what is fp&a

What Is FP&A? Definition, Purpose, and Best Practices

Without solid financial planning and analysis (FP&A), businesses operate in the dark. Budget decisions are made on gut feel, forecasts are unreliable and leadership lacks the financial insight to make confident calls. This is the gap that FP&A fills. 

By analysing historical data, building forecasts and creating financial plans, FP&A gives companies a clearer view of where they’re headed and how to get there. Led by the CFO, FP&A complements traditional accounting by looking forward, not just back, and helps shape smarter, faster business decisions.

Below, we go deeper into the process of FP&A and why it’s important for businesses.

What Is FP&A?

Financial planning and analysis (FP&A) is a vital finance function responsible for the budgeting, forecasting, reporting and analysis processes of a business. With FP&A, businesses turn raw data into insights, helping them create informed, actionable plans to achieve their goals.

FP&A specialists own the budgeting and forecasting process and act as business partners across the organisation. They collect and validate data from all units, build financial models and prepare management reports so that executives have the information they need to develop the strategy.

What Is the Difference Between FP&A and Accounting?

A person might confuse accounting with FP&A because both are core financial functions and deal with financial data. However, they serve different purposes and focus on different timeframes.

Unlike accounting, which focuses on documenting past financial performance, FP&A is forward-looking and interpretative: its focus is on why results occurred and what is likely to happen next.

Now that the definition is clear, let’s look at the processes that comprise FP&A.

The Building Blocks of FP&A

Let’s take a look at the main processes supporting financial planning and analysis:

Budgeting and Forecasting

Budgeting outlines a company’s financial plan for an upcoming period (typically a year or quarter), allocating revenues and expenditures across various departments. Forecasting is the ongoing process of updating those plans as new information arrives.

Companies often build driver-based budgets (e.g., basing sales or expenses on underlying business drivers) and then update those figures regularly through rolling forecasts. Larger enterprises may extend forecasts 1-3 years into the future, and many now shift to continuous planning (updating forecasts monthly or quarterly rather than just once a year).

Management Reporting and Performance Analysis

Once budgets and forecasts are in place, the FP&A team produces regular reports and performs analysis to explain performance.

Common management reports include profit and loss statements, balance sheets and departmental budget vs. actual variance analyses.

In summary, management reporting is about turning finance data into actionable insight: the FP&A team not only reports what happened, but tells executives why and what it means for future performance.

Scenario Planning and Decision Support

Scenario planning is a key FP&A activity that helps companies plan for unexpected situations. In practice, analysts build best-case, worst-case and base-case forecasts to answer “what-if” questions. For instance, they may ask: 

  • What happens if sales drop 10%? 

  • If raw material costs spike, how will profit be affected?

Scenario planning guides major decisions. By inputting different assumptions into their financial models, FP&A professionals can project the impact on cash flow, profitability, debt, etc.

Common Challenges in FP&A

FP&A teams may face some challenges such as:

  • Data silos and quality issues: When data is entered into separate systems or spreadsheets, consolidating it into a complete picture later can lead to numerous errors. For instance, manually pulling sales figures from one database and cost data from another can introduce mistakes or delays. This fragmentation makes it difficult to see the whole story – trends may be missed, and reports may not be trustworthy.

  • Resistance to change and manual processes: Many finance teams still rely heavily on Excel, which leads to various spreadsheet risks. Refusing to adopt new tools means valuable weeks are lost on copying, reconciling and formatting data. This can cause FP&A staff to feel overloaded with mundane data-entry work, leaving little time for analysis.

  • Balancing speed vs accuracy in forecasting: Under today’s unpredictable conditions, CFOs demand forecasts faster than ever. In other words, pushing for quick outputs often means more uncertainty or errors. FP&A must therefore set plans quickly while still validating them rigorously. 

Best Practices for Effective FP&A

In order to eliminate inefficient FP&A processes, businesses should implement these best practices:

  • Establishing standardised processes and models: Establish a consistent planning process across the business. This means setting up standard budgeting templates and driver-based models that every department uses. Rather than ad hoc spreadsheets, adopt a repeatable workflow (often called agile forecasting) so that updates can be made quickly.

  • Ensuring data integrity and auditability: Centralise financial data in a unified CPM platform so that everyone is working off the same numbers. Integrated systems automatically pull data from your ERP and operational tools, eliminating manual copy-paste errors. For example, Mercur’s solution fully integrates your ERP system and additional sources of information like production, sales and HR systems.

  • Regular forecast recalibration: Forecasts should not remain static. Best-practice FP&A establishes a continuous planning cycle, such as monthly or quarterly reforecasting sessions that compare projected numbers to actual results. In practice, finance teams set up formal review meetings: they analyse variances, adjust assumptions and re-run projections.

  • Fostering cross-functional collaboration: Finally, break down departmental barriers. FP&A should work hand-in-hand with sales, operations, HR and other functions. For example, sales managers can provide demand forecasts while operations flags capacity constraints.

To Conclude

Financial planning and analysis is vital for corporate finance. By uniting budgeting, forecasting and analysis, FP&A provides the insights that leaders need to steer the company. Today’s best FP&A teams overcome challenges like spreadsheets, manual consolidation and siloed data by embracing integrated CPM solutions and disciplined processes. 

A modern platform like Mercur Business Control exemplifies this approach: it delivers a single version of the truth so analysts can focus on insights rather than spreadsheets.

In practice, this means finance functions can significantly shorten budget cycles, improve data quality and become true strategic partners. See how this can be achieved for your organization – book your demo today.

FAQs

Is FP&A accounting or finance? 

FP&A is a finance role, not traditional accounting. While accountants focus on recording and verifying past transactions, FP&A is forward-looking. FP&A professionals build forecasts, analyze trends and predict future outcomes.

What are the key objectives of FP&A? 

The primary objectives are to support decision-making with accurate financial plans and to ensure the organisation meets its goals. In practice, FP&A aims to deliver timely, reliable budgets and forecasts, highlight financial risks and opportunities and help allocate resources optimally.

What is KPI in FP&A? 

KPI stands for Key Performance Indicator. In FP&A, KPIs are metrics that show how the business is performing against its targets. Examples include revenue growth, profit margin, cash burn rate, customer churn, or any other quantifiable measure of success.

 

 

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