Les pr\u00e9visions de tr\u00e9sorerie s\u2019imposent alors comme l’outil de pilotage par excellence car elles permettent d\u2019anticiper d\u2019\u00e9ventuelles difficult\u00e9s financi\u00e8res de l’entreprise et permettre une meilleure de d\u00e9cision.
Elles sont \u00e9galement particuli\u00e8rement utiles pour optimiser les solutions de financement et de placement de l’entreprise, et r\u00e9duire, de ce fait les charges financi\u00e8res et les co\u00fbts bancaires.<\/p>\n\n\n\n
1. Risks associated with the absence of cash flow forecasts<\/strong> 2. L’utilit\u00e9 des pr\u00e9visions de tr\u00e9sorerie<\/strong> 3. The different types of cash flow forecasts<\/strong><\/p>\n\n\n\n There are two types of forecasts: <\/p>\n\n\n\n 4. Les diff\u00e9rentes \u00e9tapes d’\u00e9laboration des pr\u00e9visions de tr\u00e9sorerie<\/strong> – operating and investment budget<\/strong><\/p>\n\n\n\n – N-1 balance sheet<\/strong><\/p>\n\n\n\n – Payment deadlines<\/strong>t. They are the key parameter in the construction of cash flow forecasts. Pour chacune de ces op\u00e9rations, il conviendra d’obtenir tant les d\u00e9lais contractuels que les d\u00e9lais observ\u00e9s. La constitution d’un historique des encaissements et d\u00e9caissements permettra de valider les pr\u00e9visions qui seront \u00e9labor\u00e9es. 4.2 Forecast construction<\/strong><\/p>\n\n\n\n Le budget d’exploitation (tout comme la comptabilit\u00e9) est \u00e9tabli sur la base des engagements de d\u00e9penses et de recettes, autrement dit des d\u00e9penses comptabilis\u00e9es et du chiffre d’affaires r\u00e9alis\u00e9. The cash flow budget can be built around four main components: 4.2.2 Operating cash outflows<\/strong> A few precautions should be taken:<\/p>\n\n\n\n Taxes and duties, such as VAT collected or deductible, relating to each cash inflow and outflow can be tracked separately. It's important to draw up cash flow forecasts on a rolling rather than static basis. In this way, the forecast cash inflow and outflow situation is adjusted at the end of the month to take account of actual cash flows. Unrealized forecasts (e.g. uncollected customer receipts) will be carried forward to the following month, and the cash balance adjusted accordingly.).<\/p>\n\n\n\n 5. cash flow forecasting tools<\/strong><\/p>\n\n\n\n La construction des pr\u00e9visions de tr\u00e9sorerie se pr\u00eate bien \u00e0 l’utilisation de plusieurs outils connect\u00e9s \u00e0 votre comptabilit\u00e9 et \u00e0 des donn\u00e9es import\u00e9es de votre suivi bancaire. Les pr\u00e9visions de tr\u00e9sorerie s\u2019imposent alors comme l’outil de pilotage par excellence car elles permettent d\u2019anticiper d\u2019\u00e9ventuelles difficult\u00e9s financi\u00e8res de l’entreprise et permettre une meilleure de d\u00e9cision.Elles sont \u00e9galement particuli\u00e8rement utiles pour optimiser les solutions de financement et de placement de l’entreprise, et r\u00e9duire, de ce fait les charges financi\u00e8res et les co\u00fbts bancaires. 1. […]<\/p>\n","protected":false},"author":46,"featured_media":232,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[19],"tags":[],"location":[],"class_list":["post-229","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-gestion-financiere-tresorerie"],"acf":[],"yoast_head":"\n
Company directors and finance departments are used to managing cash on a day-to-day basis, and sometimes have to bear the financial costs of banking operations: exceeding ceilings, financial charges...
Failure to draw up short-, medium- and long-term cash flow forecasts can have damaging consequences for the company:<\/p>\n\n\n\n\n
Quelle que soit la situation et la taille de l’entreprise, l’utilit\u00e9 des pr\u00e9visions de tr\u00e9sorerie est r\u00e9elle. Si elle dispose d’exc\u00e9dents financiers, l\u2019\u00e9laboration des pr\u00e9visions de tr\u00e9sorerie devra permettre des gains d’opportunit\u00e9. Si l\u2019entreprise a des besoins importants, les pr\u00e9visions lui permettront de r\u00e9duire ses co\u00fbts.
As a result, cash flow forecasts are :<\/p>\n\n\n\n\n
\n
4.1 Information gathering<\/strong>
L’\u00e9tape pr\u00e9alable dans l’\u00e9laboration des pr\u00e9visions de tr\u00e9sorerie est la collecte d’informations telles que :<\/p>\n\n\n\n\n
\n
Il s’agira de recenser les d\u00e9lais de paiement des diff\u00e9rents produits et charges de l’entreprise :<\/p>\n\n\n\n\n
– les autres \u00e9l\u00e9ments d’information<\/strong>
Enfin, il sera n\u00e9cessaire de disposer des pr\u00e9visions relatives \u00e0 certains \u00e9v\u00e9nements, tels que les augmentations de capital, distributions de dividendes, cessions d’actifs, remboursements d’emprunts, investissements importants\u2026<\/p>\n\n\n\n
The cash flow budget translates these commitments into cash receipts and disbursements, taking into account payment deadlines.<\/p>\n\n\n\n
4.2.1 Cash receipts<\/strong>
\u00c0 partir du budget d’exploitation mensualis\u00e9 et des d\u00e9lais de r\u00e8glement (th\u00e9oriques ou observ\u00e9s), les encaissements pr\u00e9visionnels seront construits selon la logique suivante :<\/p>\n\n\n\n\n
Disbursement forecasts will be drawn up according to the same logic:<\/p>\n\n\n\n\n
\n
4.2.3 The global budget as a management tool<\/strong>
A summary table is drawn up on the basis of the three budgets previously constructed. It also shows the bank position at the beginning and end of each month.
As with a financing plan, the cash flow budget is drawn up in 2 versions:<\/p>\n\n\n\n\n
Forecasts of cash receipts and disbursements can be obtained from your accounting software, thanks to the correct setting of payment deadlines. Some software packages, such as Odoo, can help in this respect. These data will complement your sales and purchasing forecasts, taking into account payment deadlines.
Des outils comme Excel peuvent, avec une automatisation des calculs, aider \u00e0 l\u2019\u00e9tablissement des pr\u00e9visions de tr\u00e9sorerie. Pour ce faire, il convient d’int\u00e9grer les pr\u00e9visions d’exploitation dans un onglet sp\u00e9cifique et de calculer (par des formules appropri\u00e9es) les mouvements de tr\u00e9sorerie correspondants.
De plus, la construction du tableau r\u00e9capitulatif peut \u00eatre totalement automatis\u00e9e par r\u00e9cup\u00e9ration des tableaux d’encaissements et de d\u00e9caissements.
Cet outil permet \u00e9galement d’effectuer de nombreuses simulations en faisant varier certains param\u00e8tres, tels que les d\u00e9lais de r\u00e8glement par exemple.
Le contr\u00f4le des r\u00e9alisations peut se faire par l’analyse p\u00e9riodique des \u00e9carts entre les r\u00e9alisations et les pr\u00e9visions de tr\u00e9sorerie, ce qui permet de prendre certaines d\u00e9cisions op\u00e9rationnelles. Par exemple, le retard r\u00e9p\u00e9t\u00e9 de r\u00e8glement de certains clients (ou groupe de clients) devrait conduire \u00e0 revoir la politique de recouvrement.
Conclusion<\/strong>
Drawing up cash flow forecasts, especially in these times of crisis, can prove to be a key factor in the success of your business. The managers in charge will need to collect all relevant information as exhaustively as possible, and monitor achievements as they occur. They must use it as a decision-making and negotiation tool with partners.
About Moore Senegal<\/strong>
Moore S\u00e9n\u00e9gal is a human-scale auditing and consulting firm with services tailored to the needs of businesses. Our chartered accountants and consultants have held finance management positions and have been confronted with cash management issues. They can provide you with pragmatic advice and the right tools.<\/p>","protected":false},"excerpt":{"rendered":"