Professional Documents
Culture Documents
Profit Planning
Highlights
Defn Budgeting and its benefits Prepare Various Budgets Sales Budget Production Direct Materials Mfg Overhead Selling and Admin Cash Budgeted Income Statement & Balance Sheet Non-Profit Budgeting
Business Plans are required by banks and other lending institutions One of the business plans main focus is the budget Budget = detailed plan outlining acquisition and use of financial resources over a specified period of time Often for financial institutions and other regulating bodies budgets covering 5 year or more are required
Planning -involves developing objectives and preparing various budgets to achieve these objectives.
Control -- involves the steps taken by management that attempt to ensure the objectives are attained.
Advantages of Budgeting
Define goal and objectives Communicating plans Think about and plan for the future
Advantages
Coordinate activities Uncover potential bottlenecks Means of allocating resources
Budgeting
Responsibility accounting = each manager is held accountable for the results within their control For example individual in charge of purchasing should have a budget for the year with limits
Depends on the purpose of the budget: land and equipment normally in years operating budgets often 1 yr. divided into qtrs. continuous/perpetual budget always 12 month period once a month is complete another added on to the end
Budgeting
Involve lower level managers to prepare budgets for their departments instead of all high level budgets Increases commitment levels of all staff, each has some influence on what they are going to be held accountable for budgets then combined and reviewed by high level managers incentive plans can affect the budgeting process - one area might over budgets and another under budget hero syndrome
Budgeting
Budget Committee is often used in large companies Committee responsible for overseeing the budgeting process including: setting deadline, combining all divisions to prepare company budget and resolution of budget disputes
Master Budget
Collection of many sub-budgets to form budgets income statement, balance sheet and cash flow statement many sub-budgets are inter-related (ie sale budget and production)
TYPES OF BUDGETS
The master budget is a formal summary of the companys plans. y It sets specific targets for sales, production, material purchases, and financing activities. y It culminates in projected statements of net income, financial position, and cash flows.
Cash Budget
Sales Budget
Starting point for most master budgets often all other budgets are affected in some way by this plan Detailed schedule of expected sales both in unit and dollars also attached is cash receipts expectations based on historical A/R payments
Sales Budget
Sales forecast normally a starting point Estimates sales based on a combination of the following:
past sales pricing levels market research general economic predictions and indicators industry trends and competition advertising plans market share
20,000 units 50,000 units 30,000 units 25,000 units 15,000 units.
$ 400,000
Production Budget
Determined by combining beg inventory, budgeted sales and desired ending inventory Production budget calculated after sales expressed in units only desired inventory levels must be carefully planned, excess inventory = tie up funds and storage space/costs, insufficient inventory = lost sales and customers
QUEEN Company
wants ending inventory to be equal to 20% of the following month s budgeted sales in units. On March 31, 4,000 units were on hand.
Prepared after production budget Calculates total material requirements remember to include beg inventory materials in calculations need to ensure have desired material to cover production and inventory required once complete cash disbursements section is calculated based on supplier cost and payment terms
MRP (Material Requirement Planning) computer assisted tool/model takes order schedule and bill of materials list, and inventory records to produce reports and schedules including stock orders In some cases can prepare Direct Materials Budget Used when a company has complex products or a large variety Focus on how much needs to be ordered, the cost of DM, and payment timing
At QUEEN Company, five kilograms of material are required per unit of product. Management wants materials on hand at the end of each month equal to 10% of the following month s production. On March 31, 13,000 kilograms of material are on hand. Material cost is $0.40 per kilogram. Let s prepare the direct materials budget.
One-half of a month s purchases are paid for in the month of purchase; the other half is paid in the following month. The March 31 accounts payable balance is $12,000.
Dependant on production budgets includes both $$ and hours required can help ID overtime potential and staffing requirements may help prevent layoffs and staff shortages takes hours per unit x no of units
At QUEEN , each unit of product requires 0.05 hours of direct labour. The Company has a no layoff policy so all employees will be paid for 40 hours of work each week. In exchange for the no layoff policy, workers agreed to a wage rate of $10 per hour regardless of the hours worked (No overtime pay). For the next three months, the direct labour workforce will be paid for a minimum of 1,500 hours per month.
Company uses a variable manufacturing overhead rate of $1 per unit produced. produced
QUEEN
Fixed manufacturing overhead is $50,000 per month and includes $20,000 of non-cash costs (primarily depreciation of plant assets).
$ 76,000
$ 59,000
$ 191,000
Contains other expenses incurred in other areas cost should be carefully identified in order to ensure budgeted correctly a cash disbursements section is included in this report
At QUEEN , variable selling and administrative expenses are $0.50 per unit sold. Fixed selling and administrative expenses are $70,000 per month. The fixed selling and administrative expenses include $10,000 in costs primarily depreciation that are not cash outflows of the current month. Let s prepare the company s selling and administrative expense budget.
$ 85,000
$ 75,000
$ 230,000
Cash Budget
Broken up into shortest possible time periods helps ID cash flow problems and shortages
Cash Budget
4 major sections: receipts disbursements cash receipts + beginning cash - disbursements = cash excess or deficit financing section - outline borrowings, repayments and interest costs Cash Excess - can identify if short term investments should be made Cash Deficit - identifies when financing arrangement need to be made and for how long they are required
Maintains a 16% open line-of-credit for $75,000. Maintains a minimum cash balance of $30,000. Borrows on the first day of the month and repays loans on the last day of the month. Pays a cash dividend of $49,000 in April. Purchases $143,700 of equipment in May and $48,300 in June paid in cash. Has an April 1 cash balance of $40,000.
$ (20,000)
$ 30,000
$ 95,000
$ 45,000
$ 30,000 $ 30,000
$50,000 16% 3/12 = $2,000 Borrowings on April 1 and repayment of June 30.
Details the amount & value of ending inventory and cost of goods sold need to decide if using variable cost or absorption costing Use DM, DL and Mfg OH budgets in the calculations
4.99
Production Budget
Can be prepared using information from previous discussed budgets Prior years financial statements are also required
SCH 12
QUEEN Company Budgeted Income Statement For the Three Months Ended June 30 Sales (100,000 units @ $10) Cost of goods sold (100,000 @ $4.99) Gross margin Selling and administrative expenses Operating income Interest expense Net income $ 1,000,000 499,000 501,000 260,000 241,000 2,000 $ 239,000
SCH 13
QUEEN
reported the following account balances on June 30 prior to preparing its budgeted financial statements:
Land - $50,000 Building (net) - $175,000 Common stock - $200,000 Retained earnings - $146,150
QUEEN Company Budgeted Balance Sheet June 30 Current assets Cash Accounts receivable Raw materials inventory Finished goods inventory Total current assets Property and equipment Land Building Equipment Total property and equipment Total assets Accounts payable Common stock Retained earnings Total liabilities and equities $ 43,000 75,000 4,600 24,950 147,550
25%of June sales of $300,000 11,500 kg at $0.40/kg 5,000 units at $4.99 each
QUEEN Company Budgeted Balance Sheet June 30 Current assets Cash Accounts receivable Raw materials inventory Finished goods inventory Total current assets Property and equipment Land Building Equipment Total property and equipment Total assets Accounts payable Common stock Retained earnings Total liabilities and equities $ 43,000 75,000 Beginning balance 4,600 Add: net income 24,950 Deduct: dividends Ending balance 147,550
Budgeting Challenges
Foreign currency can provide significant differences budget numbers to actual numbers Changes in economic conditions and trade disputes
Critical for non-profits to obtain grants and often required for large donations government organizations budgets are required to obtain spending authority accountability is important budgets can be done by program or by expenditures (ie. List all cost regardless of program) Helps ID where funds are needed or how much funds need to be raised