Money in the Soviet Union
In developed market economies, the fundamental types of money are cash (coin and currency) and the private checks of households and businesses. In the Soviet Union (as in most other STEs), there were few private checking accounts. Nevertheless, there was something like a checking account in the enterprise sector, and that was "bookkeeping money" on account with Gosbank.
Indeed, these bookkeeping accounts were the only type of money used between one enterprise and another. Whenever one enterprise shipped its output to another enterprise which used it as input, the Gosbank account of the "output-enterprise" would be credited, while that of the "input-enterprise" would be debited. In this way, goods made their way through the production process without occasioning any exchange of cash.
Besides this "bookkeeping money," there was cash, which was used for only two purposes. First, enterprises paid their workers with cash provided by Gosbank (the account of the enterprise would be debited). Second, households purchased goods with cash, which was then turned over to Gosbank (the account of the store would be credited).
The participation of Gosbank in virtually every financial transaction not only provided the financial clearing operations for these transactions to take place, but also enabled Gosbank to closely monitor adherence to the production plan. This monitoring function of Gosbank was known as control by the ruble.
Control by the Ruble
Let us take a simple example of consumer goods production in the Soviet Union: a milk farm produces milk and ships it to a cheese factory, which turns it into cheese and ships it to a State store. Finally, the State store sells the cheese to a household. How would Gosbank be involved in each of these transactions?
When farm delivered its milk output, it would obtain a document from the cheese factory verifying that the latter had received its milk input. The document was then turned over to Gosbank, which credited the farm's account according to the value of the milk delivered, and debited the cheese factory's account by the same value.
Likewise, after the cheese was produced and shipped to the State food store, the cheese factory obtained a document verifying its delivery of cheese. Again, the document was turned over to Gosbank, which this time credited the cheese factory's account and debited the store's account. Finally, when households purchased the cheese with cash, the State store deposited its cash receipts with Gosbank and was given a credit of equal value.
With this simple example, we can see how every transfer of physical output from one location to another, and every bit of value added in production, was mirrored by an associated financial transfer through Gosbank. If less than the planned amount was delivered on any given day, Gosbank would know. If delivery were late, Gosbank would know. If inputs or outputs were stolen and diverted to the black market, Gosbank would know. Of course, this did not mean that everything went according to plan. Shortages, time delays, and diversion to the black market were notorious problems of Soviet central planning. But control by the ruble did mean that glitches were discovered, investigated, and dealt with in some manner.
Control by the ruble was strengthened by severe restrictions on the use of money and credit in the Soviet Union. As for bookkeeping money, inter-enterprise credit was simply not allowed; one enterprise could not "lend" bookkeeping money to another by permitting late payment for goods received. Also, enterprise accounts with Gosbank were "blocked," that is, they could only be used to pay for the type and quantities of inputs that were specified in the plan. Otherwise, Gosbank would refuse to release them.
As for cash, enterprises were virtually forbidden to hold it for any purpose other than payment of wages. Even the cash receipts of State stores had to be deposited with Gosbank, and then withdrawn again to pay the wages of the store workers.
Finally, control by the ruble extended to imports and exports as well. All goods produced for export were "sold" to Vneshtorgbank, which credited the producer's account with bookkeeping rubles. Vneshtorgbank would then sell the goods abroad for foreign currency. In turn, the foreign currency was used to pay for imports into the Soviet Union, which were then sold to a Soviet enterprise whose bookkeeping rubles would be debited. In this way, the authorities could carefully monitor foreign currency exchange, and ensure that scarce "hard currency" (i.e., freely convertible currency like U.S. dollars or German marks) was used only for "desired purposes."
In general, control by the ruble was designed to prevent deviations from the central production plan. But since the plan itself was often inconsistent, providing an enterprise with too little of one input and too much of another, managers in order to meet their output requirements were forced to develop sources of supply that could bypass Gosbank's clearing operations, i.e., sources that required neither bookkeeping money nor cash. Hence, the immense amount of interfirm bartering that took place in the Soviet Union. An enterprise with excess coal might be lucky enough to trade it for some desperately needed steel. More likely, it would trade its excess coal for some rubber that it didn't need, and would then go about finding an enterprise that had excess steel but needed rubber. Or, worse still: it would trade coal for rubber, then trade rubber for steel knives, and finally melt down the knives to obtain raw steel.
Of course, barter requires human resources that could otherwise be used productively. In this way, control by the ruble was another cause of economic inefficiency in the Soviet Union, above and beyond that caused by inconsistencies in the plan itself.
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