Gestion d’entreprise · CAPEX et investissements
Every capital investment gets a line-item budget, a business case with NPV, IRR, payback and ROI calculated for you, a place in the ranking against the year's budget, and approval by authority level and committee with a frozen baseline. During execution, purchase orders and payables are linked without counting the same money twice, the S-curve shows planned against actual, and an overrun blocks new commitments until someone approves a supplement. Once finished, the project becomes an asset in Fixed Assets, and the post-investment review shows whether the promised return showed up. The module also handles the other end of the same money: cash invested in a market portfolio, with live exchange quotes, average price and gains calculated from the trades, performance compared to the benchmark, rebalancing against the target allocation, and the tax assessment for each sale.
O problema e a saída
Se alguma dessas situações parece familiar, é porque elas se repetem em quase toda empresa de formatura, até o sistema certo entrar em cena.
Expensive equipment gets bought because someone insisted, without any return calculation.
Business case required by category, with a simple mode that calculates NPV, IRR, payback, and ROI from a few numbers and explains each indicator in one sentence.
Every year there are more investment requests than money, and no criteria to choose which ones fit the budget.
Ranking by financial, strategic, risk, and urgency scores, with legally required projects above the cutoff and the budget line drawn on the table.
A project approved for one amount ends up costing much more, and nobody saw the overrun happen.
Budget, committed, and actual per project, S-curve, and a block on new links above the tolerance until extra budget is approved at the authority level for the total amount.
The order and the invoice for the same equipment show up added together in the investment report.
Linking the payable of an already linked order deducts that order's committed amount. Committed and actual are moments of the same money and are never added together.
The build-out is finished, but the asset never entered fixed assets at the right value.
Capitalization from each item's actual cost, with adjustable useful life and asset category, sent to Fixed Assets as a draft asset for confirmation.
Nobody goes back to check whether the investment brought the savings that justified the purchase.
Post-investment review with realized benefit by period, revised NPV and IRR, and a rated achievement, plus lessons learned for the next project.
The money that has not yet become a project sits at three different institutions, and nobody adds up how much the company holds or whether it beat the benchmark.
Investment portfolios with consolidated net worth, exchange quotes refreshed every day, and performance compared to the CDI rate, the Ibovespa index or whichever benchmark the company picks, with the gap shown in percentage points.
The average price of a stock lives in a spreadsheet, and nobody is sure it is still right after so many purchases.
Average price, cost basis and realized gains are calculated from the trades in chronological order, with buy fees inside the cost and sell fees against the result. Fixing an old purchase recalculates everything that came after it.
The sale went through and the tax only surfaced when the accountant asked for it, a month later.
Monthly assessment by category, with the exemption checked against total sales, losses offset within the same category, the tax slip amount, and a simulation before selling so the decision accounts for the tax.
The investment policy the board approved turns into paper: nobody notices when the portfolio drifts away from it.
Target allocation by asset class with minimum and maximum bands, rebalancing that only suggests what left the band, and a daily alert when the portfolio is off target.
Na prática
Situações do dia a dia de empresas de formatura, do problema ao resultado, usando os módulos que você vê nesta página.
The board had budget for only one: renovating the photo studio or replacing the gallery servers.
Both projects got a business case, the simulator showed NPV and payback in pessimistic and optimistic scenarios, and prioritization put the server replacement above the cutoff line because of the risk it eliminated.
The decision was recorded in the committee with the votes and the minutes, and the studio renovation moved to the next plan with its business case ready.
The event hall renovation was approved with one budget, and change orders kept appearing month after month.
Every order and every invoice was linked to the project. When committed plus actual went past the tolerance, new links were blocked and the extra budget request went to the authority level for the total amount.
The committee approved less extra budget than requested, moved money from another project in the plan, and the S-curve was tracked again against the new budget.
The company had the semester's tuition money invested across three institutions, and the board asked whether it was earning what it should.
The portfolios were set up with the CDI rate as the benchmark, the investments were entered as trades, and the daily routine started refreshing quotes and accruing each fixed income paper along its own curve.
The monthly close showed performance against the benchmark in percentage points, and the conversation stopped being about gut feeling: two papers below the index were redeemed at maturity.
Treasury needed to sell part of the stock position to pay the down payment on equipment approved in the capital plan.
Before selling, the simulation showed that total sales for the month would cross the exemption threshold and what the tax on the gain would be, already offsetting the year's accumulated losses.
The sale was split across two months, the tax slip came out at the amount the system calculated, and the equipment payable was honored without surprises.
The solar energy investment was approved on the promise of cutting the electricity bill by a certain amount per month.
After completion, the items were capitalized in Fixed Assets and each month's savings were entered as realized benefit with the energy bill attached.
The six-month review showed achievement against the approved business case, and the revised NPV went into the presentation of the next annual plan.
Como funciona
Cada etapa é um módulo de verdade, e o que sai de uma entra na outra sem ninguém digitar de novo.
Módulo por módulo
14 módulos e 116 recursos nesta página, o mesmo cadastro de turma, formando e evento sustentando todos eles.
Every investment of the year, each area's budget, and the stage of each project.
Return calculated by the system and explained in plain language.
Which projects fit in the year's money, and why those.
Who approves depends on the amount, and the committee votes with a quorum.
Where the approved money turned into orders, invoices, and payments.
The finished project becomes an asset with value, useful life, and origin.
Did the promised benefit show up? The answer with numbers.
The cash invested while it waits to become a project, with average price and gains calculated for you.
Buys, sells and corporate actions recorded once, with everything else calculated.
Exchanges, currencies, crypto and world indices on the same screen as your investments.
Soybeans, corn, cattle and coffee, on the delivery month that matters to you.
Did it beat the benchmark, and what to buy to get back on target.
How much tax the sale generated, and when the payment slip is due.
Who proposes, who approves, who executes, and who configures.
Compare os módulos e escolha a configuração que acompanha sua operação.