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Une commande approuvée, un devis accepté ou une dépense par carte autorisée réduit en effet la marge de manœuvre, même si aucun paiement n’a encore été effectué.",{"type":227,"attrs":287,"content":289},{"textAlign":26,"key":288},"p-1",[290],{"text":291,"type":233},"Pour connaître le budget réellement disponible, il faut donc tenir compte à la fois des dépenses déjà payées et des dépenses engagées mais encore impayées.",{"type":293,"attrs":294},"blok",{"id":295,"body":296},"68daa26a-abb7-417f-bed5-2d1c84575652",[297],{"_uid":298,"text":299,"color":300,"title":301,"backCtas":302,"backMedia":303,"component":304},"i-2340ecda-d993-45c1-8ef7-de8a3bcb444c","**Budget disponible = budget alloué − dépenses payées − dépenses engagées non payées**","purple","La formule est simple :",[],[],"callout",{"type":227,"attrs":306,"content":308},{"textAlign":26,"key":307},"p-2",[309],{"text":310,"type":233},"Dans cet article, vous découvrirez la différence entre ces notions, la manière de suivre une dépense entre son approbation et son paiement, ainsi que plusieurs exemples appliqués à des centres de coûts et à un projet.",{"type":293,"attrs":312},{"id":313,"body":314},"e02d9c36-8dc9-4017-b7a4-58547d20d67d",[315],{"_uid":316,"text":317,"color":318,"title":319,"backCtas":320,"backMedia":321,"component":304},"i-3c5be3b5-c1d6-40a2-b708-19978d95ff77","- Une dépense engagée est une dépense approuvée ou promise, mais pas encore payée. Une dépense payée correspond à un décaissement déjà effectué.\n- Le budget réellement disponible ne se calcule pas à partir des paiements seuls. Il faut déduire du budget alloué les paiements effectués et les engagements encore impayés.\n- La formule à utiliser est la suivante :\n\n  **Budget disponible = budget alloué − dépenses payées − dépenses engagées non payées**\n- Une convention écrite est nécessaire pour éviter les doubles comptages entre les notions de consommé, réalisé, engagé et payé.\n- Les commandes annulées, les factures inférieures au montant commandé et les engagements de fin d’exercice doivent être clôturés ou libérés rapidement.","orange","📌 À retenir",[],[],{"type":323,"attrs":324,"content":326},"heading",{"level":325,"textAlign":26},2,[327],{"text":328,"type":233,"marks":329},"Quelle est la différence entre une dépense engagée et une dépense payée ?",[330],{"type":331},"bold",{"type":227,"attrs":333,"content":335},{"textAlign":26,"key":334},"p-3",[336,338,342],{"text":337,"type":233},"Une ",{"text":339,"type":233,"marks":340},"dépense engagée",[341],{"type":331},{"text":343,"type":233}," correspond à une somme que l’entreprise a décidé de dépenser ou qu’elle s’est contractuellement engagée à payer, même si l’argent n’a pas encore quitté son compte.",{"type":227,"attrs":345,"content":347},{"textAlign":26,"key":346},"p-4",[348,349,353],{"text":337,"type":233},{"text":350,"type":233,"marks":351},"dépense payée",[352],{"type":331},{"text":354,"type":233}," correspond à un décaissement effectif. Elle apparaît lorsque le fournisseur est réglé, lorsqu’une carte est débitée ou lorsqu’une note de frais est remboursée.",{"type":227,"attrs":356,"content":358},{"textAlign":26,"key":357},"p-5",[359],{"text":360,"type":233},"La différence est importante pour piloter un budget :",{"type":362,"content":363},"bullet_list",[364,373,381],{"type":365,"content":366},"list_item",[367],{"type":227,"attrs":368,"content":370},{"textAlign":26,"key":369},"p-6",[371],{"text":372,"type":233},"la dépense engagée mesure ce que l’entreprise a déjà promis de dépenser ;",{"type":365,"content":374},[375],{"type":227,"attrs":376,"content":378},{"textAlign":26,"key":377},"p-7",[379],{"text":380,"type":233},"la dépense payée mesure ce qui a déjà été décaissé ;",{"type":365,"content":382},[383],{"type":227,"attrs":384,"content":386},{"textAlign":26,"key":385},"p-8",[387],{"text":388,"type":233},"le budget disponible doit tenir compte des deux.",{"type":227,"attrs":390,"content":392},{"textAlign":26,"key":391},"p-9",[393],{"text":394,"type":233},"Une dépense peut être engagée à la suite d’une demande d’achat approuvée, d’un bon de commande validé, d’un devis accepté ou signé, d’un abonnement autorisé ou d’une dépense par carte validée. La nature exacte de l’engagement dépend du processus interne et du document qui formalise la décision.",{"type":227,"attrs":396,"content":398},{"textAlign":26,"key":397},"p-10",[399],{"text":400,"type":233},"Prenons l’exemple d’une commande d’ordinateurs portables de 12 000 € HT. La commande est approuvée en mars, la facture arrive en avril et le fournisseur est payé en mai.",{"type":227,"attrs":402,"content":404},{"textAlign":26,"key":403},"p-11",[405],{"text":406,"type":233},"Le budget informatique doit intégrer les 12 000 € dès mars. Attendre le paiement de mai donnerait l’impression que le budget est encore disponible alors que la dépense a déjà été décidée.",{"type":323,"attrs":408,"content":409},{"level":325,"textAlign":26},[410],{"text":411,"type":233,"marks":412},"Pourquoi faut-il suivre les dépenses engagées ?",[413],{"type":331},{"type":227,"attrs":415,"content":417},{"textAlign":26,"key":416},"p-12",[418],{"text":419,"type":233},"Piloter un budget uniquement à partir des paiements revient à regarder le passé. Une facture doit d’abord être reçue, contrôlée puis réglée avant d’apparaître dans les décaissements. À ce moment-là, la décision est déjà prise et il est souvent trop tard pour arbitrer.",{"type":293,"attrs":421},{"id":295,"body":422},[423],{"_uid":424,"link":425,"asset":428,"caption":52,"component":433},"i-98c3c98a-f506-4ddb-b298-ee39f67ed0ee",{"id":52,"url":52,"linktype":426,"fieldtype":213,"cached_url":427,"prep":42},"story","/fr/",{"id":429,"alt":52,"name":52,"focus":52,"title":52,"source":52,"filename":430,"copyright":52,"fieldtype":208,"meta_data":431,"is_external_url":29},241882411755181,"https://a.storyblok.com/f/146026/1536x1024/a43957f840/revue-engagements-non-payes-cloture-comptable.jpeg",{"size":432},"1536x1024","image",{"type":227,"attrs":435,"content":437},{"textAlign":26,"key":436},"p-13",[438],{"text":439,"type":233},"Le suivi des engagements permet au contraire de connaître les dépenses qui vont probablement réduire le budget dans les prochaines semaines ou les prochains mois.",{"type":227,"attrs":441,"content":443},{"textAlign":26,"key":442},"p-14",[444],{"text":445,"type":233},"Une ligne marketing affichant 40 000 € de paiements peut ainsi présenter un disponible réel beaucoup plus faible si trois bons de commande ont déjà été approuvés. Les factures ne sont pas encore arrivées, mais les dépenses correspondantes ne devraient plus être considérées comme librement disponibles.",{"type":227,"attrs":447,"content":449},{"textAlign":26,"key":448},"p-15",[450],{"text":451,"type":233},"Cette visibilité aide les responsables de budget à décider s’ils peuvent accepter une nouvelle demande, revoir son montant ou attendre qu’une autre dépense soit annulée.",{"type":323,"attrs":453,"content":454},{"level":325,"textAlign":26},[455],{"text":456,"type":233,"marks":457},"Quelles notions utiliser pour suivre un budget ?",[458],{"type":331},{"type":227,"attrs":460,"content":462},{"textAlign":26,"key":461},"p-16",[463],{"text":464,"type":233},"Le vocabulaire varie d’un outil à l’autre. Pour éviter les doubles comptages, l’entreprise doit définir une convention commune et l’utiliser dans tous les reportings budgétaires.",{"type":466,"content":467},"table",[468,506,536,565,594,623],{"type":469,"content":470},"tableRow",[471,484,495],{"type":472,"attrs":473,"content":475},"tableHeader",{"colspan":474,"rowspan":474,"colwidth":26},1,[476],{"type":227,"attrs":477,"content":479},{"textAlign":26,"key":478},"p-17",[480],{"text":481,"type":233,"marks":482},"Notion",[483],{"type":331},{"type":472,"attrs":485,"content":486},{"colspan":474,"rowspan":474,"colwidth":26},[487],{"type":227,"attrs":488,"content":490},{"textAlign":26,"key":489},"p-18",[491],{"text":492,"type":233,"marks":493},"Ce qu’elle mesure",[494],{"type":331},{"type":472,"attrs":496,"content":497},{"colspan":474,"rowspan":474,"colwidth":26},[498],{"type":227,"attrs":499,"content":501},{"textAlign":26,"key":500},"p-19",[502],{"text":503,"type":233,"marks":504},"Moment où elle 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commande",{"type":469,"content":566},[567,576,585],{"type":509,"attrs":568,"content":569},{"colspan":474,"rowspan":474,"colwidth":26,"backgroundColor":26},[570],{"type":227,"attrs":571,"content":573},{"textAlign":26,"key":572},"p-26",[574],{"text":575,"type":233},"Dépense payée",{"type":509,"attrs":577,"content":578},{"colspan":474,"rowspan":474,"colwidth":26,"backgroundColor":26},[579],{"type":227,"attrs":580,"content":582},{"textAlign":26,"key":581},"p-27",[583],{"text":584,"type":233},"Montant effectivement décaissé",{"type":509,"attrs":586,"content":587},{"colspan":474,"rowspan":474,"colwidth":26,"backgroundColor":26},[588],{"type":227,"attrs":589,"content":591},{"textAlign":26,"key":590},"p-28",[592],{"text":593,"type":233},"Paiement du fournisseur, débit carte ou remboursement",{"type":469,"content":595},[596,605,614],{"type":509,"attrs":597,"content":598},{"colspan":474,"rowspan":474,"colwidth":26,"backgroundColor":26},[599],{"type":227,"attrs":600,"content":602},{"textAlign":26,"key":601},"p-29",[603],{"text":604,"type":233},"Budget consommé",{"type":509,"attrs":606,"content":607},{"colspan":474,"rowspan":474,"colwidth":26,"backgroundColor":26},[608],{"type":227,"attrs":609,"content":611},{"textAlign":26,"key":610},"p-30",[612],{"text":613,"type":233},"Dépenses payées + dépenses engagées non payées, selon la convention retenue ici",{"type":509,"attrs":615,"content":616},{"colspan":474,"rowspan":474,"colwidth":26,"backgroundColor":26},[617],{"type":227,"attrs":618,"content":620},{"textAlign":26,"key":619},"p-31",[621],{"text":622,"type":233},"Dès l’approbation de la dépense",{"type":469,"content":624},[625,634,643],{"type":509,"attrs":626,"content":627},{"colspan":474,"rowspan":474,"colwidth":26,"backgroundColor":26},[628],{"type":227,"attrs":629,"content":631},{"textAlign":26,"key":630},"p-32",[632],{"text":633,"type":233},"Budget disponible",{"type":509,"attrs":635,"content":636},{"colspan":474,"rowspan":474,"colwidth":26,"backgroundColor":26},[637],{"type":227,"attrs":638,"content":640},{"textAlign":26,"key":639},"p-33",[641],{"text":642,"type":233},"Montant qui peut encore être engagé sans dépasser l’enveloppe",{"type":509,"attrs":644,"content":645},{"colspan":474,"rowspan":474,"colwidth":26,"backgroundColor":26},[646],{"type":227,"attrs":647,"content":649},{"textAlign":26,"key":648},"p-34",[650],{"text":651,"type":233},"Calculé à chaque mise à jour",{"type":227,"attrs":653,"content":655},{"textAlign":26,"key":654},"p-35",[656,658,662],{"text":657,"type":233},"La notion de ",{"text":659,"type":233,"marks":660},"réalisé",[661],{"type":331},{"text":663,"type":233}," peut être utilisée différemment selon les entreprises. Dans certains outils, elle correspond aux factures reçues. Dans d’autres, elle désigne les paiements effectués ou l’ensemble des dépenses engagées.",{"type":227,"attrs":665,"content":667},{"textAlign":26,"key":666},"p-36",[668,670,679],{"text":669,"type":233},"Il est donc essentiel de préciser ce que recouvre chaque indicateur dans la ",{"text":671,"type":233,"marks":672},"procédure budgétaire",[673,678],{"type":674,"attrs":675},"link",{"href":676,"uuid":26,"anchor":26,"target":677,"linktype":212},"https://www.spendesk.com/fr/blog/budget-previsionnel/","_blank",{"type":331},{"text":680,"type":233},". Sans définition commune, deux responsables peuvent présenter des taux de consommation différents pour une même enveloppe.",{"type":227,"attrs":682,"content":684},{"textAlign":26,"key":683},"p-37",[685],{"text":686,"type":233},"Dans cet article, le budget consommé correspond à la somme des dépenses payées et des dépenses engagées non payées.",{"type":323,"attrs":688,"content":689},{"level":325,"textAlign":26},[690],{"text":691,"type":233,"marks":692},"Quelle formule utiliser pour calculer le budget disponible ?",[693],{"type":331},{"type":227,"attrs":695,"content":696},{"textAlign":26,"key":229},[697],{"text":698,"type":233},"La formule du budget disponible est la suivante :",{"type":227,"attrs":700,"content":701},{"textAlign":26,"key":288},[702],{"text":703,"type":233,"marks":704},"Budget disponible = budget alloué − dépenses payées − dépenses engagées non payées",[705],{"type":331},{"type":227,"attrs":707,"content":708},{"textAlign":26,"key":307},[709],{"text":710,"type":233},"Elle peut également s’écrire :",{"type":227,"attrs":712,"content":713},{"textAlign":26,"key":334},[714],{"text":715,"type":233,"marks":716},"Budget disponible = budget alloué − budget consommé",[717],{"type":331},{"type":227,"attrs":719,"content":720},{"textAlign":26,"key":346},[721],{"text":722,"type":233},"Le calcul doit être réalisé dans la même unité que le budget. Si l’entreprise construit ses budgets hors taxes et récupère la TVA, les engagements doivent être saisis en HT. Une commande de 12 000 € HT doit alors être comptabilisée comme un engagement de 12 000 €, et non de 14 400 € TTC.",{"type":227,"attrs":724,"content":725},{"textAlign":26,"key":357},[726],{"text":727,"type":233},"Si la TVA n’est pas récupérable, elle constitue un coût pour l’entreprise. Le calcul peut alors être réalisé en TTC.",{"type":227,"attrs":729,"content":730},{"textAlign":26,"key":369},[731],{"text":732,"type":233},"Le taux de consommation se calcule ainsi :",{"type":227,"attrs":734,"content":735},{"textAlign":26,"key":377},[736],{"text":737,"type":233,"marks":738},"Taux de consommation = budget consommé ÷ budget alloué",[739],{"type":331},{"type":227,"attrs":741,"content":742},{"textAlign":26,"key":385},[743],{"text":744,"type":233},"Le taux de paiement est différent. Il indique uniquement la part déjà décaissée et peut donc sous-estimer la consommation réelle du budget.",{"type":323,"attrs":746,"content":748},{"level":747,"textAlign":26},3,[749],{"text":750,"type":233,"marks":751},"Exemple de calcul pour un centre de coûts informatique",[752],{"type":331},{"type":227,"attrs":754,"content":755},{"textAlign":26,"key":391},[756],{"text":757,"type":233},"Le centre de coûts informatique dispose d’une enveloppe annuelle de 240 000 €. À la fin du mois, il a déjà payé 150 000 € et dispose de 70 000 € de commandes approuvées mais non encore payées.",{"type":227,"attrs":759,"content":760},{"textAlign":26,"key":397},[761],{"text":762,"type":233},"Le calcul est le suivant :",{"type":227,"attrs":764,"content":765},{"textAlign":26,"key":403},[766],{"text":767,"type":233,"marks":768},"Budget disponible = 240 000 € − 150 000 € − 70 000 €",[769],{"type":331},{"type":227,"attrs":771,"content":772},{"textAlign":26,"key":416},[773],{"text":774,"type":233,"marks":775},"Budget disponible = 20 000 €",[776],{"type":331},{"type":227,"attrs":778,"content":779},{"textAlign":26,"key":436},[780],{"text":781,"type":233},"Le budget consommé atteint donc 220 000 €, soit environ 92 % de l’enveloppe.",{"type":227,"attrs":783,"content":784},{"textAlign":26,"key":442},[785],{"text":786,"type":233},"Sur la seule base des paiements, le centre informatique semblerait disposer de 90 000 €. Cette marge est en réalité largement surestimée, car elle ignore les 70 000 € déjà engagés.",{"type":323,"attrs":788,"content":789},{"level":325,"textAlign":26},[790],{"text":791,"type":233,"marks":792},"Comment suivre une dépense entre l’approbation et le paiement ?",[793],{"type":331},{"type":227,"attrs":795,"content":796},{"textAlign":26,"key":448},[797],{"text":798,"type":233},"Une dépense passe généralement par plusieurs étapes. Chaque étape doit modifier le suivi budgétaire de manière cohérente.",{"type":323,"attrs":800,"content":801},{"level":747,"textAlign":26},[802],{"text":803,"type":233,"marks":804},"1. La demande est créée",[805],{"type":331},{"type":227,"attrs":807,"content":808},{"textAlign":26,"key":461},[809],{"text":810,"type":233},"Une demande d’achat peut être enregistrée sans réduire le budget tant qu’elle n’est pas approuvée. Elle correspond à un besoin exprimé, pas encore à une décision de dépense.",{"type":323,"attrs":812,"content":813},{"level":747,"textAlign":26},[814],{"text":815,"type":233,"marks":816},"2. La dépense est approuvée",[817],{"type":331},{"type":227,"attrs":819,"content":820},{"textAlign":26,"key":478},[821],{"text":822,"type":233},"Lorsque la demande ou le bon de commande est validé, le montant entre dans les dépenses engagées. Il réduit le budget disponible, même si aucune facture n’a encore été reçue.",{"type":323,"attrs":824,"content":825},{"level":747,"textAlign":26},[826],{"text":827,"type":233,"marks":828},"3. La facture est reçue et contrôlée",[829],{"type":331},{"type":227,"attrs":831,"content":832},{"textAlign":26,"key":489},[833],{"text":834,"type":233},"À réception de la facture, l’entreprise rapproche le montant facturé de la commande ou de la demande initiale. Si la facture est partielle, seule la partie facturée est convertie. Le solde reste engagé tant qu’il n’est pas annulé ou libéré.",{"type":227,"attrs":836,"content":837},{"textAlign":26,"key":500},[838],{"text":839,"type":233},"Si la facture est inférieure au montant commandé, la différence doit être libérée. Dans le cas contraire, le budget resterait artificiellement bloqué.",{"type":323,"attrs":841,"content":842},{"level":747,"textAlign":26},[843],{"text":844,"type":233,"marks":845},"4. La dépense est payée",[846],{"type":331},{"type":227,"attrs":848,"content":849},{"textAlign":26,"key":514},[850],{"text":851,"type":233},"Une fois le fournisseur réglé, le montant quitte la catégorie des engagements non payés et apparaît dans les dépenses payées. Il continue toutefois à entrer dans le calcul du budget consommé.",{"type":323,"attrs":853,"content":854},{"level":747,"textAlign":26},[855],{"text":856,"type":233,"marks":857},"5. La commande est annulée ou clôturée",[858],{"type":331},{"type":227,"attrs":860,"content":861},{"textAlign":26,"key":523},[862],{"text":863,"type":233},"Une commande annulée doit libérer le montant qui n’a finalement pas été dépensé. Sans cette mise à jour, l’engagement reste visible dans les reportings et réduit inutilement le disponible.",{"type":227,"attrs":865,"content":866},{"textAlign":26,"key":532},[867],{"text":868,"type":233},"Les dépenses sans bon de commande doivent également être suivies. Une dépense par carte, une note de frais approuvée ou un abonnement récurrent peut réduire l’enveloppe dès que l’achat est autorisé.",{"type":293,"attrs":870},{"id":295,"body":871},[872],{"_uid":873,"link":874,"asset":875,"caption":52,"component":433},"i-5cda84e8-96c2-4aa9-8abd-3c3679dec41f",{"id":52,"url":52,"linktype":426,"fieldtype":213,"cached_url":427,"prep":42},{"id":876,"alt":52,"name":52,"focus":52,"title":52,"source":52,"filename":877,"copyright":52,"fieldtype":208,"meta_data":878,"is_external_url":29},241882573186738,"https://a.storyblok.com/f/146026/1536x1024/34d77a2f47/controle-budget-disponible-depenses-engagees.jpeg",{"size":432},{"type":227,"attrs":880,"content":881},{"textAlign":26,"key":543},[882],{"text":883,"type":233},"Dans Spendesk Budgets, selon la configuration du processus, une demande ou un bon de commande approuvé peut créer un engagement budgétaire. Le montant peut ensuite être ajusté lorsque la facture est validée, ou libéré lorsque la commande est annulée. Cette automatisation limite les ressaisies manuelles et les engagements oubliés.",{"type":323,"attrs":885,"content":886},{"level":325,"textAlign":26},[887],{"text":888,"type":233,"marks":889},"Comment suivre le budget par centre de coûts ?",[890],{"type":331},{"type":227,"attrs":892,"content":893},{"textAlign":26,"key":552},[894],{"text":895,"type":233},"La même formule peut être appliquée à chaque centre de coûts. Le suivi permet de comparer les taux de consommation et d’identifier les enveloppes qui approchent rapidement de leur limite.",{"type":227,"attrs":897,"content":898},{"textAlign":26,"key":561},[899],{"text":900,"type":233},"Voici un exemple à mi-exercice :",{"type":466,"content":902},[903,964,1014,1070],{"type":469,"content":904},[905,915,924,934,944,954],{"type":472,"attrs":906,"content":907},{"colspan":474,"rowspan":474,"colwidth":26},[908],{"type":227,"attrs":909,"content":910},{"textAlign":26,"key":572},[911],{"text":912,"type":233,"marks":913},"Centre de 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%",{"type":469,"content":1015},[1016,1025,1034,1043,1052,1061],{"type":509,"attrs":1017,"content":1018},{"colspan":474,"rowspan":474,"colwidth":26,"backgroundColor":26},[1019],{"type":227,"attrs":1020,"content":1022},{"textAlign":26,"key":1021},"p-38",[1023],{"text":1024,"type":233},"Informatique",{"type":509,"attrs":1026,"content":1027},{"colspan":474,"rowspan":474,"colwidth":26,"backgroundColor":26},[1028],{"type":227,"attrs":1029,"content":1031},{"textAlign":26,"key":1030},"p-39",[1032],{"text":1033,"type":233},"240 000 €",{"type":509,"attrs":1035,"content":1036},{"colspan":474,"rowspan":474,"colwidth":26,"backgroundColor":26},[1037],{"type":227,"attrs":1038,"content":1040},{"textAlign":26,"key":1039},"p-40",[1041],{"text":1042,"type":233},"150 000 €",{"type":509,"attrs":1044,"content":1045},{"colspan":474,"rowspan":474,"colwidth":26,"backgroundColor":26},[1046],{"type":227,"attrs":1047,"content":1049},{"textAlign":26,"key":1048},"p-41",[1050],{"text":1051,"type":233},"70 000 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€",{"type":509,"attrs":1091,"content":1092},{"colspan":474,"rowspan":474,"colwidth":26,"backgroundColor":26},[1093],{"type":227,"attrs":1094,"content":1096},{"textAlign":26,"key":1095},"p-46",[1097],{"text":1098,"type":233},"38 000 €",{"type":509,"attrs":1100,"content":1101},{"colspan":474,"rowspan":474,"colwidth":26,"backgroundColor":26},[1102],{"type":227,"attrs":1103,"content":1105},{"textAlign":26,"key":1104},"p-47",[1106],{"text":1107,"type":233},"12 000 €",{"type":509,"attrs":1109,"content":1110},{"colspan":474,"rowspan":474,"colwidth":26,"backgroundColor":26},[1111],{"type":227,"attrs":1112,"content":1114},{"textAlign":26,"key":1113},"p-48",[1115],{"text":1116,"type":233},"40 000 €",{"type":509,"attrs":1118,"content":1119},{"colspan":474,"rowspan":474,"colwidth":26,"backgroundColor":26},[1120],{"type":227,"attrs":1121,"content":1123},{"textAlign":26,"key":1122},"p-49",[1124],{"text":1125,"type":233},"56 %",{"type":227,"attrs":1127,"content":1129},{"textAlign":26,"key":1128},"p-50",[1130],{"text":1131,"type":233},"Sur la seule base des paiements, le centre informatique semble disposer de 90 000 €, contre 88 000 € pour le marketing et 52 000 € pour les ressources humaines.",{"type":227,"attrs":1133,"content":1135},{"textAlign":26,"key":1134},"p-51",[1136],{"text":1137,"type":233},"Après intégration des engagements, la lecture est différente. L’informatique est le centre de coûts le plus proche de sa limite, avec seulement 20 000 € disponibles. Les ressources humaines disposent encore de 40 000 €, ce qui peut représenter une marge de réallocation si une dépense imprévue doit être financée.",{"type":227,"attrs":1139,"content":1141},{"textAlign":26,"key":1140},"p-52",[1142],{"text":1143,"type":233},"Le suivi par centre de coûts est particulièrement utile lorsque chaque manager dispose d’une enveloppe et d’un niveau d’autonomie différents. Le responsable doit pouvoir vérifier le disponible avant de soumettre une nouvelle demande, sans attendre la revue budgétaire mensuelle.",{"type":323,"attrs":1145,"content":1146},{"level":325,"textAlign":26},[1147],{"text":1148,"type":233,"marks":1149},"Comment appliquer le calcul à un projet ?",[1150],{"type":331},{"type":227,"attrs":1152,"content":1154},{"textAlign":26,"key":1153},"p-53",[1155],{"text":1156,"type":233},"Le raisonnement est identique pour un projet ou un événement, mais la période de suivi est souvent plus courte.",{"type":227,"attrs":1158,"content":1160},{"textAlign":26,"key":1159},"p-54",[1161],{"text":1162,"type":233},"Un salon professionnel dispose d’une enveloppe de 45 000 € HT. Le stand a été commandé pour 18 000 €, les déplacements réglés par carte représentent 6 500 € et le devis du traiteur a été accepté pour 9 000 €.",{"type":227,"attrs":1164,"content":1166},{"textAlign":26,"key":1165},"p-55",[1167],{"text":1168,"type":233},"Le budget disponible est donc de :",{"type":227,"attrs":1170,"content":1172},{"textAlign":26,"key":1171},"p-56",[1173],{"text":1174,"type":233,"marks":1175},"45 000 € − 18 000 € − 6 500 € − 9 000 € = 11 500 €",[1176],{"type":331},{"type":227,"attrs":1178,"content":1180},{"textAlign":26,"key":1179},"p-57",[1181],{"text":1182,"type":233},"Le devis du traiteur doit être intégré au calcul s’il formalise un engagement de l’entreprise. Un devis accepté ou signé peut engager les parties selon son contenu, les conditions de vente et les modalités d’acceptation.",{"type":227,"attrs":1184,"content":1186},{"textAlign":26,"key":1185},"p-58",[1187],{"text":1188,"type":233},"Le projet dispose donc de 11 500 € de marge réelle, et non de 20 500 € comme le laisserait penser une lecture limitée au stand et aux paiements par carte.",{"type":323,"attrs":1190,"content":1191},{"level":325,"textAlign":26},[1192],{"text":1193,"type":233,"marks":1194},"Qui doit suivre les dépenses engagées ?",[1195],{"type":331},{"type":227,"attrs":1197,"content":1199},{"textAlign":26,"key":1198},"p-59",[1200],{"text":1201,"type":233},"Chaque rôle utilise l’information budgétaire à un moment différent.",{"type":227,"attrs":1203,"content":1205},{"textAlign":26,"key":1204},"p-60",[1206],{"text":1207,"type":233},"Le responsable de budget consulte le montant disponible avant de soumettre ou d’approuver une demande. Il doit pouvoir vérifier si son enveloppe permet encore de financer la dépense.",{"type":227,"attrs":1209,"content":1211},{"textAlign":26,"key":1210},"p-61",[1212],{"text":1213,"type":233},"Le contrôleur de gestion suit les taux de consommation, compare les engagements aux prévisions et identifie les écarts importants.",{"type":227,"attrs":1215,"content":1217},{"textAlign":26,"key":1216},"p-62",[1218],{"text":1219,"type":233},"Le responsable achats surveille les commandes ouvertes, les montants restants à facturer et les engagements qui doivent être clôturés ou libérés.",{"type":227,"attrs":1221,"content":1223},{"textAlign":26,"key":1222},"p-63",[1224],{"text":1225,"type":233},"La direction financière utilise ces données pour arbitrer entre les centres de coûts, réviser les prévisions et anticiper les besoins de trésorerie.",{"type":227,"attrs":1227,"content":1229},{"textAlign":26,"key":1228},"p-64",[1230],{"text":1231,"type":233},"Ce partage fonctionne uniquement si tous les responsables consultent une même définition des indicateurs. Un manager qui regarde les paiements et un contrôleur de gestion qui regarde les engagements ne disposent pas de la même vision du budget disponible.",{"type":227,"attrs":1233,"content":1235},{"textAlign":26,"key":1234},"p-65",[1236],{"text":1237,"type":233},"Des outils comme Spendesk Budgets permettent de structurer les enveloppes par centre de coûts, catégorie de dépense ou champ analytique personnalisé. Chaque responsable peut ainsi suivre les montants engagés, consommés et disponibles selon son périmètre.",{"type":323,"attrs":1239,"content":1240},{"level":325,"textAlign":26},[1241],{"text":1242,"type":233,"marks":1243},"Quelles erreurs faussent le calcul du budget disponible ?",[1244],{"type":331},{"type":227,"attrs":1246,"content":1248},{"textAlign":26,"key":1247},"p-66",[1249],{"text":1250,"type":233},"Une formule correcte peut produire un résultat faux si les données utilisées ne sont pas cohérentes.",{"type":293,"attrs":1252},{"id":295,"body":1253},[1254],{"_uid":1255,"link":1256,"asset":1257,"caption":52,"component":433},"i-5a371bc3-75bc-4410-bfba-0a67d9bf3a03",{"id":52,"url":52,"linktype":426,"fieldtype":213,"cached_url":427,"prep":42},{"id":1258,"alt":52,"name":52,"focus":52,"title":52,"source":52,"filename":1259,"copyright":52,"fieldtype":208,"meta_data":1260,"is_external_url":29},239044612294146,"https://a.storyblok.com/f/146026/765x509/db1f17ae42/reunion-suivi-paiements-fournisseurs-equipe-finance.jpeg",{"size":1261},"765x509",{"type":323,"attrs":1263,"content":1264},{"level":747,"textAlign":26},[1265],{"text":1266,"type":233,"marks":1267},"Le double comptage des engagements",[1268],{"type":331},{"type":227,"attrs":1270,"content":1272},{"textAlign":26,"key":1271},"p-67",[1273],{"text":1274,"type":233},"C’est l’erreur la plus fréquente. Si le montant payé ou facturé inclut déjà les dépenses engagées, il ne faut pas ajouter ces dernières une seconde fois.",{"type":227,"attrs":1276,"content":1278},{"textAlign":26,"key":1277},"p-68",[1279],{"text":1280,"type":233},"Par exemple, si une dépense de 10 000 € est déjà intégrée dans un montant « consommé », elle ne doit pas être ajoutée de nouveau comme engagement séparé. La convention utilisée doit préciser si l’indicateur correspond aux engagements non payés uniquement ou à l’ensemble des engagements.",{"type":323,"attrs":1282,"content":1283},{"level":747,"textAlign":26},[1284],{"text":1285,"type":233,"marks":1286},"Le mélange entre HT et TTC",[1287],{"type":331},{"type":227,"attrs":1289,"content":1291},{"textAlign":26,"key":1290},"p-69",[1292],{"text":1293,"type":233},"Un budget construit en HT ne peut pas être comparé à des engagements en TTC lorsque la TVA est récupérable. Le budget paraîtrait alors plus consommé qu’il ne l’est réellement.",{"type":227,"attrs":1295,"content":1297},{"textAlign":26,"key":1296},"p-70",[1298],{"text":1299,"type":233},"À l’inverse, une entreprise qui ne récupère pas la TVA doit intégrer cette taxe dans son coût réel. Le choix entre HT et TTC dépend donc de la situation fiscale de l’entreprise.",{"type":323,"attrs":1301,"content":1302},{"level":747,"textAlign":26},[1303],{"text":1304,"type":233,"marks":1305},"Les commandes annulées qui restent ouvertes",[1306],{"type":331},{"type":227,"attrs":1308,"content":1310},{"textAlign":26,"key":1309},"p-71",[1311],{"text":1312,"type":233},"Une commande annulée, un contrat résilié ou un abonnement non renouvelé doit être clôturé dans l’outil de suivi. Sinon, l’engagement continue de réduire le budget disponible alors que la dépense ne sera jamais payée.",{"type":323,"attrs":1314,"content":1315},{"level":747,"textAlign":26},[1316],{"text":1317,"type":233,"marks":1318},"Les abonnements et dépenses récurrentes oubliés",[1319],{"type":331},{"type":227,"attrs":1321,"content":1323},{"textAlign":26,"key":1322},"p-72",[1324],{"text":1325,"type":233},"Les abonnements annuels, les notes de frais approuvées et les dépenses par carte peuvent être absents du suivi si seules les factures fournisseurs sont prises en compte.",{"type":323,"attrs":1327,"content":1328},{"level":747,"textAlign":26},[1329],{"text":1330,"type":233,"marks":1331},"Les engagements de fin d’exercice non traités",[1332],{"type":331},{"type":227,"attrs":1334,"content":1336},{"textAlign":26,"key":1335},"p-73",[1337,1339,1341,1342,1349,1356],{"text":1338,"type":233},"Avant la clôture, les commandes ouvertes doivent être revues. Certaines seront facturées sur l’exercice suivant, d’autres doivent être libérées. Ce contrôle évite qu’un nouveau budget commence avec des engagements oubliés qui réduisent déjà le disponible de janvier.",{"type":1340},"hard_break",{"type":1340},{"text":1343,"type":233,"marks":1344},"Pour suivre l’engagé, le payé et le disponible au moment où les décisions sont prises, ",[1345],{"type":1346,"attrs":1347},"textStyle",{"color":1348},"oklch(0.923 0.003 48.717)",{"text":1350,"type":233,"marks":1351},"découvrez Spendesk Budgets",[1352,1355],{"type":674,"attrs":1353},{"href":1354,"uuid":26,"anchor":26,"target":677,"linktype":212},"https://www.spendesk.com/fr/demo-on-demand/",{"type":331},{"text":1357,"type":233,"marks":1358},".",[1359],{"type":1346,"attrs":1360},{"color":1348},{"name":1362,"created_at":1363,"published_at":16,"updated_at":1364,"id":1365,"uuid":1366,"content":1367,"slug":1374,"full_slug":1375,"sort_by_date":26,"position":27,"tag_list":1376,"is_startpage":29,"parent_id":1377,"meta_data":26,"group_id":1378,"first_published_at":1379,"release_id":26,"lang":33,"path":26,"alternates":1380,"default_full_slug":1381,"translated_slugs":1382,"_stopResolving":42},"Article","2022-08-16T21:22:30.004Z","2026-03-12T10:47:19.141Z",176457684,"8247dae6-c25f-40a0-a55e-abc94cf94989",{"_uid":1368,"icon":1369,"name":1362,"component":1373},"407a665a-29cb-4d52-87ff-12de3e192c58",{"id":1370,"alt":1371,"name":52,"focus":52,"title":52,"filename":1372,"copyright":52,"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",[1383,1384,1385],{"path":1381,"name":26,"lang":33,"published":26},{"path":1381,"name":26,"lang":39,"published":26},{"path":1381,"name":26,"lang":41,"published":26},[33],[1388],{"_uid":1389,"link":1390,"asset":1391,"caption":52,"component":433},"f9f37d6c-61ac-479c-924f-370cae58c973",{"id":52,"url":52,"linktype":426,"fieldtype":213,"cached_url":427,"prep":42},{"id":1392,"alt":52,"name":52,"focus":52,"title":52,"source":52,"filename":1393,"copyright":52,"fieldtype":208,"meta_data":1394,"is_external_url":29},241879975872096,"https://a.storyblok.com/f/146026/1248x832/9cb72e9d15/depenses-engagees-payees-header-option-1.png",{},[],"2026-11-15 00:00",[],[],"Dépenses engagées, payées, consommées : découvrez la formule du budget disponible et comment suivre vos engagements par centre de coûts ou projet.",[],[1402],{"cta":1403,"_uid":1404,"items":1405,"heading":1505,"reverse":29,"component":1530,"sectionSettings":1531},[],"178c201b-01e5-45b2-9c09-ff2667fb622a",[1406,1417,1439,1450,1461,1472,1483,1494],{"_uid":1407,"hide":29,"title":328,"component":1408,"description":1409},"d57a66ba-1883-4c9b-b5ce-35bca6ab3cf0","faqItem",{"type":224,"attrs":1410,"content":1411},{"backgroundColor":26},[1412],{"type":227,"attrs":1413,"content":1414},{"textAlign":26,"key":229},[1415],{"text":1416,"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":1418,"hide":29,"title":1419,"component":1408,"description":1420},"8709668a-170c-446a-b3cb-982a49859392","Quelle formule permet de calculer le budget disponible ?",{"type":224,"attrs":1421,"content":1422},{"backgroundColor":26},[1423,1428,1434],{"type":227,"attrs":1424,"content":1425},{"textAlign":26,"key":229},[1426],{"text":1427,"type":233},"La formule est :",{"type":227,"attrs":1429,"content":1430},{"textAlign":26,"key":288},[1431],{"text":703,"type":233,"marks":1432},[1433],{"type":331},{"type":227,"attrs":1435,"content":1436},{"textAlign":26,"key":307},[1437],{"text":1438,"type":233},"Avec 240 000 € alloués, 150 000 € payés et 70 000 € engagés, le disponible est de 20 000 €.",{"_uid":1440,"hide":29,"title":1441,"component":1408,"description":1442},"d74d3b00-6339-4583-8b08-1ecd69a072d7","Le budget engagé se calcule-t-il en HT ou en TTC ?",{"type":224,"attrs":1443,"content":1444},{"backgroundColor":26},[1445],{"type":227,"attrs":1446,"content":1447},{"textAlign":26,"key":229},[1448],{"text":1449,"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":1451,"hide":29,"title":1452,"component":1408,"description":1453},"fd95cc59-726d-42b3-b05f-5c881a480bdb","Une dépense sans bon de commande peut-elle être engagée ?",{"type":224,"attrs":1454,"content":1455},{"backgroundColor":26},[1456],{"type":227,"attrs":1457,"content":1458},{"textAlign":26,"key":229},[1459],{"text":1460,"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":1462,"hide":29,"title":1463,"component":1408,"description":1464},"dbf9d336-6159-4ce9-9126-fe1f6710fbbb","Que devient le budget engagé si une commande est annulée ?",{"type":224,"attrs":1465,"content":1466},{"backgroundColor":26},[1467],{"type":227,"attrs":1468,"content":1469},{"textAlign":26,"key":229},[1470],{"text":1471,"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":1473,"hide":29,"title":1474,"component":1408,"description":1475},"27bf6f8d-05d1-4767-a0bc-91160b2b5bb3","Comment traiter une facture inférieure au montant commandé ?",{"type":224,"attrs":1476,"content":1477},{"backgroundColor":26},[1478],{"type":227,"attrs":1479,"content":1480},{"textAlign":26,"key":229},[1481],{"text":1482,"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":1484,"hide":29,"title":1485,"component":1408,"description":1486},"98cdd758-f670-4d55-a23d-89d82c05b3c8","Quelle différence entre engagement budgétaire et comptabilité d’engagement ?",{"type":224,"attrs":1487,"content":1488},{"backgroundColor":26},[1489],{"type":227,"attrs":1490,"content":1491},{"textAlign":26,"key":229},[1492],{"text":1493,"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":1495,"hide":29,"title":1496,"component":1408,"description":1497},"b0399c35-eb9b-4c54-b840-a5c75b12cbc7","Que faire des dépenses engagées non payées à la clôture ?",{"type":224,"attrs":1498,"content":1499},{"backgroundColor":26},[1500],{"type":227,"attrs":1501,"content":1502},{"textAlign":26,"key":229},[1503],{"text":1504,"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.",[1506],{"cta":1507,"_uid":1508,"title":1509,"layout":52,"eyebrow":1517,"subtitle":1525,"component":323,"textAlign":52,"eyebrowPill":29,"checkmarkList":29,"flexibleSection":1528,"sectionSettings":1529,"displaySeparator":29,"breakLineOnMobile":29,"subtitleLeftBorder":29,"customTitleFontSize":52},[],"63a59195-e5e5-41da-859f-7defadd25bcb",{"type":224,"attrs":1510,"content":1511},{"backgroundColor":26},[1512],{"type":323,"attrs":1513,"content":1514},{"level":325,"textAlign":26},[1515],{"text":1516,"type":233},"Questions fréquentes sur les dépenses engagées et les dépenses 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Il s'agit notamment des paiements par carte, demandes de remboursement des dépenses terrains et des frais de déplacement.",{"type":1340},{"type":1340},{"text":3062,"type":233},"La gestion des dépenses est le processus par lequel les entreprises gèrent toutes ces dépenses professionnelles. 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":1340},{"type":1340},{"text":3066,"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":1340},{"type":1340},{"text":3070,"type":233},"C'est à ce moment-là que Spendesk devient le bon choix.",{"_uid":3072,"title":3073,"component":1408,"description":3074},"f20ef905-76e9-4b90-a0db-1e8c1c5ae03f","Comment fonctionne Spendesk ?",{"type":224,"content":3075},[3076,3080,3084,3093,3097,3101,3110,3114,3118,3122,3126],{"type":227,"content":3077},[3078],{"text":3079,"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":3081},[3082],{"text":3083,"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":3085},[3086,3090,3091],{"text":3087,"type":233,"marks":3088},"Pour les employés",[3089],{"type":331},{"type":1340},{"text":3092,"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":3094},[3095],{"text":3096,"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":3098},[3099],{"text":3100,"type":233},"Elle est envoyée directement à son responsable pour validation, puis à l'équipe financière.",{"type":227,"content":3102},[3103,3107,3108],{"text":3104,"type":233,"marks":3105},"Pour les équipes financières",[3106],{"type":331},{"type":1340},{"text":3109,"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":3111},[3112],{"text":3113,"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":3115},[3116],{"text":3117,"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":3119},[3120],{"text":3121,"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":3123},[3124],{"text":3125,"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":3127},[3128],{"text":3129,"type":233},"Spendesk fluidifie l'ensemble du processus de gestion des dépenses de l'entreprise, la rendant complète, intuitive et efficace.",[3131],{"cta":3132,"_uid":3133,"title":3134,"eyebrow":3141,"subtitle":3144,"component":323,"textAlign":52,"sectionSettings":3150,"breakLineOnMobile":29,"subtitleLeftBorder":29,"customTitleFontSize":52},[],"3a4e21f5-9dd8-421d-b801-700d2fd12756",{"type":224,"content":3135},[3136],{"type":323,"attrs":3137,"content":3138},{"level":325},[3139],{"text":3140,"type":233},"Démarrer avec Spendesk",{"type":224,"content":3142},[3143],{"type":227},{"type":224,"content":3145},[3146],{"type":227,"content":3147},[3148],{"text":3149,"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",3154],{"key":3155,"result":3156},"MarkdownRenderer_gWCdZnZLiCtBqZXSghh7HAzzuwsoH2DoogxjXR8XRw",{"head":3157},{"link":3158,"style":3159},[],[],["Island",3161],{"key":3162,"result":3163},"MarkdownRenderer_SeF3SjKfha4Nh0FmKZOPkAtxdQotXr9veP8NGROQw",{"head":3164},{"link":3165,"style":3166},[],[],[3168,3316,3513,3667],{"name":3169,"created_at":3170,"published_at":3171,"updated_at":3172,"id":3173,"uuid":3174,"content":3175,"slug":3305,"full_slug":3306,"sort_by_date":26,"position":3307,"tag_list":3308,"is_startpage":29,"parent_id":1536,"meta_data":26,"group_id":3309,"first_published_at":3171,"release_id":26,"lang":33,"path":26,"alternates":3310,"default_full_slug":3311,"translated_slugs":3312},"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":3176,"title":3169,"topics":3177,"noIndex":29,"category":3186,"language":3195,"readTime":52,"component":1374,"heroMedia":3196,"publishedAt":3204,"redirectUrl":52,"leadwallForm":3205,"listingImage":3206,"leadwallTitle":52,"metaDescription":3207,"bottomArticleCta":3208,"leadwallSubtitle":52,"isLeadwallEnabled":29,"componentsAfterTheArticle":3209,"leadwallVisibleParagraphs":52},"2955117f-e1c3-42a9-8617-6338ebfaa75f",[3178],{"name":249,"created_at":250,"published_at":251,"updated_at":252,"id":253,"uuid":254,"content":3179,"slug":265,"full_slug":266,"sort_by_date":26,"position":267,"tag_list":3180,"is_startpage":29,"parent_id":269,"meta_data":26,"group_id":270,"first_published_at":271,"release_id":26,"lang":33,"path":26,"alternates":3181,"default_full_slug":273,"translated_slugs":3182,"_stopResolving":42},{"_uid":264,"name":249,"component":23},[],[],[3183,3184,3185],{"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":1362,"created_at":1363,"published_at":16,"updated_at":1364,"id":1365,"uuid":1366,"content":3187,"slug":1374,"full_slug":1375,"sort_by_date":26,"position":27,"tag_list":3189,"is_startpage":29,"parent_id":1377,"meta_data":26,"group_id":1378,"first_published_at":1379,"release_id":26,"lang":33,"path":26,"alternates":3190,"default_full_slug":1381,"translated_slugs":3191,"_stopResolving":42},{"_uid":1368,"icon":3188,"name":1362,"component":1373},{"id":1370,"alt":1371,"name":52,"focus":52,"title":52,"filename":1372,"copyright":52,"fieldtype":208,"is_external_url":29},[],[],[3192,3193,3194],{"path":1381,"name":26,"lang":33,"published":26},{"path":1381,"name":26,"lang":39,"published":26},{"path":1381,"name":26,"lang":41,"published":26},[33],[3197],{"_uid":3198,"link":3199,"asset":3200,"caption":52,"component":433},"2659f3d3-1176-42d9-81e0-b73ebc51a312",{"id":52,"url":52,"linktype":426,"fieldtype":213,"cached_url":427,"prep":42},{"id":3201,"alt":52,"name":52,"focus":52,"title":52,"source":52,"filename":3202,"copyright":52,"fieldtype":208,"meta_data":3203,"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",[],[3210],{"cta":3211,"_uid":3212,"items":3213,"heading":3280,"reverse":29,"component":1530,"sectionSettings":3304},[],"a321fb8a-19a0-4ccf-b69b-fb6552c8b83f",[3214,3225,3236,3247,3258,3269],{"_uid":3215,"hide":29,"title":3216,"component":1408,"description":3217},"5d9bce05-658f-44d7-b239-7a271963f0b9","Quel est le meilleur logiciel de suivi budgétaire pour une PME ?",{"type":224,"attrs":3218,"content":3219},{"backgroundColor":26},[3220],{"type":227,"attrs":3221,"content":3222},{"textAlign":26},[3223],{"text":3224,"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":3226,"hide":29,"title":3227,"component":1408,"description":3228},"7a3e2259-e570-4376-9696-bf8f86b7f4b7","Quelle différence entre budget prévu, engagé et réalisé ?",{"type":224,"attrs":3229,"content":3230},{"backgroundColor":26},[3231],{"type":227,"attrs":3232,"content":3233},{"textAlign":26},[3234],{"text":3235,"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":3237,"hide":29,"title":3238,"component":1408,"description":3239},"e74f9a3b-cd8e-4740-bf8d-ed0fa08d85ae","Excel suffit-il pour suivre un budget ?",{"type":224,"attrs":3240,"content":3241},{"backgroundColor":26},[3242],{"type":227,"attrs":3243,"content":3244},{"textAlign":26},[3245],{"text":3246,"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":3248,"hide":29,"title":3249,"component":1408,"description":3250},"4387ed28-7167-4a6f-b966-1ecd35c57afa","Un logiciel FP&A remplace-t-il un logiciel de suivi des dépenses ?",{"type":224,"attrs":3251,"content":3252},{"backgroundColor":26},[3253],{"type":227,"attrs":3254,"content":3255},{"textAlign":26},[3256],{"text":3257,"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":3259,"hide":29,"title":3260,"component":1408,"description":3261},"7279dbe6-c90c-486e-a752-3effae3fca89","Quelles intégrations vérifier avant de choisir un outil ?",{"type":224,"attrs":3262,"content":3263},{"backgroundColor":26},[3264],{"type":227,"attrs":3265,"content":3266},{"textAlign":26},[3267],{"text":3268,"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":3270,"hide":29,"title":3271,"component":1408,"description":3272},"bace8455-8220-4b1b-bd23-9ce3c39cdbba","Comment tester un logiciel de suivi budgétaire ?",{"type":224,"attrs":3273,"content":3274},{"backgroundColor":26},[3275],{"type":227,"attrs":3276,"content":3277},{"textAlign":26},[3278],{"text":3279,"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.",[3281],{"cta":3282,"_uid":3283,"title":3284,"layout":52,"eyebrow":3292,"subtitle":3299,"component":323,"textAlign":52,"eyebrowPill":29,"checkmarkList":29,"flexibleSection":3302,"sectionSettings":3303,"displaySeparator":29,"breakLineOnMobile":29,"subtitleLeftBorder":29,"customTitleFontSize":52},[],"9faf5db3-f86f-469c-b307-c83919dbf275",{"type":224,"attrs":3285,"content":3286},{"backgroundColor":26},[3287],{"type":323,"attrs":3288,"content":3289},{"level":325,"textAlign":26},[3290],{"text":3291,"type":233},"Questions fréquentes sur les logiciels de suivi budgétaire",{"type":224,"attrs":3293,"content":3294},{"backgroundColor":26},[3295],{"type":227,"attrs":3296,"content":3297},{"textAlign":26},[3298],{"text":1524,"type":233},{"type":224,"content":3300},[3301],{"type":227},[],[],[],"logiciel-de-suivi-budgetaire","fr/blog/logiciel-de-suivi-budgetaire",-4040,[],"17487fd8-0530-4aa4-823b-229a64e08030",[],"blog/logiciel-de-suivi-budgetaire",[3313,3314,3315],{"path":3311,"name":26,"lang":33,"published":26},{"path":3311,"name":26,"lang":39,"published":26},{"path":3311,"name":26,"lang":41,"published":26},{"name":3317,"created_at":3318,"published_at":3319,"updated_at":3320,"id":3321,"uuid":3322,"content":3323,"slug":3502,"full_slug":3503,"sort_by_date":26,"position":3504,"tag_list":3505,"is_startpage":29,"parent_id":1536,"meta_data":26,"group_id":3506,"first_published_at":3319,"release_id":26,"lang":33,"path":26,"alternates":3507,"default_full_slug":3508,"translated_slugs":3509},"Achats hors contrat : causes, risques et plan d’action pour les PME","2026-11-15T11:49:19.093Z","2026-11-15T12:18:56.766Z","2026-11-15T12:18:56.799Z",241884197279667,"6d1167b5-8da4-45c4-a2c4-57a35ef26a1e",{"_uid":3324,"title":3317,"topics":3325,"noIndex":29,"category":3353,"language":3362,"readTime":52,"component":1374,"heroMedia":3363,"publishedAt":1396,"redirectUrl":52,"leadwallForm":3371,"listingImage":3372,"leadwallTitle":52,"metaDescription":3373,"bottomArticleCta":3374,"leadwallSubtitle":52,"isLeadwallEnabled":29,"componentsAfterTheArticle":3375,"leadwallVisibleParagraphs":52},"c74f5d5b-f431-4d01-9fad-e7fa46f725d9",[3326,3334],{"name":249,"created_at":250,"published_at":251,"updated_at":252,"id":253,"uuid":254,"content":3327,"slug":265,"full_slug":266,"sort_by_date":26,"position":267,"tag_list":3328,"is_startpage":29,"parent_id":269,"meta_data":26,"group_id":270,"first_published_at":271,"release_id":26,"lang":33,"path":26,"alternates":3329,"default_full_slug":273,"translated_slugs":3330,"_stopResolving":42},{"_uid":264,"name":249,"component":23},[],[],[3331,3332,3333],{"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":1610,"created_at":3335,"published_at":3336,"updated_at":3337,"id":3338,"uuid":3339,"content":3340,"slug":1612,"full_slug":3342,"sort_by_date":26,"position":3343,"tag_list":3344,"is_startpage":29,"parent_id":269,"meta_data":26,"group_id":3345,"first_published_at":3346,"release_id":26,"lang":33,"path":26,"alternates":3347,"default_full_slug":3348,"translated_slugs":3349,"_stopResolving":42},"2024-12-19T16:41:09.743Z","2026-09-29T09:13:52.777Z","2026-09-29T09:13:52.797Z",598883015,"723f48e1-c82a-4f81-b89d-7b6479b01afa",{"_uid":3341,"name":1610,"component":23},"99d01a06-19c6-4691-8dff-bc42384bbbdb","fr/blog/topic/procurement",-560,[],"b6c1a8bb-bd57-4eb5-9475-82a6d6b550f8","2024-12-19T16:42:49.452Z",[],"blog/topic/procurement",[3350,3351,3352],{"path":3348,"name":26,"lang":33,"published":26},{"path":3348,"name":26,"lang":39,"published":26},{"path":3348,"name":26,"lang":41,"published":26},{"name":1362,"created_at":1363,"published_at":16,"updated_at":1364,"id":1365,"uuid":1366,"content":3354,"slug":1374,"full_slug":1375,"sort_by_date":26,"position":27,"tag_list":3356,"is_startpage":29,"parent_id":1377,"meta_data":26,"group_id":1378,"first_published_at":1379,"release_id":26,"lang":33,"path":26,"alternates":3357,"default_full_slug":1381,"translated_slugs":3358,"_stopResolving":42},{"_uid":1368,"icon":3355,"name":1362,"component":1373},{"id":1370,"alt":1371,"name":52,"focus":52,"title":52,"filename":1372,"copyright":52,"fieldtype":208,"is_external_url":29},[],[],[3359,3360,3361],{"path":1381,"name":26,"lang":33,"published":26},{"path":1381,"name":26,"lang":39,"published":26},{"path":1381,"name":26,"lang":41,"published":26},[33],[3364],{"_uid":3365,"link":3366,"asset":3367,"caption":52,"component":433},"3f1adb30-9f3a-4900-aa95-8ea900cd6dbe",{"id":52,"url":52,"linktype":426,"fieldtype":213,"cached_url":427,"prep":42},{"id":3368,"alt":52,"name":52,"focus":52,"title":52,"source":52,"filename":3369,"copyright":52,"fieldtype":208,"meta_data":3370,"is_external_url":29},241885992412949,"https://a.storyblok.com/f/146026/1248x832/bea4c2ca5f/achats-hors-contrat-header-option-2.png",{},[],[],"Achats hors contrat, fournisseurs non référencés, factures sans bon de commande : découvrez les causes, les risques et le plan d’action pour les réduire.",[],[3376],{"cta":3377,"_uid":3378,"items":3379,"heading":3477,"reverse":29,"component":1530,"sectionSettings":3501},[],"31e42cb9-fba1-4191-b4aa-2d6294eab915",[3380,3396,3412,3428,3439,3455,3466],{"_uid":3381,"hide":29,"title":3382,"component":1408,"description":3383},"e238f3a6-f263-46be-b31c-fc50b40ce25a","Quelle est la différence entre achats hors contrat et achats de classe C ?",{"type":224,"attrs":3384,"content":3385},{"backgroundColor":26},[3386,3391],{"type":227,"attrs":3387,"content":3388},{"textAlign":26},[3389],{"text":3390,"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":3392,"content":3393},{"textAlign":26},[3394],{"text":3395,"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":3397,"hide":29,"title":3398,"component":1408,"description":3399},"aee40445-e372-4dc5-8d4e-746c1583804c","Quel taux d’achats hors contrat faut-il viser dans une PME ?",{"type":224,"attrs":3400,"content":3401},{"backgroundColor":26},[3402,3407],{"type":227,"attrs":3403,"content":3404},{"textAlign":26},[3405],{"text":3406,"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":3408,"content":3409},{"textAlign":26},[3410],{"text":3411,"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":3413,"hide":29,"title":3414,"component":1408,"description":3415},"68432800-7197-4bc8-8055-9b285fcabe39","Faut-il bloquer toute facture reçue sans bon de commande ?",{"type":224,"attrs":3416,"content":3417},{"backgroundColor":26},[3418,3423],{"type":227,"attrs":3419,"content":3420},{"textAlign":26},[3421],{"text":3422,"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":3424,"content":3425},{"textAlign":26},[3426],{"text":3427,"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":3429,"hide":29,"title":3430,"component":1408,"description":3431},"3eae0f2c-ce32-4ad6-b6fb-9eb1859e0a8f","Comment gérer un achat urgent sans créer un achat hors contrat ?",{"type":224,"attrs":3432,"content":3433},{"backgroundColor":26},[3434],{"type":227,"attrs":3435,"content":3436},{"textAlign":26},[3437],{"text":3438,"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":3440,"hide":29,"title":3441,"component":1408,"description":3442},"62aff5a9-829f-403e-92fe-8b7c47a40d51","Comment limiter les achats SaaS souscrits directement par les équipes ?",{"type":224,"attrs":3443,"content":3444},{"backgroundColor":26},[3445,3450],{"type":227,"attrs":3446,"content":3447},{"textAlign":26},[3448],{"text":3449,"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":3451,"content":3452},{"textAlign":26},[3453],{"text":3454,"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":3456,"hide":29,"title":3457,"component":1408,"description":3458},"789edf1b-5e2b-4a55-83f5-d4232ee471a0","Les achats hors contrat relèvent-ils toujours de la fraude ?",{"type":224,"attrs":3459,"content":3460},{"backgroundColor":26},[3461],{"type":227,"attrs":3462,"content":3463},{"textAlign":26},[3464],{"text":3465,"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":3467,"hide":29,"title":3468,"component":1408,"description":3469},"94a861e8-4129-4ffb-9930-191babc2f140","Quel est le rôle du bon de commande ?",{"type":224,"attrs":3470,"content":3471},{"backgroundColor":26},[3472],{"type":227,"attrs":3473,"content":3474},{"textAlign":26},[3475],{"text":3476,"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.",[3478],{"cta":3479,"_uid":3480,"title":3481,"layout":52,"eyebrow":3489,"subtitle":3496,"component":323,"textAlign":52,"eyebrowPill":29,"checkmarkList":29,"flexibleSection":3499,"sectionSettings":3500,"displaySeparator":29,"breakLineOnMobile":29,"subtitleLeftBorder":29,"customTitleFontSize":52},[],"ea89e06a-8abb-4f07-b4d5-ac3479cf11d6",{"type":224,"attrs":3482,"content":3483},{"backgroundColor":26},[3484],{"type":323,"attrs":3485,"content":3486},{"level":325,"textAlign":26},[3487],{"text":3488,"type":233},"Questions fréquentes sur les achats hors 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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.",[],[3560],{"cta":3561,"_uid":3562,"items":3563,"heading":3630,"reverse":29,"component":1530,"sectionSettings":3654},[],"294280c2-d96b-452d-8825-299753f985dd",[3564,3575,3586,3597,3608,3619],{"_uid":3565,"hide":29,"title":3566,"component":1408,"description":3567},"3fa13d04-6554-4520-9b47-0c97bf88012c","Le budget base zéro est-il adapté à une PME ?",{"type":224,"attrs":3568,"content":3569},{"backgroundColor":26},[3570],{"type":227,"attrs":3571,"content":3572},{"textAlign":26},[3573],{"text":3574,"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":3576,"hide":29,"title":3577,"component":1408,"description":3578},"dff4c7b0-9bf8-4d0c-9f63-c6d17c6141c8","Combien de temps faut-il pour mettre en place un budget base zéro ?",{"type":224,"attrs":3579,"content":3580},{"backgroundColor":26},[3581],{"type":227,"attrs":3582,"content":3583},{"textAlign":26},[3584],{"text":3585,"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":3587,"hide":29,"title":3588,"component":1408,"description":3589},"d600d177-8c79-4d3a-96a8-7e817d492809","Quelles sont les conditions de réussite d’un BBZ ?",{"type":224,"attrs":3590,"content":3591},{"backgroundColor":26},[3592],{"type":227,"attrs":3593,"content":3594},{"textAlign":26},[3595],{"text":3596,"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":3598,"hide":29,"title":3599,"component":1408,"description":3600},"752c58ba-fc5b-489b-a851-3b87a5beb781","Faut-il appliquer le budget base zéro à toutes les dépenses ?",{"type":224,"attrs":3601,"content":3602},{"backgroundColor":26},[3603],{"type":227,"attrs":3604,"content":3605},{"textAlign":26},[3606],{"text":3607,"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":3609,"hide":29,"title":3610,"component":1408,"description":3611},"5234d8f4-dff1-474a-886b-52f6273dec89","À quelle fréquence refaire un budget base zéro ?",{"type":224,"attrs":3612,"content":3613},{"backgroundColor":26},[3614],{"type":227,"attrs":3615,"content":3616},{"textAlign":26},[3617],{"text":3618,"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":3620,"hide":29,"title":3621,"component":1408,"description":3622},"0ca8614b-047c-49b4-93c1-17aafabc1e10","Quelle est la différence entre budget base zéro et prévisions glissantes ?",{"type":224,"attrs":3623,"content":3624},{"backgroundColor":26},[3625],{"type":227,"attrs":3626,"content":3627},{"textAlign":26},[3628],{"text":3629,"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.",[3631],{"cta":3632,"_uid":3633,"title":3634,"layout":52,"eyebrow":3642,"subtitle":3649,"component":323,"textAlign":52,"eyebrowPill":29,"checkmarkList":29,"flexibleSection":3652,"sectionSettings":3653,"displaySeparator":29,"breakLineOnMobile":29,"subtitleLeftBorder":29,"customTitleFontSize":52},[],"b99d3ba2-dd31-40c7-ae67-aaefdf1547cb",{"type":224,"attrs":3635,"content":3636},{"backgroundColor":26},[3637],{"type":323,"attrs":3638,"content":3639},{"level":325,"textAlign":26},[3640],{"text":3641,"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.",[],[3729],{"cta":3730,"_uid":3731,"items":3732,"heading":3824,"reverse":29,"component":1530,"sectionSettings":3848},[],"a794c490-c653-43a0-a5b3-ce23a1e00788",[3733,3758,3769,3780,3791,3802,3813],{"_uid":3734,"hide":29,"title":3735,"component":1408,"description":3736},"a6509244-4537-40d5-b76c-0ccc3156e061","La séparation des tâches est-elle obligatoire en France ?",{"type":224,"attrs":3737,"content":3738},{"backgroundColor":26},[3739,3744],{"type":227,"attrs":3740,"content":3741},{"textAlign":26},[3742],{"text":3743,"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":3745,"content":3746},{"textAlign":26},[3747,3749,3756],{"text":3748,"type":233},"Lorsqu’un commissaire aux comptes intervient, la ",{"text":3750,"type":233,"marks":3751},"NEP 315",[3752,3755],{"type":674,"attrs":3753},{"href":3754,"uuid":26,"anchor":26,"target":677,"linktype":212},"https://h2a-france.org/normes/connaissance-de-lentite-et-de-son-environnement-et-evaluation-du-risque-danomalies-significatives-dans-les-comptes/",{"type":331},{"text":3757,"type":233}," prévoit notamment une prise de connaissance du contrôle interne et l’identification des éventuelles faiblesses significatives.",{"_uid":3759,"hide":29,"title":3760,"component":1408,"description":3761},"c5115712-a280-48f0-9c8d-abb2f9a25c44","Un demandeur peut-il valider sa propre dépense ?",{"type":224,"attrs":3762,"content":3763},{"backgroundColor":26},[3764],{"type":227,"attrs":3765,"content":3766},{"textAlign":26},[3767],{"text":3768,"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":3770,"hide":29,"title":3771,"component":1408,"description":3772},"fb0a8ba7-185d-4a51-a96f-42de9d0cbfc4","Qui doit modifier le RIB d’un fournisseur ?",{"type":224,"attrs":3773,"content":3774},{"backgroundColor":26},[3775],{"type":227,"attrs":3776,"content":3777},{"textAlign":26},[3778],{"text":3779,"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":3781,"hide":29,"title":3782,"component":1408,"description":3783},"a779eeb5-ca45-4fc3-b0c4-719e892f71d1","Peut-on appliquer la séparation des tâches avec une seule personne en finance ?",{"type":224,"attrs":3784,"content":3785},{"backgroundColor":26},[3786],{"type":227,"attrs":3787,"content":3788},{"textAlign":26},[3789],{"text":3790,"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":3792,"hide":29,"title":3793,"component":1408,"description":3794},"f54307b4-a218-407d-9fbf-95bae2ede74a","Quelle différence entre séparation des tâches et moindre privilège ?",{"type":224,"attrs":3795,"content":3796},{"backgroundColor":26},[3797],{"type":227,"attrs":3798,"content":3799},{"textAlign":26},[3800],{"text":3801,"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":3803,"hide":29,"title":3804,"component":1408,"description":3805},"cec75ad4-cbe9-4d52-b0f9-46574f366ad1","Que faire lorsqu’un cumul de rôles est inévitable ?",{"type":224,"attrs":3806,"content":3807},{"backgroundColor":26},[3808],{"type":227,"attrs":3809,"content":3810},{"textAlign":26},[3811],{"text":3812,"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":3814,"hide":29,"title":3815,"component":1408,"description":3816},"8e0d6982-cc0f-45d7-81c7-bab04d5e152e","À quelle fréquence faut-il revoir les accès ?",{"type":224,"attrs":3817,"content":3818},{"backgroundColor":26},[3819],{"type":227,"attrs":3820,"content":3821},{"textAlign":26},[3822],{"text":3823,"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.",[3825],{"cta":3826,"_uid":3827,"title":3828,"layout":52,"eyebrow":3836,"subtitle":3843,"component":323,"textAlign":52,"eyebrowPill":29,"checkmarkList":29,"flexibleSection":3846,"sectionSettings":3847,"displaySeparator":29,"breakLineOnMobile":29,"subtitleLeftBorder":29,"customTitleFontSize":52},[],"edc21005-ecf5-43d4-8e4c-88c6aa081079",{"type":224,"attrs":3829,"content":3830},{"backgroundColor":26},[3831],{"type":323,"attrs":3832,"content":3833},{"level":325,"textAlign":26},[3834],{"text":3835,"type":233},"Questions fréquentes sur la séparation des tâches en finance",{"type":224,"attrs":3837,"content":3838},{"backgroundColor":26},[3839],{"type":227,"attrs":3840,"content":3841},{"textAlign":26},[3842],{"text":1524,"type":233},{"type":224,"content":3844},[3845],{"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",[3857,3858,3859],{"path":3855,"name":26,"lang":33,"published":26},{"path":3855,"name":26,"lang":39,"published":26},{"path":3855,"name":26,"lang":41,"published":26},1794745375071]