3. Purposes of Budgeting Systems
Budget Planning
a detailed plan, Facilitating
expressed in Communication and
quantitative terms, Coordination
that specifies how Allocating Resources
resources will be Controlling Profit and
acquired and used Operations
during a specified Evaluating Performance
period of time. and Providing Incentives
4. Types of Budgets
Detail
Budget
Detail
Materials
Budget
Detail
Production
Budget
Master
Budget
Covering all Sales
phases of
a company’s
operations.
5. Types of Budgets
Income
Statement
Budgeted
Financial
Statements
Balance Statement of
Sheet Cash Flows
6. Types of Budgets
Capital budgets with acquisitions
Capital budgets with acquisitions
that normally cover several years.
that normally cover several years.
Financial budgets with financial
Financial budgets with financial
resource acquisitions.
resource acquisitions.
Long Range Budgets
Continuous or
1999Rolling Budget2000 2001 2002
This budget is usually a twelve-month
This budget is usually a twelve-month
budget that rolls forward one month
budget that rolls forward one month
as the current month is completed.
as the current month is completed.
8. Sales of Services or Goods
Ending
Inventory Production
Budget Budget
Work in Process
and Finished
Goods
Ending Direct Direct Selling and
Overhead
Inventory Materials Labor Administrative
Budget Budget Budget Budget
Budget
Direct Materials
Cash Budget
Budgeted Income
Statement
Budgeted Balance
Sheet
Budgeted Statement
of Cash Flows
10. Activity-Based Costing versus
Activity-Based Budgeting
Resources
Resources Resources
Resources
Activity-Based
Activity-Based
Costing (ABC)
Costing (ABC)
Activities
Activities Activities
Activities
Activity-Based
Activity-Based
Cost objects: Budgeting (ABB)
Budgeting (ABB)
Cost objects: Forecast of products
Forecast of products
products and services
products and services and services to be
and services to be
produced, and
produced, and produced and
produced and
customers served.
customers served. customers served.
customers served.
12. Sales Budget
Breakers, Inc. is preparing budgets for the quarter
Breakers, Inc. is preparing budgets for the quarter
ending June 30.
ending June 30.
Budgeted sales for the next five months are:
Budgeted sales for the next five months are:
April
April 20,000 units
20,000 units
May
May 50,000 units
50,000 units
June
June 30,000 units
30,000 units
July
July 25,000 units
25,000 units
August
August 15,000 units.
15,000 units.
The selling price is $10 per unit.
The selling price is $10 per unit.
13. Sales 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
14. Production Budget
Sales Production
Budget Budget
d
e te
pl
Com
Production must be adequate to meet budgeted
sales and provide for sufficient ending inventory.
15. Production Budget
The management of Breakers, Inc. wants
The management of Breakers, Inc. wants
ending inventory to be equal to 20% of the
ending inventory to be equal to 20% of the
following month’s budgeted sales in units.
following month’s budgeted sales in units.
On March 31, 4,000 units were on hand.
On March 31, 4,000 units were on hand.
Let’s prepare the production budget.
Let’s prepare the production budget.
16. Production Budget
April May June Quarter
Sales in units 20,000
Add: desired
end. inventory
Total needed
Less: beg.
inventory
Units to be
produced
From sales
budget
17. Production Budget
April May June Quarter
Sales in units 20,000
Add: desired
end. inventory 10,000
Total needed 30,000
Less: beg.
inventory
Units to be
produced
18. Production Budget
April May June Quarter
Sales 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
March 31
ending inventory
19. Production Budget
April May June Quarter
Sales 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
20. Production Budget
April May June Quarter
Sales 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
21. Direct-Material Budget
•• At Breakers, five pounds of material are required
At Breakers, five pounds of material are required
per unit of product.
per unit of product.
•• Management wants materials on hand at the end
Management wants materials on hand at the end
of each month equal to 10% of the following
of each month equal to 10% of the following
month’s production.
month’s production.
•• On March 31, 13,000 pounds of material are on
On March 31, 13,000 pounds of material are on
hand. Material cost $.40 per pound.
hand. Material cost $.40 per pound.
Let’s prepare the direct materials budget.
Let’s prepare the direct materials budget.
26. Direct-Material Budget
July 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
June Ending Inventory
July production in units 23,000
Materials per unit 5
Total units needed 115,000
Inventory percentage 10%
June desired ending inventory 11,500
27. 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.
33. Selling and Administrative
Expense Budget
•• At Breakers, variable selling and administrative
At Breakers, variable selling and administrative
expenses are $0.50 per unit sold.
expenses are $0.50 per unit sold.
•• Fixed selling and administrative expenses are
Fixed selling and administrative expenses are
$70,000 per month.
$70,000 per month.
•• The $70,000 fixed expenses include $10,000 in
The $70,000 fixed expenses include $10,000 in
depreciation expense that does not require a cash
depreciation expense that does not require a cash
outflows for the month.
outflows for the month.
37. Cash Receipts Budget
•• At Breakers, all sales are on account.
At Breakers, all sales are on account.
•• The company’s collection pattern is:
The company’s collection pattern is:
70% collected in the month of sale,
70% collected in the month of sale,
25% collected in the month following sale,
25% collected in the month following sale,
5% is uncollected.
5% is uncollected.
•• The March 31 accounts receivable balance of
The March 31 accounts receivable balance of
$30,000 will be collected in full.
$30,000 will be collected in full.
40. Cash Disbursement Budget
•• Breakers pays $0.40 per pound for its materials.
Breakers pays $0.40 per pound for its materials.
•• One-half of a month’s purchases are paid for in the
One-half of a month’s purchases are paid for in the
month of purchase; the other half is paid in the
month of purchase; the other half is paid in the
following month.
following month.
•• No discounts are available.
No discounts are available.
•• The March 31 accounts payable balance is
The March 31 accounts payable balance is
$12,000.
$12,000.
43. Cash Disbursement Budget
Breakers:
Breakers:
– Maintains a 12% open line of credit for $75,000.
– Maintains a 12% open line of credit for $75,000.
– Maintains a minimum cash balance of $30,000.
– Maintains a minimum cash balance of $30,000.
– Borrows and repays loans on the last day of the
– Borrows and repays loans on the last day of the
month.
month.
– Pays a cash dividend of $25,000 in April.
– Pays a cash dividend of $25,000 in April.
– Purchases $143,700 of equipment in May and
– Purchases $143,700 of equipment in May and
$48,300 in June paid in cash.
$48,300 in June paid in cash.
– Has an April 1 cash balance of $40,000.
– Has an April 1 cash balance of $40,000.
57. Cost of Goods Manufactured
April May June Quarter
Direct 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
58. Cost of Goods Sold
April May June Quarter
Cost 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
59. Budgeted Income Statement
Cost of Budgeted
Goods Income
Manufact- d Statement
e te
uredpland
om
C Sold
After we complete the cost of goods manufactured
and sold schedules, we can prepare
the budgeted income statement for Breakers.
60. Budgeted Income Statement
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
61. Budgeted Statement of Cash Flows
April 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
62. Budgeted Balance Sheet
Breakers reports the following account balances
Breakers reports the following account balances
on June 30 prior to preparing its budgeted
on June 30 prior to preparing its budgeted
financial statements:
financial statements:
• Land -- $50,000
• Land $50,000
• Building (net) -- $148,000
• Building (net) $148,000
• Common stock -- $217,000
• Common stock $217,000
• Retained earnings -- $46,400
• Retained earnings $46,400
63. 25%of June
sales of
$300,000
11,500 lbs. at
$.40 per lb.
5,000 units at
$4.60 per unit.
66. Sales of Services or Goods
Ending
Inventory Production
Budget Budget
Work in Process
and Finished
Goods
When the interactions of the elements
Endingthe master budget are expressed as and
of Direct Direct Selling
Overhead
Inventory Materials Labor
Budget a set of mathematical relations,Administrative
Budget Budget Budget it Budget
becomes a financial planning model
Direct Materials
that can be used to answer “what if”
Cash Budget
questions about unknown variables.Income
Budgeted
Statement
Budgeted Balance
Sheet
Budgeted Statement
of Cash Flows
68. Budget 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.
69. E-Budgeting
Employees throughout an organization
can submit and retrieve budget
information electronically. This tends to
streamline the entire budgeting process.
70. Firewalls and Information
Security
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.
71. Zero-Base Budgeting
To receive funding during the budgeting
process, each activity must be justified in
terms of its continued usefulness.
72. International Aspects of Budgeting
Firms with international operations face
Firms with international operations face
special problems when preparing a
special problems when preparing a
budget.
budget.
Fluctuations in foreign currency exchange
Fluctuations in foreign currency exchange
rates.
rates.
High inflation rates in some foreign countries.
High inflation rates in some foreign countries.
Differences in local economic conditions.
Differences in local economic conditions.
74. Budgeting Product Life-Cycle
Costs
Product planning
Product planning
and concept
and concept
Design.
Design.
Distribution
Distribution Preliminary
Preliminary
and customer
and customer design.
design.
service.
service.
Detailed design
Detailed design
Production.
Production. and testing.
and testing.
76. Behavioral Impact of Budgets
Budgetary Slack: Padding the Budget
People often perceive that their performance will
look better in their superiors’ eyes if they can
“beat the budget.”
77. Participative Budgeting
Top M anagem ent
M id d le M id d le
M anagem ent M anagem ent
S u p e rv is o r S u p e rv is o r S u p e rv is o r S u p e rv is o r
Flow of Budget Data
A budget is a detailed plan, expressed in quantitative terms, that specifies how resources will be acquired and used during a specified period of time. The procedures used to develop a budget constitute a budgeting system. Budgeting systems have five primary purposes: (1) planning, (2) facilitating communication and coordination, (3) allocating resources, (4) controlling profit and operations and (5) evaluating performance and providing incentives. (LO1)
Different types of budgets serve different purposes. A master budget, or profit plan, is a comprehensive set of detailed budgets covering all phases of an organization’s operations for a specified period of time. (LO1)
Budgeted financial statements, often called pro forma financial statements, show how the organization’s financial statements will appear at a specified time if operations proceed according to plan. Budgeted financial statements include a budgeted income statement, a budgeted balance sheet, and a budgeted statement of cash flows. (LO1)
A capital budget is a plan for the acquisition of capital assets, such as buildings and equipment. A financial budget is a plan that shows how the organization will acquire its financial resources, such as through the issuance of stock or incurrence of debt. Budgets are developed for specific time periods. Short-range budgets cover a year, a quarter, or a month, whereas long-range budgets cover periods longer than a year. Rolling budgets are continually updated by periodically adding a new incremental time period, such as a quarter, and dropping the period just completed. Rolling budgets are also called revolving budgets or continuous budgets . (LO1)
The master budget comprises many separate budgets, or schedules, that are interdependent. Based on the sales budget, a company develops a set of operational budgets that specify how its operations will be carried out to meet the demand for its goods or services. A manufacturing company develops a production budget, which shows the number of product units to be manufactured and ending inventory budgets. From the production budget, a manufacturer develops budgets for the direct materials, direct labor, and overhead that will be required in the production process. A budget for selling and administrative expenses also is prepared. The operational portion of the master budget is similar in a merchandising firm, but instead of a production budget for goods, a merchandiser develops a budget for merchandise purchases. A merchandising firm will not have a budget for direct materials. Based on the sales budget for its services, a service industry firm develops a set of budgets that show how the demand for those services will be met. Every business prepares a cash budget. This budget shows expected cash receipts, as a result of selling goods or services, and planned cash disbursements, to pay the bills incurred by the firm. The final portion of the master budget includes a budgeted income statement, a budgeted balance sheet, and a budgeted statement of cash flows. (LO2)
Applying ABC concepts to the budgeting process yields activity-based budgeting or ABB. Under ABB, the first step is to specify the products or services to be produced and the customers to be served. Then the activities that are necessary to produce these products and services are determined. Finally, the resources necessary to perform the specified activities are quantified. Conceptually, ABB takes the ABC model and reverses the flow of the analysis. ABC assigns resource costs to activities, and then it assigns activity costs to products and services produced and customers served. ABB, on the other hand, begins by forecasting the demand for products and services as well as the customers to be served. These forecasts then are used to plan the activities for the budget period and budget the resources necessary to carry out the activities. (LO3)
Breakers, Inc. is preparing budgets for the quarter ending June 30. The unit sales are projected for the months of April through August. The selling price per unit is budgeted at $10. (LO4)
The projected units are multiplied by $10 for each month to determine the budgeted revenue for the months of April, May, June and the quarter. (LO4)
Now that the sales budget is complete, the production budget can be prepared. The purpose of the production budget is to ensure that production meets budgeted sales and provides sufficient ending inventory. (LO4)
Management has determined that the ending inventory should be equal to 20% of the sales for the following month. At the end of March, there were 4,000 units on hand. (LO4)
The number of units projected to be sold in the first month is obtained from the sales budget. (LO4)
The desired ending inventory is calculated by multiplying the projected sales for the next month, May, by 20%. This is added to the projected sales to determine the units needed for April. (LO4)
The ending inventory for the previous month, March, is deducted from the amount needed to determine the number of units that must be produced. (LO4)
The ending inventory for the first month, April, becomes the beginning inventory for the second month. The May and June production budget are prepared in the same manner as April. (LO4)
Sales in units for the quarter is the sum of April, May and June sales. Since the end of June is also the end of the quarter, the ending inventory for the quarter is the same as the ending inventory for June. Since the beginning of April is also the beginning of the quarter, the beginning inventory for the quarter is the same as April’s beginning inventory. Total units needed for the quarter is the sum of the sales units and the ending inventory. The beginning inventory is subtracted from the total units needed to arrive at the units to be produced for the quarter. (LO4)
Five pounds for materials are required to produce on unit. Management has determined that direct materials ending inventory should be 10% of the next month’s production. There are 31,000 pounds of direct materials in March’s ending inventory. The cost is 40 cents per pound. (LO4)
The first row in the direct materials budget is the units to be produced each month and for the quarter. This information is obtained from the production budget. (LO4)
For each month, the units to be produced needs to be multiplied by 5 pounds to determine the amount of direct materials needed in each month. The ending inventory for April is 10% of May’s direct material needs. The desired ending inventory for April is added to the production needs for April. (LO4)
The beginning inventory is subtracted from the total direct material needed for the month to arrive at the materials to be purchased. (LO4)
The calculations are the same for each month. As in the production budget, the ending inventory for the quarter is the same as the ending inventory for June and the beginning inventory for the quarter is the same as the beginning inventory in April. (LO4)
The ending direct material inventory for June requires a bit more explanation. The projections for July must be expanded upon to determine the production budget for July, which will provide the information necessary to calculate the materials needed for June’s ending inventory. (LO4)
Each unit can be produced in one tenth of an hour. Breaker’s pays employees for 40 hours each week. The wage rate is $8 per hour and there is no overtime pay. Management has projected that direct laborers will be paid for a minimum of 3,000 hours per month for the next three month. (LO4)
The direct labor budget starts with the units to be produced from the production budget. (LO4)
The production for each month and the quarter is multiplied by one tenth of an hour to determine the labor hours required. (LO4)
The labor hours required is compared to the guaranteed of labor hours. The labor hours to be paid is the greater of the two for each month. The labor hours to be paid for the quarter is the sum of the labor hours paid for the three months. (LO4)
The labor hours paid is multiplied by the $8 wage rate to determine the total direct labor cost. (LO4)
The manufacturing-overhead budget shows the cost of overhead expected to be incurred in the production process during the budget period. Breaker’s manufacturing overhead budget lists the expected cost of each overhead item by month. At the bottom of the schedule, the total budgeted overhead for each month is shown. (LO4)
Management at Breaker’s has projected the variable selling and administrative expenses to by 50 cents per unit sold. The fixed selling and administrative costs are projected to be $70,000 per month. $10,000 of the fixed expenses is for depreciation, which does not require a cash outflow. This information will be important when the cash disbursements budget is prepared. (LO4)
Once again, we start with the units sales for each month and the quarter from the sales budget. (LO4)
The sales for each month and the quarter are multiplied by the variable selling and administrative cost rate of 50 cents to determine the variable S&A costs. This is added to the fixed S&A costs of $70,000 for each month to arrive at the total S&A expenses for each month. Don’t forget that the fixed S&A expenses for the quarter is the sum of fixed S&A expenses for the three months. (LO4)
The noncash expenses are deducted from the total expenses to determine the amount of cash disbursements required for each month and the quarter for selling and administrative expenses. (LO4)
All sales at Breakers are on account. The company has experienced the following collection pattern: 70% collected in the month of the sale, 25% is collected in the month following the sale, 5% becomes uncollectible. The accounts receivable balance at the end of March is $30,000 and is expected to be collected in full in April. (LO4)
During April, the remained of March’s sales will be collected, which is the $30,000 accounts receivable balance on March 31. 70% of April’s sales are also expected to be collected in April. Therefore, the total collections expected in April is $170,000. (LO4)
May’s collections will be 25% of April’s sales and 70% of May’s sales. June’s collections will be 25% of May’s sales and 70% of June’s sales. The collections for the quarter is the sum of the collections for the three months. (LO4)
Breakers pays 40 cents per pound for its materials. The company pays for half of its materials purchases in the month of the purchase and the remaining half is paid for in the following month. There are no discounts available to Breakers. The balance in accounts payable is $12,000 at the end of March. (LO4)
The purchases for each month is multiplied by 40 cents to determine the cost of materials purchased for the month. This cost is then multiplied by 50%. 50% of April’s materials purchases will be paid for in April, the remaining 50% will be paid in May. This pattern is followed in May and June to determine the cash disbursements for materials for each month. (LO4)
The cash disbursements for each month are added together to determine the cash disbursements for the quarter. (LO4)
Breakers will also make cash disbursements for payments on an open line of credit, loans, a cash dividend, and equipment purchases. All borrowings and repayments occur on the last day of each month. (LO4)
The cash budget is a combination of the cash receipts budget, the cash disbursements for materials budget and other cash disbursements required, such as for direct materials, overhead, etc. The cash budget starts with the beginning cash balance for April. This is also the beginning cash balance for the quarter. The cash collections for the month are found on the cash receipts budget and added to the beginning cash balance to arrive at the total cash available. (LO4)
The cash outflow for materials is found on the cash disbursements budget. (LO4)
The cash outflow for wages can be found on the direct labor budget. (LO4)
Cash outflow requirements for manufacturing overhead can be found on the overhead budget. (LO4)
Cash outflow for S&A costs can be found on the selling and administrative expense budget. (LO4)
There are no equipment purchases made in April, but there are dividends paid. The disbursements are totalled and them subtracted from the total cash available for the month. In April, there is a cash deficit. (LO4)
Because there is a cash deficit, Breakers must borrow $35,000 to maintain the $30,000 minimum balance required. The ending cash balance for April becomes the beginning cash balance for May. (LO4)
Cash collections and disbursements are determined in the same manner for the month of May. Although there is not a cash deficit at the end of May, the $16,200 available is still below the $30,000 minimum balance requirement by $13,800. (LO4)
Therefore, Breakers must borrow an additional $13,800 at the end of May to have a $30,000 cash balance for the beginning of June. (LO4)
June’s collections and disbursements budget follows the same format. There will be enough cash at the end of June to repay the amounts borrowed in April and May plus the 12% interest. (LO4)
The $35,000 borrowed at the end of April requires a $700 interest payment and the $13,800 borrowed at the end of May requires an interest payment of $138. The total to be repaid for principle and interest is $49,638. The ending cash balance for June is also the ending cash balance for the quarter. (LO4)
The beginning cash balance for the quarter is April’s beginning cash balance. The cash collections for the quarter are added to determine the total cash available for the quarter. Each item’s cash disbursements are totalled for the quarter and then added together to determined the total cash disbursements for the quarter. The disbursements for the quarter are then deducted from the collections for the quarter. There is a $37,200 cash surplus for the quarter. (LO4)
The borrowings for the quarter is the sum of the borrowings in April and May. The repayments and interest for the quarter occurred in June. The ending cash balance for the quarter is the ending cash balance for June since the end of June is also the end of the quarter. (LO4)
The cost of goods manufactured schedule is prepared from the direct materials budget, the direct labor budget and the overhead budget. The ending work-in-process inventory amounts are estimates provided by management. The amounts for direct materials are in dollars, not units. The direct materials beginning inventory, purchases and ending inventory amounts were taken from the direct materials budget. These amounts were multiplied by the cost of 40 cents per pound to arrive at the dollar amounts. (LO4)
The cost of goods sold schedule starts where the cost of goods manufactured left off. The cost of goods manufactured at the beginning of April can be divided by the units manufactured, 26,000, to arrive at a unit cost of $4.60. The 4,000 units in finished goods inventory at the beginning of April is multiplied by the unit cost to determine the beginning inventory cost. The ending inventory for each month is also multiplied by $4.60 to determine the cost of the ending inventory. Remember, the ending inventory for one month becomes the beginning inventory for the following month. The beginning inventory for the quarter is the same as the beginning inventory for April and the ending inventory for the quarter is the same as the ending inventory for June. (LO4)
Now that the cost of goods manufactured and cost of goods sold schedules are complete, the budgeted income statement can be prepared. (LO4)
A budgeted income statement for the quarter ending June 30 can now be prepared for Breakers. Revenue is taken from the sales budget. Cost of goods sold is taken from the cost of goods sold schedule. Gross margin is revenue less cost of goods sold. The operating expenses is taken from the selling and administrative expense budget and the cash budget. Net income is gross margin less total operating expenses. (LO4)
The information for the budgeted statement of cash flows can be taken from the cash budget. (LO4)
Account balances for property, plant and equipment and stockholders’ equity accounts are needed before preparing the budgeted balance sheet. (LO4)
The budgeted balance sheet is prepared for the date June 30. Cash is taken from the cash budget or the budgeted statement of cash flows. Accounts receivable is 25% of June sales. (Recall the collections pattern from the cash collections schedule.) The raw materials, work-in-process and finished goods inventory amounts can be taken from the cost of goods manufactured and costs of goods sold schedules. The amount for equipment can be taken from the cash disbursements budget or the budgeted statement of cash flows. (LO4)
The accounts payable balance is 50% of June’s purchases for direct materials. (Recall the cash disbursements pattern for direct materials.) The ending retained balance is the beginning balance plus net income less dividends paid. (LO4)
Managers must make assumptions and predictions in preparing budgets because organizations operate in a world of uncertainty. One way of coping with that uncertainty is to supplement the budgeting process with a financial planning model. A financial planning model is a set of mathematical relationships that express the interactions among the various operational, financial, and environmental events that determine the overall results of an organization’s activities. A financial planning model is a mathematical expression of all the relationships expressed in a master budget flow chart. In a fully developed financial planning model, all of the key estimates and assumptions are expressed as general mathematical relationships. Then the model is run on a computer many times to determine the impact of different combinations of these unknown variables. “What if” questions can be answered about such unknown variables as inflation, interest rates, the value of the dollar, demand, competitors’ actions, union demands in forthcoming wage negotiations, and a host of other factors. The widespread availability of personal computers and electronic-spreadsheet software has made financial planning models a more and more common management tool. (LO5)
In small organizations, the procedures used to gather information and construct a master budget are usually informal. In contrast, larger organizations use a formal process to collect data and prepare the master budget. Such organizations usually designate a budget director or chief budget officer, which is often the controller. A budget committee, consisting of key senior executives, often is appointed to advise the budget director during the preparation of the budget. This committee is responsible for policy matters relating to the budget and coordinating the preparation of the budget. The authority to give final approval to the master budget usually belongs to the board of directors. By exercising its authority to make changes in the budget and grant final approval, the board of directors can have considerable influence on the overall direction the organization takes. (LO6)
E-budgeting is an increasingly popular, Internet-based budgeting tool that can help streamline and speed up an organization’s budgeting process. The e in e-budgeting stands for both electronic and enterprisewide; employees throughout an organization, at all levels and around the globe, can submit and retrieve budget information electronically via the Internet. Managers in organizations using e-budgeting have found that it greatly streamlines the entire budgeting process. In the past, these organizations have compiled their master budgets on hundreds of spreadsheets, which had to be collected and integrated by the corporate controller’s office. (LO6)
Since most companies’ budget information is extremely sensitive and confidential, it is absolutely critical that adequate network security provisions are in place to keep unauthorized people from hacking into an organization’s budget database. A firewall is a computer or information router placed between a company’s internal network and the Internet to control and monitor all information between the outside world and the company’s local network. (LO6)
Zero-base budgeting is used in a wide variety of organizations. Under zero-base budgeting, the budget for virtually every activity in the organization is initially set to zero. To receive funding during the budgeting process, each activity must be justified in terms of its continued usefulness. The zero-base-budgeting approach forces management to rethink each phase of an organization’s operations before allocating resources. (LO6)
Firms with international operations face a variety of additional challenges in preparing their budgets. First, a multinational firm’s budget must reflect the translation of foreign currencies into U.S. dollars. Since almost all the world’s currencies fluctuate in their values relative to the dollar, this makes budgeting for those translations difficult. Although multinationals have sophisticated financial ways of hedging against such currency fluctuations, the budgeting task is still more challenging. Second, it is difficult to prepare budgets when inflation is high or unpredictable. While the United States has experienced periods of high inflation, some foreign countries have experienced hyperinflation, sometimes with annual inflation rates well over 100 percent. Predicting such high inflation rates is difficult and further complicates a multinational’s budgeting process. Finally, the economies of all countries fluctuate in terms of consumer demand, availability of skilled labor, laws affecting commerce, and so forth. Companies with offshore operations face the task of anticipating such changing conditions in their budgeting processes. (LO6)
A relatively recent focus of the budgeting process is to plan for all of the costs that will be incurred throughout a product’s life cycle, before a commitment is made to the product. Product life-cycle costs encompass the following five phases in a product’s life cycle: • Product planning and concept design. • Preliminary design. • Detailed design and testing. • Production. • Distribution and customer service. In order to justify a product’s introduction, the sales revenues it will generate over its life must be sufficient to cover all of these costs. Thus, planning these life-cycle costs is a crucial step in making a decision about the introduction of a new product. (LO7)
When a supervisor provides a departmental cost projection for budgetary purposes, there is an incentive to overestimate costs. When the actual cost incurred in the department proves to be less than the inflated cost projection, the supervisor appears to have managed in a cost-effective way. At least that is the perception of many managers, and, in the behavioral area, perceptions are what count most. These illustrations are examples of padding the budget. Budget padding means underestimating revenue or overestimating costs. The difference between the revenue or cost projection that a person provides and a realistic estimate of the revenue or cost is called budgetary slack. (LO8)
Most people will perform better and make greater attempts to achieve a goal if they have been consulted in setting the goal. The idea of participative budgeting is to involve employees throughout an organization in the budgetary process. Such participation can give employees the feeling that “this is our budget,” rather than the all-too-common feeling that “this is the budget you imposed on us.” While participative budgeting can be very effective, it also can have shortcomings. Too much participation and discussion can lead to uncertainty and delay. Also, when those involved in the budgeting process disagree in significant and irreconcilable ways, the process of participation can accentuate those differences. Finally, the problem of budget padding can be severe unless incentives for accurate projections are provided. (LO8)