiator and its acceptance by the head of the department - every Monday before 16.00, issuance of cash according to agreed applications - Wednesday, Thursday, Friday after 11.00; non-cash payment for first priority applications - every Thursday until 14.00, etc.

The rules for making payments are approved by order of the general director of the enterprise and are brought to the attention of all employees. By the way, the most important thing in the payment regulations is to pay special attention to how the application will be processed if the deadline for its submission is violated or the limit on the budget item is exceeded. This will not only determine the course of action in an unforeseen situation, but will also motivate people to follow the regulations more strictly. For example, if the deadline for submitting an application is missed, and the regulations for this case provide for communication with the financial or general director, for the vast majority of employees this is a serious incentive to continue to inform the financial service about any payments in advance. You can download the payment regulations at the bottom of the article.

Planning the receipt of funds

Paradoxically, the most difficult thing is to plan the amount of incoming funds per day in the payment calendar. Most often they act as follows. Receipts planned in the cash flow budget are divided by the number of working days in the month and the resulting figure is entered into the calendar as the incoming cash flow of one day. Actually, there is no other solution, especially if we are talking about a company working with retail customers without concluding preliminary contracts. But this must be taken into account when planning payments. For example, a company’s account balances at the beginning of the day are 150 thousand hryvnia, and 300 thousand hryvnia are expected to be received. Based on these data, it is planned to pay bills in the amount of 450 thousand hryvnia. As a result, it turns out that out of the planned 300 thousand hryvnia, only 200 thousand hryvnia were received by the end of the banking day. And the entire payment calendar needs to be redone. Moreover, the balances on current accounts were planned to be zero, and the company has an agreement with the bank, according to which it undertakes to maintain a minimum balance on the account - 10 thousand hryvnia.

And in addition to everything, it would not be amiss to include data on the company’s existing undrawn limits within the framework of credit lines. For example, this information can be indicated in the same place as information about incoming balances. In this case, information about the financial capabilities of the enterprise in the payment calendar will be presented as completely as possible, and the financial director will be able to more effectively manage available resources.

Determining priorities if there is no money to pay all bills

Today, for many companies, it is quite typical that the available funds are not enough to pay for all accepted applications. Typically, this leads to a meeting with all department heads to discuss which payments can be deferred. A lot of time and effort is spent on such a procedure. You can manage money more quickly if each application indicates the priority of payment and the payment deadline under the contract. Having this data, the financial director will be able to independently make decisions about postponing certain payments to a later date. As a rule, wage arrears to the budget and banks are repaid first. The second priority is key counterparties, the rupture of relationships with which threatens the company with a stop in production or significant penalties. The third priority is all other payments.

By the way, in order to make it more convenient to track unpaid requests, it is better not only to indicate the fact of execution (or non-execution of the request), but also to provide in the payment calendar, in addition to the classic division of payments by cost items, also analytics by counterparties. The easiest way is to create a payment calendar in Excel. Then it will be enough to enter an additional column in which to indicate the recipient. As a result, it will be possible to quickly display a list of debtors who need to be paid in the near future.

Execution of the payment calendar

Once the payment calendar has been compiled, all that remains is to update it. As a rule, this is done at the end of the day based on an extract from the bank-client system. Instead of planned data, information about actually made payments, receipts and, most importantly, balances is entered. If necessary, it is possible to provide the possibility of daily analysis of deviations of planned values ​​from actual ones. But, as a rule, such an analysis is justified based on the results of the week.

Another nuance that is worth considering when drawing up a payment calendar for an enterprise is to make an enlarged plan of receipts and payments, divided by weeks (not by days) for the coming month. This will help you better navigate upcoming payments, especially if some of them have already been postponed due to lack of funds.

Implementation of a payment calendar in ERP systems. Treasury forecast in ODOO

Excel is of course very good, but sometimes it is very insufficient. Now there are several solutions on the market that can satisfy the needs of the company to one degree or another. There are also very good online services, for example https://finance-controlling.net or http://abmcloud.com/. The downside is that you essentially won’t do anything with them except the Payment Calendar. If we take an integrated approach, then probably one of the best solutions would be to use the functionality of a CRM/ERP system ODOO. And let's now look at the tools that this system presents to us, which will help fulfill all your needs.

One of the most interesting tools is the “Treasury Forecast” functionality (hereinafter referred to as CP), which allows you to predict the balance of funds in the company’s account after making all payments and after it is formed you can analyze the cash flow as if all these payments had already been made were implemented.

As we wrote above in the theoretical part, the payment calendar is best based on contracts (based on the terms of the contracts) or, alternatively, based on the application system. Moreover, at different enterprises, the “wants” may be different and the ideas about the ideal “Payment calendar” may also be different.

For example, for some enterprises it will be enough to maintain a table in Excel, in which the balance of money at the beginning of the period, expected receipts and planned expenses will be sufficient, with the final balance displayed; for larger enterprises this option will be less acceptable.

We will not consider the way of submitting purchase applications and how a sales order is formed in the system, we have partially considered this, and now let’s look at the basic functionality of the “Treasury Forecast” itself.

I would like to immediately note that it is possible to create standard payment templates and then include them in the treasury forecast. This can be done directly in the CP templates. There you should enter the most typical payments, which will then be automatically included in the treasury forecast. Looking ahead, I will say that they will be pulled up only after pressing the “Form” button in the control center itself. However, the template has only two tabs: Variable and recurring payments.

Even if you don’t plan to create real templates, you will still have to make one, since the “Template” field is required in the CP form, you can simply make it “empty”.

Externally, the Treasury forecast looks like this:

As we can see, you can set the interval for which the register is generated, the name (for example, “register of payments for .....”). In the Calculation/Initial amount field, you should enter the amount of money that you already have in your account, so that after saving the “Treasury Forecast” the system will calculate the amount that you will have left in it after making all payments. But remember, if you make a Payment calendar for a period of more than one day, the amount that you get in the end will not indicate that everything is fine with you, and we’ll talk about why below.

First, let's create a Treasury forecast manually and for these purposes we have four tabs: “Recurring payments”, “Variable payments”, “Debtors” and “Other payments”. In the last tab, you will not be able to indicate the name of the counterparty from whom the money should come or to whom this money should go. And let's look at this tab in more detail.

As we can see, at the beginning of the period the cash balance was 10,000.00 UAH and we manually filled in the forecasted payments into the system. After saving the forecast, the system calculated the cash balance for us after all payments were made (Final amount field).

Here, theoretically, you can manually enter all your payments and use the Treasury forecast without using other tabs. But why do this if the functionality of this tool is much wider.

Let's imagine that you and your counterparty have entered into a lease agreement, according to which you need to pay, say, UAH 15,000.00 by the 20th of every month.

This payment can be entered into the “Recurring payments” tab and you will know that this payment will be repeated in the next period and you should not relax :)

If you have accounts receivable from long periods and your debtor pleased you with the good news that he will pay you, say, 20,000.00 UAH by the 15th, then why is this not a reason for joy and entering this payment in the “Debtors” tab.

If you have accounts payable and you decide to pay them, then this information can be entered in the “Variable payments” tab. Let's say you decide to pay 10,000.00 UAH to the supplier for the spare parts that you bought last year.

All three tabs that we mentioned have a “Partner” field, in which you can specify the name of the counterparty, which is more informative for those who are viewing the “Treasury Forecast”.

Memo: You must place the correct sign in the “Other payments” tab. If the payment is outgoing, then you need to write the amount with a “-” sign and set the Type to “Output”. In all other tabs, the “-” sign does not need to be used, except in cases where you or you are receiving a refund.

And finally we come to the first two tabs. The peculiarity of these tabs is that, in principle, you do not need to enter anything into the system, you just need to apply filters and click the “Generate” button and the system will pull up invoices for buyers and suppliers who are unpaid and who have already reached the payment deadline specified in actually. Naturally, if you have these accounts entered into the system and if you use Odoo’s functionality to the fullest :)

At the same time, you can filter which invoices should be delayed: already posted, drafts (for forecasting, what will happen if we pay this invoice or our buyer pays us) or in a pro forma state.

You can also independently select all the accounts you are interested in from the list. That is, you will be able to generate all the payments that you need to make and analyze them for the presence of a cash gap. If suddenly you see that you clearly do not have enough money for some payment, you can either remove this payment from the register or postpone it to another day.

After all payments have been agreed upon, this register can be sent to the accountant for payment, who, after paying the bills, makes these payments in the system. If you then generate the treasury forecast again, then paid invoices will no longer be included in the register, as a result of which the information will be updated.

Also pay attention to the “Payment mode” column, here you can set your most typical payments grouped according to a certain criterion: for example, “taxes”, “payment from the buyer”, etc. This will then help you a lot when analyzing payments. Or you can set, for example, a classification according to the urgency of payment: “Urgent: taxes”, “Not urgent: office supplies”. The main thing is that you understand the essence of the payment.

Analysis of Treasury Forecasts

Once the treasury forecast has been generated, it can be analyzed. This can be done using the “Analysis of Treasury Forecasts” functionality. Which in tabular form is very similar to a cash flow statement.

Here we can immediately see the cash flow. Moreover, we can additionally filter them by date, type and mode of payment. In addition to this view, we can also see all payments in the form of a calendar

or in the form of a pivot table

Returning to the period of compiling the CP, we note that if your forecast is made, for example, for a week, then it is worth additionally analyzing the receipts and expenses of cash by day, so that you do not accidentally have a cash gap on one of the days. In general, the picture can be very beautiful, but on some day a situation may arise when there are expenses for the DS, but the receipt will only be on the next day. Keep an eye on this.

As we can see, with proper use of this tool, you can get really useful information and plan your payments so that we don’t have cash gaps at the most inopportune moment.

Effective management of an enterprise's cash flow is a prerequisite for its stable operation. One of the important points in this regard is balancing expenses and cash receipts over time. Without this, there is a high probability of problems arising when paying suppliers' bills, which ultimately leads to underutilization of capacity or payment of penalties.

On the other hand, correct accounting and analysis of cash flows can make it possible to identify untapped sources of additional income for an enterprise that is not related to the main areas of its activities (the simplest example is interest on short-term deposits); this is also necessary for competent management of accounts payable and receivable.

The payment calendar is a way to control the company’s liquidity. It represents the short-term cash flow schedule associated with all of the firm's activities. The payment calendar is necessarily linked to the enterprise’s budgets and most often involves daily detailing. To use this tool correctly, the entire budgeting system must first be analyzed (especially carefully in the part) and financial responsibility centers (FRC) must be clearly defined.

If you are interested in automation of budgeting, implementation of treasury or accounting according to IFRS, check out our.

The payment calendar can be implemented in various forms, but the list of required elements remains unchanged:

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• information about receipts;
• disposal data;
• balance data.

It is this information that makes it possible to use the payment calendar as an analytical tool.

Stages of compiling a payment calendar

The procedure for drawing up a budget calendar can be divided into three main stages:

• budgeting within the framework of BDDS;
• formation of rules for making payments;
• automation of the procedure for compiling a payment calendar.

At the stage of creating a BDDS, the budget structure is developed, the volumes and dates of cash receipts and necessary expenses are identified. This procedure is carried out in close cooperation with representatives of the Central Federal District. It is possible to use scenario planning. For each type of activity, net cash flow (NCF) is calculated.

One of the mandatory results of this stage is a balanced schedule of receipts and payments, eliminating the occurrence of “cash gaps”. At the same stage, it is necessary to identify reserves of unused funds and make a decision on their use (based on available opportunities and an assessment of the risks of the enterprise’s activities).

When forming the rules for making payments, it is necessary to accurately determine the powers and competencies of payment initiators, the mechanism for submitting applications, their approval or rejection. At this point, the procedure for compiling a register of payments for the day and week is regulated, the list of “protected” items is fixed, as well as the procedure for approving above-limit expenses.

As a rule, the following payment algorithm is used:

• submission of a corresponding application by the initiator;
• checking the compliance of the payment with the approved payment calendar (by the head of the financial service center or the financial service);
• coordination of deviations from the budget if they arise;
• coordination of payment with the financial service;
• transfer of instructions to make a payment to the accounting department.

At the third stage, it is necessary to automate the passage of information flows related to the preparation of the payment calendar, making payments and the receipt of cash receipts. In this case, it is necessary to study the 1C databases used, regulate internal analytical forms and modes of access to information. For small-scale activities, it is possible to limit oneself to the use of corporate email and Excel.

An example of generating a payment calendar in Excel

Goal of the work: draw up a payment calendar for the organization’s work for the month.

Payment schedule– a plan for the rational organization of the operational financial activities of an enterprise, in which all sources of cash receipts are calendar-connected with the costs of carrying out financial and commercial activities.

The payment calendar reflects income, receipts of funds, relations with the budget on taxes, and credit relations.

The purpose of the payment calendar is to control the solvency of the enterprise.

The payment calendar is compiled for all items of cash receipts and expenses passing through the settlement and loan accounts of a business entity at the bank. The payment calendar is developed, first of all, by clarifying and specifying the planned indicators for the next quarter and breaking down these indicators by month. Then the indicators can be refined and divided into smaller periods (five days, weeks).

In the payment calendar, cash receipts and cash expenses must be balanced.

If cash receipts exceed their expenditures, then cash savings (the balance of funds in the current account) are reflected in the balance sheet.

If planned expenses exceed the expected receipt of funds (together with the carrying balance of funds in the current account), this means that the enterprise’s own financial capabilities are insufficient. In this case, it is necessary to transfer part of the non-priority expenses to the next calendar period or take prompt measures to find additional sources.

The payment calendar is compiled based on specific data from operational accounting, transactions on a bank account, accounting for the delivery of settlement documents to the bank, information on the status of urgent and overdue payments, settlements with debtors and creditors, debt balances on urgent and overdue loans, etc. P.

Guidelines for performing the work:

1. Draw up a payment calendar based on the conditional data of the business entity’s work for the coming month. The calculation data and payment calendar form are given below.

2. Calculate the solvency ratio of the enterprise as the ratio of the amount of cash receipts to the amount of their expenses and draw a conclusion about the sufficiency of the enterprise’s own financial capabilities. Balance cash inflows and outflows. Justify the transfer of expenses to the next calendar period.

Data for calculation

For the first quarter, revenue from sales of main products is planned in the amount of 651 thousand rubles, export earnings - 199.5 thousand rubles. In addition, in February it is planned to sell inventory items in the amount of 5,150 rubles, receipt of overdue accounts receivable - 1,600 rubles, transfer of collateral to the bank for sale - 7,820 rubles. and revenue from other sales 7180 rubles.

Cash expenditures for the coming month are planned in the following amounts:

purchase of materials and components - 45,680 rubles, salary - 50,800 rubles, contributions to social extra-budgetary funds - 19,500 rubles, payment of indirect taxes - 50,970 rubles, payment of other taxes and fees - 52,450 rubles, payment of electricity - 2,110 rubles, heating – 13,055 rubles, water supply – 1,600 rubles, railway transport services – 2,800 rubles, communication services – 140 rubles, expenses for business trips – 8,820 rubles, settlement and cash services – 1,200 rubles. Other expenses are planned in the amount of 2100 rubles.

During the first quarter, it is planned to allocate 98,760 rubles for production development, social development - 32,100 rubles, repayment of the loan to the bank is planned in the amount of 36,000 rubles, payment of interest on the loan - 8,850 rubles. Overdue accounts payable at the beginning of the quarter amounted to 1,830 rubles.

Payment calendar or balance of income and expenses for February 200 X year

	Indicators	Volume
	Cash inflow
	From product sales
	Export earnings
	From selling unnecessary inventory items
	Receipts of overdue receivables
	Transfer of collateral to the bank for sale
	Other implementation
	Total receipts
	Cash expenses
	Indirect taxes
	Payment for materials and components
	Wage
	Contributions to social funds
	Electricity
	Heating
	Railway transport
	Travel expenses
	Other taxes and fees
	Repayment of loan and interest to the bank
	Loan repayment;
	Loan interest.
	Other bank expenses
	Expenditures on social development
	Production costs
	Overdue accounts payable
	other expenses
	Total expenses
	Solvency ratio
	Excess of revenues over expenses
	Excess of expenses over revenues
	Balancing items:
	Solvency ratio after balancing