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Transcript of Chap009 7e Edited
Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
Profit Planning,Activity-Based Budgeting
and e-Budgeting
9 Chapter Chapter NineNine
Purposes of Budgeting SystemsPurposes of Budgeting Systems
BudgetBudgeta detailed plan, expressed in
quantitative terms, that specifies how resources will be
acquired and used during a specified
period of time.
BudgetBudgeta detailed plan, expressed in
quantitative terms, that specifies how resources will be
acquired and used during a specified
period of time.
PlanningPlanning Facilitating Facilitating
Communication and Communication and CoordinationCoordination
Allocating ResourcesAllocating Resources Controlling Profit and Controlling Profit and
OperationsOperations Evaluating Performance Evaluating Performance
and Providing Incentivesand Providing Incentives
Types of BudgetsTypes of Budgets
DetailDetailBudgetBudget
DetailDetailBudgetBudget
DetailDetailBudgetBudget
MasterMasterBudgetBudget
Covering allphases of
a company’soperations.
Sales
Pro
du
ction
Materials
Types of BudgetsTypes of Budgets
Budgeted Financial Statement
s
Balance Sheet
Income Statement
Statement of Cash Flows
Types of BudgetsTypes of Budgets
1999 2000 2001 2002Continuous or Rolling Budget
This budget is usually a twelve-month budget that rolls forward one month as the current month is completed.
This budget is usually a twelve-month budget that rolls forward one month as the current month is completed.
L o n g R a n g e B u d g e t s
Capital budgets with acquisitions that normally cover several years.Capital budgets with acquisitions that normally cover several years.
Financial budgets with financial resource acquisitions.
Financial budgets with financial resource acquisitions.
Budgeted Income Statement
Cash BudgetCash Budget
Sales of Services or GoodsSales of Services or Goods
EndingInventoryBudget
Work in Processand Finished
Goods
EndingInventoryBudget
Work in Processand Finished
Goods
ProductionBudget
ProductionBudget
DirectMaterialsBudget
DirectMaterialsBudget
Selling andAdministrative
Budget
Selling andAdministrative
Budget
DirectLabor
Budget
DirectLabor
Budget
OverheadBudget
OverheadBudget
EndingInventoryBudget
Direct Materials
EndingInventoryBudget
Direct Materials
Budgeted Balance Sheet
Budgeted Statement of Cash Flows
Activity-Based Costing versus Activity-Based Costing versus Activity-Based BudgetingActivity-Based Budgeting
ResourcesResources
Cost objects:products and services
produced, andcustomers served.
Cost objects:products and services
produced, andcustomers served.
ActivitiesActivities
ResourcesResources
Forecast of productsand services to be
produced andcustomers served.
Forecast of productsand services to be
produced andcustomers served.
ActivitiesActivities
Activity-BasedCosting (ABC)
Activity-BasedCosting (ABC)
Activity-BasedBudgeting (ABB)
Activity-BasedBudgeting (ABB)
Sales BudgetSales Budget
Breakers, Inc. is preparing budgets for the quarter ending June 30.
Budgeted sales for the next five months are: April 20,000 units May 50,000 units June 30,000 units July 25,000 units August 15,000 units.
The selling price is $10 per unit.
Breakers, Inc. is preparing budgets for the quarter ending June 30.
Budgeted sales for the next five months are: April 20,000 units May 50,000 units June 30,000 units July 25,000 units August 15,000 units.
The selling price is $10 per unit.
Sales BudgetSales Budget
April May June Quarter
Budgeted sales (units) 20,000 50,000 30,000 100,000 Selling price per unit 10$ 10$ 10$ 10$ Total Revenue 200,000$ 500,000$ 300,000$ 1,000,000$
April May June Quarter
Budgeted sales (units) 20,000 50,000 30,000 100,000 Selling price per unit 10$ 10$ 10$ 10$ Total Revenue 200,000$ 500,000$ 300,000$ 1,000,000$
Production BudgetProduction Budget
Sales Sales BudgetBudget
ProductionProductionBudgetBudget
Complete
d
Complete
d
Production must be adequate to meet budgetedsales and provide for sufficient ending inventory.Production must be adequate to meet budgeted
sales and provide for sufficient ending inventory.
Production BudgetProduction Budget
The management of Breakers, Inc. 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.
Let’s prepare the production budget.
The management of Breakers, Inc. 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.
Let’s prepare the production budget.
April May June QuarterSales in units 20,000
Add: desired end. inventoryTotal neededLess: beg. inventoryUnits to be produced
April May June QuarterSales in units 20,000
Add: desired end. inventoryTotal neededLess: beg. inventoryUnits to be produced
Production BudgetProduction Budget
From salesbudget
April May June QuarterSales in units 20,000
Add: desired end. inventory 10,000 Total needed 30,000 Less: beg. inventoryUnits to be produced
April May June QuarterSales in units 20,000
Add: desired end. inventory 10,000 Total needed 30,000 Less: beg. inventoryUnits to be produced
Production BudgetProduction Budget
April May June QuarterSales in units 20,000
Add: desired end. inventory 10,000 Total needed 30,000 Less: beg. inventory 4,000 Units to be produced 26,000
April May June QuarterSales in units 20,000
Add: desired end. inventory 10,000 Total needed 30,000 Less: beg. inventory 4,000 Units to be produced 26,000
Production BudgetProduction Budget
March 31March 31ending inventoryending inventory
April May June QuarterSales in units 20,000 50,000
Add: desired end. inventory 10,000 6,000 Total needed 30,000 56,000 Less: beg. inventory 4,000 10,000 Units to be produced 26,000 46,000
April May June QuarterSales in units 20,000 50,000
Add: desired end. inventory 10,000 6,000 Total needed 30,000 56,000 Less: beg. inventory 4,000 10,000 Units to be produced 26,000 46,000
Production BudgetProduction Budget
April May June QuarterSales in units 20,000 50,000 30,000 100,000
Add: desired end. inventory 10,000 6,000 5,000 5,000 Total needed 30,000 56,000 35,000 105,000 Less: beg. inventory 4,000 10,000 6,000 4,000 Units to be produced 26,000 46,000 29,000 101,000
April May June QuarterSales in units 20,000 50,000 30,000 100,000
Add: desired end. inventory 10,000 6,000 5,000 5,000 Total needed 30,000 56,000 35,000 105,000 Less: beg. inventory 4,000 10,000 6,000 4,000 Units to be produced 26,000 46,000 29,000 101,000
Production BudgetProduction Budget
Direct-Material BudgetDirect-Material Budget
• At Breakers, five pounds 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 pounds of material are on hand. Material cost $.40 per pound.
Let’s prepare the direct materials budget.
• At Breakers, five pounds 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 pounds of material are on hand. Material cost $.40 per pound.
Let’s prepare the direct materials budget.
Direct-Material BudgetDirect-Material Budget
From ourproduction
budget
10% of the following month’s production
Direct-Material BudgetDirect-Material Budget
March 31 inventory
Direct-Material BudgetDirect-Material Budget
Direct-Material BudgetDirect-Material Budget
June Ending InventoryJuly production in units 23,000 Materials per unit 5 Total units needed 115,000 Inventory percentage 10%June desired ending inventory 11,500
Direct-Material BudgetDirect-Material BudgetJuly Production
Sales in units 25,000 Add: desired ending inventory 3,000 Total units needed 28,000 Less: beginning inventory 5,000 Production in units 23,000
July ProductionSales in units 25,000 Add: desired ending inventory 3,000 Total units needed 28,000 Less: beginning inventory 5,000 Production in units 23,000
Direct-Labor BudgetDirect-Labor Budget• At Breakers, each unit of product requires 0.1 hours
of direct labor.
• 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 $8 per hour regardless of the hours worked (No overtime pay).
• For the next three months, the direct labor workforce will be paid for a minimum of 3,000 hours per month.
Let’s prepare the direct labor budget.
• At Breakers, each unit of product requires 0.1 hours of direct labor.
• 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 $8 per hour regardless of the hours worked (No overtime pay).
• For the next three months, the direct labor workforce will be paid for a minimum of 3,000 hours per month.
Let’s prepare the direct labor budget.
From ourproduction
budget
Direct-Labor BudgetDirect-Labor Budget
Direct-Labor BudgetDirect-Labor Budget
This is the greater oflabor hours required orlabor hours guaranteed.
Direct-Labor BudgetDirect-Labor Budget
Direct-Labor BudgetDirect-Labor Budget
Overhead BudgetOverhead Budget
Here is Breakers’ Overhead Budget for the quarter.
Selling and Administrative Selling and Administrative Expense BudgetExpense Budget
• At Breakers, variable selling and administrative expenses are $0.50 per unit sold.
• Fixed selling and administrative expenses are $70,000 per month.
• The $70,000 fixed expenses include $10,000 in depreciation expense that does not require a cash outflows for the month.
• At Breakers, variable selling and administrative expenses are $0.50 per unit sold.
• Fixed selling and administrative expenses are $70,000 per month.
• The $70,000 fixed expenses include $10,000 in depreciation expense that does not require a cash outflows for the month.
Selling and Administrative Selling and Administrative Expense BudgetExpense Budget
From ourSales budget
Selling and Administrative Selling and Administrative Expense BudgetExpense Budget
Selling and Administrative Selling and Administrative Expense BudgetExpense Budget
• At Breakers, all sales are on account.• The company’s collection pattern is:
70% collected in the month of sale, 25% collected in the month following sale, 5% is uncollected.
• The March 31 accounts receivable balance of $30,000 will be collected in full.
• At Breakers, all sales are on account.• The company’s collection pattern is:
70% collected in the month of sale, 25% collected in the month following sale, 5% is uncollected.
• The March 31 accounts receivable balance of $30,000 will be collected in full.
Cash Receipts BudgetCash Receipts Budget
Cash Receipts BudgetCash Receipts Budget
Cash Receipts BudgetCash Receipts Budget
Cash Disbursement BudgetCash Disbursement Budget
• Breakers pays $0.40 per pound for its materials.
• One-half of a month’s purchases are paid for in the month of purchase; the other half is paid in the following month.
• No discounts are available.
• The March 31 accounts payable balance is $12,000.
• Breakers pays $0.40 per pound for its materials.
• One-half of a month’s purchases are paid for in the month of purchase; the other half is paid in the following month.
• No discounts are available.
• The March 31 accounts payable balance is $12,000.
140,000 lbs. × $.40/lb. = $56,000
Cash Disbursement BudgetCash Disbursement Budget
Cash Disbursement BudgetCash Disbursement Budget
Cash Disbursement BudgetCash Disbursement Budget
Breakers:
– Maintains a 12% open line of credit for $75,000.
– Maintains a minimum cash balance of $30,000.
– Borrows and repays loans on the last day of the month.
– Pays a cash dividend of $25,000 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.
Breakers:
– Maintains a 12% open line of credit for $75,000.
– Maintains a minimum cash balance of $30,000.
– Borrows and repays loans on the last day of the month.
– Pays a cash dividend of $25,000 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.
From our CashFrom our CashReceipts BudgetReceipts Budget
Cash BudgetCash Budget(Collections and Disbursements)(Collections and Disbursements)
From our CashFrom our CashDisbursementsDisbursements
BudgetBudget
Cash BudgetCash Budget(Collections and Disbursements)(Collections and Disbursements)
From our DirectFrom our DirectLabor BudgetLabor Budget
Cash BudgetCash Budget(Collections and Disbursements)(Collections and Disbursements)
From ourFrom ourOverhead BudgetOverhead Budget
Cash BudgetCash Budget(Collections and Disbursements)(Collections and Disbursements)
From ourFrom ourSelling and AdministrativeSelling and Administrative
Expense BudgetExpense Budget
Cash BudgetCash Budget(Collections and Disbursements)(Collections and Disbursements)
To maintain a cashbalance of $30,000,
Breakers must borrow$35,000 on its line of credit.
Cash BudgetCash Budget(Collections and Disbursements)(Collections and Disbursements)
Ending cash balance for Aprilis the beginning May balance.
Cash BudgetCash Budget(Financing and Repayment)(Financing and Repayment)
Cash BudgetCash Budget(Collections and Disbursements)(Collections and Disbursements)
Breakers mustborrow an
addition $13,800to maintain acash balance
of $30,000.
Cash BudgetCash Budget(Financing and Repayment)(Financing and Repayment)
At the end of June, Breakers has enough cash to repay
the $48,800 loan plus interest at 12%.
Cash BudgetCash Budget(Collections and Disbursements)(Collections and Disbursements)
Cash BudgetCash Budget(Financing and Repayment)(Financing and Repayment)
Cash BudgetCash Budget(Collections and Disbursements)(Collections and Disbursements)
Cash BudgetCash Budget(Financing and Repayment)(Financing and Repayment)
Cost of Goods ManufacturedCost of Goods Manufactured
April May June QuarterDirect material:Beg.material inventory 5,200$ 9,200$ 5,800$ 5,200$ Add: Materials purchases 56,000 88,600 56,800 201,400 Material available for use 61,200 97,800 62,600 206,600 Deduct: End. material inventory 9,200 5,800 4,600 4,600 Direct material used 52,000 92,000 58,000 202,000 Direct labor 24,000 36,800 24,000 84,800 Manufacturing overhead 56,000 76,000 59,000 191,000 Total manufacturing costs 132,000 204,800 141,000 477,800 Add: Beg. Work-in-process inventory 3,800 16,200 9,400 3,800 Subtotal 135,800 221,000 150,400 481,600 Deduct: End.Work-in-process inventory 16,200 9,400 17,000 17,000 Cost of goods manufactured 119,600$ 211,600$ 133,400$ 464,600$
Cost of Goods SoldCost of Goods Sold
April May June QuarterCost of goods manufactured 119,600$ 211,600$ 133,400$ 464,600$ Add: Beg. finished-goods inventory 18,400 46,000 27,600 18,400 Cost of goods available for sale 138,000 257,600 161,000 483,000 Deduct: End. finished-goods inventory 46,000 27,600 23,000 23,000 Cost of goods sold 92,000$ 230,000$ 138,000$ 460,000$
Budgeted Income StatementBudgeted Income Statement
Cost of Cost of Goods Goods
Manufact-Manufact-ured and ured and
SoldSold
BudgetedBudgetedIncomeIncome
StatementStatement
Complete
d
After we complete the cost of goods manufactured After we complete the cost of goods manufactured and sold schedules, we can prepareand sold schedules, we can prepare
the budgeted income statement for Breakers.the budgeted income statement for Breakers.
Budgeted Income StatementBudgeted Income Statement
Revenue (100,000 × $10) 1,000,000$ Cost of goods sold 460,000 Gross margin 540,000 Operating expenses: Selling and admin. expenses 260,000$ Interest expense 838 Total operating expenses 260,838 Net income 279,162$
Breakers, Inc.Budgeted Income Statement
For the Three Months Ended June 30
Revenue (100,000 × $10) 1,000,000$ Cost of goods sold 460,000 Gross margin 540,000 Operating expenses: Selling and admin. expenses 260,000$ Interest expense 838 Total operating expenses 260,838 Net income 279,162$
Breakers, Inc.Budgeted Income Statement
For the Three Months Ended June 30
Budgeted Statement of Cash FlowsBudgeted Statement of Cash FlowsApril May June Quarter
Cash flows from operating activities:Cash receipts from customers 170,000$ 400,000$ 335,000$ 905,000$ Cash payments:To suppliers of raw material (40,000) (72,300) (72,700) (185,000) For direct labor (24,000) (36,800) (24,000) (84,800) For manufacturing-overhead expenditures (56,000) (76,000) (59,000) (191,000) For selling and administrative expenses (70,000) (85,000) (75,000) (230,000) For interest - - (838) (838)
Total cash payments (190,000) (270,100) (231,538) (691,638)
Net cash flow from operating activities (20,000)$ 129,900$ 103,462$ 213,362$ Cash flows from investing activities:Purchase of equipment - (143,700) (48,300) (192,000)
Net cash used by investing activities -$ (143,700)$ (48,300)$ (192,000)$ Cash flows from financing activities:Payment of dividends (25,000) - - (25,000) Principle of bank loan 35,000 13,800 - 48,800 Repayment of bank loan - - (48,800) (48,800)
Net cash provided by financing activities 10,000$ 13,800$ (48,800)$ -$
Net increase in cash (10,000)$ -$ 6,362$ (3,638)$ Balance in cash, beginning 40,000 30,000 30,000 40,000
Balance in cash. end of month 30,000$ 30,000$ 36,362$ 36,362$
Budgeted Balance SheetBudgeted Balance Sheet
Breakers reports the following account balances on June 30 prior to preparing its budgeted financial statements:•Land - $50,000•Building (net) - $148,000•Common stock - $217,000•Retained earnings - $46,400
Breakers reports the following account balances on June 30 prior to preparing its budgeted financial statements:•Land - $50,000•Building (net) - $148,000•Common stock - $217,000•Retained earnings - $46,400
25%of Junesales of $300,000
11,500 lbs. at11,500 lbs. at$.40 per lb.$.40 per lb.
5,000 units at$4.60 per unit.
50% of June50% of Junepurchases purchases of $56,800of $56,800
Budgeted Income Statement
Cash BudgetCash Budget
Sales of Services or GoodsSales of Services or Goods
EndingInventoryBudget
Work in Processand Finished
Goods
EndingInventoryBudget
Work in Processand Finished
Goods
ProductionBudget
ProductionBudget
DirectMaterialsBudget
DirectMaterialsBudget
Selling andAdministrative
Budget
Selling andAdministrative
Budget
DirectLabor
Budget
DirectLabor
Budget
OverheadBudget
OverheadBudget
EndingInventoryBudget
Direct Materials
EndingInventoryBudget
Direct Materials
Budgeted Balance Sheet
Budgeted Statement of Cash Flows
When the interactions of the elements of the master budget are expressed as
a set of mathematical relations, it becomes a financial planning model that can be used to answer “what if” questions about unknown variables.
Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
Learning Objective
6
Learning Objective
6
Budget AdministrationBudget Administration
The Budget Committee is a standing committee responsible for . . .
overall policy matters relating to the budget.overall policy matters relating to the budget. coordinating the preparation of the budget.coordinating the preparation of the budget.
The Budget Committee is a standing committee responsible for . . .
overall policy matters relating to the budget.overall policy matters relating to the budget. coordinating the preparation of the budget.coordinating the preparation of the budget.
E-BudgetingE-Budgeting
Employees throughout an organizationcan submit and retrieve budget
information electronically. This tends to streamline the entire budgeting process.
Employees throughout an organizationcan submit and retrieve budget
information electronically. This tends to streamline the entire budgeting process.
Firewalls and Information Firewalls and Information SecuritySecurity
Budget information is extremely sensitive and confidential. A firewall is a computer or
router placed between a company’s internal network and the internet to control all
information between the outside world and the company’s local network.
Budget information is extremely sensitive and confidential. A firewall is a computer or
router placed between a company’s internal network and the internet to control all
information between the outside world and the company’s local network.
Zero-Base BudgetingZero-Base Budgeting
To receive funding during the budgeting process, each activity must be justified in
terms of its continued usefulness.
International Aspects of BudgetingInternational Aspects of Budgeting
Firms with international operations face special problems when preparing a budget.Fluctuations in foreign currency exchange
rates.High inflation rates in some foreign countries.Differences in local economic conditions.
Firms with international operations face special problems when preparing a budget.Fluctuations in foreign currency exchange
rates.High inflation rates in some foreign countries.Differences in local economic conditions.
Budgeting Product Life-Cycle Budgeting Product Life-Cycle CostsCosts
Product planningand concept
Design.
Product planningand concept
Design.
Preliminarydesign.
Preliminarydesign.
Detailed designand testing.
Detailed designand testing.Production.Production.
Distributionand customer
service.
Distributionand customer
service.
Behavioral Impact of BudgetsBehavioral Impact of Budgets
Budgetary Slack: Padding the BudgetPeople often perceive that their performance will
look better in their superiors’ eyes if they can “beat the budget.”
Participative BudgetingParticipative Budgeting
Flow of Budget DataFlow of Budget Data
Supervisor Supervisor
M id d leM anagement
Supervisor Supervisor
M id d leM anagement
Top Managem ent
End of Chapter 9End of Chapter 9