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Dans une structure plus petite, le DAF peut cumuler ces rôles, mais ce cumul doit être enregistré comme une exception et faire l’objet d’un contrôle indépendant.",{"type":370,"attrs":1367,"content":1368},{"level":372,"textAlign":26},[1369],{"text":1370,"type":233,"marks":1371},"Comment appliquer la matrice à une dépense ?",[1372],{"type":317},{"type":227,"attrs":1374,"content":1375},{"textAlign":26,"key":229},[1376],{"text":1377,"type":233},"La matrice doit être testée sur une dépense réelle pour vérifier que chaque rôle est compréhensible.",{"type":227,"attrs":1379,"content":1380},{"textAlign":26,"key":322},[1381],{"text":1382,"type":233},"Prenons l’exemple d’un contrat de création de 4 800 € HT.",{"type":227,"attrs":1384,"content":1385},{"textAlign":26,"key":340},[1386,1388,1395],{"text":1387,"type":233},"Le collaborateur marketing exprime le besoin. Son manager valide la demande au regard du budget disponible, conformément à la ",{"text":1389,"type":233,"marks":1390},"matrice d’approbation des dépenses",[1391,1394],{"type":434,"attrs":1392},{"href":1393,"uuid":26,"anchor":26,"target":437,"linktype":212},"https://www.spendesk.com/fr/blog/matrice-d-approbation-des-depenses/",{"type":317},{"text":1396,"type":233},". L’acheteur émet ensuite le bon de commande.",{"type":227,"attrs":1398,"content":1399},{"textAlign":26,"key":380},[1400],{"text":1401,"type":233},"À réception de la facture, le comptable fournisseurs l’enregistre et la rapproche de la commande. Le DAF valide le paiement, puis la trésorerie exécute le virement. Le rapprochement bancaire est réalisé par une personne qui n’a pas préparé le paiement.",{"type":227,"attrs":1403,"content":1404},{"textAlign":26,"key":386},[1405],{"text":1406,"type":233},"Chaque personne intervient sur une étape différente. Le demandeur conserve son autonomie, tandis que la finance garde la visibilité sur le budget, les pièces et les validations.",{"type":370,"attrs":1408,"content":1409},{"level":372,"textAlign":26},[1410],{"text":1411,"type":233,"marks":1412},"Comment intégrer la séparation des tâches dans les outils ?",[1413],{"type":317},{"type":227,"attrs":1415,"content":1416},{"textAlign":26,"key":398},[1417],{"text":1418,"type":233},"Une matrice conservée dans un tableur décrit les responsabilités, mais elle n’empêche pas techniquement un utilisateur de sortir de son rôle.",{"type":227,"attrs":1420,"content":1421},{"textAlign":26,"key":409},[1422],{"text":1423,"type":233},"Les outils doivent donc traduire la matrice dans leurs workflows et leurs permissions.",{"type":227,"attrs":1425,"content":1426},{"textAlign":26,"key":420},[1427],{"text":1428,"type":233},"Dans un processus automatisé, la demande est soumise puis approuvée selon le circuit défini. Le bon de commande peut ensuite être créé à partir de la demande. La facture est rapprochée de la commande et les écarts sont signalés avant le paiement.",{"type":227,"attrs":1430,"content":1431},{"textAlign":26,"key":443},[1432,1434,1441],{"text":1433,"type":233},"La règle ",{"text":1435,"type":233,"marks":1436},"No PO, No Pay",[1437,1440],{"type":434,"attrs":1438},{"href":1439,"uuid":26,"anchor":26,"target":437,"linktype":212},"https://www.spendesk.com/fr/blog/factures-fournisseurs-sans-bon-de-commande/",{"type":317},{"text":1442,"type":233}," reste une politique interne. L’entreprise doit décider si une facture sans bon de commande est bloquée, orientée vers une régularisation ou soumise à une approbation spécifique.",{"type":227,"attrs":1444,"content":1445},{"textAlign":26,"key":449},[1446,1448,1455],{"text":1447,"type":233},"Les ",{"text":1449,"type":233,"marks":1450},"rôles de demandeur, d’approbateur, de contrôleur et d’administrateur",[1451,1454],{"type":434,"attrs":1452},{"href":1453,"uuid":26,"anchor":26,"target":437,"linktype":212},"https://helpcenter.spendesk.com/en/articles/4835151-understand-roles-and-permissions",{"type":317},{"text":1456,"type":233}," doivent être comparés avec la matrice avant d’être attribués.",{"type":227,"attrs":1458,"content":1459},{"textAlign":26,"key":470},[1460],{"text":1461,"type":233},"Un même utilisateur peut cumuler plusieurs rôles dans un outil. Ce cumul ne doit pas être automatique. Il doit être décidé, justifié et régulièrement revu.",{"type":370,"attrs":1463,"content":1464},{"level":372,"textAlign":26},[1465],{"text":1466,"type":233,"marks":1467},"Quels cumuls de rôles faut-il éviter ?",[1468],{"type":317},{"type":227,"attrs":1470,"content":1471},{"textAlign":26,"key":476},[1472],{"text":1473,"type":233},"Les conflits les plus importants apparaissent lorsqu’une même personne peut agir et contrôler la même opération.",{"type":227,"attrs":1475,"content":1476},{"textAlign":26,"key":488},[1477],{"text":1478,"type":233},"Les sept cumuls suivants doivent être interdits ou couverts par un contrôle compensatoire :",{"type":577,"attrs":1480,"content":1481},{"order":579,"key":580},[1482,1489,1496,1503,1510,1517,1524],{"type":484,"content":1483},[1484],{"type":227,"attrs":1485,"content":1486},{"textAlign":26,"key":496},[1487],{"text":1488,"type":233},"Demander une dépense et la valider soi-même.",{"type":484,"content":1490},[1491],{"type":227,"attrs":1492,"content":1493},{"textAlign":26,"key":504},[1494],{"text":1495,"type":233},"Créer ou modifier un fournisseur et valider son paiement.",{"type":484,"content":1497},[1498],{"type":227,"attrs":1499,"content":1500},{"textAlign":26,"key":512},[1501],{"text":1502,"type":233},"Modifier un IBAN et exécuter le virement correspondant.",{"type":484,"content":1504},[1505],{"type":227,"attrs":1506,"content":1507},{"textAlign":26,"key":520},[1508],{"text":1509,"type":233},"Enregistrer une facture et déclencher son paiement.",{"type":484,"content":1511},[1512],{"type":227,"attrs":1513,"content":1514},{"textAlign":26,"key":526},[1515],{"text":1516,"type":233},"Valider un paiement et rapprocher le relevé bancaire correspondant.",{"type":484,"content":1518},[1519],{"type":227,"attrs":1520,"content":1521},{"textAlign":26,"key":532},[1522],{"text":1523,"type":233},"Attribuer une carte ou un plafond et être le seul porteur contrôlé.",{"type":484,"content":1525},[1526],{"type":227,"attrs":1527,"content":1528},{"textAlign":26,"key":547},[1529],{"text":1530,"type":233},"Administrer l’outil de dépenses et approuver des dépenses.",{"type":227,"attrs":1532,"content":1533},{"textAlign":26,"key":553},[1534],{"text":1535,"type":233},"Le cumul le plus sensible concerne la création ou la modification d’un fournisseur. Une personne qui peut modifier un IBAN et exécuter le paiement dispose de tous les droits nécessaires pour détourner un règlement.",{"type":227,"attrs":1537,"content":1538},{"textAlign":26,"key":566},[1539,1541,1548],{"text":1540,"type":233},"Toute modification du RIB doit donc être confirmée par un ",{"text":1542,"type":233,"marks":1543},"rappel au numéro déjà connu du fournisseur",[1544,1547],{"type":434,"attrs":1545},{"href":1546,"uuid":26,"anchor":26,"target":437,"linktype":212},"https://www.spendesk.com/fr/blog/controle-iban-virement-fournisseur/",{"type":317},{"text":1549,"type":233},". La validation du paiement doit ensuite être réalisée par une deuxième personne.",{"type":227,"attrs":1551,"content":1552},{"textAlign":26,"key":572},[1553],{"text":1554,"type":233},"La même logique s’applique aux délégations. Le délégué d’un approbateur ne doit pas pouvoir valider sa propre demande ni une dépense dont il est le bénéficiaire.",{"type":227,"attrs":1556,"content":1557},{"textAlign":26,"key":586},[1558],{"text":1559,"type":233},"Les dépenses du dirigeant doivent également être revues par une autre personne, généralement le DAF, l’expert-comptable ou un membre désigné de la direction.",{"type":370,"attrs":1561,"content":1562},{"level":372,"textAlign":26},[1563],{"text":1564,"type":233,"marks":1565},"Quels contrôles appliquer dans une petite équipe finance ?",[1566],{"type":317},{"type":227,"attrs":1568,"content":1569},{"textAlign":26,"key":594},[1570],{"text":1571,"type":233},"Lorsque l’effectif ne permet pas une séparation complète, mettez en place un contrôle compensatoire.",{"type":227,"attrs":1573,"content":1574},{"textAlign":26,"key":602},[1575],{"text":1576,"type":233},"Un contrôle compensatoire est une mesure alternative, documentée et indépendante, qui réduit le risque créé par un cumul de fonctions. Il peut être préventif ou détectif.",{"type":227,"attrs":1578,"content":1579},{"textAlign":26,"key":608},[1580],{"text":1581,"type":233},"Un contrôle préventif bloque une opération avant son exécution. C’est le cas d’une double signature bancaire.",{"type":227,"attrs":1583,"content":1584},{"textAlign":26,"key":624},[1585],{"text":1586,"type":233},"Un contrôle détectif identifie une anomalie après l’opération. C’est le cas d’une revue mensuelle des relevés bancaires ou des modifications de fournisseurs.",{"type":613,"content":1588},[1589,1631,1665,1699],{"type":616,"content":1590},[1591,1601,1611,1621],{"type":619,"attrs":1592,"content":1593},{"colspan":579,"rowspan":579,"colwidth":26},[1594],{"type":227,"attrs":1595,"content":1596},{"textAlign":26,"key":635},[1597],{"text":1598,"type":233,"marks":1599},"Taille de l’équipe",[1600],{"type":317},{"type":619,"attrs":1602,"content":1603},{"colspan":579,"rowspan":579,"colwidth":26},[1604],{"type":227,"attrs":1605,"content":1606},{"textAlign":26,"key":646},[1607],{"text":1608,"type":233,"marks":1609},"Contrôles préventifs",[1610],{"type":317},{"type":619,"attrs":1612,"content":1613},{"colspan":579,"rowspan":579,"colwidth":26},[1614],{"type":227,"attrs":1615,"content":1616},{"textAlign":26,"key":657},[1617],{"text":1618,"type":233,"marks":1619},"Contrôles détectifs",[1620],{"type":317},{"type":619,"attrs":1622,"content":1623},{"colspan":579,"rowspan":579,"colwidth":26},[1624],{"type":227,"attrs":1625,"content":1626},{"textAlign":26,"key":668},[1627],{"text":1628,"type":233,"marks":1629},"Responsable du contrôle",[1630],{"type":317},{"type":616,"content":1632},[1633,1641,1649,1657],{"type":699,"attrs":1634,"content":1635},{"colspan":579,"rowspan":579,"colwidth":26,"backgroundColor":26},[1636],{"type":227,"attrs":1637,"content":1638},{"textAlign":26,"key":679},[1639],{"text":1640,"type":233},"Une personne",{"type":699,"attrs":1642,"content":1643},{"colspan":579,"rowspan":579,"colwidth":26,"backgroundColor":26},[1644],{"type":227,"attrs":1645,"content":1646},{"textAlign":26,"key":690},[1647],{"text":1648,"type":233},"Validation de chaque lot par le dirigeant ou double signature bancaire",{"type":699,"attrs":1650,"content":1651},{"colspan":579,"rowspan":579,"colwidth":26,"backgroundColor":26},[1652],{"type":227,"attrs":1653,"content":1654},{"textAlign":26,"key":704},[1655],{"text":1656,"type":233},"Revue mensuelle des relevés et des nouveaux fournisseurs",{"type":699,"attrs":1658,"content":1659},{"colspan":579,"rowspan":579,"colwidth":26,"backgroundColor":26},[1660],{"type":227,"attrs":1661,"content":1662},{"textAlign":26,"key":713},[1663],{"text":1664,"type":233},"Expert-comptable ou dirigeant",{"type":616,"content":1666},[1667,1675,1683,1691],{"type":699,"attrs":1668,"content":1669},{"colspan":579,"rowspan":579,"colwidth":26,"backgroundColor":26},[1670],{"type":227,"attrs":1671,"content":1672},{"textAlign":26,"key":722},[1673],{"text":1674,"type":233},"Deux à trois personnes",{"type":699,"attrs":1676,"content":1677},{"colspan":579,"rowspan":579,"colwidth":26,"backgroundColor":26},[1678],{"type":227,"attrs":1679,"content":1680},{"textAlign":26,"key":731},[1681],{"text":1682,"type":233},"Séparation de la préparation et de la validation des paiements, seuil de double validation, rappel du fournisseur en cas de changement d’IBAN",{"type":699,"attrs":1684,"content":1685},{"colspan":579,"rowspan":579,"colwidth":26,"backgroundColor":26},[1686],{"type":227,"attrs":1687,"content":1688},{"textAlign":26,"key":739},[1689],{"text":1690,"type":233},"Revue mensuelle des modifications de fiches fournisseurs",{"type":699,"attrs":1692,"content":1693},{"colspan":579,"rowspan":579,"colwidth":26,"backgroundColor":26},[1694],{"type":227,"attrs":1695,"content":1696},{"textAlign":26,"key":747},[1697],{"text":1698,"type":233},"DAF ou dirigeant",{"type":616,"content":1700},[1701,1709,1717,1725],{"type":699,"attrs":1702,"content":1703},{"colspan":579,"rowspan":579,"colwidth":26,"backgroundColor":26},[1704],{"type":227,"attrs":1705,"content":1706},{"textAlign":26,"key":755},[1707],{"text":1708,"type":233},"Quatre à six personnes",{"type":699,"attrs":1710,"content":1711},{"colspan":579,"rowspan":579,"colwidth":26,"backgroundColor":26},[1712],{"type":227,"attrs":1713,"content":1714},{"textAlign":26,"key":765},[1715],{"text":1716,"type":233},"Matrice complète appliquée dans les outils, droits différenciés et double validation au-delà d’un seuil",{"type":699,"attrs":1718,"content":1719},{"colspan":579,"rowspan":579,"colwidth":26,"backgroundColor":26},[1720],{"type":227,"attrs":1721,"content":1722},{"textAlign":26,"key":774},[1723],{"text":1724,"type":233},"Revue trimestrielle des accès et du registre des exceptions",{"type":699,"attrs":1726,"content":1727},{"colspan":579,"rowspan":579,"colwidth":26,"backgroundColor":26},[1728],{"type":227,"attrs":1729,"content":1730},{"textAlign":26,"key":782},[1731],{"text":1732,"type":233},"DAF ou personne indépendante de l’exécution",{"type":227,"attrs":1734,"content":1735},{"textAlign":26,"key":791},[1736],{"text":1737,"type":233},"Dans une équipe de deux personnes, la comptable peut saisir les factures et préparer les virements tandis que le DAF les valide dans la banque. Si le DAF rapproche également les relevés, ce cumul doit être compensé par une revue mensuelle de l’expert-comptable.",{"type":227,"attrs":1739,"content":1740},{"textAlign":26,"key":799},[1741],{"text":1742,"type":233},"Recruter une personne supplémentaire uniquement pour le contrôle n’est pas toujours réaliste. L’objectif est alors de choisir les contrôles les plus efficaces pour les risques les plus importants.",{"type":227,"attrs":1744,"content":1745},{"textAlign":26,"key":807},[1746],{"text":1747,"type":233},"Une piste d’audit, une double signature bancaire, une revue des nouveaux fournisseurs et un contrôle indépendant des changements d’IBAN peuvent réduire fortement le risque sans alourdir chaque dépense.",{"type":370,"attrs":1749,"content":1750},{"level":372,"textAlign":26},[1751],{"text":1752,"type":233,"marks":1753},"Comment sécuriser les changements d’IBAN ?",[1754],{"type":317},{"type":227,"attrs":1756,"content":1757},{"textAlign":26,"key":816},[1758],{"text":1759,"type":233},"Un changement d’IBAN doit toujours être confirmé par un canal indépendant.",{"type":227,"attrs":1761,"content":1762},{"textAlign":26,"key":826},[1763],{"text":1764,"type":233},"Ne répondez pas au même e-mail pour confirmer la modification. Appelez le fournisseur à partir du numéro déjà enregistré dans votre base ou dans un contrat existant.",{"type":227,"attrs":1766,"content":1767},{"textAlign":26,"key":835},[1768],{"text":1769,"type":233},"Le changement doit ensuite être validé par une personne qui ne réalise pas le paiement correspondant.",{"type":227,"attrs":1771,"content":1772},{"textAlign":26,"key":843},[1773],{"text":1774,"type":233},"Cette procédure doit être appliquée même lorsque :",{"type":481,"content":1776},[1777,1784,1791,1798,1805],{"type":484,"content":1778},[1779],{"type":227,"attrs":1780,"content":1781},{"textAlign":26,"key":851},[1782],{"text":1783,"type":233},"le fournisseur est connu ;",{"type":484,"content":1785},[1786],{"type":227,"attrs":1787,"content":1788},{"textAlign":26,"key":859},[1789],{"text":1790,"type":233},"le message semble provenir d’un contact habituel ;",{"type":484,"content":1792},[1793],{"type":227,"attrs":1794,"content":1795},{"textAlign":26,"key":867},[1796],{"text":1797,"type":233},"le montant du paiement est faible ;",{"type":484,"content":1799},[1800],{"type":227,"attrs":1801,"content":1802},{"textAlign":26,"key":875},[1803],{"text":1804,"type":233},"le changement est demandé juste avant une échéance ;",{"type":484,"content":1806},[1807],{"type":227,"attrs":1808,"content":1809},{"textAlign":26,"key":885},[1810],{"text":1811,"type":233},"le fournisseur invoque une urgence.",{"type":227,"attrs":1813,"content":1814},{"textAlign":26,"key":894},[1815],{"text":1816,"type":233},"Une modification de coordonnées bancaires doit laisser une trace : auteur, date, ancienne donnée, nouvelle donnée, méthode de vérification et personne ayant validé la modification.",{"type":370,"attrs":1818,"content":1819},{"level":372,"textAlign":26},[1820],{"text":1821,"type":233,"marks":1822},"Comment tester et mettre à jour la matrice ?",[1823],{"type":317},{"type":227,"attrs":1825,"content":1826},{"textAlign":26,"key":902},[1827],{"text":1828,"type":233},"Une matrice perd sa valeur si les droits réels dans les outils ne correspondent plus aux rôles théoriques.",{"type":227,"attrs":1830,"content":1831},{"textAlign":26,"key":910},[1832],{"text":1833,"type":233},"Testez votre dispositif au moins chaque trimestre et après chaque changement important :",{"type":481,"content":1835},[1836,1843,1850,1857,1864,1871,1878],{"type":484,"content":1837},[1838],{"type":227,"attrs":1839,"content":1840},{"textAlign":26,"key":918},[1841],{"text":1842,"type":233},"arrivée d’un collaborateur ;",{"type":484,"content":1844},[1845],{"type":227,"attrs":1846,"content":1847},{"textAlign":26,"key":926},[1848],{"text":1849,"type":233},"départ ;",{"type":484,"content":1851},[1852],{"type":227,"attrs":1853,"content":1854},{"textAlign":26,"key":934},[1855],{"text":1856,"type":233},"mobilité interne ;",{"type":484,"content":1858},[1859],{"type":227,"attrs":1860,"content":1861},{"textAlign":26,"key":944},[1862],{"text":1863,"type":233},"changement de poste ;",{"type":484,"content":1865},[1866],{"type":227,"attrs":1867,"content":1868},{"textAlign":26,"key":953},[1869],{"text":1870,"type":233},"réorganisation de l’équipe finance ;",{"type":484,"content":1872},[1873],{"type":227,"attrs":1874,"content":1875},{"textAlign":26,"key":961},[1876],{"text":1877,"type":233},"changement de banque ou d’ERP ;",{"type":484,"content":1879},[1880],{"type":227,"attrs":1881,"content":1882},{"textAlign":26,"key":969},[1883],{"text":1884,"type":233},"ajout d’un nouvel outil.",{"type":227,"attrs":1886,"content":1887},{"textAlign":26,"key":977},[1888],{"text":1889,"type":233},"Lors de la revue, posez notamment ces questions :",{"type":577,"attrs":1891,"content":1893},{"order":579,"key":1892},"ol-1",[1894,1901,1908,1915,1922,1929],{"type":484,"content":1895},[1896],{"type":227,"attrs":1897,"content":1898},{"textAlign":26,"key":985},[1899],{"text":1900,"type":233},"Une même personne peut-elle créer un fournisseur et le payer ?",{"type":484,"content":1902},[1903],{"type":227,"attrs":1904,"content":1905},{"textAlign":26,"key":993},[1906],{"text":1907,"type":233},"Un collaborateur peut-il approuver sa propre demande ?",{"type":484,"content":1909},[1910],{"type":227,"attrs":1911,"content":1912},{"textAlign":26,"key":1003},[1913],{"text":1914,"type":233},"Qui a modifié les IBAN le mois dernier ?",{"type":484,"content":1916},[1917],{"type":227,"attrs":1918,"content":1919},{"textAlign":26,"key":1012},[1920],{"text":1921,"type":233},"Qui a vérifié ces modifications ?",{"type":484,"content":1923},[1924],{"type":227,"attrs":1925,"content":1926},{"textAlign":26,"key":1020},[1927],{"text":1928,"type":233},"Un administrateur dispose-t-il également d’un rôle d’approbateur ?",{"type":484,"content":1930},[1931],{"type":227,"attrs":1932,"content":1933},{"textAlign":26,"key":1028},[1934],{"text":1935,"type":233},"Les droits d’un ancien collaborateur sont-ils toujours actifs ?",{"type":227,"attrs":1937,"content":1938},{"textAlign":26,"key":1036},[1939],{"text":1940,"type":233},"Chaque cumul accepté doit être inscrit dans un registre des exceptions. Ce registre doit préciser le responsable, la justification, le contrôle compensatoire et la date de prochaine revue.",{"type":227,"attrs":1942,"content":1943},{"textAlign":26,"key":1044},[1944,1946,1953],{"text":1945,"type":233},"Après le départ d’une comptable, ses accès à la banque, à l’ERP et aux outils de dépenses peuvent rester actifs plusieurs semaines si aucune procédure de sortie n’est prévue. L’",{"text":1947,"type":233,"marks":1948},"ANSSI",[1949,1952],{"type":434,"attrs":1950},{"href":1951,"uuid":26,"anchor":26,"target":437,"linktype":212},"https://messervices.cyber.gouv.fr/documents-guides/guide_hygiene_informatique_anssi.pdf",{"type":317},{"text":1954,"type":233}," recommande de révoquer les droits lors d’un départ ou d’un changement de fonction.",{"type":227,"attrs":1956,"content":1957},{"textAlign":26,"key":1052},[1958,1960,1967],{"text":1959,"type":233},"Une revue trimestrielle des accès, croisée avec la liste des départs et des mobilités internes, permet de réduire ce risque. Conservez une trace datée de chaque revue afin de pouvoir démontrer que le contrôle a bien été effectué, notamment lors d’un ",{"text":1961,"type":233,"marks":1962},"audit comptable et financier",[1963,1966],{"type":434,"attrs":1964},{"href":1965,"uuid":26,"anchor":26,"target":437,"linktype":212},"https://www.spendesk.com/fr/blog/audit-comptable-et-financier/",{"type":317},{"text":355,"type":233},{"name":1969,"created_at":1970,"published_at":16,"updated_at":1971,"id":1972,"uuid":1973,"content":1974,"slug":1981,"full_slug":1982,"sort_by_date":26,"position":27,"tag_list":1983,"is_startpage":29,"parent_id":1984,"meta_data":26,"group_id":1985,"first_published_at":1986,"release_id":26,"lang":33,"path":26,"alternates":1987,"default_full_slug":1988,"translated_slugs":1989,"_stopResolving":42},"Article","2022-08-16T21:22:30.004Z","2026-03-12T10:47:19.141Z",176457684,"8247dae6-c25f-40a0-a55e-abc94cf94989",{"_uid":1975,"icon":1976,"name":1969,"component":1980},"407a665a-29cb-4d52-87ff-12de3e192c58",{"id":1977,"alt":1978,"name":52,"focus":52,"title":52,"filename":1979,"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",[1990,1991,1992],{"path":1988,"name":26,"lang":33,"published":26},{"path":1988,"name":26,"lang":39,"published":26},{"path":1988,"name":26,"lang":41,"published":26},[33],[1995],{"_uid":1996,"link":1997,"asset":2000,"caption":52,"component":2005},"531d7b74-db4d-4aa5-aa9c-b18d340ae49c",{"id":52,"url":52,"linktype":1998,"fieldtype":213,"cached_url":1999,"prep":42},"story","/fr/",{"id":2001,"alt":52,"name":52,"focus":52,"title":52,"source":52,"filename":2002,"copyright":52,"fieldtype":208,"meta_data":2003,"is_external_url":29},241858125689537,"https://a.storyblok.com/f/146026/1248x832/afbe64299c/separation-taches-finance-header-option-1.png",{"size":2004},"1248x832","image",[],"2026-11-15 00:00",[],[],"Découvrez comment séparer les rôles en finance, sécuriser les achats et paiements, et construire une matrice adaptée aux PME.",[],[2013],{"cta":2014,"_uid":2015,"items":2016,"heading":2109,"reverse":29,"component":2134,"sectionSettings":2135},[],"a794c490-c653-43a0-a5b3-ce23a1e00788",[2017,2043,2054,2065,2076,2087,2098],{"_uid":2018,"hide":29,"title":2019,"component":2020,"description":2021},"a6509244-4537-40d5-b76c-0ccc3156e061","La séparation des tâches est-elle obligatoire en France ?","faqItem",{"type":224,"attrs":2022,"content":2023},{"backgroundColor":26},[2024,2029],{"type":227,"attrs":2025,"content":2026},{"textAlign":26,"key":229},[2027],{"text":2028,"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":2030,"content":2031},{"textAlign":26,"key":322},[2032,2034,2041],{"text":2033,"type":233},"Lorsqu’un commissaire aux comptes intervient, la ",{"text":2035,"type":233,"marks":2036},"NEP 315",[2037,2040],{"type":434,"attrs":2038},{"href":2039,"uuid":26,"anchor":26,"target":437,"linktype":212},"https://h2a-france.org/normes/connaissance-de-lentite-et-de-son-environnement-et-evaluation-du-risque-danomalies-significatives-dans-les-comptes/",{"type":317},{"text":2042,"type":233}," prévoit notamment une prise de connaissance du contrôle interne et l’identification des éventuelles faiblesses significatives.",{"_uid":2044,"hide":29,"title":2045,"component":2020,"description":2046},"c5115712-a280-48f0-9c8d-abb2f9a25c44","Un demandeur peut-il valider sa propre dépense ?",{"type":224,"attrs":2047,"content":2048},{"backgroundColor":26},[2049],{"type":227,"attrs":2050,"content":2051},{"textAlign":26,"key":229},[2052],{"text":2053,"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":2055,"hide":29,"title":2056,"component":2020,"description":2057},"fb0a8ba7-185d-4a51-a96f-42de9d0cbfc4","Qui doit modifier le RIB d’un fournisseur ?",{"type":224,"attrs":2058,"content":2059},{"backgroundColor":26},[2060],{"type":227,"attrs":2061,"content":2062},{"textAlign":26,"key":229},[2063],{"text":2064,"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":2066,"hide":29,"title":2067,"component":2020,"description":2068},"a779eeb5-ca45-4fc3-b0c4-719e892f71d1","Peut-on appliquer la séparation des tâches avec une seule personne en finance ?",{"type":224,"attrs":2069,"content":2070},{"backgroundColor":26},[2071],{"type":227,"attrs":2072,"content":2073},{"textAlign":26,"key":229},[2074],{"text":2075,"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":2077,"hide":29,"title":2078,"component":2020,"description":2079},"f54307b4-a218-407d-9fbf-95bae2ede74a","Quelle différence entre séparation des tâches et moindre privilège ?",{"type":224,"attrs":2080,"content":2081},{"backgroundColor":26},[2082],{"type":227,"attrs":2083,"content":2084},{"textAlign":26,"key":229},[2085],{"text":2086,"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":2088,"hide":29,"title":2089,"component":2020,"description":2090},"cec75ad4-cbe9-4d52-b0f9-46574f366ad1","Que faire lorsqu’un cumul de rôles est inévitable ?",{"type":224,"attrs":2091,"content":2092},{"backgroundColor":26},[2093],{"type":227,"attrs":2094,"content":2095},{"textAlign":26,"key":229},[2096],{"text":2097,"type":233},"Inscrivez le cumul dans un registre des exceptions, identifiez le risque, définissez un contrôle compensatoire et fixez une date de revue. 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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":3641},{"type":3641},{"text":3670,"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":3641},{"type":3641},{"text":3674,"type":233},"C'est à ce moment-là que Spendesk devient le bon choix.",{"_uid":3676,"title":3677,"component":2020,"description":3678},"f20ef905-76e9-4b90-a0db-1e8c1c5ae03f","Comment fonctionne Spendesk ?",{"type":224,"content":3679},[3680,3684,3688,3697,3701,3705,3714,3718,3722,3726,3730],{"type":227,"content":3681},[3682],{"text":3683,"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":3685},[3686],{"text":3687,"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":3689},[3690,3694,3695],{"text":3691,"type":233,"marks":3692},"Pour les employés",[3693],{"type":317},{"type":3641},{"text":3696,"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":3698},[3699],{"text":3700,"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":3702},[3703],{"text":3704,"type":233},"Elle est envoyée directement à son responsable pour validation, puis à l'équipe financière.",{"type":227,"content":3706},[3707,3711,3712],{"text":3708,"type":233,"marks":3709},"Pour les équipes financières",[3710],{"type":317},{"type":3641},{"text":3713,"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":3715},[3716],{"text":3717,"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":3719},[3720],{"text":3721,"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":3723},[3724],{"text":3725,"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":3727},[3728],{"text":3729,"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":3731},[3732],{"text":3733,"type":233},"Spendesk fluidifie l'ensemble du processus de gestion des dépenses de l'entreprise, la rendant complète, intuitive et efficace.",[3735],{"cta":3736,"_uid":3737,"title":3738,"eyebrow":3745,"subtitle":3748,"component":370,"textAlign":52,"sectionSettings":3754,"breakLineOnMobile":29,"subtitleLeftBorder":29,"customTitleFontSize":52},[],"3a4e21f5-9dd8-421d-b801-700d2fd12756",{"type":224,"content":3739},[3740],{"type":370,"attrs":3741,"content":3742},{"level":372},[3743],{"text":3744,"type":233},"Démarrer avec Spendesk",{"type":224,"content":3746},[3747],{"type":227},{"type":224,"content":3749},[3750],{"type":227,"content":3751},[3752],{"text":3753,"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",3758],{"key":3759,"result":3760},"MarkdownRenderer_R2CTLrruzQfe7X5Wqzg6OwQIbnt9IsILBNZIFlIy4",{"head":3761},{"link":3762,"style":3763},[],[],[3765,3913,4103,4235],{"name":3766,"created_at":3767,"published_at":3768,"updated_at":3769,"id":3770,"uuid":3771,"content":3772,"slug":3902,"full_slug":3903,"sort_by_date":26,"position":3904,"tag_list":3905,"is_startpage":29,"parent_id":2140,"meta_data":26,"group_id":3906,"first_published_at":3768,"release_id":26,"lang":33,"path":26,"alternates":3907,"default_full_slug":3908,"translated_slugs":3909},"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":3773,"title":3766,"topics":3774,"noIndex":29,"category":3783,"language":3792,"readTime":52,"component":1981,"heroMedia":3793,"publishedAt":3801,"redirectUrl":52,"leadwallForm":3802,"listingImage":3803,"leadwallTitle":52,"metaDescription":3804,"bottomArticleCta":3805,"leadwallSubtitle":52,"isLeadwallEnabled":29,"componentsAfterTheArticle":3806,"leadwallVisibleParagraphs":52},"2955117f-e1c3-42a9-8617-6338ebfaa75f",[3775],{"name":249,"created_at":250,"published_at":251,"updated_at":252,"id":253,"uuid":254,"content":3776,"slug":265,"full_slug":266,"sort_by_date":26,"position":267,"tag_list":3777,"is_startpage":29,"parent_id":269,"meta_data":26,"group_id":270,"first_published_at":271,"release_id":26,"lang":33,"path":26,"alternates":3778,"default_full_slug":273,"translated_slugs":3779,"_stopResolving":42},{"_uid":264,"name":249,"component":23},[],[],[3780,3781,3782],{"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":1969,"created_at":1970,"published_at":16,"updated_at":1971,"id":1972,"uuid":1973,"content":3784,"slug":1981,"full_slug":1982,"sort_by_date":26,"position":27,"tag_list":3786,"is_startpage":29,"parent_id":1984,"meta_data":26,"group_id":1985,"first_published_at":1986,"release_id":26,"lang":33,"path":26,"alternates":3787,"default_full_slug":1988,"translated_slugs":3788,"_stopResolving":42},{"_uid":1975,"icon":3785,"name":1969,"component":1980},{"id":1977,"alt":1978,"name":52,"focus":52,"title":52,"filename":1979,"copyright":52,"fieldtype":208,"is_external_url":29},[],[],[3789,3790,3791],{"path":1988,"name":26,"lang":33,"published":26},{"path":1988,"name":26,"lang":39,"published":26},{"path":1988,"name":26,"lang":41,"published":26},[33],[3794],{"_uid":3795,"link":3796,"asset":3797,"caption":52,"component":2005},"2659f3d3-1176-42d9-81e0-b73ebc51a312",{"id":52,"url":52,"linktype":1998,"fieldtype":213,"cached_url":1999,"prep":42},{"id":3798,"alt":52,"name":52,"focus":52,"title":52,"source":52,"filename":3799,"copyright":52,"fieldtype":208,"meta_data":3800,"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",[],[3807],{"cta":3808,"_uid":3809,"items":3810,"heading":3877,"reverse":29,"component":2134,"sectionSettings":3901},[],"a321fb8a-19a0-4ccf-b69b-fb6552c8b83f",[3811,3822,3833,3844,3855,3866],{"_uid":3812,"hide":29,"title":3813,"component":2020,"description":3814},"5d9bce05-658f-44d7-b239-7a271963f0b9","Quel est le meilleur logiciel de suivi budgétaire pour une PME ?",{"type":224,"attrs":3815,"content":3816},{"backgroundColor":26},[3817],{"type":227,"attrs":3818,"content":3819},{"textAlign":26},[3820],{"text":3821,"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":3823,"hide":29,"title":3824,"component":2020,"description":3825},"7a3e2259-e570-4376-9696-bf8f86b7f4b7","Quelle différence entre budget prévu, engagé et réalisé ?",{"type":224,"attrs":3826,"content":3827},{"backgroundColor":26},[3828],{"type":227,"attrs":3829,"content":3830},{"textAlign":26},[3831],{"text":3832,"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":3834,"hide":29,"title":3835,"component":2020,"description":3836},"e74f9a3b-cd8e-4740-bf8d-ed0fa08d85ae","Excel suffit-il pour suivre un budget ?",{"type":224,"attrs":3837,"content":3838},{"backgroundColor":26},[3839],{"type":227,"attrs":3840,"content":3841},{"textAlign":26},[3842],{"text":3843,"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":3845,"hide":29,"title":3846,"component":2020,"description":3847},"4387ed28-7167-4a6f-b966-1ecd35c57afa","Un logiciel FP&A remplace-t-il un logiciel de suivi des dépenses ?",{"type":224,"attrs":3848,"content":3849},{"backgroundColor":26},[3850],{"type":227,"attrs":3851,"content":3852},{"textAlign":26},[3853],{"text":3854,"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":3856,"hide":29,"title":3857,"component":2020,"description":3858},"7279dbe6-c90c-486e-a752-3effae3fca89","Quelles intégrations vérifier avant de choisir un outil ?",{"type":224,"attrs":3859,"content":3860},{"backgroundColor":26},[3861],{"type":227,"attrs":3862,"content":3863},{"textAlign":26},[3864],{"text":3865,"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":3867,"hide":29,"title":3868,"component":2020,"description":3869},"bace8455-8220-4b1b-bd23-9ce3c39cdbba","Comment tester un logiciel de suivi budgétaire ?",{"type":224,"attrs":3870,"content":3871},{"backgroundColor":26},[3872],{"type":227,"attrs":3873,"content":3874},{"textAlign":26},[3875],{"text":3876,"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.",[3878],{"cta":3879,"_uid":3880,"title":3881,"layout":52,"eyebrow":3889,"subtitle":3896,"component":370,"textAlign":52,"eyebrowPill":29,"checkmarkList":29,"flexibleSection":3899,"sectionSettings":3900,"displaySeparator":29,"breakLineOnMobile":29,"subtitleLeftBorder":29,"customTitleFontSize":52},[],"9faf5db3-f86f-469c-b307-c83919dbf275",{"type":224,"attrs":3882,"content":3883},{"backgroundColor":26},[3884],{"type":370,"attrs":3885,"content":3886},{"level":372,"textAlign":26},[3887],{"text":3888,"type":233},"Questions fréquentes sur les logiciels de suivi budgétaire",{"type":224,"attrs":3890,"content":3891},{"backgroundColor":26},[3892],{"type":227,"attrs":3893,"content":3894},{"textAlign":26},[3895],{"text":2128,"type":233},{"type":224,"content":3897},[3898],{"type":227},[],[],[],"logiciel-de-suivi-budgetaire","fr/blog/logiciel-de-suivi-budgetaire",-4040,[],"17487fd8-0530-4aa4-823b-229a64e08030",[],"blog/logiciel-de-suivi-budgetaire",[3910,3911,3912],{"path":3908,"name":26,"lang":33,"published":26},{"path":3908,"name":26,"lang":39,"published":26},{"path":3908,"name":26,"lang":41,"published":26},{"name":3914,"created_at":3915,"published_at":3916,"updated_at":3917,"id":3918,"uuid":3919,"content":3920,"slug":4092,"full_slug":4093,"sort_by_date":26,"position":4094,"tag_list":4095,"is_startpage":29,"parent_id":2140,"meta_data":26,"group_id":4096,"first_published_at":3916,"release_id":26,"lang":33,"path":26,"alternates":4097,"default_full_slug":4098,"translated_slugs":4099},"Stress test de trésorerie : méthode et trois scénarios pour une PME française","2026-11-15T09:33:46.384Z","2026-11-15T09:58:03.439Z","2026-11-15T09:58:03.472Z",241850885704939,"f0f3601b-b6a6-4412-920e-a73ad0ab53a6",{"_uid":3921,"title":3914,"topics":3922,"noIndex":29,"category":3931,"language":3940,"readTime":52,"component":1981,"heroMedia":3941,"publishedAt":2007,"redirectUrl":52,"leadwallForm":3949,"listingImage":3950,"leadwallTitle":52,"metaDescription":3951,"bottomArticleCta":3952,"leadwallSubtitle":52,"isLeadwallEnabled":29,"componentsAfterTheArticle":3953,"leadwallVisibleParagraphs":52},"dbac4f1f-ca13-4595-83d0-0405223bb396",[3923],{"name":249,"created_at":250,"published_at":251,"updated_at":252,"id":253,"uuid":254,"content":3924,"slug":265,"full_slug":266,"sort_by_date":26,"position":267,"tag_list":3925,"is_startpage":29,"parent_id":269,"meta_data":26,"group_id":270,"first_published_at":271,"release_id":26,"lang":33,"path":26,"alternates":3926,"default_full_slug":273,"translated_slugs":3927,"_stopResolving":42},{"_uid":264,"name":249,"component":23},[],[],[3928,3929,3930],{"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":1969,"created_at":1970,"published_at":16,"updated_at":1971,"id":1972,"uuid":1973,"content":3932,"slug":1981,"full_slug":1982,"sort_by_date":26,"position":27,"tag_list":3934,"is_startpage":29,"parent_id":1984,"meta_data":26,"group_id":1985,"first_published_at":1986,"release_id":26,"lang":33,"path":26,"alternates":3935,"default_full_slug":1988,"translated_slugs":3936,"_stopResolving":42},{"_uid":1975,"icon":3933,"name":1969,"component":1980},{"id":1977,"alt":1978,"name":52,"focus":52,"title":52,"filename":1979,"copyright":52,"fieldtype":208,"is_external_url":29},[],[],[3937,3938,3939],{"path":1988,"name":26,"lang":33,"published":26},{"path":1988,"name":26,"lang":39,"published":26},{"path":1988,"name":26,"lang":41,"published":26},[33],[3942],{"_uid":3943,"link":3944,"asset":3945,"caption":52,"component":2005},"c4f783c7-4110-4a08-b1af-55b503476878",{"id":52,"url":52,"linktype":1998,"fieldtype":213,"cached_url":1999,"prep":42},{"id":3946,"alt":52,"name":52,"focus":52,"title":52,"source":52,"filename":3947,"copyright":52,"fieldtype":208,"meta_data":3948,"is_external_url":29},241856256516738,"https://a.storyblok.com/f/146026/1248x832/a93c935beb/stress-test-tresorerie-header-option-2.png",{"size":2004},[],[],"Découvrez comment réaliser un stress test de trésorerie sur 13 semaines, tester trois scénarios et anticiper les besoins de financement d’une PME.",[],[3954],{"cta":3955,"_uid":3956,"items":3957,"heading":4067,"reverse":29,"component":2134,"sectionSettings":4091},[],"1d1efaf2-6b71-439f-9d0e-4cf2e61647ef",[3958,3969,3980,3991,4002,4018,4043],{"_uid":3959,"hide":29,"title":3960,"component":2020,"description":3961},"58cc93b4-f92f-4fb9-b993-92548b8f57c1","Quelle différence entre un scénario pessimiste et un stress test ?",{"type":224,"attrs":3962,"content":3963},{"backgroundColor":26},[3964],{"type":227,"attrs":3965,"content":3966},{"textAlign":26},[3967],{"text":3968,"type":233},"Un scénario pessimiste fait varier une hypothèse, comme une baisse de 20 % du chiffre d’affaires. Un stress test combine plusieurs chocs, comme une baisse des ventes, un retard client et une hausse des coûts fournisseurs.",{"_uid":3970,"hide":29,"title":3971,"component":2020,"description":3972},"93ca138c-914b-4acf-b3e1-21edbeefcfa4","Quel horizon utiliser pour un stress test de trésorerie ?",{"type":224,"attrs":3973,"content":3974},{"backgroundColor":26},[3975],{"type":227,"attrs":3976,"content":3977},{"textAlign":26},[3978],{"text":3979,"type":233},"Un horizon de 13 semaines permet de suivre les principaux encaissements et décaissements à la maille hebdomadaire. Il peut être complété par une vision mensuelle à 12 mois pour les décisions de financement.",{"_uid":3981,"hide":29,"title":3982,"component":2020,"description":3983},"4189f8c8-193a-419b-a554-aefbe5dd4b89","Faut-il intégrer les dépenses engagées mais non payées ?",{"type":224,"attrs":3984,"content":3985},{"backgroundColor":26},[3986],{"type":227,"attrs":3987,"content":3988},{"textAlign":26},[3989],{"text":3990,"type":233},"Oui. Les bons de commande signés, les abonnements validés, les factures reçues et les dépenses par carte doivent être intégrés, même si le décaissement interviendra plus tard.",{"_uid":3992,"hide":29,"title":3993,"component":2020,"description":3994},"14dce5d8-858f-4c05-bdb6-6268910637f9","À quelle fréquence faut-il mettre à jour le prévisionnel ?",{"type":224,"attrs":3995,"content":3996},{"backgroundColor":26},[3997],{"type":227,"attrs":3998,"content":3999},{"textAlign":26},[4000],{"text":4001,"type":233},"Mettez à jour le prévisionnel chaque semaine. Réalisez un stress test complet chaque trimestre et après tout événement qui modifie significativement les encaissements ou les décaissements.",{"_uid":4003,"hide":29,"title":4004,"component":2020,"description":4005},"95903efa-c2fb-4e5a-925e-e11607128cba","Un tableur suffit-il pour une PME ?",{"type":224,"attrs":4006,"content":4007},{"backgroundColor":26},[4008,4013],{"type":227,"attrs":4009,"content":4010},{"textAlign":26},[4011],{"text":4012,"type":233},"Oui, un tableur peut suffire pour construire le modèle. Il doit contenir 13 colonnes hebdomadaires, une ligne par encaissement ou décaissement important et un onglet par scénario.",{"type":227,"attrs":4014,"content":4015},{"textAlign":26},[4016],{"text":4017,"type":233},"La principale limite concerne la collecte des dépenses engagées. Si les données sont dispersées entre les équipes, le modèle sera moins fiable, quel que soit l’outil utilisé.",{"_uid":4019,"hide":29,"title":4020,"component":2020,"description":4021},"7c872fea-fd6f-4818-a3c8-6caa7263f3b6","Comment intégrer un PGE dans le stress test ?",{"type":224,"attrs":4022,"content":4023},{"backgroundColor":26},[4024,4029],{"type":227,"attrs":4025,"content":4026},{"textAlign":26},[4027],{"text":4028,"type":233},"Inscrivez chaque échéance de PGE à sa date réelle de prélèvement dans les trois scénarios. Incluez le capital, les intérêts et les éventuelles commissions.",{"type":227,"attrs":4030,"content":4031},{"textAlign":26},[4032,4034,4041],{"text":4033,"type":233},"En cas de tension, contactez rapidement votre banque ou la ",{"text":4035,"type":233,"marks":4036},"médiation du crédit de la Banque de France",[4037,4040],{"type":434,"attrs":4038},{"href":4039,"uuid":26,"anchor":26,"target":437,"linktype":212},"https://www.banque-france.fr/fr/a-votre-service/entreprises/saisir-mediation-credit",{"type":317},{"text":4042,"type":233},". Toute restructuration doit être étudiée avec votre banque et votre conseil financier.",{"_uid":4044,"hide":29,"title":4045,"component":2020,"description":4046},"656d9494-692f-4e37-85a1-6ea802a4ed0e","Comment réduire rapidement les décaissements ?",{"type":224,"attrs":4047,"content":4048},{"backgroundColor":26},[4049,4054],{"type":227,"attrs":4050,"content":4051},{"textAlign":26},[4052],{"text":4053,"type":233},"Commencez par identifier les dépenses discrétionnaires, les abonnements inutilisés, les achats non engagés et les investissements pouvant être reportés.",{"type":227,"attrs":4055,"content":4056},{"textAlign":26},[4057,4059,4066],{"text":4058,"type":233},"Les budgets et les limites de cartes peuvent être ajustés rapidement lorsque les dépenses sont centralisées. 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