| Budget | Committed | Paid |
|---|---|---|
| 38.0 | 28.6 | 13.4 |
Illustrative cost budget · distinct from the 42 bn contract value.
1. Budget is the comparison point
The approved budget describes the cost plan being controlled. It does not mean the material has arrived or cash has been paid. Keep the baseline version and approved changes when comparing expected final cost with the original plan.
2. Commitment precedes payment
A purchase order or subcontract may commit the business to future outflow. Looking only at payments leaves these obligations out of view. Review the remaining contracted scope and approved variations alongside incurred cost.
3. Follow the collection chain
In an illustrative project, VND 8.4bn is certified, 7.2bn invoiced and 5.6bn received. The differences identify records to investigate; the three values must not be added. Check invoice conditions, retainage and receipts before deciding what is overdue.
4. Label forecasts and opening balances
If planned receipts are VND 3.2bn and payments are 4.6bn, the period’s net flow is negative 1.4bn. That is not, by itself, a funding shortfall: the opening balance and financing arrangements still matter. A forecast does not create a statutory accounting entry.
Check with the team
- Each number has a state, currency and data date.
- Contracts and source records can be traced.
- Forecasts are separate from receipts and payments.
- Opening cash is included when reviewing funding needs.