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ch13_Budgetary_planning.pdf
13-1 13-2
Budgetary Planning
13 WILEY
Kimmel ● Weygandt ● Kieso
Survey of Accounting, First Edition
13-3
CHAPTER OUTLINE
State the essentials of effective budgeting and the components of the
master budget.1
LEARNING OBJECTIVES
Prepare budgets for sales, production, and direct materials.2
Prepare budgets for direct labor, manufacturing overhead, and selling
and administrative expenses, and a budgeted income statement.3
Prepare a cash budget and a budgeted balance sheet.4
Apply budgeting principles to nonmanufacturing companies.5
13-4
Budget: a formal written statement of management’s plans for
a specified future time period, expressed in financial terms.
Primary method of communicating agreed-upon objectives
throughout the organization.
Promotes efficiency.
Control device - important basis for performance evaluation
once adopted.
LO 1
LEARNING
OBJECTIVE
State the essentials of effective budgeting and
the components of the master budget.1
13-5
Historical accounting data on revenues, costs, and
expenses help in formulating future budgets.
Accountants normally responsible for presenting
management’s budgeting goals in financial terms.
The budget and its administration are the responsibility
of management.
BUDGETING AND ACCOUNTING
LO 1 13-6
Primary benefits of budgeting:
1. Requires all levels of management to plan ahead.
2. Provides definite objectives for evaluating performance.
3. Creates an early warning system for potential problems.
4. Facilitates coordination of activities within the business.
5. Results in greater management awareness of the entity’s
overall operations.
6. It motivates personnel throughout organization to meet
planned objectives.
THE BENEFITS OF BUDGETING
LO 1
13-7
Which of the following is not a benefit of budgeting?
a. Management can plan ahead.
b. An early warning system is provided for potential
problems.
c. It enables disciplinary action to be taken at every level of
responsibility.
d. The coordination of activities is facilitated.
Question
THE BENEFITS OF BUDGETING
LO 1 13-8
Depends on a sound organizational structure with
authority and responsibility for all phases of operations
clearly defined.
Based on research and analysis with realistic goals.
Accepted by all levels of management.
ESSENTIALS OF EFFECTIVE BUDGETING
LO 1
13-9
May be prepared for any period of time.
► Most common - one year.
► Supplement with monthly and quarterly budgets.
► Different budgets may cover different time periods.
Long enough to provide an attainable goal and
minimize seasonal or cyclical fluctuations.
Short enough for reliable estimates.
Length of the Budget Period
LO 1
ESSENTIALS OF EFFECTIVE BUDGETING
13-10 LO 1
13-11
Base budget goals on past performance
► Collect data from organizational units.
► Begin several months before end of current year.
Develop budget within the framework of a sales
forecast.
► Shows potential industry sales.
► Shows company’s expected share.
The Budgeting Process
LO 1
ESSENTIALS OF EFFECTIVE BUDGETING
13-12
Factors considered in Sales Forecasting:
1. General economic conditions
2. Industry trends
3. Market research studies
4. Anticipated advertising and promotion
5. Previous market share
6. Price changes
7. Technological developments
LO 1
ESSENTIALS OF EFFECTIVE BUDGETING
The Budgeting Process
13-13
Participative Budgeting: Each level of management
should be invited to participate.
May inspire higher levels of performance or discourage
additional effort.
Depends on how budget developed and administered.
Budgeting and Human Behavior
LO 1
ESSENTIALS OF EFFECTIVE BUDGETING
13-14
Advantages:
► More accurate budget estimates because lower level
managers have more detailed knowledge of their area.
► Tendency to perceive process as fair due to involvement
of lower level management.
Overall goal - produce budget considered fair and
achievable by managers while still meeting corporate
goals.
Participative Budgeting
Budgeting and Human Behavior
LO 1
13-15
Disadvantages:
► Can be time consuming and costly.
► Can foster budgetary “gaming” through budgetary
slack.
Participative Budgeting
LO 1
Budgeting and Human Behavior
13-16
ILLUSTRATION 13-1 Flow of budget data under
participative budgeting
LO 1
Budgeting and Human Behavior
13-17
Three basic differences :
1. Time period involved
2. Emphasis
3. Detail presented
Time period:
Budgeting is short-term –
usually one year.
Long range planning – at
least five years.
Budgeting and Long-Range Planning
LO 1
ESSENTIALS OF EFFECTIVE BUDGETING
13-18
The essentials of effective budgeting do not include:
a. Top-down budgeting.
b. Management acceptance.
c. Research and analysis.
d. Sound organizational structure.
Question
LO 1
ESSENTIALS OF EFFECTIVE BUDGETING
13-19
Set of interrelated budgets that constitutes a plan of
action for a specified time period.
Contains two classes of budgets:
► Operating budgets.
► Financial budgets.
Individual budgets that result
in the preparation of the
budgeted income statement
– establish goals for sales
and production personnel.
THE MASTER BUDGET
LO 1 13-20
Set of interrelated budgets that constitutes a plan of
action for a specified time period.
Contains two classes of budgets:
► Operating budgets.
► Financial budgets.
THE MASTER BUDGET
The capital expenditures
budget, the cash budget,
and the budgeted balance
sheet – focus primarily on
cash needs to fund
operations and capital
expenditures.
LO 1
13-21
THE
MASTER
BUDGET
ILLUSTRATION 13-2 Components of the
master budget
LO 1 13-22
1. A sales forecast shows potential sales for the industry
and a company’s expected share of such sales.
2. Operating budgets are used as the basis for the
preparation of the budgeted income statement.
Use this list of terms to complete the sentences that follow.
LO 1
DO IT! 1 Budget Terminology
13-23
3. The master budget is a set of interrelated budgets that
constitutes a plan of action for a specified time period.
4. Long-range planning identifies long-term goals, selects
strategies to achieve these goals, and develops policies
and plans to implement the strategies.
Use this list of terms to complete the sentences that follow.
LO 1
DO IT! 1 Budget Terminology
13-24
5. Lower-level managers are more likely to perceive results
as fair and achievable under a participative budgeting
approach.
6. Financial budgets focus primarily on the cash resources
needed to fund expected operations and planned capital
expenditures.
Use this list of terms to complete the sentences that follow.
LO 1
DO IT! 1 Budget Terminology
13-25
First budget prepared.
Derived from the sales forecast.
► Management’s best estimate of sales revenue for
the budget period.
Every other budget depends on the sales budget.
Prepared by multiplying expected unit sales volume for
each product times anticipated unit selling price.
SALES BUDGET
LO 2
LEARNING
OBJECTIVE
Prepare budgets for sales, production, and
direct materials.2
13-26
Expected sales volume: 3,000 units in the first quarter with
500-unit increases in each succeeding quarter.
Sales price: $60 per unit.
Illustration – Hayes Company
SALES BUDGET
ILLUSTRATION 13-3 Sales budget
LO 2
13-27 LO 2 13-28
Shows units that must be produced to meet anticipated
sales.
Derived from sales budget plus the desired change in
ending finished goods inventory.
Essential to have a realistic estimate of ending inventory.
PRODUCTION BUDGET
ILLUSTRATION 13-4 Production requirements formula
LO 2
13-29
Hayes Co. believes it can meet future sales needs with an ending
inventory of 20% of next quarter’s budgeted sales volume.
ILLUSTRATION 13-5 Production budget
LO 2
PRODUCTION BUDGET
13-30
Shows both the quantity and cost of direct materials to be
purchased.
Formula for direct materials quantities.
ILLUSTRATION 13-6
Budgeted cost of direct materials to be purchased = required
units of direct materials x anticipated cost per unit.
Inadequate inventories could result in temporary shutdowns
of production.
DIRECT MATERIALS BUDGET
ILLUSTRATION 13-6 Formula for direct
materials quantities
LO 2
13-31
Because of its close proximity to suppliers,
Hayes Company maintains an ending inventory of raw
materials equal to 10% of the next quarter’s production
requirements.
The manufacture of each Rightride requires 2 pounds of
raw materials, and the expected cost per pound is $4.
Assume that the desired ending direct materials amount is
1,020 pounds for the fourth quarter of 2017.
Prepare a Direct Materials Budget.
Illustration – Hayes Company
LO 2
DIRECT MATERIALS BUDGET
13-32
ILLUSTRATION 13-7 Direct materials budget
LO 2
DIRECT MATERIALS BUDGET
13-33 LO 2 13-34
Soriano Company is preparing its master budget for 2017. Relevant data
pertaining to its sales, production, and direct materials budgets are as
follows:
Sales: Sales for the year are expected to total 1,200,000 units. Quarterly
sales are 20%, 25%, 30%, and 25% respectively. The sales price is
expected to be $50 per unit for the first three quarters and $55 per unit
beginning in the fourth quarter. Sales in the first quarter of 2018 are
expected to be 10% higher than the budgeted sales for the first quarter of
2017.
Production: Management desires to maintain ending finished goods
inventories at 25% of next quarter’s budgeted sales volume.
Direct materials: Each unit requires 3 pounds of raw materials at a cost of
$5 per pound. Management desires to maintain raw materials inventories
at 5% of the next quarter’s production requirements. Assume the
production requirements for the first quarter of 2018 are 810,000 pounds.
LO 2
DO IT! 2 Sales, Production, and Direct
Materials Budgets
13-35
Prepare the sales, production, and direct materials budgets by
quarters for 2017.
LO 2
DO IT! 2 Sales, Production, and Direct
Materials Budgets
13-36 LO 2
DO IT! 2 Sales, Production, and Direct
Materials Budgets
Prepare the sales, production, and direct materials budgets by
quarters for 2017.
13-37
Prepare the sales, production, and direct materials budgets.
LO 2
DO IT! 2 Sales, Production, and Direct Materials
Budgets
13-38
Shows both the quantity of hours and cost of direct labor
necessary to meet production requirements.
Critical in maintaining a labor force that can meet
expected production.
Total direct labor cost formula:
DIRECT LABOR BUDGET
ILLUSTRATION 13-8 Formula for direct labor cost
LO 3
LEARNING
OBJECTIVE
Prepare budgets for direct labor, manufacturing
overhead, and selling and administrative
expenses, and a budgeted income statement. 3
13-39
Illustration: Direct labor hours are determined from the
production budget. At Hayes Company, two hours of direct
labor are required to produce each unit of finished goods. The
anticipated hourly wage rate is $10.
DIRECT LABOR BUDGET
ILLUSTRATION 13-9 Direct labor budget
LO 3 13-40
Shows the expected manufacturing overhead costs for
the budget period.
Distinguishes between fixed and variable overhead
costs.
MANUFACTURING OVERHEAD BUDGET
LO 3
13-41
Illustration: Hayes Company expects variable costs to fluctuate
with production volume on the basis of the following rates per
direct labor hour: indirect materials $1.00, indirect labor $1.40,
utilities $0.40, and maintenance $0.20. Thus, for the 6,200
direct labor hours to produce 3,100 units, budgeted indirect
materials are $6,200 (6,200 x $1), and budgeted indirect labor
is $8,680 (6,200 x $1.40). Hayes also recognizes that some
maintenance is fixed. The amounts reported for fixed costs are
assumed.
Prepare a Manufacturing Overhead Budget.
MANUFACTURING OVERHEAD BUDGET
LO 3 13-42 LO 3
ILLUSTRATION 13-10
13-43
Projection of anticipated operating expenses.
Distinguishes between fixed and variable costs.
Illustration: Variable expense rates per unit of sales are sales
commissions $3 and freight-out $1. Variable expenses per
quarter are based on the unit sales from the sales budget
(ILLUSTRATION 13-3). Hayes expects sales in the first quarter
to be 3,000 units. Fixed expenses are based on assumed data.
Prepare a selling and administrative expense budget.
SELLING AND ADMINISTRATIVE
EXPENSE BUDGET
LO 3 13-44
ILLUSTRATION 13-11 Selling and administrative expense budget
LO 3
13-45
Important end-product of the operating budgets.
Indicates expected profitability of operations.
Provides a basis for evaluating company performance.
Prepared from the operating budgets:
► Manufacturing Overhead
► Selling and Administrative Expense
► Sales
► Direct Materials
► Direct Labor
BUDGETED INCOME STATEMENT
LO 3 13-46
Illustration: To find the cost of goods sold, it is first necessary to
determine the total unit cost of producing one Rightride, as
follows.
Second, determine Cost of Goods Sold by multiplying units sold
times unit cost: 15,000 units x $44 = $660,000
BUDGETED INCOME STATEMENT
ILLUSTRATION 13-12
Computation of total unit cost
LO 3
13-47
Illustration: All data for the income statement come from the
individual operating budgets except the following: (1) interest
expense is expected to be $100, and (2) income taxes are
estimated to be $12,000. ILLUSTRATION 13-13 Budgeted multiple-step income statement
LO 3
BUDGETED INCOME STATEMENT
13-48
Each of the following budgets is used in preparing the budgeted
income statement except the:
a. Sales budget.
b. Selling and administrative budget.
c. Capital expenditure budget.
d. Direct labor budget.
Question
LO 3
BUDGETED INCOME STATEMENT
13-49
Soriano Company is preparing its budgeted income statement
for 2017. Relevant data pertaining to its sales, production, and
direct materials budgets can be found on the following slide.
Soriano budgets 0.5 hours of direct labor per unit, labor costs at
$15 per hour, and manufacturing overhead at $25 per direct
labor hour. Its budgeted selling and administrative expenses for
2017are $12,000,000. (a) Calculate the budgeted total unit cost.
(b) Prepare the budgeted income statement for 2017.
LO 3
DO IT! 3 Budgeted Income Statement
13-50
Calculate the budgeted total unit cost and prepare the budgeted
income statement for 2017.
(a)
LO 3
DO IT! 3 Budgeted Income Statement
13-51
Calculate the budgeted total unit cost and prepare the budgeted
income statement for 2017.
(b)
LO 3
DO IT! 3 Budgeted Income Statement
13-52
Shows anticipated cash flows.
Often considered to be the most important output in
preparing financial budgets.
Contains three sections:
► Cash Receipts
► Cash Disbursements
► Financing
Shows beginning and ending cash balances.
CASH BUDGET
LO 4
LEARNING
OBJECTIVE
Prepare a cash budget and a budgeted
balance sheet.4
13-53
ILLUSTRATION 13-14
Basic form of a cash budget
CASH BUDGET
LO 4 13-54
Cash Receipts Section
► Expected receipts from the principal sources of revenue.
► Expected interest and dividends receipts, proceeds from
planned sales of investments, plant assets, and the
company’s capital stock.
Cash Disbursements Section
► Expected cash payments for direct materials, direct labor,
manufacturing overhead, and selling and administrative
expenses.
Financing Section
► Expected borrowings and repayments of borrowed funds
plus interest.
LO 4
CASH BUDGET
13-55
Must prepare in sequence.
Ending cash balance of one period is the beginning cash
balance for the next.
Data obtained from other budgets and from
management.
Often prepared for the year on a monthly basis.
Contributes to more effective cash management.
Shows managers the need for additional financing before
actual need arises.
Indicates when excess cash will be available.
LO 4
CASH BUDGET
13-56
Illustration – Hayes Company Assumptions
1. The January 1, 2017, cash balance is expected to be $38,000.
Hayes wishes to maintain a balance of at least $15,000.
2. Sales (Illustration 13-3): 60% are collected in the quarter sold
and 40% are collected in the following quarter. Accounts
receivable of $60,000 at December 31, 2016, are expected to
be collected in full in the first quarter of 2017.
3. Short-term investments are expected to be sold for $2,000 cash
in the first quarter.
Continued
LO 4
CASH BUDGET
13-57
Illustration – Hayes Company Assumptions
4. Direct materials (Illustration 13-7): 50% are paid in the quarter
purchased and 50% are paid in the following quarter. Accounts
payable of $10,600 at December 31, 2016, are expected to be
paid in full in the first quarter of 2017.
5. Direct labor (Illustration 13-9): 100% is paid in the quarter
incurred.
6. Manufacturing overhead (Illustration 13-10) and selling and
administrative expenses (Illustration 13-11): All items except
depreciation are paid in the quarter incurred.
LO 4
CASH BUDGET
13-58
Illustration – Hayes Company Assumptions
7. Management plans to purchase a truck in the second quarter
for $10,000 cash.
8. Hayes makes equal quarterly payments of its estimated
$12,000 annual income taxes.
9. Loans are repaid in the earliest quarter in which there is
sufficient cash (that is, when the cash on hand exceeds the
$15,000 minimum required balance).
Prepare a schedule of collections from customers.
LO 4
CASH BUDGET
13-59
Illustration – Prepare a schedule of collections from customers.
ILLUSTRATION 13-15
Collections from customers
LO 4
CASH BUDGET
13-60
Illustration – Prepare a schedule of cash payments for direct
materials.
ILLUSTRATION 13-16
Payments for direct materials LO 4
CASH BUDGET
13-61 ILLUSTRATION 13-17 LO 4 13-62 LO 4
13-63
Developed from the budgeted balance sheet for the
preceding year and the budgets for the current year.
Illustration: Pertinent data from the budgeted balance sheet
at December 31, 2016, are as follows.
Buildings and equipment $182,000
Common stock 225,000
Accumulated depreciation 28,800
Retained earnings 46,480
BUDGETED BALANCE SHEET
LO 4 13-64
ILLUSTRATION 13-18 Budgeted classified
balance sheet
13-65
Illustration: Pertinent data from the budgeted balance sheet at
December 31, 2016, are as follows.
1. Cash: Ending cash balance $37,900, shown in the cash budget
(Illustration 13-17).
2. Accounts receivable: 40% of fourth-quarter sales $270,000,
shown in the schedule of expected collections from customers
(Illustration 13-15).
Continued
Buildings and equipment $182,000
Common stock 225,000
Accumulated depreciation 28,800
Retained earnings 46,480
LO 4
BUDGETED BALANCE SHEET
13-66
3. Finished goods inventory: Desired ending inventory 1,000 units,
shown in the production budget (Illustration 13-5) times the total
unit cost $44 (shown in Illustration 13-12).
4. Raw materials inventory: Desired ending inventory 1,020
pounds, times the cost per pound $4, shown in the direct
materials budget (Illustration 13-7).
5. Buildings and equipment: December 31, 2016, balance
$182,000, plus purchase of truck for $10,000 (Illustration 13-17).
Continued
LO 4
BUDGETED BALANCE SHEET
13-67
6. Accumulated depreciation: December 31, 2016, balance
$28,800, plus $15,200 depreciation shown in manufacturing
overhead budget (Illustration 13-10) and $4,000 depreciation
shown in selling and administrative expense budget
(ILLUSTRATION 13-11).
7. Accounts payable: 50% of fourth-quarter purchases $37,200,
shown in schedule of expected payments for direct materials
(Illustration 13-16).
8. Common stock: Unchanged from the beginning of the year.
9. Retained earnings: December 31, 2016, balance $46,480, plus
net income $47,900, shown in budgeted income statement
(Illustration 13-13).
LO 4
BUDGETED BALANCE SHEET
13-68
Expected direct materials purchases in Read Company are
$70,000 in the first quarter and $90,000 in the second quarter.
Forty percent of the purchases are paid in cash as incurred,
and the balance is paid in the following quarter. The budgeted
cash payments for purchases in the second quarter are:
Question
a. $96,000
b. $90,000
c. $78,000
d. $72,000
LO 4
BUDGETED BALANCE SHEET
13-69
Martian Company management wants to maintain a minimum
monthly cash balance of $15,000. At the beginning of March, the
cash balance is $16,500, expected cash receipts for March are
$210,000, and cash disbursements are expected to be $220,000.
How much cash, if any, must be borrowed to maintain the desired
minimum monthly balance?
LO 4
DO IT! 4 Cash Budget
13-70
Sales Budget: starting point and key factor in developing the
master budget.
Use a purchases budget instead of a production budget.
Does not use the manufacturing budgets (direct materials,
direct labor, manufacturing overhead).
To determine budgeted merchandise purchases:
ILLUSTRATION 13-19 Merchandise purchases formula
MERCHANDISERS
LO 5
LEARNING
OBJECTIVE
Apply budgeting principles to
nonmanufacturing companies.5
13-71
Illustration: Lima estimates that budgeted sales will be $300,000 in
July and $320,000 in August. Cost of goods sold is expected to be
70% of sales. The company’s desired ending inventory is 30% of
the followings month’s cost of goods sold. Required merchandise
purchases for July are computed as follows.
ILLUSTRATION 13-20
MERCHANDISERS
LO 5 13-72
Critical factor in budgeting is coordinating professional
staff needs with anticipated services.
Problems if overstaffed:
► Disproportionately high labor costs.
► Lower profits due to additional salaries.
► Increased staff turnover due to lack of challenging work.
Problems if understaffed:
► Lost revenues because existing and future client needs
for services cannot be met.
► Loss of professional staff due to excessive work loads.
SERVICE COMPANIES
LO 5
13-73
Just as important as for profit-oriented company.
Budget process differs from profit-oriented company.
Budget on the basis of cash flows (expenditures and
receipts), not on a revenue and expense basis.
Starting point is usually expenditures, not receipts.
Management’s task is to find receipts needed to support
planned expenditures.
Budget must be followed, overspending often illegal.
NOT-FOR-PROFIT ORGANIZATIONS
LO 5 13-74
The budget for a merchandiser differs from a budget for a
manufacturer because:
a. A merchandise purchases budget replaces the
production budget.
b. The manufacturing budgets are not applicable.
c. None of the above.
d. Both (a) and (b) above
Question
MERCHANDISERS
LO 5
13-75 LO 5 13-76
Becker Company estimates that 2017 sales will be $15,000 in quarter 1,
$20,000 in quarter 2, and $25,000 in quarter 3. Cost of goods sold is 80%
of sales. Management desires to have ending finished goods inventory
equal to 15% of the next quarter’s expected cost of goods sold. Prepare a
merchandise purchases budget by quarter for the first six months of 2017.
LO 5
DO IT! 5 Merchandise Purchases Budget
13-77
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