The System Of Business Planning
Under current economic conditions, the survival of businesses, not to mention their development, largely depends on the level of strategic planning. Only with a clear view about the goals of the company, their timely adjustment according to the changes in the external environment, a clear distribution of material and human resources can ensure the success of entrepreneurial activity.
What do we mean by planning? “The plan is a project of a desired future and ways to its effectively achieving.” It aims at achieving the ultimate goal, and indicates how it should deploy the scheduled time and space. In a broader interpretation: planning is the definition of objectives on a particular perspective, analysis of the ways of their implementation and resourcing. The concept of long-term planning was later formulated, also called strategic, or corporate.
How can one distinguish long-term planning from other planning processes? Sizer said that “long-term planning can be defined as systematic and formalized process, which aims to manage future operations, to achieve the desired goals in a period exceeding one year.”
From the other hand, short-term (current) planning, as well as budgeting must reflect current conditions and human and financial resources that the company has in this period. These plans are largely determined by the quality of long-term planning of the enterprise.
Under new conditions the role of planning is significantly changed: implementation of the plan is not an end in itself but a means for effective work. The plan should be adjusted to market conditions. Work shops and sites are evaluated not on the percentage of completion or on the over-fulfillment of plans, but on the implementation schedules of deliveries, product quality (the number of defects per 100 units), the use of production capacity, level and trends of costs and profits (for intra-settlement prices on the parts, semi- , services, etc.).
If proceed from the premise that planning is a management function, then company ‘s cost planning in the field of production must be considered as part of the development of industrial and financial plans to profit from the sale of manufactured goods (works, services) and the total profits of the enterprise.
In the process of developing of the long-term plans in order to select the correct solution you should have the following information:
• the projected costs of production (works, services);
• the level of costs in general in certain periods;
• the need for investment.
On the base of this information you can make a decision:
• What products to sell on a given market;
• at what prices;
• how to finance;
• where it is best to place the produce.
A preliminary costing, planning, revenue and control costs begin at the design stage and development of technology. The level of costs is laid on those stages. At the stage of preliminary cost estimates must be based on clearly defined output, consider the technology, possible substitutes for materials to breakdown of cost and quality indicators into its component parts to compare their advantages and disadvantages with those of competitors. This assessment should include the need to further upgrade the product.
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