كنفرانس بين المللی مهندسی صنايع و سيستم ها

صفحه اصلی / دوازدهمین كنفرانس بين المللی مهندسی صنايع و سيستم ها

An Integrated Planning-Budgeting-Control Framework Applied to an Industrial Mining Holding Company

نویسندگان :

Nima Pourmohammadreza¹ Seyed Farbod Farnia² Mahdi Heydari³ Leila Abbaspour⁴

1- دانشگاه صنعتی شریف 2- شرکت مادر تخصصی توسعه معادن و صنایع معدنی خاورمیانه (میدکو) 3- شرکت مادر تخصصی توسعه معادن و صنایع معدنی خاورمیانه (میدکو) 4- شرکت مادر تخصصی توسعه معادن و صنایع معدنی خاورمیانه (میدکو)

کلمات کلیدی :

Corporate Planning،Budgeting،Budgetary Control،Management Control Systems،Key Performance Indicators،Strategic Alignment،Rolling Forecast،Relational Matrix

چکیده :

Effective corporate performance depends on a coherent chain linking long-term strategic intent to the annual budget and, in turn, to the periodic monitoring of actual results. In many organizations, however, strategic planning, budgeting, and control are treated as loosely connected exercises performed by different departments on different calendars, which weakens accountability and delays corrective action. This paper reviews the theoretical foundations of planning, budgeting, and control, including the classical strategic, management, and operational planning hierarchy, the Goal, Objective, KPI, and Target cascade, and budgetary control theory, and synthesizes them into a single integrated framework comprising three interacting phases: planning, budget formulation, and monitoring/control. The framework is then illustrated through a generalized, anonymized description of the planning and budgeting system employed by a multi-subsidiary industrial holding group, whose centrally issued guideline standardizes dozens of monthly operating and financial budget modules across its production, procurement, human resources, capital expenditure, and financing functions. The discussion highlights the benefits of standardization and cascading for comparability across subsidiaries, together with the practical challenges of rigidity, administrative burden, and weak linkage between strategy and budget that arise in volatile operating environments. The paper concludes with recommendations for tighter alignment between KPIs and budgets and the selective adoption of rolling-forecast practices. As a further contribution, the paper proposes a relational matrix linking strategic objectives, critical success factors, KPIs, budget lines, and control mechanisms into a single analytical tool, and demonstrates its practical value through a case application in which the linked KPI-budgetary control approach was associated with approximately 15% production growth, an improvement in operating margin from roughly 4% to roughly 19%, and stronger operating cash generation in 2025.