Neftegazkomplektmontazh automated financial and budget management

On April 2, 2014 the 1C-Rarus company announced automation of financial and budget management in Neftegazkomplektmontazh construction company on the basis of the solution "to 1C: Management of construction organization 8".

Project Tasks

Dynamic development of the company demanded improvement of a number of methods of management of finance. A situation at which budgets of 11 divisions of the company were formed in spreadsheets were manually consolidated, and the staff of the centers of the financial responsibility had no opportunity to independently control budget implementation of the division, became unacceptable.

The tool for operational and effective approval of outgoing payments which quantity constantly grew was required and in 2013 made about 2500 a month. Earlier approval of payments happened on the basis of paper requests. There was no tool allowing to control the course of approval and to define in what control points it is braked. For information on the state of affairs on outgoing payments employees were forced every time to apply in treasury.

Control of receipt of funds, put in budgets, was also executed manually that did this work as less and less effective. Growth of receivables was noted. For prevention of undesirable delays in a company performance and unproductive growth of staff, it was necessary to automate formation, approval and the approval of budgets and also requests for payments. Besides, it was required to create instruments of the automated budget performance monitoring, both regarding expenses, and regarding receipts, and formation of financial statements before parent organization in the forms approved within group.

In Neftegazkomplektmontazh company decided to use functionality of management of system finance for the solution of these tasks "1C: Management of construction organization 8". The 1C-Rarus company which earlier executed the similar project in parent organization of group which structurally includes Neftegazkomplektmontazh LLC became the contractor of the project.

Project Results

Gyuzel Kwon Gyuzel, the head of department of treasury, noted:

• Approval of outgoing payments began to happen in our company too long. Meanwhile, the payment delay can lead to failure to meet time constraints of commissioning of the object and penalties. And to pay out of the approved limits - means to increase risk of a budget overrun and to reduce profit. A new system allowed to reduce term from formation of the request for a funds expenditure to formation of the payment order. At the same time control of an expense and receivables amplified. Reduction of terms of approval of payments and receivables by one and a half times increased coefficient of turnover of current assets of our company.

Automation of financial management in our company allowed to exclude the routine transactions executed earlier by our employees manually and gave the chance to perform considerably large volumes of administrative work without staff increase of management.