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La commande est peut-être livrée plus rapidement, mais l’entreprise perd la remise négociée et doit gérer la garantie en dehors du contrat habituel.",{"type":334,"attrs":382,"content":383},{"level":363,"textAlign":26},[384],{"text":385,"type":233,"marks":386},"Un fournisseur référencé, mais des conditions non respectées",[387],{"type":342},{"type":227,"attrs":389,"content":391},{"textAlign":26,"key":390},"p-6",[392],{"text":393,"type":233},"Le fournisseur est bien agréé, mais l’achat ne respecte pas les conditions négociées. Le collaborateur peut utiliser un tarif public, commander une gamme non prévue au contrat ou acheter pour une autre entité sans appliquer les conditions du groupe.",{"type":227,"attrs":395,"content":397},{"textAlign":26,"key":396},"p-7",[398],{"text":399,"type":233},"L’achat passe alors chez le bon fournisseur, mais il reste hors contrat parce que les règles commerciales ne sont pas respectées.",{"type":321,"attrs":401},{"id":402,"body":403},"08db73f8-148a-4944-87ee-9fff7ebfabf8",[404],{"_uid":405,"link":406,"asset":409,"caption":72,"component":414},"i-65159bb6-1ed4-4f64-97f8-6a2ca27fcf11",{"id":72,"url":72,"linktype":407,"fieldtype":213,"cached_url":408,"prep":42},"story","/fr/",{"id":410,"alt":72,"name":72,"focus":72,"title":72,"source":72,"filename":411,"copyright":72,"fieldtype":208,"meta_data":412,"is_external_url":29},239035119936965,"https://a.storyblok.com/f/146026/765x509/496cfeafb2/spendesk_documentaire_02.jpg",{"size":413},"765x509","image",{"type":334,"attrs":416,"content":417},{"level":363,"textAlign":26},[418],{"text":419,"type":233,"marks":420},"Une dépense réalisée en dehors du circuit d’approbation",[421],{"type":342},{"type":227,"attrs":423,"content":425},{"textAlign":26,"key":424},"p-8",[426],{"text":427,"type":233},"La dépense peut également être effectuée avant toute validation. Une commande est passée avant la création du bon de commande, un abonnement est souscrit directement par une équipe ou une facture arrive sans référence interne.",{"type":227,"attrs":429,"content":431},{"textAlign":26,"key":430},"p-9",[432,434,438],{"text":433,"type":233},"Cette situation est parfois appelée ",{"text":435,"type":233,"marks":436},"achat hors processus",[437],{"type":342},{"text":439,"type":233},". Elle n’est pas toujours hors contrat au sens strict, mais elle produit les mêmes difficultés : absence de contrôle préalable, rapprochement manuel et visibilité budgétaire incomplète.",{"type":227,"attrs":441,"content":443},{"textAlign":26,"key":442},"p-10",[444,446,451,453,457,459,468],{"text":445,"type":233},"Les achats hors contrat sont parfois appelés ",{"text":447,"type":233,"marks":448},"maverick buying",[449],{"type":450},"italic",{"text":452,"type":233}," ou ",{"text":454,"type":233,"marks":455},"maverick spend",[456],{"type":450},{"text":458,"type":233},". Ils ne doivent pas être confondus avec les ",{"text":460,"type":233,"marks":461},"achats de classe C",[462,467],{"type":463,"attrs":464},"link",{"href":465,"uuid":26,"anchor":26,"target":466,"linktype":212},"https://www.spendesk.com/fr/blog/reprendre-controle-achat-classe-c/","_blank",{"type":342},{"text":469,"type":233},". Un achat de faible montant peut être conforme s’il passe par le fournisseur et le circuit prévus. À l’inverse, une licence coûteuse achetée en dehors d’un accord-cadre est hors contrat, même si elle ne relève pas des achats de classe C.",{"type":334,"attrs":471,"content":472},{"level":336,"textAlign":26},[473],{"text":474,"type":233,"marks":475},"Pourquoi les équipes contournent-elles le processus achats ?",[476],{"type":342},{"type":227,"attrs":478,"content":480},{"textAlign":26,"key":479},"p-11",[481],{"text":482,"type":233},"Dans une PME, le contournement vient souvent d’un décalage entre le besoin opérationnel et la vitesse du processus achats.",{"type":227,"attrs":484,"content":486},{"textAlign":26,"key":485},"p-12",[487],{"text":488,"type":233},"Une équipe doit lancer une campagne lundi, mais sa demande d’achat attend depuis dix jours dans une boîte mail. Un collaborateur doit remplacer rapidement un ordinateur, mais le catalogue interne ne permet pas de trouver le modèle adapté. Un fournisseur référencé n’est pas disponible dans l’outil de commande.",{"type":227,"attrs":490,"content":492},{"textAlign":26,"key":491},"p-13",[493],{"text":494,"type":233},"Dans ces situations, le collaborateur cherche généralement à résoudre le problème avant de contourner les règles. Le comportement est compréhensible, mais il crée progressivement des dépenses difficiles à suivre.",{"type":227,"attrs":496,"content":498},{"textAlign":26,"key":497},"p-14",[499],{"text":500,"type":233},"Les causes les plus fréquentes sont les suivantes :",{"type":502,"content":503},"bullet_list",[504,513,521,529,537,545,553],{"type":505,"content":506},"list_item",[507],{"type":227,"attrs":508,"content":510},{"textAlign":26,"key":509},"p-15",[511],{"text":512,"type":233},"un circuit de validation trop long ;",{"type":505,"content":514},[515],{"type":227,"attrs":516,"content":518},{"textAlign":26,"key":517},"p-16",[519],{"text":520,"type":233},"des responsabilités qui ne sont pas clairement définies ;",{"type":505,"content":522},[523],{"type":227,"attrs":524,"content":526},{"textAlign":26,"key":525},"p-17",[527],{"text":528,"type":233},"un catalogue fournisseurs incomplet ou difficile à consulter ;",{"type":505,"content":530},[531],{"type":227,"attrs":532,"content":534},{"textAlign":26,"key":533},"p-18",[535],{"text":536,"type":233},"des contrats négociés que les équipes ne connaissent pas ;",{"type":505,"content":538},[539],{"type":227,"attrs":540,"content":542},{"textAlign":26,"key":541},"p-19",[543],{"text":544,"type":233},"des moyens de paiement faciles à utiliser en dehors du processus ;",{"type":505,"content":546},[547],{"type":227,"attrs":548,"content":550},{"textAlign":26,"key":549},"p-20",[551],{"text":552,"type":233},"l’absence de procédure pour les achats urgents ;",{"type":505,"content":554},[555],{"type":227,"attrs":556,"content":558},{"textAlign":26,"key":557},"p-21",[559],{"text":560,"type":233},"des abonnements SaaS souscrits directement par les équipes.",{"type":227,"attrs":562,"content":564},{"textAlign":26,"key":563},"p-22",[565],{"text":566,"type":233},"Prenons l’exemple d’un responsable marketing qui souscrit un outil d’emailing à 89 € HT par mois avec sa carte personnelle, puis transmet une note de frais. Pour lui, le besoin est satisfait. Pour l’entreprise, il s’agit d’un abonnement récurrent qui n’a pas été intégré au budget, dont le renouvellement automatique n’est peut-être pas surveillé et qui n’a fait l’objet d’aucune validation fournisseur.",{"type":227,"attrs":568,"content":570},{"textAlign":26,"key":569},"p-23",[571,573,580],{"text":572,"type":233},"Une ",{"text":574,"type":233,"marks":575},"politique achats",[576,579],{"type":463,"attrs":577},{"href":578,"uuid":26,"anchor":26,"target":466,"linktype":212},"https://www.spendesk.com/fr/blog/creer-politique-achat-entreprise/",{"type":342},{"text":581,"type":233}," qui interdit le contournement sans proposer de voie rapide produit souvent l’effet inverse de celui recherché. La bonne question n’est donc pas seulement : « Qui n’a pas respecté la procédure ? » Il faut aussi demander : « À quel endroit le processus n’a-t-il pas répondu au besoin ? »",{"type":334,"attrs":583,"content":584},{"level":336,"textAlign":26},[585],{"text":586,"type":233,"marks":587},"Quels sont les coûts et les risques des achats hors contrat ?",[588],{"type":342},{"type":227,"attrs":590,"content":591},{"textAlign":26,"key":229},[592],{"text":593,"type":233},"L’écart de prix visible sur une facture n’est qu’une partie du coût réel.",{"type":227,"attrs":595,"content":596},{"textAlign":26,"key":316},[597],{"text":598,"type":233},"Un achat hors contrat peut faire perdre une remise, un délai de paiement, une garantie, un engagement de service ou une condition de livraison. Il peut également disperser les volumes entre plusieurs fournisseurs et affaiblir la position de l’entreprise lors de la prochaine négociation.",{"type":227,"attrs":600,"content":601},{"textAlign":26,"key":345},[602],{"text":603,"type":233},"Prenons un contrat de maintenance qui prévoit un tarif de 600 € HT par intervention. Une équipe sollicite un prestataire externe à 780 € HT pour le même service. Sur huit interventions, l’écart direct atteint 1 440 € HT.",{"type":227,"attrs":605,"content":606},{"textAlign":26,"key":357},[607],{"text":608,"type":233},"À cela peuvent s’ajouter :",{"type":502,"content":610},[611,618,625,632,639,646,653],{"type":505,"content":612},[613],{"type":227,"attrs":614,"content":615},{"textAlign":26,"key":371},[616],{"text":617,"type":233},"une assurance fournisseur non vérifiée ;",{"type":505,"content":619},[620],{"type":227,"attrs":621,"content":622},{"textAlign":26,"key":377},[623],{"text":624,"type":233},"des conditions de sécurité ou de confidentialité non contrôlées ;",{"type":505,"content":626},[627],{"type":227,"attrs":628,"content":629},{"textAlign":26,"key":390},[630],{"text":631,"type":233},"une absence de clauses contractuelles adaptées ;",{"type":505,"content":633},[634],{"type":227,"attrs":635,"content":636},{"textAlign":26,"key":396},[637],{"text":638,"type":233},"des délais de paiement moins favorables ;",{"type":505,"content":640},[641],{"type":227,"attrs":642,"content":643},{"textAlign":26,"key":424},[644],{"text":645,"type":233},"des dépenses difficiles à rattacher à un budget ;",{"type":505,"content":647},[648],{"type":227,"attrs":649,"content":650},{"textAlign":26,"key":430},[651],{"text":652,"type":233},"du temps supplémentaire pour retrouver le demandeur et valider la facture ;",{"type":505,"content":654},[655],{"type":227,"attrs":656,"content":657},{"textAlign":26,"key":442},[658],{"text":659,"type":233},"une absence de visibilité sur les renouvellements et les engagements futurs.",{"type":321,"attrs":661},{"id":402,"body":662},[663],{"_uid":664,"link":665,"asset":666,"caption":72,"component":414},"i-32476c1e-bf94-40da-9238-260bba8f52f6",{"id":72,"url":72,"linktype":407,"fieldtype":213,"cached_url":408,"prep":42},{"id":667,"alt":72,"name":72,"focus":72,"title":72,"source":72,"filename":668,"copyright":72,"fieldtype":208,"meta_data":669,"is_external_url":29},241882573186738,"https://a.storyblok.com/f/146026/1536x1024/34d77a2f47/controle-budget-disponible-depenses-engagees.jpeg",{"size":670},"1536x1024",{"type":227,"attrs":672},{"textAlign":26,"key":479},{"type":227,"attrs":674,"content":675},{"textAlign":26,"key":485},[676],{"text":677,"type":233},"Le risque juridique doit également être pris en compte. Une commande peut engager l’entreprise même lorsqu’aucun bon de commande formel n’a été créé, notamment si la personne disposait du pouvoir nécessaire et si les parties se sont accordées sur la prestation et son prix. L’article 1583 du Code civil prévoit que la vente est parfaite lorsque les parties sont d’accord sur la chose et sur le prix, sous réserve du contexte et des pouvoirs de la personne qui commande. Ce point doit être apprécié avec un conseil juridique dans les situations sensibles.",{"type":227,"attrs":679,"content":680},{"textAlign":26,"key":491},[681],{"text":682,"type":233},"Le bon de commande reste donc un outil de contrôle et de traçabilité. Il permet de formaliser la demande, l’approbation, le montant, le fournisseur et le budget concerné. Lorsqu’il n’a pas été créé, la facture arrive souvent sans référence exploitable et doit être rapprochée manuellement, parfois au moment de la clôture.",{"type":334,"attrs":684,"content":685},{"level":336,"textAlign":26},[686],{"text":687,"type":233,"marks":688},"Comment mesurer les achats hors contrat ?",[689],{"type":342},{"type":227,"attrs":691,"content":692},{"textAlign":26,"key":497},[693],{"text":694,"type":233},"Avant de renforcer les règles, commencez par localiser le problème. Le taux d’achats hors contrat permet de mesurer la part des dépenses qui ne respectent pas le cadre défini.",{"type":321,"attrs":696},{"id":697,"body":698},"5865728d-7685-4fb4-8156-130d7b27ab44",[699],{"_uid":700,"text":701,"color":702,"title":703,"backCtas":704,"backMedia":705,"component":332},"i-166ab45b-8c70-443f-804c-828d882f6113","**Taux d’achats hors contrat = dépenses hors contrat ou hors processus ÷ dépenses totales × 100**","purple","La formule peut être écrite ainsi :",[],[],{"type":227,"attrs":707,"content":708},{"textAlign":26,"key":509},[709],{"text":710,"type":233},"Ce calcul est un indicateur de pilotage interne. Il n’existe pas de seuil universel qui conviendrait à toutes les PME. La priorité consiste à établir un point de départ, puis à suivre son évolution dans le temps.",{"type":227,"attrs":712,"content":713},{"textAlign":26,"key":517},[714],{"text":715,"type":233},"Pour construire la mesure, croisez plusieurs sources :",{"type":502,"content":717},[718,725,732,739,746,753,760],{"type":505,"content":719},[720],{"type":227,"attrs":721,"content":722},{"textAlign":26,"key":525},[723],{"text":724,"type":233},"les factures fournisseurs ;",{"type":505,"content":726},[727],{"type":227,"attrs":728,"content":729},{"textAlign":26,"key":533},[730],{"text":731,"type":233},"le grand livre ou le Fichier des Écritures Comptables ;",{"type":505,"content":733},[734],{"type":227,"attrs":735,"content":736},{"textAlign":26,"key":541},[737],{"text":738,"type":233},"les relevés de cartes ;",{"type":505,"content":740},[741],{"type":227,"attrs":742,"content":743},{"textAlign":26,"key":549},[744],{"text":745,"type":233},"les notes de frais ;",{"type":505,"content":747},[748],{"type":227,"attrs":749,"content":750},{"textAlign":26,"key":557},[751],{"text":752,"type":233},"les demandes d’achat ;",{"type":505,"content":754},[755],{"type":227,"attrs":756,"content":757},{"textAlign":26,"key":563},[758],{"text":759,"type":233},"les bons de commande ;",{"type":505,"content":761},[762],{"type":227,"attrs":763,"content":764},{"textAlign":26,"key":569},[765],{"text":766,"type":233},"les fournisseurs référencés et les contrats actifs.",{"type":227,"attrs":768,"content":770},{"textAlign":26,"key":769},"p-24",[771],{"text":772,"type":233},"Segmentez ensuite le résultat par famille d’achats, service, fournisseur et type de dépense. Commencez par les principaux fournisseurs hors panel en valeur. Il est plus utile d’identifier les deux services qui concentrent la majorité des achats informatiques hors accord-cadre que de produire un taux global impossible à exploiter.",{"type":334,"attrs":774,"content":775},{"level":363,"textAlign":26},[776],{"text":777,"type":233,"marks":778},"Exemple de calcul",[779],{"type":342},{"type":227,"attrs":781,"content":783},{"textAlign":26,"key":782},"p-25",[784],{"text":785,"type":233},"Sur un trimestre, une PME analyse 840 000 € HT de dépenses. Elle identifie 63 000 € HT de dépenses passées hors contrat ou hors processus.",{"type":227,"attrs":787,"content":789},{"textAlign":26,"key":788},"p-26",[790],{"text":791,"type":233},"Le taux est donc de :",{"type":227,"attrs":793,"content":795},{"textAlign":26,"key":794},"p-27",[796],{"text":797,"type":233,"marks":798},"63 000 ÷ 840 000 × 100 = 7,5 %",[799],{"type":342},{"type":227,"attrs":801,"content":803},{"textAlign":26,"key":802},"p-28",[804],{"text":805,"type":233},"Ce résultat ne signifie pas nécessairement que toutes les dépenses concernées doivent être supprimées. Il indique que l’entreprise doit comprendre l’origine des 63 000 € et vérifier si les causes sont liées à un processus trop lent, à un catalogue incomplet, à des urgences ou à des fournisseurs mal référencés.",{"type":334,"attrs":807,"content":808},{"level":336,"textAlign":26},[809],{"text":810,"type":233,"marks":811},"Comment réduire les achats hors contrat dans une PME ?",[812],{"type":342},{"type":227,"attrs":814,"content":816},{"textAlign":26,"key":815},"p-29",[817],{"text":818,"type":233},"La réduction des achats hors contrat ne repose pas uniquement sur des contrôles supplémentaires. Le processus officiel doit aussi être rapide, compréhensible et accessible au moment où le besoin apparaît.",{"type":334,"attrs":820,"content":821},{"level":363,"textAlign":26},[822],{"text":823,"type":233,"marks":824},"1. Rédiger une politique achats courte et opérationnelle",[825],{"type":342},{"type":227,"attrs":827,"content":829},{"textAlign":26,"key":828},"p-30",[830],{"text":831,"type":233},"Une politique achats n’a pas besoin de devenir un document de plusieurs dizaines de pages. Elle doit préciser les règles que les équipes doivent appliquer au quotidien :",{"type":502,"content":833},[834,842,850,858,866,874],{"type":505,"content":835},[836],{"type":227,"attrs":837,"content":839},{"textAlign":26,"key":838},"p-31",[840],{"text":841,"type":233},"à partir de quel montant une demande est obligatoire ;",{"type":505,"content":843},[844],{"type":227,"attrs":845,"content":847},{"textAlign":26,"key":846},"p-32",[848],{"text":849,"type":233},"quels fournisseurs sont référencés ;",{"type":505,"content":851},[852],{"type":227,"attrs":853,"content":855},{"textAlign":26,"key":854},"p-33",[856],{"text":857,"type":233},"qui valide chaque niveau de dépense ;",{"type":505,"content":859},[860],{"type":227,"attrs":861,"content":863},{"textAlign":26,"key":862},"p-34",[864],{"text":865,"type":233},"quelles exceptions sont autorisées ;",{"type":505,"content":867},[868],{"type":227,"attrs":869,"content":871},{"textAlign":26,"key":870},"p-35",[872],{"text":873,"type":233},"comment traiter une urgence ;",{"type":505,"content":875},[876],{"type":227,"attrs":877,"content":879},{"textAlign":26,"key":878},"p-36",[880],{"text":881,"type":233},"quelles dépenses sont interdites ou soumises à une validation spécifique.",{"type":227,"attrs":883,"content":885},{"textAlign":26,"key":884},"p-37",[886],{"text":887,"type":233},"Les rôles doivent être suffisamment clairs pour qu’un collaborateur sache immédiatement qui contacter et dans quel délai il peut obtenir une réponse.",{"type":227,"attrs":889,"content":891},{"textAlign":26,"key":890},"p-38",[892,894,898],{"text":893,"type":233},"La politique doit également préciser si le principe ",{"text":895,"type":233,"marks":896},"No PO, No Pay",[897],{"type":342},{"text":899,"type":233}," est appliqué. Ce principe signifie qu’une facture sans bon de commande approuvé peut être bloquée ou placée en attente. Il s’agit d’une règle interne, pas d’une obligation générale applicable à toutes les entreprises. Elle doit donc être adaptée aux fournisseurs, aux catégories d’achats et aux situations d’urgence.",{"type":334,"attrs":901,"content":902},{"level":363,"textAlign":26},[903],{"text":904,"type":233,"marks":905},"2. Mettre les fournisseurs référencés à portée de main",[906],{"type":342},{"type":227,"attrs":908,"content":910},{"textAlign":26,"key":909},"p-39",[911],{"text":912,"type":233},"Un fournisseur référencé n’est utile que si les équipes savent qu’il existe et peuvent facilement l’utiliser.",{"type":227,"attrs":914,"content":916},{"textAlign":26,"key":915},"p-40",[917],{"text":918,"type":233},"Le catalogue doit préciser les catégories couvertes, les articles ou services disponibles, les conditions négociées et les personnes à contacter. Il doit être accessible depuis l’outil utilisé pour soumettre la demande d’achat.",{"type":227,"attrs":920,"content":922},{"textAlign":26,"key":921},"p-41",[923],{"text":924,"type":233},"Si un collaborateur doit chercher dans trois fichiers, contacter deux personnes et attendre une réponse pour identifier le bon fournisseur, il risque de commander directement ailleurs.",{"type":334,"attrs":926,"content":927},{"level":363,"textAlign":26},[928],{"text":929,"type":233,"marks":930},"3. Relier la validation au budget disponible",[931],{"type":342},{"type":227,"attrs":933,"content":935},{"textAlign":26,"key":934},"p-42",[936],{"text":937,"type":233},"La validation d’une dépense est plus efficace lorsque le responsable voit immédiatement son budget restant.",{"type":227,"attrs":939,"content":941},{"textAlign":26,"key":940},"p-43",[942,944,951],{"text":943,"type":233},"Un ",{"text":945,"type":233,"marks":946},"circuit de validation par seuils de montant",[947,950],{"type":463,"attrs":948},{"href":949,"uuid":26,"anchor":26,"target":466,"linktype":212},"https://www.spendesk.com/fr/blog/matrice-d-approbation-des-depenses/",{"type":342},{"text":952,"type":233}," permet d’adapter le contrôle au niveau de risque. Une dépense de faible montant peut être validée par le responsable de l’équipe, tandis qu’un engagement plus important nécessite l’intervention du budget owner, des achats ou de la direction financière.",{"type":227,"attrs":954,"content":956},{"textAlign":26,"key":955},"p-44",[957],{"text":958,"type":233},"Le montant doit également être comparé à l’enveloppe disponible. Une validation sans visibilité budgétaire peut autoriser une dépense conforme au processus, mais impossible à financer dans le budget restant.",{"type":334,"attrs":960,"content":961},{"level":363,"textAlign":26},[962],{"text":963,"type":233,"marks":964},"4. Prévoir une procédure pour les urgences",[965],{"type":342},{"type":227,"attrs":967,"content":969},{"textAlign":26,"key":968},"p-45",[970],{"text":971,"type":233},"Une procédure qui ne prévoit aucune urgence sera contournée dès qu’un besoin opérationnel ne peut pas attendre.",{"type":227,"attrs":973,"content":975},{"textAlign":26,"key":974},"p-46",[976],{"text":977,"type":233},"L’entreprise peut définir un plafond, un valideur et un délai de régularisation. Par exemple, une dépense urgente inférieure à 2 000 € HT peut être autorisée par un responsable désigné, avec création de la demande d’achat dans les 48 heures. Au-delà de ce montant, la direction financière peut devoir valider avant toute commande.",{"type":227,"attrs":979,"content":981},{"textAlign":26,"key":980},"p-47",[982],{"text":983,"type":233},"L’urgence doit rester exceptionnelle. La revue mensuelle doit identifier les achats déclarés urgents afin de vérifier qu’ils correspondent réellement à la définition retenue.",{"type":334,"attrs":985,"content":986},{"level":363,"textAlign":26},[987],{"text":988,"type":233,"marks":989},"5. Aligner les moyens de paiement sur le processus",[990],{"type":342},{"type":227,"attrs":992,"content":994},{"textAlign":26,"key":993},"p-48",[995],{"text":996,"type":233},"Les moyens de paiement doivent renforcer le cadre achats, et non permettre de le contourner.",{"type":227,"attrs":998,"content":1000},{"textAlign":26,"key":999},"p-49",[1001],{"text":1002,"type":233},"Une carte virtuelle peut être attribuée à un fournisseur, à une équipe, à une catégorie de dépense ou à un achat précis. Elle peut être limitée par montant, durée ou fréquence de renouvellement.",{"type":227,"attrs":1004,"content":1006},{"textAlign":26,"key":1005},"p-50",[1007],{"text":1008,"type":233},"Ce fonctionnement évite que les collaborateurs utilisent leur carte personnelle, puis transmettent une note de frais après coup. Il permet également de relier plus facilement la dépense à un budget et à une approbation.",{"type":227,"attrs":1010,"content":1012},{"textAlign":26,"key":1011},"p-51",[1013],{"text":1014,"type":233},"Dans Spendesk, une demande d’achat peut suivre un circuit d’approbations à plusieurs niveaux, avec visibilité sur le budget restant, avant de devenir un bon de commande selon le processus configuré.",{"type":321,"attrs":1016},{"id":402,"body":1017},[1018],{"_uid":1019,"link":1020,"asset":1021,"caption":72,"component":414},"i-6501b215-e031-4515-8997-c7a39cdcd055",{"id":72,"url":72,"linktype":407,"fieldtype":213,"cached_url":408,"prep":42},{"id":1022,"alt":72,"name":72,"focus":72,"title":72,"source":72,"filename":1023,"copyright":72,"fieldtype":208,"meta_data":1024,"is_external_url":29},241869278028795,"https://a.storyblok.com/f/146026/1022x680/75a2373318/budget-base-zero-pme-analyse-ecarts-budgetaires.jpeg",{"size":1025},"1022x680",{"type":334,"attrs":1027,"content":1028},{"level":336,"textAlign":26},[1029],{"text":1030,"type":233,"marks":1031},"Comment éviter le retour des achats hors contrat ?",[1032],{"type":342},{"type":227,"attrs":1034,"content":1036},{"textAlign":26,"key":1035},"p-52",[1037],{"text":1038,"type":233},"Une nouvelle politique achats ne suffit pas. Sans suivi, les anciennes habitudes réapparaissent progressivement.",{"type":227,"attrs":1040,"content":1042},{"textAlign":26,"key":1041},"p-53",[1043],{"text":1044,"type":233},"Organisez une revue mensuelle réunissant la finance, les achats et les responsables des principaux budgets. Trois indicateurs permettent de commencer :",{"type":1046,"content":1047},"table",[1048,1075,1096,1116,1136,1156],{"type":1049,"content":1050},"tableRow",[1051,1064],{"type":1052,"attrs":1053,"content":1055},"tableHeader",{"colspan":1054,"rowspan":1054,"colwidth":26},1,[1056],{"type":227,"attrs":1057,"content":1059},{"textAlign":26,"key":1058},"p-54",[1060],{"text":1061,"type":233,"marks":1062},"Indicateur",[1063],{"type":342},{"type":1052,"attrs":1065,"content":1066},{"colspan":1054,"rowspan":1054,"colwidth":26},[1067],{"type":227,"attrs":1068,"content":1070},{"textAlign":26,"key":1069},"p-55",[1071],{"text":1072,"type":233,"marks":1073},"Question à se poser",[1074],{"type":342},{"type":1049,"content":1076},[1077,1087],{"type":1078,"attrs":1079,"content":1080},"tableCell",{"colspan":1054,"rowspan":1054,"colwidth":26,"backgroundColor":26},[1081],{"type":227,"attrs":1082,"content":1084},{"textAlign":26,"key":1083},"p-56",[1085],{"text":1086,"type":233},"Taux d’achats hors contrat",{"type":1078,"attrs":1088,"content":1089},{"colspan":1054,"rowspan":1054,"colwidth":26,"backgroundColor":26},[1090],{"type":227,"attrs":1091,"content":1093},{"textAlign":26,"key":1092},"p-57",[1094],{"text":1095,"type":233},"La part des dépenses hors cadre diminue-t-elle ?",{"type":1049,"content":1097},[1098,1107],{"type":1078,"attrs":1099,"content":1100},{"colspan":1054,"rowspan":1054,"colwidth":26,"backgroundColor":26},[1101],{"type":227,"attrs":1102,"content":1104},{"textAlign":26,"key":1103},"p-58",[1105],{"text":1106,"type":233},"Principaux fournisseurs hors panel",{"type":1078,"attrs":1108,"content":1109},{"colspan":1054,"rowspan":1054,"colwidth":26,"backgroundColor":26},[1110],{"type":227,"attrs":1111,"content":1113},{"textAlign":26,"key":1112},"p-59",[1114],{"text":1115,"type":233},"Quels fournisseurs reviennent le plus souvent ?",{"type":1049,"content":1117},[1118,1127],{"type":1078,"attrs":1119,"content":1120},{"colspan":1054,"rowspan":1054,"colwidth":26,"backgroundColor":26},[1121],{"type":227,"attrs":1122,"content":1124},{"textAlign":26,"key":1123},"p-60",[1125],{"text":1126,"type":233},"Exceptions et urgences",{"type":1078,"attrs":1128,"content":1129},{"colspan":1054,"rowspan":1054,"colwidth":26,"backgroundColor":26},[1130],{"type":227,"attrs":1131,"content":1133},{"textAlign":26,"key":1132},"p-61",[1134],{"text":1135,"type":233},"Les exceptions correspondent-elles à de vraies urgences ?",{"type":1049,"content":1137},[1138,1147],{"type":1078,"attrs":1139,"content":1140},{"colspan":1054,"rowspan":1054,"colwidth":26,"backgroundColor":26},[1141],{"type":227,"attrs":1142,"content":1144},{"textAlign":26,"key":1143},"p-62",[1145],{"text":1146,"type":233},"Factures sans bon de commande",{"type":1078,"attrs":1148,"content":1149},{"colspan":1054,"rowspan":1054,"colwidth":26,"backgroundColor":26},[1150],{"type":227,"attrs":1151,"content":1153},{"textAlign":26,"key":1152},"p-63",[1154],{"text":1155,"type":233},"Quels services créent le plus de régularisations ?",{"type":1049,"content":1157},[1158,1167],{"type":1078,"attrs":1159,"content":1160},{"colspan":1054,"rowspan":1054,"colwidth":26,"backgroundColor":26},[1161],{"type":227,"attrs":1162,"content":1164},{"textAlign":26,"key":1163},"p-64",[1165],{"text":1166,"type":233},"Abonnements récurrents",{"type":1078,"attrs":1168,"content":1169},{"colspan":1054,"rowspan":1054,"colwidth":26,"backgroundColor":26},[1170],{"type":227,"attrs":1171,"content":1173},{"textAlign":26,"key":1172},"p-65",[1174],{"text":1175,"type":233},"Quels renouvellements ou doublons doivent être traités ?",{"type":227,"attrs":1177,"content":1179},{"textAlign":26,"key":1178},"p-66",[1180],{"text":1181,"type":233},"Un fournisseur hors contrat qui revient chaque mois ne doit pas forcément être bloqué systématiquement. Il peut révéler un besoin récurrent qui mérite d’être négocié, référencé et intégré au catalogue.",{"type":227,"attrs":1183,"content":1185},{"textAlign":26,"key":1184},"p-67",[1186],{"text":1187,"type":233},"Les abonnements SaaS nécessitent une attention particulière. Ils peuvent être souscrits directement par les équipes, renouvelés automatiquement et continuer à être payés alors qu’ils sont peu utilisés. La revue doit porter sur les utilisateurs actifs, les dates de renouvellement, les doublons et les conditions de résiliation.",{"type":334,"attrs":1189,"content":1190},{"level":336,"textAlign":26},[1191],{"text":1192,"type":233,"marks":1193},"La facturation électronique peut-elle améliorer la traçabilité ?",[1194],{"type":342},{"type":227,"attrs":1196,"content":1198},{"textAlign":26,"key":1197},"p-68",[1199],{"text":1200,"type":233},"La facturation électronique ne remplace pas un processus achats, mais elle peut améliorer la traçabilité des factures et faciliter leur rapprochement avec les fournisseurs, les commandes et les engagements.",{"type":227,"attrs":1202,"content":1204},{"textAlign":26,"key":1203},"p-69",[1205],{"text":1206,"type":233},"Depuis le 1er septembre 2026, toutes les entreprises établies en France et assujetties à la TVA doivent être en mesure de recevoir des factures électroniques. L’obligation d’émission s’applique depuis cette date aux grandes entreprises et aux ETI, puis s’appliquera aux PME et aux micro-entreprises à partir du 1er septembre 2027. Les factures concernées doivent transiter selon les modalités prévues par la réforme, notamment via une plateforme agréée.",{"type":227,"attrs":1208,"content":1210},{"textAlign":26,"key":1209},"p-70",[1211],{"text":1212,"type":233},"Pour une PME, cette évolution constitue une occasion de revoir le parcours complet de la dépense : référencement du fournisseur, demande d’achat, approbation, bon de commande, réception de la facture et rapprochement comptable.",{"type":227,"attrs":1214,"content":1216},{"textAlign":26,"key":1215},"p-71",[1217],{"text":1218,"type":233},"Elle ne supprime toutefois pas le besoin de contrôler les achats. Une facture électronique peut toujours correspondre à une dépense réalisée hors contrat. La traçabilité du document ne garantit pas que l’achat était autorisé ou conforme aux conditions négociées.",{"type":227,"attrs":1220,"content":1222},{"textAlign":26,"key":1221},"p-72",[1223,1230,1237],{"text":1224,"type":233,"marks":1225},"Pour rendre vos achats plus simples à contrôler et limiter les dépenses hors contrat, ",[1226],{"type":1227,"attrs":1228},"textStyle",{"color":1229},"oklch(0.923 0.003 48.717)",{"text":1231,"type":233,"marks":1232},"découvrez Spendesk",[1233,1236],{"type":463,"attrs":1234},{"href":1235,"uuid":26,"anchor":26,"target":466,"linktype":212},"https://www.spendesk.com/fr/schedule-a-demo/",{"type":342},{"text":1238,"type":233,"marks":1239},".",[1240],{"type":1227,"attrs":1241},{"color":1229},{"name":1243,"created_at":1244,"published_at":16,"updated_at":1245,"id":1246,"uuid":1247,"content":1248,"slug":1255,"full_slug":1256,"sort_by_date":26,"position":27,"tag_list":1257,"is_startpage":29,"parent_id":1258,"meta_data":26,"group_id":1259,"first_published_at":1260,"release_id":26,"lang":33,"path":26,"alternates":1261,"default_full_slug":1262,"translated_slugs":1263,"_stopResolving":42},"Article","2022-08-16T21:22:30.004Z","2026-03-12T10:47:19.141Z",176457684,"8247dae6-c25f-40a0-a55e-abc94cf94989",{"_uid":1249,"icon":1250,"name":1243,"component":1254},"407a665a-29cb-4d52-87ff-12de3e192c58",{"id":1251,"alt":1252,"name":72,"focus":72,"title":72,"filename":1253,"copyright":72,"fieldtype":208,"is_external_url":29},5859474,"edit-img","https://a.storyblok.com/f/146026/x/fd72101ce9/edit.svg","category","article","fr/blog/category/article",[],176456151,"124984e3-bd16-480f-bdda-d9b6ec869fc7","2022-11-02T15:25:23.777Z",[],"blog/category/article",[1264,1265,1266],{"path":1262,"name":26,"lang":33,"published":26},{"path":1262,"name":26,"lang":39,"published":26},{"path":1262,"name":26,"lang":41,"published":26},[33],[1269],{"_uid":1270,"link":1271,"asset":1272,"caption":72,"component":414},"3f1adb30-9f3a-4900-aa95-8ea900cd6dbe",{"id":72,"url":72,"linktype":407,"fieldtype":213,"cached_url":408,"prep":42},{"id":1273,"alt":72,"name":72,"focus":72,"title":72,"source":72,"filename":1274,"copyright":72,"fieldtype":208,"meta_data":1275,"is_external_url":29},241885992412949,"https://a.storyblok.com/f/146026/1248x832/bea4c2ca5f/achats-hors-contrat-header-option-2.png",{},[],"2026-11-15 00:00",[],[],"Achats hors contrat, fournisseurs non référencés, factures sans bon de commande : découvrez les causes, les risques et le plan d’action pour les réduire.",[],[1283],{"cta":1284,"_uid":1285,"items":1286,"heading":1385,"reverse":29,"component":1410,"sectionSettings":1411},[],"31e42cb9-fba1-4191-b4aa-2d6294eab915",[1287,1304,1320,1336,1347,1363,1374],{"_uid":1288,"hide":29,"title":1289,"component":1290,"description":1291},"e238f3a6-f263-46be-b31c-fc50b40ce25a","Quelle est la différence entre achats hors contrat et achats de classe C ?","faqItem",{"type":224,"attrs":1292,"content":1293},{"backgroundColor":26},[1294,1299],{"type":227,"attrs":1295,"content":1296},{"textAlign":26,"key":229},[1297],{"text":1298,"type":233},"Un achat de classe C est généralement une dépense de faible valeur unitaire et de volume élevé. Il peut être parfaitement conforme au processus achats.",{"type":227,"attrs":1300,"content":1301},{"textAlign":26,"key":316},[1302],{"text":1303,"type":233},"Un achat hors contrat contourne un fournisseur référencé, une condition négociée ou un circuit d’approbation, quel que soit son montant. Une commande de 40 € HT auprès du fournisseur référencé peut donc être conforme, tandis qu’une licence de 3 000 € HT achetée en dehors de l’accord-cadre est hors contrat.",{"_uid":1305,"hide":29,"title":1306,"component":1290,"description":1307},"aee40445-e372-4dc5-8d4e-746c1583804c","Quel taux d’achats hors contrat faut-il viser dans une PME ?",{"type":224,"attrs":1308,"content":1309},{"backgroundColor":26},[1310,1315],{"type":227,"attrs":1311,"content":1312},{"textAlign":26,"key":229},[1313],{"text":1314,"type":233},"Il n’existe pas de taux cible universel. Commencez par mesurer votre niveau actuel, puis fixez un objectif de réduction sur douze mois.",{"type":227,"attrs":1316,"content":1317},{"textAlign":26,"key":316},[1318],{"text":1319,"type":233},"Le taux doit être analysé avec son détail. Une baisse globale peut masquer une concentration persistante des achats hors contrat dans une famille critique, comme l’informatique ou les prestations externes.",{"_uid":1321,"hide":29,"title":1322,"component":1290,"description":1323},"68432800-7197-4bc8-8055-9b285fcabe39","Faut-il bloquer toute facture reçue sans bon de commande ?",{"type":224,"attrs":1324,"content":1325},{"backgroundColor":26},[1326,1331],{"type":227,"attrs":1327,"content":1328},{"textAlign":26,"key":229},[1329],{"text":1330,"type":233},"Pas nécessairement. La facture peut être mise en attente afin d’identifier le demandeur, de vérifier la réalité de la prestation et de régulariser le processus.",{"type":227,"attrs":1332,"content":1333},{"textAlign":26,"key":316},[1334],{"text":1335,"type":233},"Bloquer systématiquement une prestation réellement livrée peut dégrader la relation fournisseur sans corriger la cause du contournement. La règle doit distinguer les dépenses frauduleuses, les erreurs, les urgences et les achats réellement livrés.",{"_uid":1337,"hide":29,"title":1338,"component":1290,"description":1339},"3eae0f2c-ce32-4ad6-b6fb-9eb1859e0a8f","Comment gérer un achat urgent sans créer un achat hors contrat ?",{"type":224,"attrs":1340,"content":1341},{"backgroundColor":26},[1342],{"type":227,"attrs":1343,"content":1344},{"textAlign":26,"key":229},[1345],{"text":1346,"type":233},"Définissez à l’avance un plafond, un valideur et un délai de régularisation. Par exemple, une dépense urgente inférieure à 2 000 € HT peut être validée par un responsable désigné, puis documentée dans l’outil sous 48 heures. La procédure doit également prévoir une revue des urgences afin de vérifier qu’elles restent exceptionnelles.",{"_uid":1348,"hide":29,"title":1349,"component":1290,"description":1350},"62aff5a9-829f-403e-92fe-8b7c47a40d51","Comment limiter les achats SaaS souscrits directement par les équipes ?",{"type":224,"attrs":1351,"content":1352},{"backgroundColor":26},[1353,1358],{"type":227,"attrs":1354,"content":1355},{"textAlign":26,"key":229},[1356],{"text":1357,"type":233},"Centralisez la visibilité sur les abonnements, les utilisateurs, les dates de renouvellement et les moyens de paiement. Les nouvelles souscriptions doivent passer par une demande d’achat, même lorsque le montant mensuel paraît faible.",{"type":227,"attrs":1359,"content":1360},{"textAlign":26,"key":316},[1361],{"text":1362,"type":233},"Une dépense de 89 € HT par mois représente 1 068 € HT par an avant même de prendre en compte les renouvellements, les doublons ou les licences inutilisées.",{"_uid":1364,"hide":29,"title":1365,"component":1290,"description":1366},"789edf1b-5e2b-4a55-83f5-d4232ee471a0","Les achats hors contrat relèvent-ils toujours de la fraude ?",{"type":224,"attrs":1367,"content":1368},{"backgroundColor":26},[1369],{"type":227,"attrs":1370,"content":1371},{"textAlign":26,"key":229},[1372],{"text":1373,"type":233},"Non. Ils résultent souvent d’une urgence, d’un manque d’information ou d’un processus trop complexe. Cela ne signifie pas qu’ils sont sans risque, mais la réponse doit s’attaquer à la cause plutôt qu’appliquer uniquement une sanction.",{"_uid":1375,"hide":29,"title":1376,"component":1290,"description":1377},"94a861e8-4129-4ffb-9930-191babc2f140","Quel est le rôle du bon de commande ?",{"type":224,"attrs":1378,"content":1379},{"backgroundColor":26},[1380],{"type":227,"attrs":1381,"content":1382},{"textAlign":26,"key":229},[1383],{"text":1384,"type":233},"Le bon de commande formalise la demande, le fournisseur, le montant, les conditions et l’approbation. Il facilite également le rapprochement avec la facture et permet de suivre les dépenses engagées avant leur paiement.",[1386],{"cta":1387,"_uid":1388,"title":1389,"layout":72,"eyebrow":1397,"subtitle":1405,"component":334,"textAlign":72,"eyebrowPill":29,"checkmarkList":29,"flexibleSection":1408,"sectionSettings":1409,"displaySeparator":29,"breakLineOnMobile":29,"subtitleLeftBorder":29,"customTitleFontSize":72},[],"ea89e06a-8abb-4f07-b4d5-ac3479cf11d6",{"type":224,"attrs":1390,"content":1391},{"backgroundColor":26},[1392],{"type":334,"attrs":1393,"content":1394},{"level":336,"textAlign":26},[1395],{"text":1396,"type":233},"Questions fréquentes sur les achats hors 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Elle tient compte de l'ensemble du processus d'achat : approbations d'achat, méthodes de paiement, traitement des factures, note de frais, réconciliation des justificatifs, catégorisation des dépenses, taux de TVA, etc. pour une bonne tenue de la comptabilité.",{"type":2915},{"type":2915},{"text":2944,"type":233},"Les outils de gestion des dépenses deviennent nécessaires lorsque le nombre d'employés augmente et que l'équipe finance a besoin d'une meilleure visibilité et d'un meilleur contrôle de la trésorerie. Les employés ont besoin d'outils flexibles et intuitifs pour pouvoir dépenser facilement et être en mesure de faire leur travail.",{"type":2915},{"type":2915},{"text":2948,"type":233},"C'est à ce moment-là que Spendesk devient le bon choix.",{"_uid":2950,"title":2951,"component":1290,"description":2952},"f20ef905-76e9-4b90-a0db-1e8c1c5ae03f","Comment fonctionne Spendesk ?",{"type":224,"content":2953},[2954,2958,2962,2971,2975,2979,2988,2992,2996,3000,3004],{"type":227,"content":2955},[2956],{"text":2957,"type":233},"Spendesk fournit des moyens de paiement connectés à une plateforme puissante de gestion des dépenses conçue pour les équipes financières.",{"type":227,"content":2959},[2960],{"text":2961,"type":233},"Il s'agit notamment de cartes de débit pour remplacer les cartes bancaires traditionnelles, de cartes virtuelles pour les achats en ligne et de notes de frais automatisées pour les achats imprévus.",{"type":227,"content":2963},[2964,2968,2969],{"text":2965,"type":233,"marks":2966},"Pour les employés",[2967],{"type":342},{"type":2915},{"text":2970,"type":233},"Les employés n'ont plus besoin d'avancer de l'argent. Ils demandent simplement des fonds pour un achat particulier et peuvent utiliser leur carte Spendesk physique ou virtuelle pour effectuer le paiement.",{"type":227,"content":2972},[2973],{"text":2974,"type":233},"Si, pour quelque raison que ce soit, l'employé ne peut pas utiliser sa carte Spendesk, il prend une photo du justificatif via l'application mobile et crée une note de frais en temps réel.",{"type":227,"content":2976},[2977],{"text":2978,"type":233},"Elle est envoyée directement à son responsable pour validation, puis à l'équipe financière.",{"type":227,"content":2980},[2981,2985,2986],{"text":2982,"type":233,"marks":2983},"Pour les équipes financières",[2984],{"type":342},{"type":2915},{"text":2987,"type":233},"Chaque employé a son propre profil sur Spendesk et son propre budget. Contrairement aux cartes bancaires classiques, vous savez en temps réel qui dépense quoi.",{"type":227,"content":2989},[2990],{"text":2991,"type":233},"Spendesk permet aux contrôleurs de créer des limites de dépenses et des approbations préalables. Par exemple, les décideurs et responsables auront un niveau de dépenses préapprouvé, différent de celui des autres collaborateurs.",{"type":227,"content":2993},[2994],{"text":2995,"type":233},"Si un employé a besoin de revoir son budget pré-approuvé, il peut en faire la demande à son responsable via l'application mobile ou web.",{"type":227,"content":2997},[2998],{"text":2999,"type":233},"Les équipes financières peuvent suivre l'ensemble des dépenses et assurer ainsi le suivi des reçus ou factures manquantes, en envoyant des rappels aux employés.",{"type":227,"content":3001},[3002],{"text":3003,"type":233},"Le suivi des dépenses est également plus facile car les équipes financières peuvent regrouper les dépenses et leur attribuer les bons taux de TVA et comptes de charges, avant de tout exporter en quelques clics vers leurs outils comptables.",{"type":227,"content":3005},[3006],{"text":3007,"type":233},"Spendesk fluidifie l'ensemble du processus de gestion des dépenses de l'entreprise, la rendant complète, intuitive et efficace.",[3009],{"cta":3010,"_uid":3011,"title":3012,"eyebrow":3019,"subtitle":3022,"component":334,"textAlign":72,"sectionSettings":3028,"breakLineOnMobile":29,"subtitleLeftBorder":29,"customTitleFontSize":72},[],"3a4e21f5-9dd8-421d-b801-700d2fd12756",{"type":224,"content":3013},[3014],{"type":334,"attrs":3015,"content":3016},{"level":336},[3017],{"text":3018,"type":233},"Démarrer avec Spendesk",{"type":224,"content":3020},[3021],{"type":227},{"type":224,"content":3023},[3024],{"type":227,"content":3025},[3026],{"text":3027,"type":233},"Fermez les comptes 4 fois plus rapidement, collectez plus de 95 % des reçus à temps et obtenez une visibilité de 100 % sur les dépenses de l'entreprise.",[],[],"Table des matières",["Island",3032],{"key":3033,"result":3034},"MarkdownRenderer_GMbgK6i8U4QsKABWnumUorozeuuBhuNDLywSHcanU",{"head":3035},{"link":3036,"style":3037},[],[],["Island",3039],{"key":3040,"result":3041},"MarkdownRenderer_BNDREnwVCUZdO3tB3OAVG2dwRi5CQ1Mvql53sM",{"head":3042},{"link":3043,"style":3044},[],[],[3046,3194,3376,3530],{"name":3047,"created_at":3048,"published_at":3049,"updated_at":3050,"id":3051,"uuid":3052,"content":3053,"slug":3183,"full_slug":3184,"sort_by_date":26,"position":3185,"tag_list":3186,"is_startpage":29,"parent_id":1416,"meta_data":26,"group_id":3187,"first_published_at":3049,"release_id":26,"lang":33,"path":26,"alternates":3188,"default_full_slug":3189,"translated_slugs":3190},"Logiciel de suivi budgétaire : comment choisir l’outil adapté à votre entreprise ?","2026-10-30T13:20:16.323Z","2026-10-30T13:34:14.178Z","2026-10-30T13:35:05.059Z",236244239691256,"2e5e0d2d-1f5a-4ea9-8dbf-0f783086e9d3",{"_uid":3054,"title":3047,"topics":3055,"noIndex":29,"category":3064,"language":3073,"readTime":72,"component":1255,"heroMedia":3074,"publishedAt":3082,"redirectUrl":72,"leadwallForm":3083,"listingImage":3084,"leadwallTitle":72,"metaDescription":3085,"bottomArticleCta":3086,"leadwallSubtitle":72,"isLeadwallEnabled":29,"componentsAfterTheArticle":3087,"leadwallVisibleParagraphs":72},"2955117f-e1c3-42a9-8617-6338ebfaa75f",[3056],{"name":249,"created_at":250,"published_at":251,"updated_at":252,"id":253,"uuid":254,"content":3057,"slug":265,"full_slug":266,"sort_by_date":26,"position":267,"tag_list":3058,"is_startpage":29,"parent_id":269,"meta_data":26,"group_id":270,"first_published_at":271,"release_id":26,"lang":33,"path":26,"alternates":3059,"default_full_slug":273,"translated_slugs":3060,"_stopResolving":42},{"_uid":264,"name":249,"component":23},[],[],[3061,3062,3063],{"path":273,"name":26,"lang":33,"published":26},{"path":273,"name":26,"lang":39,"published":26},{"path":273,"name":26,"lang":41,"published":26},{"name":1243,"created_at":1244,"published_at":16,"updated_at":1245,"id":1246,"uuid":1247,"content":3065,"slug":1255,"full_slug":1256,"sort_by_date":26,"position":27,"tag_list":3067,"is_startpage":29,"parent_id":1258,"meta_data":26,"group_id":1259,"first_published_at":1260,"release_id":26,"lang":33,"path":26,"alternates":3068,"default_full_slug":1262,"translated_slugs":3069,"_stopResolving":42},{"_uid":1249,"icon":3066,"name":1243,"component":1254},{"id":1251,"alt":1252,"name":72,"focus":72,"title":72,"filename":1253,"copyright":72,"fieldtype":208,"is_external_url":29},[],[],[3070,3071,3072],{"path":1262,"name":26,"lang":33,"published":26},{"path":1262,"name":26,"lang":39,"published":26},{"path":1262,"name":26,"lang":41,"published":26},[33],[3075],{"_uid":3076,"link":3077,"asset":3078,"caption":72,"component":414},"2659f3d3-1176-42d9-81e0-b73ebc51a312",{"id":72,"url":72,"linktype":407,"fieldtype":213,"cached_url":408,"prep":42},{"id":3079,"alt":72,"name":72,"focus":72,"title":72,"source":72,"filename":3080,"copyright":72,"fieldtype":208,"meta_data":3081,"is_external_url":29},236246895659711,"https://a.storyblok.com/f/146026/1248x832/5db30c8d96/budget-tool-compass.png",{},"2026-10-30 00:00",[],[],"Comparez les logiciels de suivi budgétaire : fonctionnalités, budget engagé, approbations, intégrations et critères pour choisir le bon outil.\n",[],[3088],{"cta":3089,"_uid":3090,"items":3091,"heading":3158,"reverse":29,"component":1410,"sectionSettings":3182},[],"a321fb8a-19a0-4ccf-b69b-fb6552c8b83f",[3092,3103,3114,3125,3136,3147],{"_uid":3093,"hide":29,"title":3094,"component":1290,"description":3095},"5d9bce05-658f-44d7-b239-7a271963f0b9","Quel est le meilleur logiciel de suivi budgétaire pour une PME ?",{"type":224,"attrs":3096,"content":3097},{"backgroundColor":26},[3098],{"type":227,"attrs":3099,"content":3100},{"textAlign":26},[3101],{"text":3102,"type":233},"Le meilleur outil dépend du nombre d’entités, du nombre de responsables de budget et du niveau de suivi attendu. Une PME avec une seule entité peut commencer avec un logiciel comptable et un outil de gestion des dépenses. Une PME avec plusieurs équipes doit privilégier le suivi du budget engagé, les approbations, les droits d’accès et les intégrations comptables.",{"_uid":3104,"hide":29,"title":3105,"component":1290,"description":3106},"7a3e2259-e570-4376-9696-bf8f86b7f4b7","Quelle différence entre budget prévu, engagé et réalisé ?",{"type":224,"attrs":3107,"content":3108},{"backgroundColor":26},[3109],{"type":227,"attrs":3110,"content":3111},{"textAlign":26},[3112],{"text":3113,"type":233},"Le budget prévu correspond au montant autorisé. Le budget engagé correspond aux dépenses décidées mais pas encore nécessairement comptabilisées. Le budget réalisé correspond aux dépenses enregistrées ou payées. Comparer les trois permet d’anticiper les dépassements au lieu de les constater à la clôture.",{"_uid":3115,"hide":29,"title":3116,"component":1290,"description":3117},"e74f9a3b-cd8e-4740-bf8d-ed0fa08d85ae","Excel suffit-il pour suivre un budget ?",{"type":224,"attrs":3118,"content":3119},{"backgroundColor":26},[3120],{"type":227,"attrs":3121,"content":3122},{"textAlign":26},[3123],{"text":3124,"type":233},"Excel peut suffire pour une petite structure avec une seule entité, peu de lignes budgétaires et peu d’utilisateurs. Il devient plus fragile lorsque plusieurs versions circulent, que les dépenses engagées ne sont pas suivies ou que les managers ont besoin d’une information en temps réel.",{"_uid":3126,"hide":29,"title":3127,"component":1290,"description":3128},"4387ed28-7167-4a6f-b966-1ecd35c57afa","Un logiciel FP&A remplace-t-il un logiciel de suivi des dépenses ?",{"type":224,"attrs":3129,"content":3130},{"backgroundColor":26},[3131],{"type":227,"attrs":3132,"content":3133},{"textAlign":26},[3134],{"text":3135,"type":233},"Non. Un logiciel FP&A sert principalement à construire des scénarios, prévoir les résultats et consolider les données. Un outil de gestion des dépenses capte les demandes, cartes, notes de frais et factures au moment où elles interviennent. Les deux solutions peuvent être complémentaires.",{"_uid":3137,"hide":29,"title":3138,"component":1290,"description":3139},"7279dbe6-c90c-486e-a752-3effae3fca89","Quelles intégrations vérifier avant de choisir un outil ?",{"type":224,"attrs":3140,"content":3141},{"backgroundColor":26},[3142],{"type":227,"attrs":3143,"content":3144},{"textAlign":26},[3145],{"text":3146,"type":233},"Vérifiez l’intégration avec votre logiciel comptable, votre ERP, votre outil de paie si nécessaire et vos systèmes de paiement. Contrôlez aussi les données synchronisées, la fréquence des mises à jour, les dimensions analytiques et les possibilités d’export ou d’API.",{"_uid":3148,"hide":29,"title":3149,"component":1290,"description":3150},"bace8455-8220-4b1b-bd23-9ce3c39cdbba","Comment tester un logiciel de suivi budgétaire ?",{"type":224,"attrs":3151,"content":3152},{"backgroundColor":26},[3153],{"type":227,"attrs":3154,"content":3155},{"textAlign":26},[3156],{"text":3157,"type":233},"Testez-le sur un mois complet et sur un périmètre limité, avec vos propres dépenses. Vérifiez le suivi du budget engagé, les workflows d’approbation, les alertes, les droits d’accès, les exports comptables et le temps nécessaire à la production du reporting.",[3159],{"cta":3160,"_uid":3161,"title":3162,"layout":72,"eyebrow":3170,"subtitle":3177,"component":334,"textAlign":72,"eyebrowPill":29,"checkmarkList":29,"flexibleSection":3180,"sectionSettings":3181,"displaySeparator":29,"breakLineOnMobile":29,"subtitleLeftBorder":29,"customTitleFontSize":72},[],"9faf5db3-f86f-469c-b307-c83919dbf275",{"type":224,"attrs":3163,"content":3164},{"backgroundColor":26},[3165],{"type":334,"attrs":3166,"content":3167},{"level":336,"textAlign":26},[3168],{"text":3169,"type":233},"Questions fréquentes sur les logiciels de suivi budgétaire",{"type":224,"attrs":3171,"content":3172},{"backgroundColor":26},[3173],{"type":227,"attrs":3174,"content":3175},{"textAlign":26},[3176],{"text":1404,"type":233},{"type":224,"content":3178},[3179],{"type":227},[],[],[],"logiciel-de-suivi-budgetaire","fr/blog/logiciel-de-suivi-budgetaire",-4040,[],"17487fd8-0530-4aa4-823b-229a64e08030",[],"blog/logiciel-de-suivi-budgetaire",[3191,3192,3193],{"path":3189,"name":26,"lang":33,"published":26},{"path":3189,"name":26,"lang":39,"published":26},{"path":3189,"name":26,"lang":41,"published":26},{"name":3195,"created_at":3196,"published_at":3197,"updated_at":3198,"id":3199,"uuid":3200,"content":3201,"slug":3364,"full_slug":3365,"sort_by_date":26,"position":3366,"tag_list":3367,"is_startpage":29,"parent_id":1416,"meta_data":26,"group_id":3368,"first_published_at":3369,"release_id":26,"lang":33,"path":26,"alternates":3370,"default_full_slug":3371,"translated_slugs":3372},"Dépenses engagées ou dépenses payées : comment calculer le budget disponible ?","2026-11-15T11:30:58.972Z","2026-11-15T11:47:58.103Z","2026-11-15T11:47:58.122Z",241879691188301,"47043eab-1c4e-402e-91b8-16a69eeeafb4",{"_uid":3202,"title":3195,"topics":3203,"noIndex":29,"category":3212,"language":3221,"readTime":72,"component":1255,"heroMedia":3222,"publishedAt":1277,"redirectUrl":72,"leadwallForm":3230,"listingImage":3231,"leadwallTitle":72,"metaDescription":3232,"bottomArticleCta":3233,"leadwallSubtitle":72,"isLeadwallEnabled":29,"componentsAfterTheArticle":3234,"leadwallVisibleParagraphs":72},"67734626-a0c8-4c3b-861a-e79c408d8c2c",[3204],{"name":249,"created_at":250,"published_at":251,"updated_at":252,"id":253,"uuid":254,"content":3205,"slug":265,"full_slug":266,"sort_by_date":26,"position":267,"tag_list":3206,"is_startpage":29,"parent_id":269,"meta_data":26,"group_id":270,"first_published_at":271,"release_id":26,"lang":33,"path":26,"alternates":3207,"default_full_slug":273,"translated_slugs":3208,"_stopResolving":42},{"_uid":264,"name":249,"component":23},[],[],[3209,3210,3211],{"path":273,"name":26,"lang":33,"published":26},{"path":273,"name":26,"lang":39,"published":26},{"path":273,"name":26,"lang":41,"published":26},{"name":1243,"created_at":1244,"published_at":16,"updated_at":1245,"id":1246,"uuid":1247,"content":3213,"slug":1255,"full_slug":1256,"sort_by_date":26,"position":27,"tag_list":3215,"is_startpage":29,"parent_id":1258,"meta_data":26,"group_id":1259,"first_published_at":1260,"release_id":26,"lang":33,"path":26,"alternates":3216,"default_full_slug":1262,"translated_slugs":3217,"_stopResolving":42},{"_uid":1249,"icon":3214,"name":1243,"component":1254},{"id":1251,"alt":1252,"name":72,"focus":72,"title":72,"filename":1253,"copyright":72,"fieldtype":208,"is_external_url":29},[],[],[3218,3219,3220],{"path":1262,"name":26,"lang":33,"published":26},{"path":1262,"name":26,"lang":39,"published":26},{"path":1262,"name":26,"lang":41,"published":26},[33],[3223],{"_uid":3224,"link":3225,"asset":3226,"caption":72,"component":414},"f9f37d6c-61ac-479c-924f-370cae58c973",{"id":72,"url":72,"linktype":407,"fieldtype":213,"cached_url":408,"prep":42},{"id":3227,"alt":72,"name":72,"focus":72,"title":72,"source":72,"filename":3228,"copyright":72,"fieldtype":208,"meta_data":3229,"is_external_url":29},241879975872096,"https://a.storyblok.com/f/146026/1248x832/9cb72e9d15/depenses-engagees-payees-header-option-1.png",{},[],[],"Dépenses engagées, payées, consommées : découvrez la formule du budget disponible et comment suivre vos engagements par centre de coûts ou projet.",[],[3235],{"cta":3236,"_uid":3237,"items":3238,"heading":3339,"reverse":29,"component":1410,"sectionSettings":3363},[],"178c201b-01e5-45b2-9c09-ff2667fb622a",[3239,3250,3273,3284,3295,3306,3317,3328],{"_uid":3240,"hide":29,"title":3241,"component":1290,"description":3242},"d57a66ba-1883-4c9b-b5ce-35bca6ab3cf0","Quelle est la différence entre une dépense engagée et une dépense payée ?",{"type":224,"attrs":3243,"content":3244},{"backgroundColor":26},[3245],{"type":227,"attrs":3246,"content":3247},{"textAlign":26},[3248],{"text":3249,"type":233},"Une dépense engagée correspond à une dépense approuvée ou promise à un fournisseur. Une dépense payée correspond à une somme déjà sortie du compte bancaire ou débitée d’une carte. Une commande de 12 000 € HT approuvée en mars réduit donc le budget disponible dès mars, même si elle est payée en mai.",{"_uid":3251,"hide":29,"title":3252,"component":1290,"description":3253},"8709668a-170c-446a-b3cb-982a49859392","Quelle formule permet de calculer le budget disponible ?",{"type":224,"attrs":3254,"content":3255},{"backgroundColor":26},[3256,3261,3268],{"type":227,"attrs":3257,"content":3258},{"textAlign":26},[3259],{"text":3260,"type":233},"La formule est :",{"type":227,"attrs":3262,"content":3263},{"textAlign":26},[3264],{"text":3265,"type":233,"marks":3266},"Budget disponible = budget alloué − dépenses payées − dépenses engagées non payées",[3267],{"type":342},{"type":227,"attrs":3269,"content":3270},{"textAlign":26},[3271],{"text":3272,"type":233},"Avec 240 000 € alloués, 150 000 € payés et 70 000 € engagés, le disponible est de 20 000 €.",{"_uid":3274,"hide":29,"title":3275,"component":1290,"description":3276},"d74d3b00-6339-4583-8b08-1ecd69a072d7","Le budget engagé se calcule-t-il en HT ou en TTC ?",{"type":224,"attrs":3277,"content":3278},{"backgroundColor":26},[3279],{"type":227,"attrs":3280,"content":3281},{"textAlign":26},[3282],{"text":3283,"type":233},"Le budget engagé se calcule en HT lorsque l’entreprise récupère la TVA. Si la TVA n’est pas récupérable, elle représente un coût et peut être intégrée au montant TTC.",{"_uid":3285,"hide":29,"title":3286,"component":1290,"description":3287},"fd95cc59-726d-42b3-b05f-5c881a480bdb","Une dépense sans bon de commande peut-elle être engagée ?",{"type":224,"attrs":3288,"content":3289},{"backgroundColor":26},[3290],{"type":227,"attrs":3291,"content":3292},{"textAlign":26},[3293],{"text":3294,"type":233},"Oui. Une dépense par carte, une note de frais approuvée ou un abonnement autorisé peut constituer un engagement, même en l’absence de bon de commande formel.",{"_uid":3296,"hide":29,"title":3297,"component":1290,"description":3298},"dbf9d336-6159-4ce9-9126-fe1f6710fbbb","Que devient le budget engagé si une commande est annulée ?",{"type":224,"attrs":3299,"content":3300},{"backgroundColor":26},[3301],{"type":227,"attrs":3302,"content":3303},{"textAlign":26},[3304],{"text":3305,"type":233},"Le montant qui ne sera pas dépensé doit être libéré dès l’annulation. Une commande annulée de 6 000 € HT doit donc rendre 6 000 € disponibles pour les autres demandes.",{"_uid":3307,"hide":29,"title":3308,"component":1290,"description":3309},"27bf6f8d-05d1-4767-a0bc-91160b2b5bb3","Comment traiter une facture inférieure au montant commandé ?",{"type":224,"attrs":3310,"content":3311},{"backgroundColor":26},[3312],{"type":227,"attrs":3313,"content":3314},{"textAlign":26},[3315],{"text":3316,"type":233},"La partie facturée est enregistrée selon le processus prévu. Le solde non utilisé doit être libéré ou la commande doit être clôturée afin de ne pas bloquer artificiellement le budget.",{"_uid":3318,"hide":29,"title":3319,"component":1290,"description":3320},"98cdd758-f670-4d55-a23d-89d82c05b3c8","Quelle différence entre engagement budgétaire et comptabilité d’engagement ?",{"type":224,"attrs":3321,"content":3322},{"backgroundColor":26},[3323],{"type":227,"attrs":3324,"content":3325},{"textAlign":26},[3326],{"text":3327,"type":233},"L’engagement budgétaire suit une décision de dépense et permet de piloter le budget disponible. La comptabilité d’engagement rattache les charges et les produits au bon exercice comptable, indépendamment de leur date de paiement.",{"_uid":3329,"hide":29,"title":3330,"component":1290,"description":3331},"b0399c35-eb9b-4c54-b840-a5c75b12cbc7","Que faire des dépenses engagées non payées à la clôture ?",{"type":224,"attrs":3332,"content":3333},{"backgroundColor":26},[3334],{"type":227,"attrs":3335,"content":3336},{"textAlign":26},[3337],{"text":3338,"type":233},"Il faut examiner chaque engagement, identifier les dépenses qui seront réellement facturées et libérer celles qui sont annulées ou abandonnées. Les dépenses correspondant à une prestation réalisée doivent ensuite être traitées selon les règles comptables applicables.",[3340],{"cta":3341,"_uid":3342,"title":3343,"layout":72,"eyebrow":3351,"subtitle":3358,"component":334,"textAlign":72,"eyebrowPill":29,"checkmarkList":29,"flexibleSection":3361,"sectionSettings":3362,"displaySeparator":29,"breakLineOnMobile":29,"subtitleLeftBorder":29,"customTitleFontSize":72},[],"63a59195-e5e5-41da-859f-7defadd25bcb",{"type":224,"attrs":3344,"content":3345},{"backgroundColor":26},[3346],{"type":334,"attrs":3347,"content":3348},{"level":336,"textAlign":26},[3349],{"text":3350,"type":233},"Questions fréquentes sur les dépenses engagées et les dépenses 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comment appliquer un budget base zéro en PME, justifier chaque dépense, arbitrer les enveloppes et suivre les écarts avec un exemple chiffré.",[],[3423],{"cta":3424,"_uid":3425,"items":3426,"heading":3493,"reverse":29,"component":1410,"sectionSettings":3517},[],"294280c2-d96b-452d-8825-299753f985dd",[3427,3438,3449,3460,3471,3482],{"_uid":3428,"hide":29,"title":3429,"component":1290,"description":3430},"3fa13d04-6554-4520-9b47-0c97bf88012c","Le budget base zéro est-il adapté à une PME ?",{"type":224,"attrs":3431,"content":3432},{"backgroundColor":26},[3433],{"type":227,"attrs":3434,"content":3435},{"textAlign":26},[3436],{"text":3437,"type":233},"Oui, à condition de limiter son périmètre aux dépenses qui peuvent réellement être arbitrées. Une PME de 50 ou 60 salariés aura généralement intérêt à commencer par trois ou quatre catégories plutôt qu’à remettre en cause l’intégralité de son budget.",{"_uid":3439,"hide":29,"title":3440,"component":1290,"description":3441},"dff4c7b0-9bf8-4d0c-9f63-c6d17c6141c8","Combien de temps faut-il pour mettre en place un budget base zéro ?",{"type":224,"attrs":3442,"content":3443},{"backgroundColor":26},[3444],{"type":227,"attrs":3445,"content":3446},{"textAlign":26},[3447],{"text":3448,"type":233},"Un premier cycle prend généralement six à huit semaines. Il faut préparer les données, définir la trame des dossiers, former les managers et organiser les arbitrages. Les cycles suivants peuvent être plus rapides, car les règles et les formats sont déjà en place.",{"_uid":3450,"hide":29,"title":3451,"component":1290,"description":3452},"d600d177-8c79-4d3a-96a8-7e817d492809","Quelles sont les conditions de réussite d’un BBZ ?",{"type":224,"attrs":3453,"content":3454},{"backgroundColor":26},[3455],{"type":227,"attrs":3456,"content":3457},{"textAlign":26},[3458],{"text":3459,"type":233},"La méthode nécessite un mandat clair du dirigeant, un responsable finance disponible et des données de dépenses suffisamment fiables. Le périmètre doit rester réaliste et les managers doivent disposer d’une trame commune. Enfin, les enveloppes votées doivent être suivies dans un outil connecté aux achats et aux dépenses.",{"_uid":3461,"hide":29,"title":3462,"component":1290,"description":3463},"752c58ba-fc5b-489b-a851-3b87a5beb781","Faut-il appliquer le budget base zéro à toutes les dépenses ?",{"type":224,"attrs":3464,"content":3465},{"backgroundColor":26},[3466],{"type":227,"attrs":3467,"content":3468},{"textAlign":26},[3469],{"text":3470,"type":233},"Non. Les contrats pluriannuels, les loyers et certaines charges de structure répondent à des contraintes spécifiques. Commencez par les postes discrétionnaires dont les montants ont augmenté ou dont la justification n’est plus clairement établie.",{"_uid":3472,"hide":29,"title":3473,"component":1290,"description":3474},"5234d8f4-dff1-474a-886b-52f6273dec89","À quelle fréquence refaire un budget base zéro ?",{"type":224,"attrs":3475,"content":3476},{"backgroundColor":26},[3477],{"type":227,"attrs":3478,"content":3479},{"textAlign":26},[3480],{"text":3481,"type":233},"Une entreprise peut faire tourner le périmètre afin de revoir chaque catégorie tous les deux ou trois ans. Un nouveau cycle peut également être lancé après une acquisition, une baisse durable de la marge ou une évolution importante du modèle économique.",{"_uid":3483,"hide":29,"title":3484,"component":1290,"description":3485},"0ca8614b-047c-49b4-93c1-17aafabc1e10","Quelle est la différence entre budget base zéro et prévisions glissantes ?",{"type":224,"attrs":3486,"content":3487},{"backgroundColor":26},[3488],{"type":227,"attrs":3489,"content":3490},{"textAlign":26},[3491],{"text":3492,"type":233},"Le budget base zéro remet en cause la justification des dépenses, généralement au moment de préparer le budget annuel. Les prévisions glissantes actualisent régulièrement l’atterrissage financier, souvent chaque trimestre, sans réexaminer nécessairement chaque ligne à partir de zéro.",[3494],{"cta":3495,"_uid":3496,"title":3497,"layout":72,"eyebrow":3505,"subtitle":3512,"component":334,"textAlign":72,"eyebrowPill":29,"checkmarkList":29,"flexibleSection":3515,"sectionSettings":3516,"displaySeparator":29,"breakLineOnMobile":29,"subtitleLeftBorder":29,"customTitleFontSize":72},[],"b99d3ba2-dd31-40c7-ae67-aaefdf1547cb",{"type":224,"attrs":3498,"content":3499},{"backgroundColor":26},[3500],{"type":334,"attrs":3501,"content":3502},{"level":336,"textAlign":26},[3503],{"text":3504,"type":233},"Questions fréquentes sur le budget base zéro en 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comment séparer les rôles en finance, sécuriser les achats et paiements, et construire une matrice adaptée aux PME.",[],[3592],{"cta":3593,"_uid":3594,"items":3595,"heading":3687,"reverse":29,"component":1410,"sectionSettings":3711},[],"a794c490-c653-43a0-a5b3-ce23a1e00788",[3596,3621,3632,3643,3654,3665,3676],{"_uid":3597,"hide":29,"title":3598,"component":1290,"description":3599},"a6509244-4537-40d5-b76c-0ccc3156e061","La séparation des tâches est-elle obligatoire en France ?",{"type":224,"attrs":3600,"content":3601},{"backgroundColor":26},[3602,3607],{"type":227,"attrs":3603,"content":3604},{"textAlign":26},[3605],{"text":3606,"type":233},"La séparation des tâches est avant tout un principe de contrôle interne. Son niveau d’exigence dépend du statut de l’entreprise, de son secteur, de ses obligations réglementaires et de l’intervention éventuelle d’un commissaire aux comptes.",{"type":227,"attrs":3608,"content":3609},{"textAlign":26},[3610,3612,3619],{"text":3611,"type":233},"Lorsqu’un commissaire aux comptes intervient, la ",{"text":3613,"type":233,"marks":3614},"NEP 315",[3615,3618],{"type":463,"attrs":3616},{"href":3617,"uuid":26,"anchor":26,"target":466,"linktype":212},"https://h2a-france.org/normes/connaissance-de-lentite-et-de-son-environnement-et-evaluation-du-risque-danomalies-significatives-dans-les-comptes/",{"type":342},{"text":3620,"type":233}," prévoit notamment une prise de connaissance du contrôle interne et l’identification des éventuelles faiblesses significatives.",{"_uid":3622,"hide":29,"title":3623,"component":1290,"description":3624},"c5115712-a280-48f0-9c8d-abb2f9a25c44","Un demandeur peut-il valider sa propre dépense ?",{"type":224,"attrs":3625,"content":3626},{"backgroundColor":26},[3627],{"type":227,"attrs":3628,"content":3629},{"textAlign":26},[3630],{"text":3631,"type":233},"Non. Une dépense doit être validée par une deuxième personne. Si le demandeur est également manager budgétaire, la demande doit remonter au niveau supérieur ou au DAF.",{"_uid":3633,"hide":29,"title":3634,"component":1290,"description":3635},"fb0a8ba7-185d-4a51-a96f-42de9d0cbfc4","Qui doit modifier le RIB d’un fournisseur ?",{"type":224,"attrs":3636,"content":3637},{"backgroundColor":26},[3638],{"type":227,"attrs":3639,"content":3640},{"textAlign":26},[3641],{"text":3642,"type":233},"La modification doit être réalisée par une personne qui n’exécute pas les paiements, par exemple un acheteur ou un gestionnaire des données fournisseurs. Le changement doit être confirmé par un rappel au fournisseur et validé par une deuxième personne.",{"_uid":3644,"hide":29,"title":3645,"component":1290,"description":3646},"a779eeb5-ca45-4fc3-b0c4-719e892f71d1","Peut-on appliquer la séparation des tâches avec une seule personne en finance ?",{"type":224,"attrs":3647,"content":3648},{"backgroundColor":26},[3649],{"type":227,"attrs":3650,"content":3651},{"textAlign":26},[3652],{"text":3653,"type":233},"Oui, mais un contrôle indépendant doit intervenir. Une double signature bancaire, une revue mensuelle des relevés par le dirigeant ou une vérification régulière par l’expert-comptable peuvent compenser l’absence d’une deuxième personne dans l’équipe finance.",{"_uid":3655,"hide":29,"title":3656,"component":1290,"description":3657},"f54307b4-a218-407d-9fbf-95bae2ede74a","Quelle différence entre séparation des tâches et moindre privilège ?",{"type":224,"attrs":3658,"content":3659},{"backgroundColor":26},[3660],{"type":227,"attrs":3661,"content":3662},{"textAlign":26},[3663],{"text":3664,"type":233},"La séparation des tâches répartit une opération entre plusieurs personnes. Le moindre privilège limite les droits de chaque personne au strict nécessaire. Les deux principes doivent être vérifiés ensemble lors de la revue des accès.",{"_uid":3666,"hide":29,"title":3667,"component":1290,"description":3668},"cec75ad4-cbe9-4d52-b0f9-46574f366ad1","Que faire lorsqu’un cumul de rôles est inévitable ?",{"type":224,"attrs":3669,"content":3670},{"backgroundColor":26},[3671],{"type":227,"attrs":3672,"content":3673},{"textAlign":26},[3674],{"text":3675,"type":233},"Inscrivez le cumul dans un registre des exceptions, identifiez le risque, définissez un contrôle compensatoire et fixez une date de revue. Un cumul connu et contrôlé est moins risqué qu’un cumul non documenté.",{"_uid":3677,"hide":29,"title":3678,"component":1290,"description":3679},"8e0d6982-cc0f-45d7-81c7-bab04d5e152e","À quelle fréquence faut-il revoir les accès ?",{"type":224,"attrs":3680,"content":3681},{"backgroundColor":26},[3682],{"type":227,"attrs":3683,"content":3684},{"textAlign":26},[3685],{"text":3686,"type":233},"Une revue trimestrielle constitue une bonne base pour une PME. Elle doit également être réalisée après un départ, un changement de fonction, une réorganisation ou l’ajout d’un nouvel outil.",[3688],{"cta":3689,"_uid":3690,"title":3691,"layout":72,"eyebrow":3699,"subtitle":3706,"component":334,"textAlign":72,"eyebrowPill":29,"checkmarkList":29,"flexibleSection":3709,"sectionSettings":3710,"displaySeparator":29,"breakLineOnMobile":29,"subtitleLeftBorder":29,"customTitleFontSize":72},[],"edc21005-ecf5-43d4-8e4c-88c6aa081079",{"type":224,"attrs":3692,"content":3693},{"backgroundColor":26},[3694],{"type":334,"attrs":3695,"content":3696},{"level":336,"textAlign":26},[3697],{"text":3698,"type":233},"Questions fréquentes sur la séparation des tâches en finance",{"type":224,"attrs":3700,"content":3701},{"backgroundColor":26},[3702],{"type":227,"attrs":3703,"content":3704},{"textAlign":26},[3705],{"text":1404,"type":233},{"type":224,"content":3707},[3708],{"type":227},[],[],[],"separation-des-taches-en-finance","fr/blog/separation-des-taches-en-finance",-4300,[],"b20b6ce2-1066-4a0d-87f4-574d3427f5c0",[],"blog/separation-des-taches-en-finance",[3720,3721,3722],{"path":3718,"name":26,"lang":33,"published":26},{"path":3718,"name":26,"lang":39,"published":26},{"path":3718,"name":26,"lang":41,"published":26},1794745375069]