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Planning economic department definition. What is a planning department

I decided here to reflect on the work of the planning and economic department (PEO), and, accordingly, to submit my thoughts to the public, as I am not very sure how correct my judgments are. I also wondered if my thoughts were echoed by any of the economists.

Observing the work of my department, namely the department, and not the head or any specific specialist, an idea arose in my head about how important it is to properly organize the work of the department. Even if you have one of the best specialists your business, without proper organization it is very, very difficult to achieve high results. For comparison, let's take our hockey team, the situation is approximately the same. =))

Quite absurd and obvious things prompted me to such thoughts. In our department, the work is organized in such a way that at any time two specialists can perform the same task without knowing it. It is worth noting that I am talking about those tasks that are directly the responsibility of one specialist. Moreover, I am now talking about a specialist not as a position, but as a person, since the head of the PEO, the deputy head of the department, and any specialist may find themselves in a similar situation. If such a situation arises, the fact of unnecessary waste of time, the growth of unproductive costs, and also, which is the cause of these facts, is the wrong organization of the work of the department. It is wrong, since it is absolutely inappropriate to use any other terms here. In my opinion, the responsibility for all this should lie with only one person - the head of the department. Even in a very small structural unit of any big company this is a very important person. And here it is not so much professional skills in the field of economics that become important, but managerial qualities.

So, I will try to describe my vision of the organization of the PEO work. As an example, I will consider a fairly large department that analyzes the costs of three cost centers (cost centers). Let me explain a little about the MVZ. The enterprise has two types of production, as well as a separate cost center, which includes the costs of the management apparatus. I want to say right away that I don’t have managerial experience yet, so I’m interested in your opinion. Let's say the PEO consists of 5 specialists. As a rule, the division into positions is quite the same. The department has a head, a deputy head and 3 specialists, and they can be at the same level. So, we have 5 people whose work must be arranged in such a way that all the tasks that are prescribed in the job descriptions of employees are performed as efficiently as possible, quickly and competently. This task lies entirely on the shoulders of the head of the PEO. I propose to briefly consider the main responsibilities of employees.

PEO Specialist

One of the most basic tasks of specialists is to draw up a cost estimate for their unit, i.e. type of production in our case. Accordingly, the duties of a specialist include interaction with all departments in production, communication with specialists and detailed consideration of issues directly related to production costs. I'll explain a little. The specialist must know the detailed composition of the cost estimate, as well as understand what is happening in production. The degree of understanding of production issues is established directly by the head of the department, but more on that later. Also, the duties of a specialist may include the preparation of analytical reports in addition to the analysis of cost estimates, but this, again, is determined by the tasks of the manager and the characteristics of production. In a nutshell, perhaps we can stop there.

Deputy Head of PEO

In the duties of Deputy the head of the PEO includes slightly different tasks than a specialist, but I can’t say that they are radically different. In fact, the definition of the duties of the described position is quite complicated, but I will try to do it. To begin with, why the duties of the deputy head of the IEE are sometimes not very radically different from those of a specialist. I judge from the point of view that in the conditions in which I have to work, employees have rather long vacations, therefore, during the vacation of one of the specialists, some part of the work has to be done by the deputy chief. If we consider other duties of this employee, then we can say that his duties, in my opinion, include taking management decisions in accordance with cost accounting methods, current legislation and the requirements of senior managers. Summing up a little, I will say that the deputy is responsible for making, if you like, local management decisions.

Head of PEO

Consider the responsibilities of this position. In my opinion, although the description of duties will take much less time, the significance of this figure in the department, and in the enterprise as a whole, is quite high. Considering the duties directly, we can say that the manager's shoulders are responsible for making managerial decisions, in accordance with the direct instructions of the head of the enterprise. Also, a very responsible and difficult task of organizing the work of the department falls on the shoulders of the head.

I have tried to briefly describe my understanding of the responsibilities of each PEO employee.

I will dwell on the last of the listed tasks of the head of the IEE. Organization of the work of the department, as I have already mentioned, is a very difficult task. And on the basis of what was said at the beginning of the article and the experience gained in life, I understand that not every boss is capable of completing this task. There can be many reasons for this. One of the most important is the lack of banal experience of that leadership among some leaders. At first glance, this does not cause any particular embarrassment for people who take up such positions (how could I choose the word =)). And even despite this, they have no desire to improve their skills as a manager and a person who has a whole department under his command. In the future, this situation gets a rather deplorable continuation, since the inability to manage people and lead leads to the adoption of wrong decisions, poor-quality work of the department and the lack of time for any improvement in work and changes in work.

Summing up my opinion on this issue, I would like to say that when taking the position of the head of the department, it is necessary to understand that enormous responsibility and very complex tasks fall on the shoulders and you need to approach yourself from a critical point of view, soberly assessing your capabilities and level of professionalism in this difficult area .

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Introduction

In any textbook on economics, it is said that the PEO is engaged in collecting the economic indicators of the detail of the company, analyzing them and drawing up development plans based on the conclusions obtained during the analysis.

If we are talking about small business, then this function can be performed by the head of the company (or individual entrepreneur), as the scale of activity grows, these powers can be transferred to another person or even a group of people. How larger organization, the more people in it are responsible for economic planning. For the convenience of work, these people are united in PEO.

PEO structure

PEO has a standard structure. This department is headed by a person who reports directly to the financial manager, director of advertising and promotion, or even the general director. Everything depends on the whole.

There are two types of structural organization of PEO:

An organization in which the workplaces of the PEO employees are located within the department.
An organization in which some of the employees work outside the department (they collect information about the work of the company), and some work inside (they analyze the information received and draw up plans).

The last type of organization is typical for manufacturing companies.

The advantage of the first type of organization is that the work of such a structural unit of the company is easy to control. The disadvantage is that the information is not always received by the PEO staff in a timely manner.

If you use the first option for organizing the planning and economic department and its functions, then the following functions should be assigned to its employees:

obtaining primary data from financial sources and structural divisions;
creating planning methods, and management reporting;
direct creation of management reporting;
control and analysis of the work of the company as a whole.

The second method of PEO organization is used no less frequently. In this case, the employees of the department should be entrusted with the following functions:

control over the implementation of the developed plans;
control over the implementation of the budget of a particular unit;
analysis of the performance of a particular unit.

It is important that PEO employees working outside their unit are provided with everything necessary for further analysis and making plans regarding the economics of organizations and enterprises.

PEO employees may report directly to the head of the department, and the head of any production unit. In the first case, subordination is called functional, in the second - administrative. This is what dual submission looks like.

The following functions should be assigned to the economist of the planning and economic department:

Development of methodologies for areas of activity (both in the entire company and in individual divisions of the organization).
Development of basic directories containing performance indicators of the company's divisions.
Development of company management policy.
Development of planning and reporting forms.
Development of methods for analyzing and evaluating the effectiveness of the company.

The advantages of this type of organization of the planning and economic department and its functions are that all necessary information arrives at the division's analysts without delay. The disadvantage is the weak control over the work of economists who work outside the department, as well as the fact of double subordination of employees.

This way of organizing work can significantly increase the staff of the PEO to an unjustified size.

An example of the PEO structure at various enterprises

If we are talking about medium-sized companies, then most often the PEO in them has the following structure: the head is the head of the department, and three PEO specialists are subordinate to him.

If we are talking about a large enterprise, then the structure of the planning and economic department on it is as follows: the head of the department is in charge of the department, the deputy department is subordinate to him, to whom both the chief economist of the department and the leading economist of the department are directly subordinate. Reporting to the Chief Economist are two PEO Economists.

Tasks of the IEE

The tasks of this division of the company include the preparation of the following documents and applications:

company development plans and forecasts;
reporting documentation different nature(one-time and regular);
necessary references and analytical explanations;
economic calculations;
investment projects as well as business plans.

PEO also has certain functions that should be clearly indicated in the regulatory documentation of the company.

PEO functions

The functions of the PEO are as follows:

analysis of the effectiveness of the company;
preparation of forecasts regarding the results of the company's work;
grade financial condition organizations;
drawing up standards for production processes;
control of the formation and changes in the cost of production;
control of the formation of prices for products;
drawing up management reports;
participation in the formation of departmental budgets.

All PEO functions are interconnected with the business processes taking place in the company. The following describes the relationship between these concepts.

Relationship between PEO function and business processes in the company

The main business processes taking place in the company are:

sales;
production;
purchases;
research and experimental developments.

For each of the stages of the company's work, the PEO has its own task.

When working with sales of products, PEO carries out sales planning, control and further analysis. In the production of products, the tasks of PEO are similar.

When the production process is in the procurement phase necessary resources, PEO also deals with procurement planning, control and analysis of acquired values and funds. The situation is the same with research and experimental development.

Planning, control and analysis are the three responsibilities of an economist in an enterprise when working with basic business processes. Why do this? To further optimize the same processes.

Business processes are also auxiliary. They are:

production technologies;
the quality of the products;
engineering;
capital construction of objects;
logistics.

What are the tasks of the PEO in this case? The same: planning, control and analysis. In the first case, work is being done on the technology for the production of pilot developments, in the second - on certification, licensing and metrology, in the third - on maintenance of equipment and energy supply, in the fourth - on the construction of buildings, in the fifth - on transportation costs.

The service business processes of the organization are distinguished, which include:

work with personnel;
marketing;
financial management;
legal service;
general administration.

In this case, the duties of the economist at the enterprise do not change.

Regulation of the work of PEO

Some companies create PEO, but do not care at all about the regulation of the work of this structural unit. There is no regulation on the planning and economic department.

If the organization does not regulate the work of the PEO in any way, it is urgent to prepare a document that will solve this shortcoming. This document will become the basis for the creation of job descriptions for employees working in the POE, which will solve the problems described at the beginning of the article.

The standard regulatory document of the planning and economic department and its functions contains the following items:

General provisions.
Department structure.
The main tasks of the department.
department functions.
Rights.
Work with other structures of the enterprise.
Responsibility.
Criteria for evaluating the activities of the department.

The structure of the document regulating the work of the IEE

The "General Provisions" section contains general information about this unit. It is indicated:

the purpose of creating a department in accordance with the economic policy of the enterprise;
basic terms;
a person appointed by the head;
documents that this department is guided by in the performance of its duties.

The section "Structure of the department" contains information on the structure of the PEO and its quantitative composition.

The section "Main tasks of the department" describes the key tasks of the IEE, as well as the lists of reports and plans that its employees must submit to management for consideration.

Main tasks of PEO

The main tasks of the planning and economic department, which should be indicated in the regulatory document, include:

Work on economic planning, rationalization of economic activity.
Development of a company development strategy in order to promptly adapt business activities to constantly changing market conditions.
Conducting a comprehensive economic analysis financial economic activity enterprises.
Statistical accounting of all indicators of the functioning of the company.
Technical and economic planning of activities of other departments of the company.

Main functions of PEO

The main functions of the PEO, which are usually indicated in the regulatory documentation, include:

Economic planning of the company's work, aimed at the rationalization of economic activity.
Preparation of draft plans for the activities of other departments of the company. The preparation also includes the substantiation of the conclusion of certain contracts, supported by calculations.
Drawing up plans for production, financial and commercial activities companies for different periods (short, medium and long term).
Informing departments of the company about current plans.
Holding complex analysis activities of the company in all areas.
Monitoring the implementation of current plans by departments, as well as timely reporting.
Creation of rational accounting documentation which slightly increases the bureaucratic burden on employees.

This is far from full list the main functions that are required to be performed on a planned basis economic department.

PEO rights

The specialist of the planning and economic department, within the framework of his job description, has the right to:

request from authorized representatives of other divisions of the company the data necessary to control and analyze their activities;
create expert working groups whose task is the economic planning of the organization's work;
within its competence to participate in business negotiations with representatives of other firms and organizations, sign contracts;
organize analysis of new programs and scientific projects companies in terms of their effectiveness and expediency of development;
make proposals on issues that fall within the competence of the IEE in the form of projects.

Interaction, responsibility, evaluation

In the regulatory documentation governing the work of the PEO, sections are often indicated in which the interaction of the PEO with other structures of the organization is prescribed; responsibility for all actions committed by employees of the department; evaluation of the activities of the PEO.

In the section “Work with other structures of the enterprise”, only an introduction is made according to the template: “In the course of its activity, the department interacts with the following structural divisions (these divisions are listed below)”. When transferring, everything depends on how broad powers are planned to be given to PEO employees.

In the section "Responsibility" it is indicated that the head of the IEE takes full responsibility for the work of the department; the degree of responsibility of employees is established in accordance with their job descriptions; all employees and the head of the PEO are personally responsible for the documents they draw up and the operations carried out in accordance with the law Russian Federation.

In the section "Criteria for evaluating the activities of the department" two criteria are prescribed:

Timely and high-quality implementation of tasks.
High-quality performance of immediate duties.

You can specify other evaluation criteria.

This completes the drafting of the regulatory document. Naturally, it must be drawn up in accordance with the rules for the design of such papers: all data must be signed and stamped, and also dated.

PEO operation control

supervisor financial services firms (in big company);
financial director(in a small or medium company);
chief economist (in production).

Control over the activities of the PEO is carried out for the following purposes:

Operational execution of one-time tasks.
Compliance with reporting and document flow, in accordance with the internal regulations of the company.
Ensuring the reliability of the provided calculations and reporting documentation.
Analysis of the work in order to identify the effectiveness of the functioning of the PEO.

Conclusion

Every textbook on economics says that PEO is a really necessary structural unit of a company. Without it, the efficiency of many enterprises and organizations is significantly reduced. Although not in all companies the activities of PEOs are set up correctly.

Somewhere the functions of the department are not clearly defined, somewhere the tasks of employees. In some firms, there is a difficult situation with the subordination of PEO employees. Although planning under conditions market economy is the most important process.

To fix the problem, it is necessary that the head of the firm clearly understands the answers to the following questions:

What is PEO?
What is its structure?
Does this company need it or can one person perform its functions?

If a decision has been unequivocally made to create a PEO, then it is worth immediately proceeding to the execution of regulatory documentation, where, in addition to general provisions will be written:

department structure;
rights and functions;
responsibility;
work with other structures of the company.

Indeed, if the work of this unit is clearly established, then its specialists are able to optimize everything without harm to the activity. production processes. Translated into the language of money, this means that having an efficient PEO allows you to spend less resources and earn more.

Planning and management economic activity enterprises are closely related to each other by the following common functions production management: choice of goals, definition

resources, organization of processes, execution control, coordination of work, adjustment of tasks, staff motivation, remuneration, etc.

Many categories of personnel are involved in their implementation - heads of all levels of management, economists-managers, planners-executors, etc. Main functions senior management enterprises consist in establishing a unified development strategy or in substantiating the goal of planning, choosing the main ways to achieve it, determining the methods and technology for developing plans. Leaders other levels of management, as well as specialists planning services develop all current and tactical plans. Their functions also include analysis of the internal and external environment of the enterprise, making forecasts for the development of their departments, calculating and evaluating the necessary resources, planned indicators, etc. Management planning and economic services of enterprises performs general, scientific, methodological and other main functions of managing all current and prospective planned activities. Staff planning service, together with top management, takes part in the development of the company's strategy, the selection and justification of economic goals, the creation of the necessary regulatory framework, analysis and evaluation of planned and actual results of final activities. Together with managers, planners participate in the preparation of forecasts for the development of production, training the personnel of the enterprise in new methods for developing various plans, holding consultations in the line divisions and functional bodies of the company involved in the preparation general plans or their individual sections.

All services of the enterprise, both production and functional, participate in planning their activities. Planning and economic bureaus or professional groups are organized in shops and departments. Structure planning and economic services of enterprises (firms) depends primarily on the size of production, product characteristics, market position, form of ownership, level of solvency, etc. With a shopless management structure, planned functions are performed by top-level economists-managers. Each enterprise independently chooses the structure of its planning and economic bodies. According to the classical science of production organization, with the conclusions of which management theory interacts, the enterprise management structure should be developed according to the “top down” principle. The sequence of development of the organizational structure corresponds to the current planning technology:

1) the organization is divided horizontally into broad blocks of activities corresponding to the most important functions and areas of work for the implementation of the chosen economic strategy;
2) the ratio of powers of various categories of personnel and positions of employees is established, the purpose of the working groups is clarified and, if necessary, they are further divided into smaller organizational units in order to avoid overloading the management;
3) are determined official duties different categories of personnel as a set certain functions or tasks, duties are specified and assigned to the performers, taking into account their professional qualifications and production experience.

The basis for choosing organizational structures at enterprises is usually long-term plans for their development, production volumes, standards for the number and ratios of various categories of personnel, and many other factors. The enterprise management structure can be built on the principles of both linear and functional subordination of various departments. At linear structures management is carried out by a higher manager in relation to all subordinate employees in relation to the functions performed. An example of the linear subordination of economic services on large enterprises successive structural links can be named: CEO- chief economist - planning and economic department - planning and financial department - planning and settlement bureau. At functional subordination the right to make decisions and give guidance is granted in relation to specific functions regardless of who implements them (Fig. 1.1). There are also mixed management structures and their various varieties.

Rice. 1.1.

At present, at domestic enterprises, the most common is linear-functional organization management structure, built on the basis of functional specialization of services or subsystems (Fig. 1.2).

Rice. 1.2.

For each subsystem, the composition of services or the hierarchy of the organization is formed, penetrating the entire enterprise “from top to bottom”. The work of the personnel of each service is evaluated according to the results that characterize the implementation of their goals and objectives, the performance of their functions or duties. Many years of experience in the use of a linear-functional management structure confirms its high efficiency with stable technology and production organization, streamlined management procedures and constant economic indicators, accurate work of personnel of all categories. Its disadvantages include immunity to various changes. market environment, the need for many vertical and horizontal approvals, which complicates the adoption of planning and management decisions.

Linear staff the management structure is also widely known in domestic management. It is also built on a functional basis of subordination of various production and support services of the enterprise (Fig. 1.3). The main task of line managers is to ensure the coordination of the actions of functional services in order to achieve high final results both in the planned and in production activities.

Rice. 1.3.

In the conditions of free market relations, there are many organizational management structures that can be used both in the production and in the planned areas of the enterprise, for example divisional, product, matrix, project and others recommended modern management.

Each enterprise should choose an organizational structure that suits its strategic plans, provides effective interaction with environment and contributes to the achievement of goals. The structure of the organization in market conditions cannot remain unchanged, as under the influence of various economic factors there are continuous changes. internal environment and the external environment, which should be taken into account not only in the planning process, but also management activities. For example, in joint stock company AvtoVAZ in recent years has developed a new organizational structure for managing both the entire firm or company, and individual divisions or departments, in particular in economics and finance (Fig. 1.4).

Consequently, the need to improve the organizational structure of management at all enterprises in free market relations constantly caused by both external and internal economic factors. TO external factors three main features or criteria can be attributed:

1) products or services, type result, for example, at the time, the Volga Automobile Plant organized its own auxiliary production and new assembly lines;

Rice. 1.4.

2) functions or types resources required to obtain results (supply, marketing, planning, production, finance, personnel);
3) markets, customer groups or consumers products of the enterprise, defined geographically or by type of buyers, for example, domestic and foreign.

Main internal factor, causing the need to improve organizational structures, is the chosen principle of centralization or decentralization of management, associated with the amount of authority vested in each leader or manager. In planning and economic services at almost all domestic and foreign enterprises, these approaches, as a rule, closely interact with each other in the process of planning intra-company activities. In the largest American firms, as confirmed by world practice, all planning work is divided among many performers into the following functions, stages and deadlines.

1. Central planning department formulates goals (November 30). Top management considers profit, capital investment and sales expansion.
2. It then sends orientation notes to the manufacturing departments containing estimated financials, sales, profits, and costs for the next five years.
3. Production units push their numbers (January 31st). They either accept the proposals received or come up with their new plans. Divisions represent financial plan for the coming years and a report on the results of the work on forecasting demand, the actions of competitors, the development of science and technology. Representatives of senior management during this time visit each unit and get acquainted with the progress of work.
4. Central planning department approves targets and key financial indicators (February 28). By this time, the department determines the conformity of the real opportunities for the division to achieve the planned indicators proposed by the board of directors.

Production units review the plan for the second half of the year (March 31), if necessary, also changes financial budget for this period.

5. The Central Planning Department approves the revised plan for the second half of the year (April 30). This plan includes revised figures for the remainder of the year.
6. Production departments make plans for 2 years (April 30). This work is a continuation of the fourth stage. The two-year plan is drawn up taking into account changes in technology, market conditions, government decisions, etc. Departments draw up a balance for each month of the first year and each quarter of the second, plan the receipt of cash and their use.
7. Production units submit requests for the funds they need (April 30). These funds are distributed only to those projects that must be implemented within two years.
8. Production departments make a forecast for 5 years (April 30). Sales of all types of manufactured products are forecasted for the coming years. Along with the sales forecast, an approximate amount of costs and expected profit are outlined.
9. Production departments submit (May 31) the following planned data: a summary of the indicators adopted by the departments, information on the possible receipt Money, an application for the required investment, a sales forecast for 5 years.
10. Top management decides (June 30) on distribution financial resources for departmental and company projects.
11. All services draw up their plans and budgets (August 31). The budget drawn up for the first year is included in the plan and receives the necessary financial resources.
12. Top management approves all plans and budgets (September 30).

Managers of various categories are involved in the implementation of the main planned functions at all stages of their implementation. Led full squad The performance of planned work indicates not only a clear delineation and interaction of the main functions of planning and management in American firms, but also the need to use world experience in all domestic enterprises. (This will be discussed when considering the main content planned work at Russian enterprises.)

? Control questions to chapter 1
1. What is planning in a market economy? What range of problems does it solve?
2. What is the essence of intra-company planning in free market relations? What goals does it serve?
3. What are the main functions of planning in the enterprise? What are they expressed in?
4. What basic requirements should an intra-company plan meet? What does plan flexibility mean?
5. What is the subject of intra-company planning? What is the object of planning?
6. What is the market planning methodology? What does planning technology mean?
7. What is the result of planning? What does it express?
8. What methods are used to develop economic theory? How do they interact with each other?
9. What are the common production functions carried out by personnel in enterprises? What are the functions of a manager-leader?
10. How personal and professional qualities should an economist have? What is labor potential human?
11. What defines the educational standard? What are the training requirements for managers?
12. What types of intra-company planning are used in enterprises? What is the object of social and labor planning?
13. How is market planning carried out? What is the essence of indicative planning?
14. What are the planning principles? What do the words formulated by R.L. Akoff principles of participation and holism?
15. What types of orientation are used in planning? What does interactive planning mean?
16. What are the main stages in the planning process? Where does planning begin and end?
17. What methods of planning can be applied at the enterprise? What is the normative method?
18. What does the principle of optimization mean in planning? What is extrapolation?
19. What are the main functions of planning and economic services in enterprises? What departments are involved in the development of planning standards?
20. What organizational structures used in planning? What is a linear structure?

I APPROVE ____________________________________ (name of the position of the head of the enterprise)

____________________________________ (full name, signature)

"____"______________ _____ G.

POSITION

about the planning and economic department of the enterprise

1. GENERAL PROVISIONS

1.2. The department was created on the basis of the order of the head of the enterprise N _____ dated "__" _______ ____

1.3. The head of the department is appointed and dismissed by order of the head of the enterprise.

Employees of the department are appointed and dismissed by order of the head of the enterprise on the proposal of the Head of the department.

1.4. The department in its work is guided by:

Federal laws of the Russian Federation;

Decrees and orders of the President of the Russian Federation;

Decrees and orders of the Government of the Russian Federation;

Laws of ___________________ (indicate the subject of the Russian Federation);

the Charter of the enterprise;

By this Regulation.

1.5. The department should have documents and materials on the following issues:

Methodological materials relating to the economics of the enterprise;

Strategy and prospects for the development of the enterprise; prospects for the development of the industry;

Profile, specialization and features of the structure of the enterprise;

Organization of the development of long-term and current plans for the production and economic activities of the enterprise;

The procedure for developing business plans;

System of economic standards and indicators of the enterprise;

Methods of economic analysis of indicators of production and economic activity of the enterprise and its divisions;

The procedure for determining the cost of commercial products, developing standards for material and labor costs, wholesale and retail prices;

Methods of determination economic efficiency introduction of new equipment and technology, measures to increase the competitiveness of products, improve the organization of labor and management;

Fundamentals of production technology;

United state system office work;

Methods for the effective use of office equipment and other technical means managerial work;

Rules of the internal work schedule; labor protection rules and regulations.

2. STRUCTURE OF THE DEPARTMENT

2.1. The structure and staffing of the department is approved by the head of the enterprise.

2.2. The Department is managed by the Head of the Department.

2.3. The department includes (indicate the structural subdivision of the department):

- __________________________________________;

- __________________________________________.

3. MAIN TASKS OF THE DEPARTMENT

3.1. Work on economic planning at the enterprise, aimed at organizing rational economic activity in accordance with market needs and the possibilities of obtaining the necessary resources.

3.2. Development of an enterprise strategy in order to adapt its economic activity and management system to external and internal economic conditions that change in market conditions.

3.3. Carrying out a comprehensive economic analysis of all types of enterprise activities.

3.4. Statistical accounting for all production and technical and economic indicators of the enterprise.

3.5. Accounting and analysis of the results of production and economic activities of the enterprise.

3.6. Technical and economic planning of the activities of the divisions of the enterprise.

4. FUNCTIONS OF THE DEPARTMENT

In accordance with the tasks assigned to it, the department performs the following functions:

4.1. Economic planning of work at the enterprise, aimed at organizing rational economic activity in accordance with the needs of the market and the possibilities of obtaining the necessary resources, identifying and using production reserves in order to achieve the greatest efficiency of the enterprise.

4.2. Preparation of draft current plans by the divisions of the enterprise for all types of activities in accordance with the orders of consumers of products, works (services) and concluded contracts, as well as justifications and calculations for them.

4.3. Preparation of medium-term and long-term comprehensive plans for production, financial and commercial activities (business plans) of the enterprise.

4.4. Bringing planned assignments to business units.

4.5. Development of progressive planned technical and economic standards for material and labor costs, projects of wholesale and retail prices for the company's products, tariffs for works (services) taking into account supply and demand and in order to ensure the planned profit volume, compiling standard product estimates and monitoring their entry into them current changes in planned and estimated prices for the main types of raw materials, materials and semi-finished products used in production, cost estimates for marketable products.

4.6. Preparation of conclusions on projects of wholesale prices for products supplied to the enterprise.

4.7. Conducting a comprehensive economic analysis of all types of enterprise activities and developing measures to efficient use capital investments, material, labor and financial resources, increasing the competitiveness of products, labor productivity, reducing production and sales costs, increasing production profitability, increasing profits, eliminating losses and unproductive expenses.

4.8. Control over the implementation of planned targets by the enterprise's divisions, as well as statistical accounting for all production and technical and economic indicators of the enterprise's work, preparation of periodic reports on time, systematization of statistical materials.

4.9. Preparation of proposals on specific areas of market research in order to determine the prospects for the development of the enterprise, the implementation of coordination of research aimed at improving the efficiency of its production and economic activities.

4.10. Development of rational accounting documentation.

4.11. Development teaching materials on the technical and economic planning of the activities of the enterprise's divisions, the calculation of the economic efficiency of the introduction of new equipment and technology, organizational and technical measures aimed at increasing the competitiveness of products, works (services).

4.12. Development of unified planning documentation, economic standards, introduction of mechanized and automated processing of planned and accounting information.

4.13. Implementation of methodological management of the activities of other structural units on economic issues.

4.14. Carrying out, within the framework of its competence, conducting office work, generating and sending/receiving correspondence and other information via electronic communication channels.

4.15. Implementation of the organization of maintaining regulatory and reference information related to the functions of the department.

4.16. Ensuring, within its competence, the protection of information constituting a state secret and other information of limited distribution.

4.17. Implementation in accordance with the legislation of the Russian Federation of work on the acquisition, storage, accounting and use archival documents formed during the activities of the department.

The assignment to the department of functions that are not related to the competence of the department is not allowed.

5. RIGHTS

The department, in order to solve the tasks assigned to it, has the right to:

5.1. Request information (materials) from the structural subdivisions of the enterprise in accordance with the established procedure on issues within the competence of the department.

5.2. Create expert and working groups on economic planning at the enterprise.

5.3. Conduct, within the limits of its competence, in accordance with the established procedure, negotiations with third-party organizations, sign contracts.

5.4. Use the funds allocated to finance the priority areas of the enterprise's economic development.

5.5. Organize, if necessary, the examination of targeted scientific, technical and innovative programs and projects.

5.6. Make proposals on issues within the competence of the department in the form of projects.

6. INTERACTION WITH STRUCTURAL SUBDIVISIONS OF THE ENTERPRISE

6.1. In the course of the production activity of the enterprise, the department interacts with the following structural divisions:

- ______________________________________________________________,

- ______________________________________________________________.

7. RESPONSIBILITY

7.1. The head of the department bears full responsibility for the quality and timeliness of the tasks and functions assigned by this Regulation to the department.

7.2. The responsibility of the employees of the department is established by the current legislation and job descriptions.

7.3. The head and other employees of the department are personally responsible for the compliance of the documents drawn up by them and operations with correspondence with the legislation of the Russian Federation.

8. CRITERIA FOR ASSESSING THE ACTIVITIES OF THE DEPARTMENT

8.1. Timely and high-quality implementation of the goals and objectives.

8.2. Quality performance of functional duties.

Head of planning and economic department

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