Research On The Integration Of Q Company Balanced Scorecard And Comprehensive Budget

The survival and development of an enterprise is carried out under the guidance of strategy.Strategic management is the process of daily operation and management of an enterprise,which plays the role of coordinating the overall situation and guiding the enterprise to rationally allocate resources.Comprehensive budget management is an important business management activity,and its components are playing an increasingly important role in business management practices.Q company is the largest cement manufacturer and special cement manufacturer in Northwest China.In the complex environment of slowing domestic economic growth,overcapacity in the industry,and strict control of the real estate market by the state,they are facing serious problems such as poor implementation of comprehensive budget management and difficulty in reducing the scale of costs.Its existing budget management system only pays attention to the realization of financial budget indicators.The industrial strategic goals and performance management in the process of corporate management are insufficiently connected.Under the severe market environment,it is no longer able to better create obvious results for Q enterprises.Internal competitive advantage.However,the biggest advantage of BSC is that it can decompose corporate strategy into corresponding driving factors and form performance evaluation indicators.These indicators are specific,causal,and balanced,so as to achieve organic integration with strategic goals and improve budget management.Disadvantages.Based on an in-depth understanding of the current comprehensive budget management related basic theory and research status,this paper analyzes the current budget management status of Q company,finds out the main problems,and discusses the feasibility and necessity of introducing balanced management into Q company.The scorecard is incorporated into the overall budget.To elaborate,build a comprehensive budget system based on the balanced scorecard on this basis.The detailed steps are as follows:First,using strategy as a starting point and using BSC as a tool to determine KPI indicators for budgeting and evaluation.Secondly,in budgeting,the key indicators of the four dimensions of BSC are the amount of work that supports the realization of financial indicators.Capital budgeting is based on corporate strategy.Orientation,sales budgets rely on the support of customer dimension indicators,production and storage and transportation budgets rely on the completion of internal process non-financial indicators,period cost budgets are closely related to the learning and growth dimensions.Finally,budget execution and assessment are designed based on BSC dimensional indicators.The evaluation standards of departments and employees adopt a scoring system to evaluate the implementation and evaluation of Q company’s budget,and realize the integration of budget and BSC.