Professional Documents
Culture Documents
Short-Term Budgeting
Introduction
Repeated references to budget allowances have been made throughout previous chapters and
we have seen how closely accounting and budgeting are related and how one depends on the
other. Accounting draws some of its data from planned performances established in the budget;
in turn, recorded historical data provide a basis for determining budget estimates.
Budget defined
A budget is a financial plan of the resources needed to carry out tasks and meet financial goals.
It is also a quantitative expression of the goals the organization wishes to achieve and the cost
of attaining these goals.
The act of preparing a budget is called budgeting. The use of budgets to control a firm’s activities
is known as budgetary control.
The overall or master budget (also known as planning budget or budget plan) indicates the
sales level, production and cost levels, income and cash flows that are anticipated for the
coming year.
The master budget is a summary of all phases of a company’s plans and goals for the future.
In short, it represents a comprehensive expression of management’s plan for the future and how
these plans are to be accomplishe.
1. Communication.
3. Standards.
After the actions, results should be summarized and evaluated. At the very onset, the
measurement to be used in evaluating performance must be established. These measures of
performance are called “standards”. They must be clearly defined and agreed-upon between
the person, whose performance is evaluated, and the evaluator. If standards are too high or
improbable to achieve, people get demoralized as there is no fair chance of getting a high
performance rating. If standards are too low, people are not motivated to exert their best effort,
thereby encouraging mediocre results. Standards are set to motivate. They are also an
important basis for planning and controlling. Standards to be objective, are normally expressed
in quantitative form (e.g., amount, units, hours, thirst, kilograms, number of invoices processed,
etc.,). Still, the most objective mode of expressing standards is in terms of money.
4. Planning
As standards are set, plans could be done better. A good plan must be S. M. A.R. T.
(i.e., specific, measurable, attainable, realistic, and time-bounded). Plans must be specific to be
clear, measurable to be fair in the evaluation process, attainable to elicit outstanding
performance, realistic to allow people to relate to, and time-bounded to impress urgency and
deadlines. The design and development of a plan must be participated in by people in the
organization. This means an effective appetizer to increase one's desire in achieving an
objective. As plans are developed, men must start developing a “sense of ownership“, and
eventually, commitment. Questions such as, “what resources are needed?”, “How do we do it?”,
“When do we do it?“, “Who will do it?“, And “where do we do it?“ need to be resolved with
acceptable certainty. Planning is an act of approximating the future and preparing resources,
systems, strategies, structures and methods that could best seize the opportunities in a given
condition to increase the equity or wealth of an organization.
Top executives should primarily subscribe to organizational objectives. The CEO must therefore
exercise competence in leading and managing his top executives. Top executives must not only
be capable and competent but must have “ownership“ of organizational goals. There must be
trust and openness in communication. One way to achieve this is through the creation of a
Budget Committee.
The Budget Committee, which is normally headed by a Budget Director, administers the
budgetary process. It is concerned at developing the budget manual that includes a budget
planning calendar and distribution instructions for all budget schedules. A budget planning
calendar is the schedule of activities for the development and production of the budget. It
includes a list of dates indicating when the specific information is needed to be provided to other
departments or units until the entire budgetary process is completed. A budget manual includes
distribution instructions for all budget schedules to show that a segment’s budget is an input to
another department or business unit in the preparation of their own budget. Without distribution
instructions, someone who needs a particular schedule might be overlooked, and delays may
occur. A planning calendar integrates the entire budgetary activities. Along the way, men should
be educated about the purpose, forms, and processes of the budgetary system. They should be
taught how to make their own budget using the standard chart of accounts and the standardized
budget schedules, know the relevance of their schedule to another schedule, and the model of
performance evaluation. The bottom-line is, everybody should be made aware of and be
involved.
Budgets are plans expressed in quantitative form, primarily in financial expression. When plans
are expressed quantitatively, they are more objective, understandable, and measurable.
The budgetary process is dependent on the organizational structure and purposes. As such, the
budget normally stay in answering the basic question, “Is there a market for the business?” This
question directs the master budgeting process to start in the sales budget. The normal
budgetary sequence is shown in figure 5.1.
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Normally, the development of business is driven by its demand. In this perspective, the
budgeting process starts from the sales budget. Once it is projected, the production budgets,
operating expenses budgets, and the budgeted statement of profit or loss follow (i.e., operating
budgets). Then, the financial budgets leading to the budgeted statement of financial position
and the budgeted statement of cash flows with supporting schedules on collections from
customers and payments to suppliers (i.e., financial budgets). The entirety of the operating and
financial budgets comprise the master budgets of the enterprise at a given level of activity in a
given business period.
If there is a limitation on organizations resources such as materials and parts, direct labor hours,
machine hours, financial, cultural, and regulatory aspects, the starting point in preparing the
master budget shall be defined by such limitation.
Types of Budget
The types of budgets or the major composition of the master budget are:
1) The Operating budget
2) The Financial budget
3) The Capital budget
A. Operating Budget
1. Budgeted Income Statement
a. Sales budget
b. Production budget
1) Materials cost budget
2) Direct labor cost budget
3) Factory overhead budget
4) Inventory levels
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2. Cost of Sales Budget
3. Selling and Administrative expenses budget
4. Financial Expense budget
B. Financial Budget
1. Budgeted Statement of Financial Position
2. Cash Budget
Budgeting Terminologies
Statement
- Refers to projection of revenue, expenses, and results of operations for a definite
period of time.
Cash budget
- A period-by-period statement of cash at the start of a budget period, expected cash
receipts classified by source; expected cash disbursements, classified by function,
responsibility, and form; and the resulting cash balance at the end of the budget period.
Financial Budget
- Refers to the budget of the financial resources as reflected in the budget statement of
financial position and cash budget.
Fixed Budget
- Projection of cost at a particular or one level of production (usually at normal
capacity) for a definite time period.
Participative budget
- Budget prepared using employees at all levels in the organization
Physical budget
- Budget that is expressed in units of materials, number of employees or number of
man-hours or service units rather than in pesos
Production budget
- Production plan of resources needed to meet current sales demand and
ensure adequate inventory levels
Program budget
- Budget for the major programs or projects that the company plans to undertake
Operating budget
- Refers to the plans for the conduct of business for the planning period; it includes
the budgeted income statement and all its supporting budgets.
Responsibility budget
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- Budget for a responsibility center
Sales budget
- Budget that shows the quantity of each product and the revenue expected to be sold
Traditional budgeting
- A system of budgeting which concentrates on the incremental change from the
previous year assuming that the previous year’s activities are essential and must be
continued.
Zero-based budgeting
- A system of establishing financial plans beginning with an assumption of no-activity
and justifying each program or activity level
Mathematically, the sales are affected by the unit sales price and quantity sold. The unit sales
price is affected by cost, competition, product substitutes, market trends, regulations, demand
and supply behavior, and estimated profit, among other things. The number of units sold is
affected by the unit sales price.
Other factors influencing sales forecast include the past sales volume, general economic and
industry conditions, relationship of sales to economic indicators (such as gross domestic
product, gross national product, personal income, employment, prices in industrial production),
relative product profitability, market research studies, advertising and other promotions, quality
of salesforce, seasonal variations, production capacity, and long-run sales trends for various
products. In forecasting sales, factors that have strong correlation with sales pattern are
identified and used.
Basically, there are three ways of making escalates for the sales budget:
The estimated number of units sold could be estimated per product line, department,
geographical area, model, and market classification. In projecting units to be sold, several
forecasting techniques are employed which normally apply the concept of probability and best
estimates models, statistics, and simulation analysis. The study of probability and other
forecasting techniques are reserved in the chapter for quantitative techniques applied in
business.
Required:
1. Budgeted units to be sold in the coming year
2. Budgeted amount of sales, net of doubtful accounts.
Solutions/ Discussions:
Once the sales units are projected and the sales amount already budgeted, the budgeted costs
and expenses would now be estimated, then the financial budgets all in connection with the
strategic plan of the business.
In the following discussions, the unit sales price and projected sales in units are normally given.
Budgeted production is based on budgeted sales and inventory policies. An inventory policy is
normally based on the number of units to be sold in the following period. The formula for the
budgeted production could be derived from the traditional method of determining number of
units sold which states that finished goods inventory-beginning plus production less finished
goods inventory-ending equal budgeted sales. You tweak the formula and the computation for
the budgeted production is as follows:
Once the budgeted production is set, the budgeted materials, direct labor, and variable
overhead may now be prepared.
The budgeted fixed overhead is based on normal capacity (e.g., normal production) which is
considered flat or constant over the periods (e.g., months) covered by the budget. It differs from
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the master budget where its level of capacity varies from one month to another.
The standard cost is used in the preparation of the direct materials budgets, direct labor, variable
overhead, fixed overhead, selling expenses, and administrative expenses budgets as well.
Direct material purchases is direct materials used add the materials inventory ending,
then deduct the materials inventory beginning. This procedure is derived from the traditional
computation of raw materials used which is raw materials inventory-beginning plus materials
purchases less raw materials inventory-ending. From this standpoint, the raw materials
purchases budgets are derived, as follows.
Budgeted direct materials used x (Budgeted production x Std. materials per unit)
Add: Materials Inventory End x
Total Materials for Use x
Less: Materials Inventory - Beg x
Budgeted direct mat. Purchases in units x
x Materials cost per unit x
Budgeted materials purchases in pesos P x
Let us assume a labor intensive operation where workers are paid by the hour. On this premise,
the budgeted direct labor hours is budgeted production times the standard direct labor hour per
unit produced. The standard direct labor rate per hour is multiplied to budgeted direct labor
hours to get the budgeted direct labor cost.
The standard direct labor hours per unit and the standard rate per hour are to be provided by
the standard cost sheet.
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Budgeted Direct Labor hours x (Budgeted production x Std. DLH per
unit) x DL Rate per hour P x
Budgeted DL cost P x
The budgeted direct labor hours would determine the number of production personnel needed
to be employed for a given budgetary period.
Fixed overhead is constant in total while the standard fixed overhead rate is computed based on
the normal capacity. In short-term budgeting the standard fixed overhead rate is considered
constant.
Total variable overhead costs change in relation to the level of production while unit variable
cost is constant.
The standard hours per unit and standard overhead rates per hour are to be based on
the standard cost sheet developed by the business.
Cash may be considered as the alpha and omega of the business process. Investors interest
would boil down to the ability of the business to return their money and how much more could
be given to them as premium for accepting the risk of investing in the business.
Managers are also interested in the daily and regular cash position of the business to effectively
monitor operating activities. An analysis of cash inflows and outflows would provide
management vita information on the liquidity needs of the business. Several models of cash
management, presentation and analyses have been developed for management use, as
follows:
The presentation formats of these cash report presentation models are presented in each of
the boxes in the following page.
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Fig. 6.2 Cash Report Presentation Models
The cash management model separates the operating and investing cash performance before
the financing activities. This gives the management a vital perspective on the ability of the
business activities (i.e., operating and investing) to generate cash. The financing section
includes the receipts from short-term financing and long-term financing as well. However, the
short-term financing is always prioritized for operating cash management purposes. The
financing section also includes the payments to interest, principal, and return of equity.
Cash flows are classified as financing, investing, and operating activities. This classification may
be traced from understanding the general contents of the Statement of Financial Position and
Statement of Profit or Loss.
Statement of Financial
Position
INVESTING ACTIVITIES FINANCING ACTIVITIES
Inflows Outflows Inflows Outflows
Sale of Noncurrent assets ✔ Long-term borrowing ✔
Acquisition of noncurrent ✔ Payment of long-term debt ✔
assets
Issuance of shares of stock ✔
Retirement of shares of ✔
stock
Purchase of treasury stock ✔
Re-issuance of treasury ✔
stock
Dividends paid ✔
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Statement of Profit or Loss
OPERATING ACTIVITIES
Inflows Outflows
Cash sales ✔
Collections from credit customers ✔
Receipts from other revenue ✔
Cash purchases ✔
Payments to merchandise suppliers ✔
Payments to operating expenses ✔
Payments to other expenses ✔
Operating activities employ current assets and current liabilities. The difference of current assets
and current liabilities is called the working capital. It is the fundamental resource used by the
management in managing revenues, costs, and profit. As such, current items pertain to
operating activities and are excluded from financing and investing activities.
Investing activities basically refer to those of noncurrent assets and marketable securities.
Financing activities essentially relate to long-term debt and equity transactions.
Dividend income may be classified as either operating or investing activity depending on the
nature of the investment from which the dividend is derived and the purpose of dividend
distribution.
An illustration for Cash Budget is presented in Sample Problem 3.7, Schedule 13.
Credit purchases are not usually paid in the period of purchase. Normally, payments are spread
over a number of months. A schedule of account payables payments is to be made to more
accurately determine timing of cash outflows to merchandise suppliers.
There are also accrued and prepaid (deferred or unearned) income and expenses. In the
budgeted statement of cash flows, only the cash portion of the accrued and prepaid items are
considered.
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Let us revisit the contents of the accrued and prepaid expenses accounts to determine the
amount of expenses paid, as shown below:
- + + -
In determining the amount of income received, let us also revisit the contents of accrued
and deferred income accounts, as shown below.
+ - - +
Income earned P x
Add: Accrued income, beg. P x
Deferred income, end x x
Total
Less: Accrued income, end x
Deferred income, beg. x x
Income received P x
Operating Expenses
Operating expenses budget should also be estimated in details in accordance with the
principles of accrual accounting. There shall be separate budget schedules each for marketing,
selling, and administrative expenses. It would be truly of great value if the expenses are further
classified as direct to the segment or otherwise, and controllable or noncontrollable as to the
authority of the segment manager.
Operating expenses could also be classified based on the new model of business functions
such as: research and development expenses, design engineering expenses, marketing
expenses, distribution expenses, and customer services expenses. The production costs are
assembled, grouped and reported as part of the cost of goods manufactured and sold.
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Research and Development
Research has at least three phases: basic research, applied research, and developmental
research. These researches are focused towards cost reduction, product improvements and
development of new products. Distribution as to the overall budget allotment to these research
phases and focuses should be clearly projected, summarized and presented.
Budgeting Models
There are several budgeting models used by organizations. Some examples are flexible
budgeting, fixed (or static) budgeting, continuous budgeting, zero-based budgeting, life-cycle
budgeting, activity-based budgeting , kaizen budgeting, and government budgeting.
Flexible budgeting separates costs as to either variable or fixed. In this model, budgeted costs
are determined at any level of business activity. Flexible budgeting uses standard costs to
prepare budgets for multiple activity levels. Total fixed costs remain constant while total variable
costs increase as production increases. The budgeted costs based on actual level of production
become the standard costs and are compared with the actual costs to get and analyze cost
variances.
The Luzon Corporation has a unit direct materials cost of P 10, unit direct labor cost of P 5, unit
variable overhead cost of P 4, factory rent paid of P 200,000, factory depreciation of P 400,000,
and miscellaneous fixed overhead of P 100,000. The company's normal capacity which is also
its maximum capacity is 20,000 units. The budgeted costs at 70%, 80%, 90%, and 100%
capacity are as follows:
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Fixed or static budgeting does not segregate cost into fixed and variable components. Costs are
estimated only at a single level of activity. Actual cost are compared with the budgeted cost
regardless of the actual level of production and cost variances are obtained and analyzed
accordingly.
Continuous or rolling budgeting maintains a particular time frame (or period) covered in
budgeting (say 12 months). When a time segment (e.g., month) had passed, it is dropped from
the budget frame and a new month is added to maintain the same period of time covered by the
budget.
Zero-based budgeting (ZBB) does not consider past performances in anticipating the future.
Budgeted cost should be classified and packaged based on activities which must be prioritized
and justified as to their incurrence. The aim is to encourage objective examination of all costs in
the hope that cost could be better controlled. ZBB starts from the lowest budgetary units of the
organization. It needs determination of objectives, operations, and costs for each activity and
the alternative means of carrying out that activity. Different levels of service or work effort are
evaluated for each activity, measurements and performance standards are established, and
activities are ranked according to their importance to the activity. A decision package is
prepared that describes various levels of service that may be provided, including at least one
level lower than the current one. Each expenditure is justified for each budget period and costs
are reviewed from a cost-benefit perspective.
Life-cycle budgeting intends to account for all costs incurred in the stages of the “value chain”,
from research and development to design, production, marketing, distribution, up to customer
services. Costing in this model is important for pricing decisions. Revenues generated from the
product should cover not only the costs of production but the entire business costs incurred. It
is also analyzed in line with the product life-cycle concept where products have four life stages
such as infancy (or start-up stage), growth stage, expansion stage, and maturity (or decline)
stage.
It is estimated that about 80% of all costs are already committed (may not yet be incurred) before
the business begins. Life-cycle budgeting emphasizes the potential for locking in (designing in)
future costs since the opportunity of reducing costs is great before production begins. In the
whole-life cost concept, the budget includes the “after-purchase costs“ closely associated with
the life-cycle cost. After-purchase costs include the costs of operating, support, repair, and
disposal incurred by customers.
Whole-life cost equals the life-cycle cost plus the after-purchase costs. Life-cycle costing is
related to target costing and target pricing. A target price is determined in a given market
condition and costs and profit margin are adjusted accordingly.
Activity-based budgeting is applied when the activity-based management system is used. It
breaks down processes into activities and permits the identification of value-adding activities
and their cost drivers. Activities are grouped according to their homogeneity and costs drivers
are established per homogeneous pool. It tracks down cost incurrence based on the behavior of
its cost driver such as number of set-ups, downtime, number of units produced, machine hours,
number of employees square footage, number of kilowatt used, number of customer complaints,
and many more.
Governmental budgeting is not only a financial plan but is also an expression of public policy
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and a form of control having the force of the law. A government budget is a legal document, a
law enacted by the congress, which must be complied with by heads and personnel of various
government agencies. Since government budgeting is not profit-centered, the use of budgets in
the appropriation process is of major importance. One budgeting concept in government
budgeting is “line budgeting” where the emphasis is more on the control of expenditures. Each
line expense should be disbursed according to the limits of the approved appropriations.
This section illustrates the computations, mechanics and interrelationships in a master budget.
Although the illustrative data are presented separately per sample problem, they are however
interrelated. The concept is to individually show budgetary computations per major account and
later will be consolidated in budgeted financial statements. The data pertain to Charmaine
Corporation.
Sample Problem 3.3. Projected Sales and Estimated Collections from Customers
Charmaine Corporation made the following projections on its sales in the coming year, 2020:
The unit sales price is expected to be constant at P 20. All sales are made on credit. Receivables
from customers are collected 60% in the quarter of sales, 30% in the quarter following sales,
and 8% in the second quarter following sale. The remaining 2% is considered uncollectibles.
The account receivables balance on December 31, 2019 is estimated to be P 640,000; 25% of
which is coming from the 3rd quarter sales of 2019.
Required:
1. Schedule 1. Projected sales in units and in pesos per quarter and for the year 2020.
2. Schedule 2. Estimated collections from customers per quarter and for the year 2020.
Solutions/ Discussions:
● The projected sales in units are computed by considering the probability of occurrence.
Expected units sold
Q1 Q2 Q3 Q4
Good (projected sales x 50%) 37,000 46,000 40,000 51,000
Fair (projected sales x 30%) 15,000 24,000 21,000 27,000
Bad (projected sales x 20%) 8,000 10,000 9,000 12,000
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Schedule 1. Budgeted Sales
Q1 Q2 Q3 Q4 Total
Budgeted sales in units 60,000 80,000 70,000 90,000 300,000
X Unit sales price P 20 P 20 P 20 P 20 P 20
Budgeted sales in pesos P 1,200,000 P 1,600,000 P 1,400,000 P 1,800,000 P 6,000,000
● The collection pattern is 60% - 30% - 8%. The receivables are collected in 3 quarters. Sixty percent in the
quarter of sales, thirty percent in the quarter following sales, and 8% in the second quarter following
sales.
● The credit sales in the third quarter of year 2019 were P 1,600,000 (i.e., P 640,000 x 25% / 10%). Ninety
percent (90%) of this sales has been collected at the end of 2019. Hence, to get the total sales from the
third quarter of 2019, we have to divide the remaining receivable from this quarter by 10%, which is the
remaining receivable balance.
● The credit sales in the fourth quarter of 2019 were P 1,200,000 (i.e., P 640,000 x 75% / 40%). Sixty
percent (60%) of this sales has been collected by the end of 2019. As such, to get the total sales, we
have to divide the remaining receivable from this quarter by 40%, which is the remaining receivable
balance.
The company has a policy of maintaining finished goods inventory equal to 20% of the next
quarter’s sales and materials inventory of 30% of current quarter’s requirements. It takes 3 lbs.
of material AX-23 to produce unit of product. The materials inventory at the start of the year was
recorded at 75,000 pounds.
Material AX-23 costs P 1.20 per pound to purchase. The terms of the purchase is 2/30, n/45.
The company pays 55% of its purchases in the quarter of purchase and avail of the 2% trade
discount. The remaining balance is paid in the following quarter. The accounts payables at
December 31, 2019 are valued at P 81,000.
● The ending inventory of the fourth quarter is the ending inventory of the year and the beginning
inventory of the first quarter is the beginning of the year.
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Schedule 5. Budgeted Payments to Merchandise Suppliers
● The payment pattern is 55% - 45%. Payments to merchandise suppliers are made in 2 quarters; fifty-five
percent are paid in the quarter of purchase and forty-five percent are paid in the following quarter after
purchase.
● The credit purchases in the fourth quarter of 2019 were P 180,000 (i.e., P 81,000 / 45%). The 55% have
been paid in the quarter the purchases were made.
● The payment made to suppliers in the quarter of purchase accounting for 55% of all purchases is subject
to 2% trade discount. Example, payment made in Q1 of 2020 for purchases made in Q1 of 2020 is P
112,931 (i.e., P 209,520 x 55% x 98%). The payment made in the following quarter accounting for the
remaining 45% of the purchases is not subject to 2% trade discount.
Charmaine Corporation pays its production personnel at a rate of P 20 per direct labor hour. It
takes 0.25 standard hours to complete a finished unit. The corporation pays its labor costs in the
month the payroll is recorded.
The standard variable overhead rate is P 5 per direct labor hour and the standard fixed overhead
rate is P 4 per direct labor hour. The company’s normal capacity is 75,000 units or 18,750 direct
labor hours. Thirty percent (30%) of the total fixed overhead is non-cash. Overhead costs are
paid 90%in the quarter the overhead is incurred and the remainder is paid in the month
following the quarter of incurrence. The overhead costs incurred in the fourth quarter of
2019 are P 84,000 variable and P 70,000 fixed.
The budgeted production in units for 2020 are estimated at: Q1, 64,000 units, Q2, 78,000 units;
Q3, 74,000 units, and Q4, 87,000 units.
Solutions/ Discussions:
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Schedule 7. Budgeted Factory Overhead
● Fixed factory overhead = Normal capacity x Fixed overhead rate per DLH
● E.g., Q1 = 18,750 DLH x P 4 = P 75,000
Amount Q1 Q2 Q3 Q4 Total
Variable
Overhead
Q4, 2019 P 84,000 P 8,400 P 8,400
Q1, 2020 80,000 72,000 P 8,000 80,000
Q2, 2020 97,500 87,750 P 9,750 97,500
Q3, 2020 92,500 83,250 9,250 92,500
Q4, 2020 108,750 97,875 97,875
Budgeted payments to variable 80,400 95,750 93,000 107,125 376,275
overhead
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Sample Problem 6.6. Budgeted Statement of Profit or Loss
Consider the data and solutions in sample problems “5.3” to “5.5”. The standard costs of
Charmaine Corporation are summarized below:
The standard costs are the same from year 2019 to 2020. The work-in-process inventories are
estimated at 10% of the current production put into the process. The work-in-process on
December 31, 2019 is determined at P75,000. Operating expenses are budgeted at 20% of
sales in a quarter. Non-cash operating expenses including accruals and prepayments are
estimated at 20% of sales. Other income from operations are projected at 5% of sales. The
actual of 2019 and the estimated accrued and prepaid items in 2020 are as follows:
Q4 2019 Q1 Q2 Q3 Q4
Solutions/Discussions.
Total goods available for sale 841,160 1,001,710 960,140 1,113,145 3,395,355
-FG inventory, Schedule 2 173,600 151,900 195,300 162,750 162,750
Ending
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● Material used = Materials used in units x Standard materials cost per unit
Q1 = 192,000 lbs. X P1.20 = P 230,400
Q2 = 234,000 lbs. X P1.20 = P 280,800
Q3 = 222,000 lbs. X P1.20 = P 266,400
Q4 = 261,000 lbs. X P1.20 = P 313,200
Units Costs
● Refer to computational guidelines. The beginning accrued expenses balance in quarter 1 (i.e., P 12,000) is
the beginning of the year. The ending prepaid expenses balance in quarter 4 is the ending balance of the
year.
● Accrued expense and expense balances do not accumulate. They are continuous and are carried from one
period to another. This observation is also true with regard to accrued income and deferred income.
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Sample Problem 3.7. Budgeted Cash Flows
Consider all the data and solutions in sample problems “3.3. To 3.6”. Other cash transactions
and information are as follows:
a. Non-current assets are to be acquired in the second and third quarters of 2020 in the
amounts of P 200,000 and P 145,000, respectively. Some old non-current assets are to
be sold at its book value for P 174,000 in the third quarter.
b. Dividends are to be paid in February for P 400,000 and July for P 250,000.
c. The minimum cash balance is set at P 400,000. In case of deficit, the corporation can
avail a credit line in multiples of P 25,000 from a financing institution at a rate of 14% per
annum. Interest is paid quarterly based on the outstanding balance at the beginning of
the quarter. Payments to borrowings in multiples of P 25,000 are made whenever cash
is available determined at the beginning of the quarter. The cash balance on January 1,
2020 is expected to equal the minimum cash balance.
Solutions/ Discussions:
● Cash balance - ending = Total cash available for needs - Total cash payments + Net Financing
● The cash balance for the year is the cash balance at the beginning of the first quarter and the
ending balance of the year equals the ending balance of the fourth quarter
Operating activities
Collections from Customers Schedule 2 P 1,208,000 P 1,416,000 P 1,416,000 P 1,628,000 P 5,668,000
From other revenue Schedule 12 64,700 78,500 70,900 87,800 301,900
To merchandise suppliers Schedule 5 (193,931) (253,785) (274,425) (294,318) (1,016,459)
To direct labor Schedule 6 (320,000) (390,000) (370,000) (435,000) (1,515,000)
To factory overhead Schedule 7 (132,550) (148,250) (145,500) (159,625) (585,925)
To operating expenses Schedule 11 (240,000) (313,500) (288,900) (360,400) (1,202,800)
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Investing activities
Financing activities
● The business needs to borrow in the first quarter of the year to maintain the minimum cash balance of P
400,000. The amount borrowed is computed as follows:
Cash balance - beginning P 400,000
Net operating cash inflows 386,219
Dividends paid (400,000)
Cash balance before financing 386,219
Minimum cash balance (400,000)
Cash need P 25,000
Borrowings (in multiples of P 25,000) P 25,000
● The cash balance at the end of the second quarter is P 426,869 which i P 26,869 in excess of the minimum
balance of P 400,000. This excess shall be used to pay borrowing in multiples of P 25,000.
● The beginnng cash balance of the first quarter is the beginning cash balance of the year, and the ending cash
balance of the fourth quarter is the ending cash balance of the year.
References used:
Agamata, Franklin T. Management Services 2019 Edition. GIC Enterprises & Co., Inc, 2019
Cabrera, Ma. Elenita B.Management Accounting Concepts and Applications. GIC Enterprises
& Co., Inc, 2014
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