[{"data":1,"prerenderedAt":3007},["ShallowReactive",2],{"fr-blog/reforecast":3,"fr-global-content":874,"fr-article-global-content":2214,"fr-blog-article-more-articles-213435548":2468},{"name":4,"created_at":5,"published_at":6,"updated_at":7,"id":8,"uuid":9,"content":10,"slug":114,"full_slug":862,"sort_by_date":52,"position":863,"tag_list":864,"is_startpage":29,"parent_id":865,"meta_data":52,"group_id":866,"first_published_at":867,"release_id":52,"lang":58,"path":52,"alternates":868,"default_full_slug":869,"translated_slugs":870},"Reforecast : tout savoir sur ce concept de gestion en entreprise","2022-11-02T17:58:34.873Z","2026-09-25T11:20:39.411Z","2026-09-25T11:20:39.436Z",213435548,"7b467cb3-a422-4943-871b-cf0c1916bbe5",{"_uid":11,"title":4,"author":12,"topics":68,"content":100,"category":749,"language":775,"component":762,"heroMedia":776,"publishedAt":783,"readingTime":784,"redirectUrl":23,"componentsAfterTheArticle":785},"a614b55b-d5b3-4986-8f9b-3daa7577af46",{"name":13,"created_at":14,"published_at":15,"updated_at":16,"id":17,"uuid":18,"content":19,"slug":50,"full_slug":51,"sort_by_date":52,"position":53,"tag_list":54,"is_startpage":29,"parent_id":55,"meta_data":52,"group_id":56,"first_published_at":57,"release_id":52,"lang":58,"path":52,"alternates":59,"default_full_slug":60,"translated_slugs":61,"_stopResolving":67},"Laurence Kermorgant","2022-10-19T17:43:32.473Z","2026-03-12T10:47:18.012Z","2026-03-12T10:47:22.250Z",206167982,"ad5e9865-33b0-4e4f-87fb-87854da52c85",{"_uid":20,"name":13,"links":21,"picture":36,"lastName":38,"component":39,"firstName":40,"description":41},"7b6af6e6-4cef-414b-b406-e7f20b9f0876",[22],{"tag":23,"_uid":24,"icon":25,"link":30,"type":23,"label":23,"style":34,"component":35,"onClickEvent":23,"openInANewTab":29,"horizontalFill":29},"","fc35f0d4-4b24-4a61-9b3e-74da38f7994c",{"id":26,"alt":23,"name":23,"focus":23,"title":23,"filename":27,"copyright":23,"fieldtype":28,"is_external_url":29},4129791,"https://a.storyblok.com/f/146026/x/315bd7d0c7/ic_linkedin.svg","asset",false,{"id":23,"url":31,"linktype":32,"fieldtype":33,"cached_url":31},"https://www.linkedin.com/in/laurence-kermorgant-5018a52/","url","multilink","primary","cta",{"alt":37,"name":23,"focus":23,"title":23,"filename":37,"copyright":23,"fieldtype":28,"is_external_url":29},"https://a.storyblok.com/f/146026/433x433/c873863fcb/laurence-kermorgant.jpeg","Kermorgant","author","Laurence",{"type":42,"content":43},"doc",[44],{"type":45,"content":46},"paragraph",[47],{"text":48,"type":49},"Laurence Kermorgant est rédactrice web SEO. Diplômée d'expertise comptable, Laurence a 30 ans d'expérience professionnelle dans les métiers de la banque, du commissariat aux comptes et de la finance d'entreprise. Elle a exercé principalement dans les secteurs de l'agroalimentaire et de la métallurgie, tant dans des PME françaises que des groupes anglo-saxons et américains.","text","laurence-kermorgant","fr/blog/author/laurence-kermorgant",null,-860,[],176408854,"ea6e443c-29db-4708-b9a6-5239d19881b7","2022-11-02T15:25:44.771Z","fr",[],"blog/author/laurence-kermorgant",[62,63,65],{"path":60,"name":52,"lang":58,"published":52},{"path":60,"name":52,"lang":64,"published":52},"de",{"path":60,"name":52,"lang":66,"published":52},"es",true,[69],{"name":70,"created_at":71,"published_at":72,"updated_at":73,"id":74,"uuid":75,"content":76,"slug":87,"full_slug":88,"sort_by_date":52,"position":89,"tag_list":90,"is_startpage":29,"parent_id":91,"meta_data":52,"group_id":92,"first_published_at":93,"release_id":52,"lang":58,"path":52,"alternates":94,"default_full_slug":95,"translated_slugs":96,"_stopResolving":67},"Outils et astuces","2022-10-19T17:57:59.529Z","2026-09-29T09:14:45.249Z","2026-09-29T09:14:45.264Z",206171442,"143048bf-f5c7-4056-ab60-ecfd3a730bf3",{"seo":77,"_uid":85,"name":70,"component":86},[78],{"_uid":79,"noIndex":29,"component":80,"metaFields":81},"1a417f74-f4df-434a-9d95-bf683f827c1a","seo",{"_uid":82,"plugin":83,"description":84},"a885ad2f-1665-45d8-a20b-dfc23e368a70","meta-fields","Outils et astuces pour les equipes finance : fonctionnalites, integrations et bonnes pratiques qui font gagner du temps.","7acb7442-031d-4c0f-b375-bb5a76b9d3b4","tag","outils-et-astuces","fr/blog/topic/outils-et-astuces",-460,[],176456153,"2e3e0832-0204-4734-bdc7-effb516cf20d","2022-11-02T15:24:42.074Z",[],"blog/topic/outils-et-astuces",[97,98,99],{"path":95,"name":52,"lang":58,"published":52},{"path":95,"name":52,"lang":64,"published":52},{"path":95,"name":52,"lang":66,"published":52},{"type":42,"content":101},[102,109,120,124,133,141,149,157,167,171,181,187,197,202,219,229,234,244,249,259,263,277,282,297,312,317,327,333,342,352,357,366,376,381,391,396,406,411,420,425,435,439,444,454,464,469,479,484,524,540,545,560,565,580,585,620,624,646,651,661,666,689,694,704,714,721,726],{"type":103,"attrs":104,"content":106},"heading",{"level":105},2,[107],{"text":108,"type":49},"Le Reforecast, un mode de pilotage à connaître pour votre entreprise",{"type":45,"content":110},[111,113,118],{"text":112,"type":49},"Vous recherchez des outils plus souples que le budget et adaptables à la réalité de l’entreprise ? Le processus budgétaire traditionnel présente de nombreuses limites. Aussi, la reprévision ou atterrissage, appelée ",{"text":114,"type":49,"marks":115},"reforecast",[116],{"type":117},"bold",{"text":119,"type":49}," en anglais fait partie des concepts intéressants dans une direction financière. Découvrez comment ce procédé de prévisions complète judicieusement les dispositifs de pilotage de l’entreprise. Avec nos conseils pratiques, mettez-le simplement en œuvre. Enfin, interrogez-vous sur la pertinence du rolling forecast, une autre alternative à la gestion budgétaire traditionnelle.",{"type":45,"content":121},[122],{"text":123,"type":49},"SOMMAIRE :",{"type":45,"content":125},[126],{"text":127,"type":49,"marks":128},"1 - Les limites du budget classique en entreprise",[129],{"type":130,"attrs":131},"link",{"href":132,"title":52},"#A1",{"type":45,"content":134},[135],{"text":136,"type":49,"marks":137},"2 - Le reforecast : une solution complémentaire pour le pilotage des entreprises",[138],{"type":130,"attrs":139},{"href":140,"title":52},"#A2",{"type":45,"content":142},[143],{"text":144,"type":49,"marks":145},"3 - Déploiement des reprévisions : trucs et astuces",[146],{"type":130,"attrs":147},{"href":148,"title":52},"#A3",{"type":45,"content":150},[151],{"text":152,"type":49,"marks":153},"4 - Une alternative au reforecast à connaître : le rolling forecast",[154],{"type":130,"attrs":155},{"href":156,"title":52},"#A4",{"type":45,"content":158},[159],{"type":160,"attrs":161},"blok",{"body":162},[163],{"_uid":164,"html":165,"component":166},"54fd6a82-6c89-45a8-bf92-f11f5ffbabb5","\u003C!--HubSpot Call-to-Action Code -->\u003Cspan class=\"hs-cta-wrapper\" id=\"hs-cta-wrapper-ef819946-58bd-4190-9eea-e4e79745a4c0\">\u003Cspan class=\"hs-cta-node hs-cta-ef819946-58bd-4190-9eea-e4e79745a4c0\" id=\"hs-cta-ef819946-58bd-4190-9eea-e4e79745a4c0\">\u003C!--[if lte IE 8]>\u003Cdiv id=\"hs-cta-ie-element\">\u003C/div>\u003C![endif]-->\u003Ca href=\"https://cta-redirect.hubspot.com/cta/redirect/2694209/ef819946-58bd-4190-9eea-e4e79745a4c0\" >\u003Cimg class=\"hs-cta-img\" id=\"hs-cta-img-ef819946-58bd-4190-9eea-e4e79745a4c0\" style=\"border-width:0px;\" height=\"630\" width=\"1200\" src=\"https://no-cache.hubspot.com/cta/default/2694209/ef819946-58bd-4190-9eea-e4e79745a4c0.png\"  alt=\"New call-to-action\"/>\u003C/a>\u003C/span>\u003Cscript charset=\"utf-8\" src=\"https://js.hscta.net/cta/current.js\">\u003C/script>\u003Cscript type=\"text/javascript\"> hbspt.cta.load(2694209, 'ef819946-58bd-4190-9eea-e4e79745a4c0', {\"useNewLoader\":\"true\",\"region\":\"na1\"}); \u003C/script>\u003C/span>\u003C!-- end HubSpot Call-to-Action Code -->","embed",{"type":103,"attrs":168,"content":169},{"level":105},[170],{"text":127,"type":49},{"type":45,"content":172},[173,175,179],{"text":174,"type":49},"Qui n’a jamais été confronté un jour aux lourdeurs du budget, voire à son manque de pertinence juste quelques mois après son établissement ? Le monde de la finance vit une époque compliquée. La réactivité toujours plus grande s’impose pour ",{"text":176,"type":49,"marks":177},"accompagner les dirigeants au plus près",[178],{"type":117},{"text":180,"type":49},".",{"type":103,"attrs":182,"content":184},{"level":183},3,[185],{"text":186,"type":49},"1.1 - Une prévision budgétaire calée sur le timing de l’exercice comptable",{"type":45,"content":188},[189,191,195],{"text":190,"type":49},"Le budget s’établit au minimum pour l’exercice prochain alors que souvent le travail de budgétisation commence bien avant la clôture de celui en cours. Même s’il se mensualise en général, c’est une période longue pour percevoir correctement le futur. Ce travail comporte forcément un ",{"text":192,"type":49,"marks":193},"degré d’incertitude important",[194],{"type":117},{"text":196,"type":49}," quant au réalisme des hypothèses budgétaires retenues.",{"type":103,"attrs":198,"content":199},{"level":183},[200],{"text":201,"type":49},"1.2 - Un mécanisme long à mettre en œuvre notamment dans les groupes",{"type":45,"content":203},[204,206,210,212,217],{"text":205,"type":49},"C’est d’autant plus vrai dans les ",{"text":207,"type":49,"marks":208},"groupes de sociétés aux multiples entités",[209],{"type":117},{"text":211,"type":49},", filiales, ",{"text":213,"type":49,"marks":214},"business units",[215],{"type":216},"italic",{"text":218,"type":49},", etc. La préparation des données du budget, de l’échelon le plus fin jusqu’à la compilation et la consolidation groupe prend du temps.",{"type":45,"content":220},[221,223,227],{"text":222,"type":49},"Souvent, les ",{"text":224,"type":49,"marks":225},"équipes du contrôle de gestion et le DAF",[226],{"type":117},{"text":228,"type":49}," s’attèlent à l’élaboration du budget N+1 dès le mois de juin de l’année N. Les différents niveaux de présentation des budgets fonctionnels et opérationnels imposent ce calendrier avant d’arriver à une validation par la direction du groupe. Parfois, les entités doivent même revoir leur copie un mois avant le début du nouvel exercice afin d’intégrer les ajustements exigés par leur hiérarchie.",{"type":103,"attrs":230,"content":231},{"level":183},[232],{"text":233,"type":49},"1.3 - Des tableaux prévisionnels figés et intégrés dans les outils de reporting",{"type":45,"content":235},[236,238,242],{"text":237,"type":49},"En général, le budget de l’entreprise une fois validé se déverse dans une application informatique pour son suivi, voire dans la comptabilité ou l’ERP. C’est alors une ",{"text":239,"type":49,"marks":240},"donnée figée pour tout l’exercice",[241],{"type":117},{"text":243,"type":49},". Lorsque le budget devient inadapté pour raison structurelle ou conjoncturelle, ce mode de fonctionnement perd en pertinence pour la gestion d’entreprise. Le compléter prend alors tout son sens.",{"type":103,"attrs":245,"content":246},{"level":183},[247],{"text":248,"type":49},"1.4 - Le suivi budgétaire, générateur de démotivation pour les opérationnels",{"type":45,"content":250},[251,253,257],{"text":252,"type":49},"Lorsque le budget s’établit très tôt et que la conjoncture contrecarre les projets, le management opérationnel risque de rejeter ",{"text":254,"type":49,"marks":255},"cet outil de pilotage",[256],{"type":117},{"text":258,"type":49},". En période de pandémie de la COVID-19 ou de guerre aux portes de l’Europe en 2022, beaucoup d’entreprises rencontrent cette difficulté. Que valent les hypothèses budgétaires retenues un an avant ? Comment recaler les prévisions avec un processus aussi figé ? Il devient urgent d’offrir des solutions plus souples aux opérationnels pour les aider à établir leurs projections et leurs réactualisations.",{"type":103,"attrs":260,"content":261},{"level":105},[262],{"text":136,"type":49},{"type":45,"content":264},[265,269,271,275],{"text":266,"type":49,"marks":267},"Reforecast",[268],{"type":216},{"text":270,"type":49},", reprévision, révisé, atterrissage ou estimé, le vocabulaire des financiers est riche en matière de révision du budget. Derrière chaque notion, se cache la volonté de ",{"text":272,"type":49,"marks":273},"mettre à jour la donnée budgétaire",[274],{"type":117},{"text":276,"type":49}," avec plus ou moins de précisions et selon une fréquence décidée au départ.",{"type":103,"attrs":278,"content":279},{"level":183},[280],{"text":281,"type":49},"2.1 - Définition du reforecast ou reprévision budgétaire",{"type":45,"content":283},[284,286,289,291,295],{"text":285,"type":49},"La terminologie anglaise de ",{"text":114,"type":49,"marks":287},[288],{"type":216},{"text":290,"type":49}," s’impose de plus en plus dans les milieux financiers même si la traduction existe dans le dictionnaire français. Ainsi, ce procédé ",{"text":292,"type":49,"marks":293},"correspond à une reprévision",[294],{"type":117},{"text":296,"type":49},", soit l’établissement de données prévisionnelles après avoir construit le budget une première fois.",{"type":45,"content":298},[299,301,304,306,310],{"text":300,"type":49},"Cette révision s’opère pour un exercice comptable déjà entamé. Aussi, elle s’appuie logiquement sur les résultats réalisés des premiers mois. Par exemple, courant juin, vous préparez un ",{"text":114,"type":49,"marks":302},[303],{"type":216},{"text":305,"type":49}," basé sur ",{"text":307,"type":49,"marks":308},"5 mois enregistrés en comptabilité et 7 mois de prévisions",[309],{"type":117},{"text":311,"type":49},". On parle alors d’un 5 +7. Les 7 mois de prévisions ne correspondent pas exactement à ceux du budget initial. Ils se corrigent selon les actions nécessaires pour garder le cap des objectifs budgétaires et le contexte économique connu dans le moment.",{"type":103,"attrs":313,"content":314},{"level":183},[315],{"text":316,"type":49},"2.2 - Les avantages des reprévisions pour la gestion en entreprise",{"type":45,"content":318},[319,321,325],{"text":320,"type":49},"Le budget reste un exercice exigeant et rigide orienté sur les données économiques à atteindre par l’entreprise ou le groupe. Il se construit par l’empilement de multiples sous-budgets par services, activités, sites, etc. Sa mise à jour détaillée s’avère souvent impossible sous cette forme. Le fait de ",{"text":322,"type":49,"marks":323},"disposer d’un reforecast en parallèle",[324],{"type":117},{"text":326,"type":49}," apporte cette souplesse nécessaire aux dirigeants pour piloter et décider.",{"type":103,"attrs":328,"content":330},{"level":329},4,[331],{"text":332,"type":49},"a - Prise en compte des changements conjoncturels grâce au reforecast",{"type":45,"content":334},[335,337,341],{"text":336,"type":49},"La période 2020-2022 constitue un excellent exemple. Beaucoup de secteurs d’activité ont subi brutalement la crise sanitaire. Ils prennent aussi de plein fouet la flambée des énergies, matières premières ou emballages avec la guerre provoquée par la Russie en Ukraine. Avec le reforecasting, ",{"text":338,"type":49,"marks":339},"les entreprises peuvent mettre le budget annuel au second plan",[340],{"type":117},{"text":180,"type":49},{"type":45,"content":343},[344,346,350],{"text":345,"type":49},"En réalisant une reprévision plus proche du nouveau contexte économique, au moins pour le calcul des marges brutes, vous ",{"text":347,"type":49,"marks":348},"ajustez la cible financière de fin d’exercice",[349],{"type":117},{"text":351,"type":49},". Vous pouvez même l’effectuer à plusieurs reprises au cours de la période si nécessaire.",{"type":103,"attrs":353,"content":354},{"level":329},[355],{"text":356,"type":49},"b - Adaptation de reforecasting face à des hypothèses budgétaires caduques",{"type":45,"content":358},[359,361,365],{"text":360,"type":49},"Votre société avait budgété une forte croissance basée sur le lancement d’une nouvelle activité ou gamme de produits ? Malheureusement, pour diverses raisons techniques, ",{"text":362,"type":49,"marks":363},"le projet prend un an de retard",[364],{"type":117},{"text":180,"type":49},{"type":45,"content":367},[368,370,374],{"text":369,"type":49},"Optez pour un reforecast en cours d’exercice, voire chaque trimestre afin de corriger l’estime de fin d’année. Vous supprimez le chiffre d’affaires, la marge et les charges directes de cette activité pour les mois budgétés à venir. Vous disposez d’un atterrissage ",{"text":371,"type":49,"marks":372},"financier ajusté plus réaliste",[373],{"type":117},{"text":375,"type":49},". Il vous évite de justifier chaque mois l’écart significatif au budget.",{"type":103,"attrs":377,"content":378},{"level":329},[379],{"text":380,"type":49},"c - Éviter de se réfugier derrière des prétextes face à un budget déphasé",{"type":45,"content":382},[383,385,389],{"text":384,"type":49},"L’entreprise qui pratique le reforecasting dispose de ",{"text":386,"type":49,"marks":387},"données chiffrées plus réalistes et moins contestables",[388],{"type":117},{"text":390,"type":49},". Elle corrige les écarts significatifs au budget, notamment pour les éléments économiques indépendants de la volonté des managers. Ces derniers ne peuvent plus se contenter d’un commentaire simpliste comme « le budget est faux ou inadapté ». Ainsi, ils doivent tenter d’atteindre un résultat financier révisé plus cohérent. C’est leur responsabilité d’y parvenir sans se cacher derrière la conjoncture, l’inflation ou la perte d’un marché.",{"type":103,"attrs":392,"content":393},{"level":329},[394],{"text":395,"type":49},"d - Rester dans l’action et la réaction, au plus proche du terrain",{"type":45,"content":397},[398,400,404],{"text":399,"type":49},"En ajustant la prévision ainsi, vous affinez la vision financière et l’atterrissage de fin d’année. Cette démarche aide à ",{"text":401,"type":49,"marks":402},"identifier les actions à mettre en œuvre",[403],{"type":117},{"text":405,"type":49}," pour garder le nouveau cap et atteindre les objectifs revus. Les opérationnels s’intéressent plus aux résultats et ils collaborent plus facilement à l’analyse, la recherche de leviers ou solutions, par rapport à un budget figé et inadapté.",{"type":103,"attrs":407,"content":408},{"level":105},[409],{"text":410,"type":49},"3 - Déploiement du reforecasting : trucs et astuces",{"type":45,"content":412},[413,415,419],{"text":414,"type":49},"Comment s’y prendre pour mettre en place la reprévision périodique dans votre entreprise ? Évidemment, sauf si votre groupe l’impose régulièrement, rien n’oblige à la systématiser. C’est un ",{"text":416,"type":49,"marks":417},"outil de gestion à utiliser avec clairvoyance",[418],{"type":117},{"text":180,"type":49},{"type":103,"attrs":421,"content":422},{"level":183},[423],{"text":424,"type":49},"3.1 - Le reforecast, un processus léger et rapide quand c’est utile",{"type":45,"content":426},[427,429,433],{"text":428,"type":49},"Demandez-vous d’abord si le reforecast s’impose ou pas. Si vos résultats réels restent en phase avec ceux budgétés, ne vous lancez pas dans ce type de révision budgétaire. Analysez avec les principaux managers le contexte économique, la concurrence, la capacité de production, etc. Identifiez les ",{"text":430,"type":49,"marks":431},"éléments qui compromettent l’atteinte des objectifs initiaux",[432],{"type":117},{"text":434,"type":49},". En l’absence de tels facteurs, la reprévision n’est d’aucune utilité.",{"type":45,"content":436},[437],{"text":438,"type":49},"Concentrez-vous sur ces postes macros pour votre processus d’atterrissage. Il ne doit pas demander beaucoup de temps et d’énergie aux équipes. Faites modéliser des maquettes ou des tableaux de restitution des données réactualisées. Simplifiez le travail à effectuer au maximum.",{"type":103,"attrs":440,"content":441},{"level":183},[442],{"text":443,"type":49},"3.2 - Raisonner macro et ajuster les reforecast par écart",{"type":45,"content":445},[446,448,452],{"text":447,"type":49},"Imaginez le reforecast comme un filet « grosse maille ». Fixez le niveau des corrections en dizaines de milliers d'euros, voire en millions d’euros selon la taille de votre entreprise. Travaillez avec la ",{"text":449,"type":49,"marks":450},"méthode des écarts",[451],{"type":117},{"text":453,"type":49}," pour chaque business unit. Plutôt que de rebâtir des prévisions complètes, identifiez dans une colonne « écarts » les postes significatifs du compte de résultat dont la modification s’impose.",{"type":45,"content":455},[456,458,462],{"text":457,"type":49},"Indiquez-y les ",{"text":459,"type":49,"marks":460},"montants et le sens de la correction",[461],{"type":117},{"text":463,"type":49}," à opérer sur le budget des mois restants à réaliser. Pour un 5+7, en additionnant les 5 mois réels, les 7 mois du budget et la colonne « écarts » vous obtenez aisément votre reprévision ligne à ligne.",{"type":103,"attrs":465,"content":466},{"level":183},[467],{"text":468,"type":49},"3.3 - Associer les opérationnels et en particulier le commerce et marketing",{"type":45,"content":470},[471,473,477],{"text":472,"type":49},"La reprévision financière ne peut se réaliser tout seul, dans le bureau du DAF ou du contrôleur de gestion. Exercice qui consiste au contraire à identifier les éléments de l’activité qui semblent en déphasage avec le budget, il implique les opérationnels. En première ligne, sollicitez la direction commerciale et celle du marketing. ",{"text":474,"type":49,"marks":475},"Le chiffre d’affaires et la marge",[476],{"type":117},{"text":478,"type":49}," constituent en général les premiers postes concernés par l’atterrissage.",{"type":103,"attrs":480,"content":481},{"level":183},[482],{"text":483,"type":49},"3.4 - Automatiser les reprévisions dans l’entreprise",{"type":45,"content":485},[486,488,492,494,498,500,506,508,514,516,522],{"text":487,"type":49},"Idéalement, si vous réalisez des ",{"text":489,"type":49,"marks":490},"reforecasts",[491],{"type":216},{"text":493,"type":49}," régulièrement au cours de l’exercice comptable, ",{"text":495,"type":49,"marks":496},"mieux vaut automatiser le processus",[497],{"type":117},{"text":499,"type":49},". Appuyez-vous sur vos applications informatiques existantes autant que possible. 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Abonnez-vous à notre newsletter pour rester informé.",[2320,2321],"08873884-f99d-46d2-9481-0563134fdd37","2ef12409-8f14-46b2-a8d0-0175290269ec",[2323],{"cta":2324,"_uid":2325,"items":2326,"heading":2445,"reverse":29,"component":853,"sectionSettings":2466},[],"1320905c-cdee-41a4-bbec-6d93ca2e4e3f",[2327,2387],{"_uid":2328,"title":791,"component":792,"description":2329},"dfc0accd-ab64-464a-8597-b76754748f04",{"type":42,"content":2330},[2331,2335],{"type":45,"content":2332},[2333],{"text":2334,"type":49},"Les dépenses de l'entreprise peuvent être de plusieurs types :",{"type":2336,"attrs":2337,"content":2340},"ordered_list",{"order":2338},{"order":2339},1,[2341,2354,2365],{"type":2342,"content":2343},"list_item",[2344],{"type":45,"content":2345},[2346,2350,2352],{"text":2347,"type":49,"marks":2348},"Les dépenses stratégiques",[2349],{"type":117},{"text":2351,"type":49}," sont généralement centralisées et gérées par des décideurs qui ont la responsabilité sur des dépenses spécifiques. 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",{"text":2919,"type":49,"marks":2920},"Sage 100 peut fonctionner avec une intégration native",[2921],{"type":117},{"text":2923,"type":49},", tandis que certaines versions de Sage ou certains produits Cegid peuvent nécessiter un export, une API ou un format spécifique.",{"_uid":2925,"hide":29,"title":2926,"component":792,"description":2927},"c2ba6537-3b62-479c-a58a-5cf142d96864","Odoo Expenses peut-il remplacer Spendesk ?",{"type":42,"attrs":2928,"content":2929},{"backgroundColor":52},[2930],{"type":45,"attrs":2931,"content":2932},{"textAlign":52},[2933],{"text":2934,"type":49},"Oui, Odoo Expenses peut suffire pour des notes de frais classiques et des validations simples. Spendesk peut être préférable lorsque l’entreprise a besoin de contrôles avancés sur les cartes, les plafonds, les justificatifs, les achats ou les workflows multi-niveaux.",{"_uid":2936,"hide":29,"title":2937,"component":792,"description":2938},"c6bc2337-1add-4437-bad0-7059686df602","Comment éviter les erreurs de mapping comptable ?",{"type":42,"attrs":2939,"content":2940},{"backgroundColor":52},[2941],{"type":45,"attrs":2942,"content":2943},{"textAlign":52},[2944,2946,2950],{"text":2945,"type":49},"Validez le mapping avec l’expert-comptable, testez l’intégration sur un mois complet et comparez les totaux entre les deux systèmes. Contrôlez notamment ",{"text":2947,"type":49,"marks":2948},"les comptes de charge, les codes TVA, les axes analytiques, les fournisseurs et les écritures rejetées",[2949],{"type":117},{"text":180,"type":49},{"_uid":2952,"hide":29,"title":2953,"component":792,"description":2954},"2af25d27-39e7-4b73-be44-dca7dd1684ff","Comment passer à une comptabilité sans ressaisie ?",{"type":42,"attrs":2955,"content":2956},{"backgroundColor":52},[2957],{"type":45,"attrs":2958,"content":2959},{"textAlign":52},[2960,2962,2966],{"text":2961,"type":49},"Une intégration comptable efficace ne consiste pas simplement à connecter deux logiciels. Elle repose sur ",{"text":2963,"type":49,"marks":2964},"un mapping fiable, des règles partagées et un contrôle régulier des données",[2965],{"type":117},{"text":180,"type":49},[2968],{"cta":2969,"_uid":2970,"title":2971,"eyebrow":2983,"subtitle":2990,"component":103,"textAlign":23,"eyebrowPill":29,"checkmarkList":29,"flexibleSection":2993,"sectionSettings":2994,"displaySeparator":29,"breakLineOnMobile":29,"subtitleLeftBorder":29,"customTitleFontSize":23},[],"d53d2121-d7a0-49e8-b71d-ed07e46ec6ff",{"type":42,"attrs":2972,"content":2973},{"backgroundColor":52},[2974],{"type":103,"attrs":2975,"content":2976},{"level":105,"textAlign":52},[2977,2979],{"text":2978,"type":49},"Question fréquentes sur ",{"text":2980,"type":49,"marks":2981},"l'intégration de Spendesk à Pennylane, Cegid et Sage",[2982],{"type":117},{"type":42,"attrs":2984,"content":2985},{"backgroundColor":52},[2986],{"type":45,"attrs":2987,"content":2988},{"textAlign":52},[2989],{"text":845,"type":49},{"type":42,"content":2991},[2992],{"type":45},[],[],[],"integrer-spendesk-a-pennylane-cegid-et-sage","fr/blog/integrer-spendesk-a-pennylane-cegid-et-sage",-2510,[],"d450e7c7-2f39-424d-97fd-ea0aee1cc105",[],"blog/integrer-spendesk-a-pennylane-cegid-et-sage",[3004,3005,3006],{"path":3002,"name":52,"lang":58,"published":52},{"path":3002,"name":52,"lang":64,"published":52},{"path":3002,"name":52,"lang":66,"published":52},1793980892776]