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Chapter 8

Chapter 8. Strategy and the Master Budget. Learning Objectives. Describe the role of a budget in planning, communicating, motivating, controlling, and evaluating performance Discuss the importance of strategy and its role in budgeting and identify factors common to successful budgets

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Chapter 8

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  1. Chapter 8 Strategy and the Master Budget

  2. Learning Objectives • Describe the role of a budget in planning, communicating, motivating, controlling, and evaluating performance • Discuss the importance of strategy and its role in budgeting and identify factors common to successful budgets • Outline the budgeting process

  3. Learning Objectives • Prepare a master budget and explain the interrelationships among its supporting schedules • Identify unique budgeting characteristics of service and international firms and not-for-profit organizations

  4. Learning Objectives • Apply zero-base, activity-based, and kaizen budgeting • Discuss the roles of ethics and behavioral concerns in budgeting

  5. Strategy and the Master Budget • Business continually deals with the future and uncertainty • Planning is a process of charting the future course in this uncertain and dynamic world to attain desired goals • Successful organizations are the result of careful planning and diligent implementation • The budget is one aspect of planning used by many organizations

  6. Learning Objective One Describe the role of a budget in planning, communicating, motivating, controlling, and evaluating performance

  7. Role of a Budget A budget is an organization’s operation plan for a specified period; it identifies the resources and commitments required to fulfill the organization’s goals for the period.

  8. The Budget is . . . • a plan of operations. • a basis for allocating resources. • a communication and authorization device. • a device for motivating and guiding implementation. • a guideline for operations and gauge for controlling operations. • a basis for performance evaluation.

  9. Budgeting • Budgeting is the process of preparing a budget • Budgeting systems accomplish many purposes beyond achieving planning and control • Budgeting system are at once forms and sources of power, and they serve as a political advocacy device used by both budgeters and budgetees in the internal resource allocation process

  10. Learning Objective Two Discuss the importance of strategy and its role in budgeting and identify factors common to successful budgets

  11. Importance of Strategy • A firm’s strategy is the path it chooses for attaining its long-term goals and mission • It is the starting point in preparing its plans and budgets • The process of determining a firm’s strategy begins by assessing external factors that affect operations and evaluating internal factors that can be its strengths and weaknesses

  12. Importance of Strategy • An organization’s internal factors include operating characteristics such as financial strength, managerial expertise, functional structure, and organizations culture • Matching the organization’s strengths with its identified opportunities and threats enables it to form its strategy

  13. Formulation of Strategy Insert Exhibit 8.1

  14. Strategic Goals andLong-Term Objectives • The long-range plan identifies actions over a 5- to 10-year period to attain the firm’s strategic goal • Capital budgeting is a process for evaluating proposed major projects and planning for resource requirements • Capital budgets are prepared to bring an organization’s capabilities into line with the needs of its long-range plan and long-term sales forecast • An organization’s capacity is a result of capital investments made in prior budgeting periods

  15. Translating Strategy with the Balanced Scorecard Insert Exhibit 8.2

  16. Short-Term Objectives and the Master Budget • A master budget is an organization’s operating and financing plans for a specified period • Operating budgets are plans that identify resources needed in operating activities and the acquisition of these resources • Financial budgets identify sources and uses of funds for the budgeted operations, present budgeted operating result, and delineate financial position at the end of the budgeted period

  17. Budget Relationships Strategic Goals Long-Term Objectives Capital Budgeting Long-Range Plan Short-Run Objectives Feedback Master Budgets Controls Operations

  18. Successful Budgets • Successful budgets share many common factors • Most important among them is the acceptance and support of the budget by all managers and employees • A budget is more likely to be successful if employees perceive it as a planning and coordinating tool to help them to do their jobs, not as a pressure device to squeeze the last drop of their energy out of them

  19. Successful Budgets • A successful budget is a motivating device that helps people work toward the goal of the organization and a better operating result • A successful budget has technically correct and reasonably accurate numbers

  20. Learning Objective Three Outline the budgeting process

  21. The Budgeting Process • The budgeting process can range from the informal simple processes small firms use that take only days or weeks to complete to elaborate, lengthy procedures large firms or governments employ that span over months • The budget committee oversees all budget matters and often is the highest authority in an organization for all matters related to the budget

  22. The Budgeting Process • The budget usually is prepared for a set time, most commonly one year with subperiod budgets for each of the quarters or months • A continuous (rolling) budget maintains a budget for a set number of months, quarters or years at all times • The budget committee is responsible for providing initial budget guidelines that set the tone for the budget and govern its preparation

  23. Budget Revision • Strictly implementing a budget as prescribed even when the actual events differ significantly from those expected certainly is not a desirable behavior • In such cases, managers should be encouraged not to rely on the budget as the absolute guideline in operations • Systematic, periodic revision of the approved budget or the use of a continuous budget can be an advantage in dynamic operations

  24. Learning Objective Four Prepare a master budget and explain the interrelationships among its supporting schedules

  25. Master Budget • A master budget is a comprehensive budget for a specific period • It consists of many interrelated operating and financial budgets • A sales budget often is regarded as the cornerstone of the entire budget • The starting point in preparing a sales budget is sales forecasts

  26. The Master Budget Insert Exhibit 8.4

  27. Sales Forecasting • Current sales levels and sales trends of the past few years • General economic and industry conditions • Competitors’ actions and operating plans • Pricing policies • Credit policies • Advertising and promotional activities • Unfilled back-orders

  28. Sales Budget • A sales budget shows expected sales in units at their expected selling prices • A firm prepares the sales budget for a period based on the forecasted sales level, production capacity for the budget period, and long-term plan and short-term goal of the firm • A sales budget is the cornerstone of budget preparation because a firm can complete the plan for other activities only after it identifies the expected sales level

  29. Sales Budget Kerry Industrial Products Company Sales Budget For the First Quarter Ended June 30, 2007 AprilMayJuneQuarter Sales in units 20,000 Selling price per unit x $30 Total sales $600,000

  30. Sales Budget Kerry Industrial Products Company Sales Budget For the First Quarter Ended June 30, 2007 AprilMayJuneQuarter Sales in units 20,000 25,000 Selling price per unit x $30 x $30 Total sales $600,000 $750,000

  31. Sales Budget Kerry Industrial Products Company Sales Budget For the First Quarter Ended June 30, 2007 AprilMayJuneQuarter Sales in units 20,000 25,000 35,000 Selling price per unit x $30 x $30 x $30 Total sales $600,000 $750,000 $1,050,000

  32. Sales Budget Kerry Industrial Products Company Sales Budget For the First Quarter Ended June 30, 2007 AprilMayJuneQuarter Sales in units 20,000 25,000 35,000 80,000 Selling price per unit x $30 x $30 x $30 x $30 Total sales $600,000 $750,000 $1,050,000 $2,400,000

  33. Production Budget • A firm prepares a production budget after determining the number of units that it expects to sell • A production budget is a plan for acquiring the resources needed to carry out the manufacturing operations to satisfy the expected sales and maintain the desired ending inventory

  34. Determining the budgeted units of production: Budgeted Budgeted Desired Beginning Production Sales Ending Inventory (in units) (in units) Inventory (in units) (in units) = + – Production Budget The total number of units to be produced depends on the budgeted sales, the desired units of finished goods ending inventory, and the units of finished goods beginning inventory.

  35. Determining the budgeted units of production: Budgeted Budgeted Desired Beginning Production Sales Ending Inventory (in units) (in units) Inventory (in units) (in units) = + – Production Budget Kerry expects to have 5,000 units on hand on April 1 and wants to have 30% of the following month’s projected unit sales on hand at the end of each month.

  36. From the Sales Budget Production Budget Kerry expects to have 5,000 units on hand on April 1 and wants to have 30% of the following month’s projected unit sales on hand at the end of each month. Determining the budgeted units of production: Budgeted Desired Beginning Production 20,000 Ending Inventory (in units) Inventory (in units) (in units) = + –

  37. Production Budget Step 1: Determine the desired ending level at April 30: 30% x 25,000 units for May sales = 7,500 units Determining the budgeted units of production: Budgeted Beginning Production 20,000 7,500 Inventory (in units) (in units) = + –

  38. Production Budget Step 2: Apply inventory from April 1: 5,000 units Determining the budgeted units of production: Budgeted Production 20,000 7,500 5,000 (in units) = + –

  39. Production Budget Step 3: Determine projected production for April Determining the budgeted units of production: 22,500 20,000 7,500 5,000 = + –

  40. Production Budget

  41. Production Budget 30% of June’s budgeted sales

  42. Production Budget July sales are budgeted at 40,000 units, so 30% × 40,000 = 12,000 units.

  43. Direct Materials Budget • The information in the production budget becomes the basis for preparing several manufacturing-related budgets • A direct materials usage budget shows the direct materials required for production and their budgeted cost

  44. Total direct Desired direct Total direct Direct materialsmaterials materials materials beginningneeded in ending inventory purchase for inventoryproduction the period + = + Direct Materials Budget Each unit produced requires 3 pounds of alloy at a cost of $2.45 per pound. Kerry expects to manufacture 36,000 units in July. On April 1, 7,000 pounds of alloy were in inventory.

  45. Total direct Desired direct Total direct materials materials materials 7,000needed in ending inventory purchase for production the period + = + Direct Materials Budget Each unit produced requires 3 pounds of alloy at a cost of $2.45 per pound. Kerry expects to manufacture 36,000 units in July. On April 1, 7,000 pounds of alloy were in inventory.

  46. Desired direct Total direct 67,500 materials materials 7,000 ending inventory purchase for the period + = + Direct Materials Budget Budgeted unit production in April is 22,500. At 3 pounds per unit direct material needs are 67,500 pounds.

  47. Total direct 67,5008,400 materials 7,000 purchase for the period + = + Direct Materials Budget Desired ending inventory is 10 % of the next period’s production needs. In May production needs will be 28,000 units, so 28,000 × 3 pounds = 84,000 × 10% = 8,400 pounds. 68,900 pounds

  48. Direct Materials Budget Insert Exhibit 8.7

  49. Direct Materials Budget Insert Exhibit 8.8

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