Business Decision Case The sales department of Donovan Manufacturing, Inc. has completed the following sales forecast for the months of January through March 20X1 for its only two products: 50,000 units of J to be sold at $90 each and 30,000 units of K to be sold at $70 each. The desired unit inventories at March 31, 20X1, are 10% of the next quarter’s unit sales forecast, which are 60,000 units of J and 30,000 units of K. The January 1, 20X1, unit inventories were 5,000 units of J and 2,000 units of K. Each unit of J requires 3 pounds of material A and 2 pounds of material B for its manufacture; K requires 2 pounds of A and 4 pounds of B. The purchase cost of A is $9 per pound and the purchase cost of B is $5 per pound. Materials A and B on hand at January 1, 20X1, were 19,000 pounds of A and 7,000 pounds of B. Desired inventories at March 31, 20X1, are 14,000 pounds of A and 8,000 pounds of B. Each unit of J requires 0.5 hours of direct labor in the factory; each unit of K requires 1.0 hour of direct labor. The average hourly rate for direct labor is $12 per hour. Estimated manufacturing overhead cost is $6 per direct labor hour plus $90,000 per month. Selling and administrative expenses are estimated to be 10% of sales revenue plus $180,000 per month. Cash sales for the first quarter are estimated to be $300,000 per month. It is forecast that 30% of the credit sales for the quarter ended March 31, 20X1, will occur in January, 30% in February, and 40% in March. Of credit sales (December through March), 40% will be collected as cash in the month of sale and 55% will be collected in the following month. The remainder will be uncollectible. Cash collected in January 20X1 from December 20X0 sales will be $1,050,000. The January 1, 20X1, cash balance was $70,000. The minimum acceptable cash balance at the end of each month is $60,000. Short-term borrowings (6-month term) are made in multiples of $10,000. Interest is charged at the rate of 1% per month on short-term borrowings. The first interest payment is made the month following the borrowing. Cash disbursements (excluding interest on short-term borrowings) are estimated as follows: January February March Manufacturing costs $1,500,000 $1,300,000 $1,400,000 Selling and administrative expenses 390,000 410,000 400,000 Interest expense 90,000 90,000 90,000 Income tax payment 0 0 210,000 Capital expenditures 124,000 110,000 50,000 Cash dividends 300,000 0 0 Prepare the sales budget for the quarter ended March 31, 20X1. Prepare the production budget for the quarter ended March 31, 20X1. Prepare the direct materials budget for the quarter ended March 31, 20X1. Prepare the direct labor budget for the quarter ended March 31, 20X1. Prepare the manufacturing overhead budget for the quarter ended March 31, 20X1. Prepare the selling and administrative expense budget for the quarter ended March 31, 20X1. Prepare a schedule of cash collected from customers for the quarter ended March 31, 20X1. Prepare the cash budget for the quarter ended March 31, 20X1. How does the preparation of the operating budgets before financial budgets increase the usefulness of the budget process? What value does a cash budget add to the master budgeting process?
Master Budget
A master budget can be defined as an estimation of the revenue earned or expenses incurred over a specified period of time in the future and it is generally prepared on a periodic basis which can be either monthly, quarterly, half-yearly, or annually. It helps a business, an organization, or even an individual to manage the money effectively. A budget also helps in monitoring the performance of the people in the organization and helps in better decision-making.
Sales Budget and Selling
A budget is a financial plan designed by an undertaking for a definite period in future which acts as a major contributor towards enhancing the financial success of the business undertaking. The budget generally takes into account both current and future income and expenses.
Business Decision Case The sales department of Donovan Manufacturing, Inc. has completed the following sales
|
January |
February |
March |
|
|
|
$1,500,000 |
$1,300,000 |
$1,400,000 |
|
Selling and administrative expenses |
390,000 |
410,000 |
400,000 |
|
Interest expense |
90,000 |
90,000 |
90,000 |
|
Income tax payment |
0 |
0 |
210,000 |
|
Capital expenditures |
124,000 |
110,000 |
50,000 |
|
Cash dividends |
300,000 |
0 |
0 |
- Prepare the sales budget for the quarter ended March 31, 20X1.
- Prepare the production budget for the quarter ended March 31, 20X1.
- Prepare the direct materials budget for the quarter ended March 31, 20X1.
- Prepare the direct labor budget for the quarter ended March 31, 20X1.
- Prepare the manufacturing overhead budget for the quarter ended March 31, 20X1.
- Prepare the selling and administrative expense budget for the quarter ended March 31, 20X1.
- Prepare a schedule of cash collected from customers for the quarter ended March 31, 20X1.
- Prepare the
cash budget for the quarter ended March 31, 20X1. - How does the preparation of the operating budgets before financial budgets increase the usefulness of the budget process?
- What value does a cash budget add to the
master budgeting process?
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