8 -1
CHAPTER
Functional
and ActivityBased
Budgeting
8 -2
Objectives
1. Discuss budgeting
and its role
After studying
thisin planning,
control, andchapter,
decisionyou
making.
should
2. Define and prepare
a master
be able
to: budget, identify
its major components, and explain the
interrelationships of its various components.
Continued
8 -3
Objectives
3. Describe flexible budgeting, and list the
features that a budgetary system should have
to encourage managers to engage in goalcongruent behavior.
4. Explain how activity-based budgeting works.
Planning
8 -4
Strategic Plan
Long-Term
Objectives
Short-Term
Objectives
Short-Term
Plan
Budgets
Feedback
Budgeting
and
Planning
and Control
Planning
Strategic Plan
Long-Term
Objectives
Control
Monitoring of
Actual Activity
Short-Term
Objectives
Short-Term
Plan
Budgets
Feedback
Comparison of
Actual with
Planned
Investigation
Corrective Action
8 -5
8 -6
Advantages of Budgeting
1. Memaksa para manager untuk melakukan
perencanaan.
2. Menyediakan informasi yang dapat digunakan
untuk memperbaiki pembuatan keputusan.
3. Menyediakan standar untuk evaluasi kinerja.
4. Memperbaiki komunikasi dan koordinasi.
8 -7
The master budget adalah rencana keuangan
komprehensif bagi organisasi secara
keseluruhan
Biasanya , anggaran induk adalah periode satu
tahun, sesuai dengan tahun fiskal perusahaan.
8 -8
A master budget can be
dividing into operating
and financial budgets.
8 -9
Financial budgets detail the
Operating
describe
inflows
andbudgets
outflows
of cash
the income-generating
and
the overall financial
activities
of a firm.
position.
8 -10
Preparing the Operating Budget
Sales budget (Anggaran penjualan)
Production budget (Anggaran produksi)
Direct materials purchases budget (Anggaran
Pembelian Bahan Baku Langsung)
Direct labor budget (Anggaran Tenaga Kerja
Langsung)
Overhead budget (Anggaran Overhead)
Selling and administrative expenses budget
(Anggaran Beban Penjualan & Administrasi)
Ending finished goods inventory budget (Anggaran
persediaan akhir barang jadi)
Cost of goods sold budget (Anggaran HPPenjualan)
8 -11
Schedule 1
Texas Rex, Inc.
Sales Budget
For the Year Ended December 31, 2004
Quarter
1
2
3
4
Year
Units
1,000
1,200
1,500
2,000
5,700
Unit selling price x $10 x $10 x $10 x $10 x $10
Budgeted sales $10,000 $12,000 $15,000 $20,000 $57,000
8 -12
Computing Units to be Produced
Units to be produced = Expected unit sales +
Units in ending
inventory – Units in
beginning inventory
8 -13
Schedule 2
Texas Rex, Inc.
Production Budget
For the Year Ended December 31, 2004
Quarter
1
2
3
4
Sales (Schedule 1)
1,000 1,200
1,500
2,000
Desired ending
inventory
240
300
400
200
Total needs
1,240 1,500
1,900
2,200
Less: Beginning
inventory
-180
-240
-300
-400
Units to be
produced
1,060 1,260
1,600
1,800
Year
5,700
200
5,900
-180
5,720
8 -14
Computing Units to be Purchased
Purchases = Direct materials needed for
production + Desired
direct materials in ending
inventory – Direct
materials in beginning
inventory
8 -15
Schedule 3
Texas Rex, Inc.
Direct Materials Purchases Budget
For the Year Ended December 31, 2004
Quarter
1
2
3
4
Units to be produced
(Schedule 2)
1,060
Direct materials per
unit
x 1
Production needs
1,060
Desired ending
inventory
126
Total needs
1,186
Year
1,260
1,600
1,800
5,720
x 1
1,260
x 1
1,600
x 1
1,800
x 1
5,720
160
1,420
180
1,780
106
1,906
106
5,826
Continued
8 -16
1
Total needs
Less: beginning
inventory
Direct materials to
be purchased
Cost per pound
Total purchase cost
plain t-shirts
Quarter
2
3
4
Year
1,186
1,420
1,780
1,906
5,826
-58
-126
-160
-180
-58
1,128
x $3
1,294
x $3
1,620
x $3
1,726
5,768
x $3 x
$3
$3,384
$3,882
$4,860
$5,178 $17,304
8 -17
Schedule 3
Texas Rex, Inc.
Direct Materials Purchases Budget
For the Year Ended December 31, 2004
Quarter
1
2
3
4
Units to be produced
(Schedule 2)
1,060
Direct materials per
unit
x 5
Production needs
5,300
Desired ending
inventory
630
Total needs
5,930
Year
1,260
1,600
1,800
5,720
x 5
6,300
x 5
8,000
x 5
9,000
x
5
28,600
800
7,100
900
8,900
530
9,530
530
29,130
Continued
8 -18
1
Quarter
2
3
4
Year
Total needs
5,930
7,100
8,900
9,530 29,130
Less: beginning
inventory
-390
-630
-800
-900
-390
Direct materials to
be purchased
5,540
6,470
8,100
8,630 28,740
Cost per ounce
x $0.20 x $0.20 x $0.20 x $0.20 x $0.20
Total purchase
cost of ink
$ 1,108 $ 1,294 $ 1,620 $ 1,726 $ 5,748
Total direct
materials purchases cost
$4,492
$5,176
$6,480
$6,904 $23,052
8 -19
Schedule 4
Texas Rex, Inc.
Direct Labor Budget
For the Year Ended December 31, 2004
Quarter
1
2
3
4
Units to be produced
(Schedule 2)
1,060
1,260
1,600
1,800
Direct labor time
per unit (hr.)
x 0.12 x 0.12 x 0.12 x 0.12
Total hours needed 127.2
151.2
192
216
Average wage per
hour
x $10 x $10 x $10 x $10
Total direct labor
cost
$1,272 $1,512 $1,920 $2,160
Year
5,720
x 0.12
686.4
x $10
$6,864
8 -20
Schedule 5
Texas Rex, Inc.
Overhead Budget
For the Year Ended December 31, 2004
Quarter
1
2
3
4
Budgeted direct labor
hours (Schedule 4) 127.2
Variable overhead
rate
x $5
Budgeted variable
overhead
$ 636
Budgeted fixed
overhead
1,645
Total overhead $2,281
151.2
x
$5
$ 756
192
x
$5 x
Year
216
$5
686.4
x
$5
$ 960 $1,080 $ 3,432
1,645 1,645 1,645
6,580
$2,401 $2,605 $2,725 $10,012
8 -21
Schedule 6
Texas Rex, Inc.
Ending Finished Goods Inventory Budget
For the Year Ended December 31, 2004
Unit-cost computation:
Direct materials ($3 + $1)
Direct labor (0.12 hr. @ $10)
Overhead:
Variable (0.12 hr. @ $5)
Fixed (0.12 hr. @ $9.59)
Total unit cost
Finished goods: Logo T-shirts
$4.00
1.20
0.60
1.15
$6.95
Units
Unit Cost
Total
200
$6.95
$1,390
8 -22
Schedule 7
Texas Rex, Inc.
Cost of Goods Sold Budget
For the Year Ended December 31, 2004
Direct materials used (Schedule 3)
Direct labor used (Schedule 4)
Overhead (Schedule 5)
Budgeted manufacturing costs
Beginning finished goods
Goods available for sale
Less: Ending finished goods (Sched. 6)
Budgeted cost of goods sold
$22,880
6,864
10,012
$39,756
1,251
$41,007
- 1,390
$39,617
8 -23
Schedule 8
Texas Rex, Inc.
Selling and Administrative Expenses Budget
For the Year Ended December 31, 2004
1
Quarter
2
3
4
Year
Planned sales in units
(Schedule 1)
1,000 1,200 1,500 2,000 5,700
Variable selling and
administrative
expenses per unit
x $0.10 x $0.10 x $0.10 x $0.10 x $0.10
Total variable
expenses
$ 100 $ 120 $ 150 $ 200 $ 570
Continued
8 -24
1
Quarter
2
3
4
Year
Fixed selling and administrative expenses:
Salaries
$1,420 $1,420 $1,420 $1,420 $5,680
Utilities
50
50
50
50
200
Advertising
100
200
300
500 1,100
Depreciation
150
150
150
150
600
Insurance
----500
--500
Total fixed expenses $1,720 $1,820 $2,420 $2,120 $8,080
Total selling and administrative expenses
$1,820 $1,940 $2,570 $2,320 $8,650
8 -25
Schedule 9
Texas Rex, Inc.
Budgeted Income Statement
For the Year Ended December 31, 2004
Sales (Schedule 1)
Less: Cost of goods sold (Schedule 7)
Gross margin
Less: Selling and administrative
expenses (Schedule 8)
Operating income
Less: Interest expense (Schedule 10)
Income before taxes
Less: Income taxes (Schedule 10)
Net income
$57,000
-39,617
$17,383
-8,660
$ 8,733
- 60
$ 8,673
-2,550
$ 6,123
8 -26
The Usual
Financial Budgets
 The cash budget
(anggaran kas)
 The budgeted balance
sheet (anggaran neraca)
 The budget for capital
expenditures (anggaran
untuk pengeluaran
modal)
8 -27
The Cash Budget
Beginning cash balance
Add: Cash receipts
Cash available
Less: Cash disbursements
Less: Minimum cash balance
Cash surplus (deficiency)
Add: Cash from loans
Less: Loan repayments
Add: Minimum cash balance
Ending cash balance
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
8 -28
The Cash Budget
Texas Rex, Inc. 1st Quarter
Beginning cash balance
$ 5,200
Add: Cash receipts (cash and credit sales) 10,600
Total cash available
15,800
Less: Cash disbursements
-15,777
Less: Minimum cash balance
- 1,000
Total cash needs
-16,777
Excess or deficiency (-) of cash
- 977
Add: Cash from loans
1,000
Less: Loan repayments
---Ending cash balance
$ 1,023
$1,000 (loan) - $977 + $1,000
(minimum cash balance)
8 -29
Source
Texas Rex, Inc.
Cash Receipts Pattern for 2004
Quarter 1 Quarter 2 Quarter 3 Quarter 4
Cash sales
$ 2,500
Received on
account from:
Quarter 4, 2005
1,350
Quarter 1, 2006
Quarter 2, 2006
Quarter 3, 2006
6,750
Quarter 4, 2006
---Total cash receipts $10,600
$ 3,000
750
8,100
---$11,850
$ 3,750
$ 5,000
900
10,125
1,125
--$14,775
13,500
$19,625
Schedule 11
Texas Rex, Inc.
Budgeted Balance Sheet
December 31, 2006
8 -30
Assets
Current assets:
Cash
Accounts receivable
Materials inventory
Finished goods inventory
Total current assets
Property, plant, and equipment:
Land
Building and equipment
Accumulated depreciation
Total property, plant, and equipment
Total assets
Continued
$ 7,503
1,500
424
1,390
$10,817
$ 1,100
36,500
-7,760
29,840
$40,657
8 -31
Liabilities and Owners’ Equity
Current liabilities:
Accounts payable
Owners’ equity:
Retained earnings
$39,276
Total owners’ equity
Total liabilities and owners’ equity
$ 1,381
39,276
$40,657
8 -32
Sales Budget
Production Budget
Direct Materials
Purchases Budget
Direct Labor
Budget
Cash
Budget
Overhead
Budget
The Master
Budget
8 -33
Sales Budget
Production Budget
Direct Materials
Purchases Budget
Ending FG
Inventory Budget
Direct Labor
Budget
Overhead
Budget
(Unit
cost)
Cash
Budget
The Master
Budget
8 -34
Sales Budget
Production Budget
Direct Materials
Purchases Budget
Direct Labor
Budget
Ending FG
Inventory Budget
Overhead
Budget
Selling and
Administrative
Expenses
Budget`
Cost of Goods
Sold Budget
Budgeted IS
Cash
Budget
The Master
Budget
8 -35
Static Budgets versus Flexible Budgets
A static budget adalah untuk tingkat aktivitas tertentu.
A flexible budget adalah anggaran yang menungkinkan
suatu perusahaan untuk menghitung perkiraan biaya
dalam suatu tingkat aktivitas.
Performance Report Quarterly
Production Costs
Actual
Units produced
Direct materials cost
Direct labor costs
Fixed overhead:
Variable:
Supplies
Power
Fixed:
Supervision
Depreciation
Total
8 -36
Budgeted Variance
1,200
1,060
140 F
$4,830
1,440
$4,240
1,272
$590 U
168 U
535
170
477
159
58 U
11 U
1,055
540
$8,570
1,105
540
$7,793
-50 F
--$777 U
8 -37
The Uses of Flexible Budget
 Flexible budget dapat digunakan sebagai fakta untuk
menghitung berapa biaya seharusnya untuk tingkat
aktivitas aktual.
 Flexible budgeting dapat digunakan untuk
memperhitungkan tingkat biaya yang seharusnya
untuk tiap tingkat aktivitas.
 Flexible budgeting dapat membantu para manajer
mengatasi ketidakpastian dengan memungkinkan
mereka untuk melihat perkiraan hasil pada suatu
tingkat aktivitas
Flexible Production Budget
Production Costs
Variable overhead:
Direct materials
Direct labor
Variable overhead:
Supplies
Power
Total variable costs
Fixed overhead:
Supervision
Depreciation
Total fixed costs
Total production costs
Variable Cost
per Unit
Range of Production (units)
1,000
1,200
1,400
$4.00
1.20
$4,000
1,200
$4,800 $5,600
1,440 1,680
0.45
0.15
$5.80
450
150
$5,800
540
630
180
210
$6,960 $8,120
$1,105 $1,105 $1,105
540
540
540
$1,645 $1,645 $1,645
$7,445 $8,605 $9,765
8 -38
Performance Report Quarterly
Production Costs
Units produced
Direct materials
Direct labor
Variable overhead:
Supplies
Power
Total variable costs
8 -39
Actual
Budget
1,200
1, 200
----
$4,830
1,440
$4,800
1, 440
$30 U
----
535
170
$6,975
540
180
$6,960
-5 F
-10 F
$15 F
Continued
Variance
Performance Report Quarterly
Production Costs
8 -40
Actual
Budget
1,200
1, 200
----
Fixed overhead:
Supervision
1,055
Depreciation
540
Total fixed costs
$1,595
Total production costs $8,570
1,105
540
$1,645
$8,605
-50 F
---$50 F
$35 U
Units produced
Variance
8 -41
Behavior Dimensions of Budgeting
Goal congruence (Kesesuaian tujuan)
Dysfunctional behavior (Perilaku disfungsional)
Frequent feedback on performance ( Umpan balik berkala
atas kinerja)
Monetary and nonmonetary incentives (Insentif uang &
bukan uang)
Participative budgeting (Anggaran Partisipatif)
Realistic standards (Standar yg realistis)
Controllability of costs (Kemampuan mengendalikan biaya)
Multiple measures of performance (Beberapa pengukuran
kinerja)
8 -42
Participative budgeting has three
potential problems:
1. Menetapkan standar yg terlalu tinggi
atau rendah.
2. Membuat kelonggaran dalam anggaran.
3. Partisipasi semu.
Activity-Based Budgeting
Activity flexible
budgeting adalah
prediksi berapa
biaya aktivitas
nantinya jika
terdapat perubahan
pada output
aktivitas.
8 -43
8 -44
Flexible Budget: Direct Labor Hours
Cost Formula
Fixed
Direct Labor Hours
Variable
10,000
20,000
Direct materials
---
$10
$100,000
$200,000
Direct labor
---
8
80,000
160,000
$ 20,000
3
50,000
80,000
Machining
15,000
1
25,000
35,000
Inspections
120,000
---
120,000
120,000
50,000
---
50,000
50,000
220,000
---
220,000
220,000
$425,000
$22
$645,000
$865,000
Maintenance
Setups
Purchasing
Total
8 -45
Activity Flexible Budget
Driver: Direct Labor Hours
Formula
Fixed
Variable
Level of Activity
10,000
20,000
Direct materials
---
$10
$100,000
$200,000
Direct labor
---
8
80,000
160,000
$0
$18
$180,000
$360,000
Subtotal
Driver: Machine Hours
Maintenance
Machining
Subtotal
Fixed
Variable
8,000
16,000
$20,000
$5.50
$64,000
$108,000
15,000
2.00
31,000
47,000
$35,000
$7.50
$95,000
$155,000
Continued
8 -46
Activity Flexible Budget
Driver: Number of Setups
Inspections
Fixed
Variable
25
30
$80,000
$2,100
$132,500
$143,000
---
1,800
45,000
54,000
$80,000
$3,900
$177,500
$197,000
15,000
25,000
$226,000
$236,000
$678,500
$948,000
Setups
Subtotal
Driver: Number of Orders
Fixed
Purchasing
Total
$211,000
Variable
$
1
8 -47
Activity-Based Performance Report
Actual Costs
Budgeted Costs
Budget Variance
$101,000
$100,000
$ 1,000 U
Direct labor
80,000
80,000
---
Maintenance
55,000
64,000
9,000 F
Machining
29,000
31,000
2,000 F
Inspections
125,500
132,500
7,000 F
46,500
45,000
1,500 U
220,000
226,000
6,000 F
$657,000
$678,500
$21,500 F
Direct materials
Setups
Purchasing
Total
8 -48
Variances for the Inspection Activity
Activity
Actual Cost
Budgeted Cost
Variance
Inspection:
Fixed
Variable
Total
$ 82,000
$ 80,000
$2,000 U
43,500
52,500
9,000 F
$125,500
$132,500
$7,000 F
8 -49
Chapter Eight
The End
8 -50