Professional Documents
Culture Documents
Budget
A Budget is a financial and/or quantitative Statement, prepared prior to a defined period of time, of the policy to be pursued that period for the purpose of attaining given Objective
Budgetary Control
Budgetary Control is the establishment of Budgets relating to the responsibilities of executives of a policy and the continuous comparison of the actual with the budgeted results, either to secure by individual action the objective of the policy or to provide basis for its revision
Budgetary Control
OBJECTIVES
Planning
Co-ordination
Communication
Motivation
Performance Evaluation
Control
Budgetary Control
Preliminaries for Installation Creating Budget Centre Accounting Records Organization Chart Budget Committee Budget Manual Budget Period Key Factor
Functional Budgets
SALES BUDGET PRODUCTION BUDGET SELLING & DISTRIBUTION ADMINISTRATION R & DEVELOPMENT BUDGET
PRODUCTION BUDGET
PLANT UTILISATION
Material
Labour
Overheads
Purchase
Other Budgets
CASH BUDGET
Capital Expenditure
PERFORMANCE BUDGET ZERO BASED BUDGET FIXED-VARIABLE BUDGETS
Sales (orders)
Sales Budget
SALES BUDGET
HISTORICAL ANALYSIS REPORTS BY SALESMEN MARKET ANALYSIS of BUSINESS CONDITIONS SPECIAL CONDITIONS
SALES BUDGET
Period Product A Units Product B A mtR s. 40 P.U. 2.00 2.40 2.00 6.40 7.20 8.20 6.40 28 Product C Units Total Amt Units Rs.30 P.U. 1.20 1.35 1.50 4.05 3.60 4.80 4.50 16.95 5,000 6,000 5,000 16,000 18,000 20,000 16,000 70,000 A Amt mtRs (Rs) .20 P.U 2.00 1.60 1.40 5.00 6.00 6.40 5.60 23 5.20 5.35 4.90 15.45 16.80 19.20 16.50 67.95
Sales Budget
Budget Actual Product Quantity Price Quantity A B B A A B 10,000 6,000 12,000 15,000 8,000 5,000 10 5 5 10 10 5 11,500 7,000 12,500 16,500 9,500 5,250
Area
Product
V
12,0000 32,500 1,52,500
P
10 5
V
1,00,000 30,000 1,30,000 -60,000 60,000 1,50,000 -1,50,000 80,000 25,000 1,05,000 3,30,000 1,15,000
P
10 5
V
1,15,000 35,000 1,50,000 -62,500 62,500 1,65,000 -1,65,000 95,000 26,250 1,21,250 3,75,000 1,23,750
North
A B Total A
12,000 6,500 18,500 3,000 13,000 16,000 17,000 5,000 22,000 9,000 5,500 14,500 41,000 30,000
10 5
South
B Total
East
A B Total
10 5
West
A B Total
10 5
Total
A B
10 5
4,10,000 1,50,000
Total
71,000
5,60,000
56,000
4,45,000
62,250
4,98,750
Production Budgets
PRODUCTION BUDGET
BASED UPON
Sales Budget
Months
Product A Req. To Fulfill S. Prog. Forecast Cl. Stock Fore cast op. stock
Jan :7050
41,000 Feb: 7000 4,000 Mar: 8000 45,000 Apr: 8000 3,000 42,000 Jun: 5000
43,050 May:8000
PRODUCTION SALES
(UNITS)
PRODUCTION
BUDGET (UNITS) 1+2=3
Cost Centre B -
HRs. Total No. of P.U. M. Hrs. MAC. Req. X Y Z 5,000 20 2,500 200 2,000 30 1,50,000 60 5,00,000 200 60,000 24 7,10,000 284 70 100 20
MATERIA L
QT. RE Q. FOR PRO DU CTI ON R A T E P. U. C O S T
LABOUR
O P E R A TI O N G R A D E H O U RS HO USR LY RA TE
F.O.H.
C D C O EP OS S T. T T T O T A L C OS T C OS T P. U.
1 2 3 4 1 2 3 1 2 3
1 2
X Y
1 2 1
X Y Z
Total
Products
A Rs. P. Unit
10 5 15 10 12 3 25 10 50 20 18 12 50 100 20 40 160 40 200 7500
D. M.a.t.
B Rs. P. Unit
40 5 45 5 4 6 15 20 80 10 6 24 40 120 24 48 192 24 216 5000
C Rs. P. Unit
24 36 60 5 6 9 20 15 95 10 9 36 55 150 30 60 240 40 280 6000
D. Lab.
O. Variable cost T. Variable Cost Fixed Production OH. DEPT. I (P.H. Rs) DEPT. II (P. H. 3) DEPT. III (P.H. 6) Fixed P. O. H. Product Cost A.D. M. @ 20% S. D. @ 40 Total Cost Profit Selling price sales Qt. A 15 Lakh /200 B. 10.80/216 C. 16.80 / 280
PRODUCTION BUDGET
A 7500 2400 3000 6,900 B 5000 1600 2000 4,600 C 6000 2000 2500 5,500
Sales Quantities (+) Closing Stock (-) Opening Stock Production Quantities
PURCHASE BUDGET
DM 11 Materials 100500 (+) Closing Stock 22050 (-) Opening Stock 24500 Purchase Units 98,050 Price P. Unit (Rs.) 2 Purchase (Value) 1,96,100
Cash Budget
Cash Budget is a detailed estimate of Cash Receipts from all sources and Cash Payments for all purposes and the resultant Cash Balance during the budget period
Cash Budget
Cash Budget For the Period..
Particulars Total
Budgeted Net Profit Depreciations Provisions Sale Of Plants Issue Of Capital and Debentures Reduction in Debtors Reduction In stock Accrued Expenses Increase In Liabilities Total Additions Total Cash Available
Jan
Rs
Feb
Rs
Mar
Rs Rs
Deductions
Dividends Prepayments Capital Profit Increase in Stocks Increase in Debtors Decrease in Liabilities Total Deductions Cl Balance Of Cash
ZBB - applications
1 Identifying decision Units 2 Listing programmes, activities of each DU 3 Setting goals of activities of each DU 4 Identifying alternatives of activities 5 Designing Decision Package 6 Evaluating & Ranking each DP 7 Allocating Resources according to priority
ZBB -Cycle
Programmes &