| Schedule 1: Sales Budget | Q1 | Q2 | Q3 | Q4 | Total | Q1, 20X8 | Q2, 20X8 |
| Sales in Units |
| x sales price |
| Sales revenue |
| Schedule 2: Cash receipts | Q1 | Q2 | Q3 | Q4 | Total |
| Account receivable |
| Current quarter sales |
| Last quarter sales |
| Schedule 3: Production Budget in Units | Q1 | Q2 | Q3 | Q4 | Total |
| Sales in units |
| plus desired EI- FG |
| Total needs |
| Less BI- FG |
| Units to be produced |
| Schedule 4: Direct Materials Purchases | Q1 | Q2 | Q3 | Q4 | Total |
| Units to be produced |
| Amt of cement per unit |
| Cement needs for production |
| plus desired EI RM-cement |
| Total need-cement |
| less BI RM-cement |
| Cement to be purchased |
| Cement cost per lb. |
| Total cement purchase cost |
| Schedule 4: Direct Materials Purchases | Q1 | Q2 | Q3 | Q4 | Total |
| Units to be produced |
| Amt of plaster per unit |
| Plaster needs for production |
| plus desired EI RM-plaster |
| Total need-plaster |
| less BI RM-plaster |
| Plaster to be purchased |
| Plaster cost per lb. |
| Total plaster purchase cost |
| Total DM purchase cost (Cement+Plaster) |
| Schedule 5: Cash Purchases Budget | Q1 | Q2 | Q3 | Q4 | Total |
| Prior month purchases |
| Current purchases |
| Schedule 6: Direct Labor Budget | Q1 | Q2 | Q3 | Q4 | Total |
| Units to be produced |
| DL needed per unit |
| DL hours needed |
| cost per hour |
| Total budgeted DL |
| Schedule 7: Overhead Budget | Q1 | Q2 | Q3 | Q4 | Total |
| DL hours needed |
| VOH rate /hour |
| Budgeted variable MO |
| Budgeted fixed MO |
| Total Manufacturing Overhead |
| Less Depreciation |
| Cash disbursements for MO |
| Schedule 8: Selling and Administrative Expense Budget | Q1 | Q2 | Q3 | Q4 | Total |
| Units sold |
| Var S&A rate |
| Budgeted variable S&A |
| Budgeted fixed S&A |
| Total budgeted S&A expense |
| Less depreciation |
| Cash disbursements for S&A expense |
| Schedule 9: Ending Finished goods |
| | Amt. | Cost per |
| Direct materials-cement |
| Direct materials-plaster |
| Direct labor |
| Variable overhead |
| Fixed overhead |
| Units in ending inventory |
| Cost of ending inventory |
| Schedule 10: Budgeted cost of goods sold |
| Direct materials used - cement | | 35,700 |
| Direct materials used - plaster | | 14,280 |
| Direct labor used | | 61,880 |
| Overhead | | 43,280 |
| Costs added | | 155,140 |
| Beginning FG inventory | | 2,000 |
| Available for sale | | 157,140 |
| Less EI | | -3,911 |
| Cost of goods sold | | 153,229 |
| Schedule 11: Budgeted income statement |
| Sales |
| less COGS |
| Gross margin |
| Selling and admin |
| Interest expense |
| Net income before tax |
| Tax expense (30% of net income before tax) |
| Net income | | | 32,509 |
| Schedule 12: Cash Budget | Q1 | Q2 | Q3 | Q4 | Total |
| Beg Bal. Cash |
| Cash Receipts |
| Cash Available |
| Cash disbursements-DM |
| Labor |
| OH |
| S&A |
| Taxes |
| Dividends |
| Purchase equip |
| Total disbursements |
| Ending cash balance |
| Repay |
| Interest |
| Borrowing |
| Cash at end of period |
| Total Borrowing |
| Schedule 13: Budgeted Balance sheet |
| | End Bal | | Beg Bal |
| Cash | | | 4,850 |
| Accounts Receivable | | | 9,000 |
| Inventory raw materials | | | 420 |
| FG Inventory | | | 2,000 |
| Land | | | 8,000 |
| Building and Equip | | | 70,000 |
| Accum. Deprec. | | | -29,200 |
| Total Assets | | 102,942 | 65,070 |
| Acct Payable | | | 2,580 |
| Tax payable |
| Capital stock | | | 17,500 |
| RE | | | 44,990 |
| Total L&SE | | 102,942 | 65,070 |