Budgeting: Profits,
Sales, Costs, And Expenses
A. Budgeting
·
Istilah budget
sebenarnya sama dengan istilah profit planning atau perencanaan laba.
·
Profit planning adalah
pengembangan rencana operasional untuk mencapai salah satu tujuan operasi
perusahaan, yaitu laba.
·
Budget atau anggaran
sering disebut dengan rencana yang diekspesikan dengan uang atau istilah
kuantitatif.
·
Profit paln berisi
anggaran operasi yang detail dan anggaran laporan keuangan (proforma.
·
Budget berbeda dengan
forecast. budget atau profit plan mencerminkan tingkat laba yang diharapkan
yang berusaha dicapai oleh perusahaan. sedangkan forecast hanya semata-mata
prediksi apa yang akan terjadi dengan bisnis perusahaan.
Dalam menyusun tujuan laba perusahaan, ada tiga
pendekatan
1.
A priori method, profit
mendominasi perencanaan. manajemen akan menetapkan tingkat laba yang
diinginkan, bari kemudian dibuat rencana bagaimana merealisasikan.
2.
A posteriori method, tujuan
laba menjadi bagian perencanaan dan diidentifikasi sebagai hasil perencanaan.
3. Pragmatic method, manajemen menggunakan standar
profit yang telah diuji sebelumnya berdasarkan pengalaman.
B. Pertimbangan
Manajemen Dalam Merencanakan Laba
• laba atau rugi merupakan
hasil dari tingkat penjualan
• volume penjualan
dibutuhkan untuk menutupi semua biaya ditambah profit yang nantinya digunakan
untuk membayar dividen dan kebutuhan bisnis mendatang.
• break event point
• sales volume yang
dapat dicapai dengan kapasitas operasi saat ini
• kapasitas operasi yang
dibutuhkan untuk mencapai target profit
• roce (return on
capital employed)
C. Long Range Profit
Planning
• didefinisikan sebagai
proses yang berkelanjutan dalam membuat keputusan saat ini secara sistematis dan
dengan pengetahuan yang ada untuk masa depan perusahaan serta organsiasi yang
sistematis untuk mengusahakan melaksanakan semua keputusan tersebut dan
mengukur hasil dengan membandingkan dengan harapan yang telah disusun denca
sistematis.
• long range tidak
dinyatakan dalam istilah dan angka yang pasti karena sangat tergantung kondisi di
masa depan. fleksibilitas diperlukan untuk adapatasi dengan kondisi yang ada.
• trend ekonomi,
perubahan pasar, populasi, konsumsi, produksi menjadi salah satu pertimbangan dalam
long range plan. forecast dibuat berdasarkan hal-hal tsb.
• prospective income
statement disipakan dengan mempertimbangkan sales, fc, vc, dan
operating income tiap tahun.
• roce menjadi salah
satu ukuran yang dapat dipakai.
D.
Short Range Budget
• long range sangat terkait
dan dirinci dalam shorter range budget.
• short range budget
dapat menkover periode 3,6, 12 tergantung dari sifat
perusahaan.
• budget periode
seharusnya:
• dibagi menjadi bulan
• cukup waktu untuk
menyelesaikan produksi sebuat produk (daur produksi)
• menkover 1 siklus
operasi
• cukup untuk menerima
pembiayaan di awal kebutuhan
• sesuai dengan periode
akuntansi
E. Advantages Of Profit
Planning
• menyediakan pendekatan
yang disiplin dalam mengidentifikasi permasalahan dan menyelesaikannya (problem
solving)
• memberikan arah pada
semua tingkatan manajemen
• meningkatkan
koordinasi
• memberikan jalan untuk
mendaftar semua ide dan kerjasama untuk semua level manajemen
• menyediakan ukuran
untuk mengevaluasi kinerja aktua; dan mengukur kemampuan individu
F. Limitation Profit
Plan
• forecasting bukan
pengetauan pasti, hanya penilaian jumlah tertentu yang masih berisi estimasi
• budget dapat
memberikan focus kepada manajemen, yang kadang tidak sesuai dengan
tujuan-tujuan perusahaan lainnya
• proft plan memutuhkan
komitmen dari manajemen puncak dan kerjasama semua pihak
• penggunaan anggaran
yang berlebih sebagai alat evaluasi dapat membuat sikap yang tidak baik
• profit paln tidak bias
mengganti peran administrasi
• instalasi dan
perencanaan membutuhkan waktu panjang.
g. principle of
budgeting
• the budget committee,
berisi manajer penjualan, produksi, chief engineer,
treasurer, dan
controller.
• fungsi utama:
- memutuskan kebijakan
umum
- meminta dan mereview
estimasi anggaran individu
- berpendapat reviis
atas individual estimate budget
- approve budget and
later revision
- analyze busget report
- recommend actions to
improve efficiency
H. The Complete Periodic
Budget
1. sales budget
2. estimate inventory
and production requirement
3. budget of materials,
labor, and foh, combined into a cogm/cogs schedule
4. budget for marketing
and administrative expense
5. estimate of other
income.expense and income tax
6. budgeted income
statement
7. budget of capital
expenditure and r&d
8. cash receipt and
disbursement budget
9. budgeted balance
sheet showing estimate financial position of the company at the end of budget
period.
Ilustrasi:
Franklin Co. memproduksi produk A, B, dan C yang dipasarkan di dua daerah, Timur dan Barat. Data:
Sales
| |||
Produk
|
Timur (unit)
|
Barat (unit)
|
Harga (per unit)
|
A
|
4.000
|
3.000
|
$200
|
B
|
6.000
|
5.000
|
150
|
C
|
9.000
|
6.000
|
100
|
Inventories
| ||||||
Materials:
| ||||||
Material
|
Beg. Inv (unit)
|
End. Inv (unit)
|
Unit Cost
| |||
X
|
30.000
|
40.000
|
$1,00
| |||
Y
|
10.000
|
12.000
|
14,00
| |||
Z
|
2.000
|
2.500
|
2,50
| |||
Work in Process: tidak ada baik awal maupun akhir.
| ||||||
Finished Goods (FIFO):
| ||||||
Beg. Inv.
|
Unit in End. Inv
| |||||
Produk
|
Unit
|
Unit Cost
| ||||
A
|
200
|
$140
|
250
| |||
B
|
400
|
95
|
200
| |||
C
|
500
|
75
|
400
| |||
Materials Quantity Requirements and Unit Cost
| |||
Material
| |||
X
|
Y
|
Z
| |
Produk A
|
12
|
5
|
2
|
Produk B
|
8
|
3
|
1
|
Produk C
|
6
|
2
|
1
|
Material unit cost
|
$1
|
$14
|
$2.5
|
Labor Time Requirements and Departmental Labor Rate
| |||
Cutting (jam)
|
Assembling (jam)
|
Finishing (jam)
| |
Produk A
|
0,500
|
2,50
|
0,8
|
Produk B
|
0,375
|
2,00
|
0,5
|
Produk C
|
0,375
|
1,75
|
0,5
|
Tarif per jam kerja
|
$8
|
$10
|
$9
|
Estimated Cutting Dept. Machine Time Required for Each Unit of Product
| |||
Produk A
|
Produk B
|
Produk C
| |
Machine time (hours)
|
0,8
|
0,6
|
0,4
|
Commercial Expenses and Income Tax
| |||
Marketing expenses
|
:
|
$356,790
| |
Administrative expenses
|
:
|
290,000
| |
Income tax rate
|
:
|
40%
| |
Budgeted Factory Overhead
| ||||||
Cutting Dept.
|
Assembling Dept.
|
Finishing Dept.
| ||||
Fixed Cost
|
Variable rate (per jam mesin)
|
Fixed Cost
|
Variable rate (per labor hour)
|
Fixed Cost
|
Variable rate (per labor hour)
| |
Indirect materials & supplies
|
$5,957
|
$.35
|
$9,949
|
$.50
|
$6,185
|
$.20
|
Indirect labor
|
25,000
|
.50
|
25,000
|
.20
|
22,000
|
1.00
|
Payroll taxes
|
13,030
|
.05
|
67,800
|
.02
|
56,585
|
.10
|
Employee fringe benefits
|
14,333
|
-
|
74,580
|
-
|
62,244
|
-
|
Equipment depreciation
|
5,000
|
-
|
-
|
-
|
2,000
|
-
|
Small tools
|
-
|
-
|
2,500
|
.25
|
-
|
-
|
Repairs and maintenance
|
2,000
|
.10
|
1,500
|
.10
|
1,500
|
.10
|
Allocated building costs
|
1,000
|
-
|
1,000
|
-
|
1,000
|
-
|
Allocated general factory cost
|
6,000
|
-
|
9,000
|
-
|
7,500
|
-
|
Franklin Company
| |||
Schedule 1 -- Sales Budget
| |||
For the Year Ending Dec 31, 20A
| |||
Wilayah
| |||
Produk A
|
Timur
|
Barat
|
Total
|
Unit
|
4.000
|
3.000
|
7.000
|
Unit price
|
$ 200
|
$ 200
|
$ 200
|
Total
|
$ 800,000
|
$ 600,000
|
$1,400,000
|
Produk B
| |||
Unit
|
6.000
|
5.000
|
11.000
|
Unit price
|
$ 150
|
$ 150
|
$ 150
|
Total
|
$ 900,000
|
$ 750,000
|
$1,650,000
|
Produk C
| |||
Unit
|
4.000
|
3.000
|
7.000
|
Unit price
|
$ 200
|
$ 200
|
$ 200
|
Total
|
$ 800,000
|
$ 600,000
|
$1,500,000
|
Total Sales
|
$2,600,000
|
$1,950,000
|
$4,550,000
|
Franklin Company
| |||||
Schedule 2 -- Production Budget
| |||||
For the Year Ending Dec 31, 20A
| |||||
Produk A
|
Produk B
|
Produk C
| |||
Unit required to meet sales budget (S.1)
|
7.000
|
11.000
|
15.000
| ||
Add desired ending inventory
|
250
|
200
|
400
| ||
Total units required
|
7.250
|
11.200
|
15.400
| ||
Less beginning inventory
|
200
|
400
|
500
| ||
Planned production for the year
|
7.050
|
10.800
|
14.900
| ||
Franklin Company
| ||||||||||
Schedule 3 – Direct Material Budget in Units
| ||||||||||
For the Year Ending Dec 31, 20A
| ||||||||||
Material X
|
Material Y
|
Material Z
| ||||||||
Produk A
| ||||||||||
Unit A to be manufactured (S.2)
|
7.050
|
7.050
|
7.050
| |||||||
Material quantity required per unit of A
|
12
|
5
|
2
| |||||||
Unit of materials required
|
84.600
|
35.250
|
14.100
| |||||||
Produk B
| ||||||||||
Unit A to be manufactured (S.2)
|
10.800
|
10.800
|
10.800
| |||||||
Material quantity required per unit of B
|
8
|
3
|
1
| |||||||
Unit of materials required
|
86.400
|
32.400
|
10.800
| |||||||
Produk C
| ||||||||||
Unit A to be manufactured (S.2)
|
14.900
|
14.900
|
14.900
| |||||||
Material quantity required per unit of C
|
6
|
2
|
1
| |||||||
Unit of materials required
|
89.400
|
29.800
|
14.900
| |||||||
Total units of material required
|
260.400
|
97.450
|
39.800
| |||||||
Franklin Company
| ||||||||||
Schedule 4 – Purchases Budget
| ||||||||||
For the Year Ending Dec 31, 20A
| ||||||||||
Material X
|
Material Y
|
Material Z
|
Total
| |||||||
Unit required for production (S.3)
|
260.400
|
97.450
|
39.800
| |||||||
Add desired ending inventory
|
40.000
|
12.000
|
2.500
| |||||||
Quantity required
|
300.400
|
109.450
|
42.300
| |||||||
Less beginning inventory
|
30.000
|
10.000
|
2.000
| |||||||
Units to be purchased
|
270.400
|
99.450
|
40.300
| |||||||
Unit cost
|
$ 1,0
|
$ 14,0
|
$ 2,5
| |||||||
Total cost of purchases
|
$270.400
|
$1.392.300
|
$100.750
|
$1.763.450
| ||||||
Franklin Company
| ||||
Schedule 5 – Cost of Materials Required for Production Budget
| ||||
For the Year Ending Dec 31, 20A
| ||||
Material X
|
Material Y
|
Material Z
|
Total
| |
Produk A
| ||||
Unit required for production (S.3)
|
84.600
|
35.250
|
14.100
| |
Unit cost
|
1,0
|
14,0
|
2.5
| |
Total
|
$ 84.600
|
$ 493.500
|
$ 35.250
|
$ 613.350
|
Produk B
| ||||
Unit required for production (S.3)
|
86.400
|
32.400
|
10.800
| |
Unit cost
|
1,0
|
14,0
|
2.5
| |
Total
|
$ 86.400
|
$ 453.600
|
$ 27.000
|
$ 567.000
|
Produk C
| ||||
Unit required for production (S.3)
|
89.400
|
29.800
|
14.900
| |
Unit cost
|
1,0
|
14,0
|
2.5
| |
Total
|
$ 89.400
|
$ 417.200
|
$ 37.250
|
$ 543.850
|
Total cost of materials
|
$260.400
|
$1.364.300
|
$ 99.500
|
$1.724.200
|
Direct Labor Budget
Franklin Company
| ||||
Schedule 6 – Direct Labor Budget
| ||||
For the Year Ending Dec 31, 20A
| ||||
Produk A
|
Produk B
|
Produk C
|
Total
| |
Cutting Departement
| ||||
Unit to be manufactured (S.2)
|
7.050
|
10.800
|
14.900
| |
Hours required per unit
|
0,500
|
0,375
|
0,375
| |
Total hours required
|
3.525
|
4.050
|
5.587,5
|
13.162,5
|
Departemental labor rate
|
$ 8
|
$ 8
|
$ 8
|
$ 8
|
Total departemental labor cost
|
$ 28.200
|
$ 32.400
|
$ 44.700
|
$105.300
|
Assembling Departement
| ||||
Unit to be manufactured (S.2)
|
7.050
|
10.800
|
14.900
| |
Hours required per unit
|
2,50
|
2,00
|
1,75
| |
Total hours required
|
17.625
|
21.600
|
26.075
|
65.300
|
Departemental labor rate
|
$ 10
|
$ 10
|
$ 10
|
$ 10
|
Total departemental labor cost
|
$ 176.250
|
$ 216.000
|
$ 260.750
|
$653.000
|
Finishing Departement
| ||||
Unit to be manufactured (S.2)
|
7.050
|
10.800
|
14.900
| |
Hours required per unit
|
0,800
|
0,500
|
0,500
| |
Total hours required
|
5.640
|
5.400
|
7.450
|
18.490
|
Departemental labor rate
|
$ 9
|
$ 9
|
$ 9
|
$ 9
|
Total departemental labor cost
|
$ 50.760
|
$ 48.600
|
$ 67.050
|
$166.410
|
Total direct labor cost
|
$255.210
|
$297.000
|
$372.500
|
$924.710
|
Factory Overhead Budget
Franklin Company
| ||||
Schedule 7 – Cutting Dept. Budgeted Machine Hours
| ||||
For the Year Ending Dec 31, 20A
| ||||
Produk A
|
Produk B
|
Produk C
|
Total
| |
Unit to be manufactured (S.2)
|
7.050
|
10.800
|
14.900
| |
Hours of machine time per unit
|
0,80
|
0,60
|
0,40
| |
Total machine hours required
|
5.640
|
6.480
|
5.960
|
18.080
|
Franklin Company
| |||||
Schedule 8 – Factory Overhead and Departmental Rates
| |||||
For the Year Ending Dec 31, 20A
| |||||
Fixed Cost
|
Variable Cost Rate
|
Budgeted Activity
|
Variable Cost
|
Total
| |
Cutting Dept.
| |||||
Indirect materials & supplies
|
$5,957
|
$.35
|
18.080
|
$6.328
|
$12.285
|
Indirect labor
|
25,000
|
.50
|
18.080
|
9.040
|
34.040
|
Payroll taxes
|
13,030
|
.05
|
18.080
|
904
|
13.934
|
Employee fringe benefits
|
14,333
|
-
|
-
|
-
|
14.333
|
Equipment depreciation
|
5,000
|
-
|
-
|
-
|
5.000
|
Repairs and maintenance
|
2,000
|
-
|
18.080
|
1.808
|
3.808
|
Allocated building costs
|
1,000
|
.10
|
-
|
-
|
1.000
|
Allocated general factory cost
|
6,000
|
-
|
-
|
-
|
6.000
|
Total departmental FOH
|
-
|
$90.400
| |||
Budgeted machine hour (S.7)
|
18.080
| ||||
Rate
|
$ 5
| ||||
Assembling Dept.
| |||||
Indirect materials & supplies
|
$9,949
|
$.50
|
65.300
|
$32.650
|
$42599
|
Indirect labor
|
25,000
|
.20
|
65.300
|
13.060
|
38.060
|
Payroll taxes
|
67,800
|
.02
|
65.300
|
1.306
|
69.106
|
Employee fringe benefits
|
74,580
|
-
|
-
|
-
|
74.580
|
Small tools
|
2,500
|
.25
|
65.300
|
16.325
|
18.825
|
Repairs and maintenance
|
1,500
|
.10
|
65.300
|
6.530
|
8.030
|
Allocated building costs
|
1,000
|
-
|
-
|
-
|
1.000
|
Allocated general factory cost
|
9,000
|
-
|
-
|
-
|
9.000
|
Total dept. FOH
|
$261.200
| ||||
Labor hours (S.6)
|
65.300
| ||||
Rate
|
$4
| ||||
Finishing Dept.
| |||||
Indirect materials & supplies
|
$6,185
|
$.20
|
18.490
|
$ 3.698
|
$ 9.883
|
Indirect labor
|
22,000
|
1.00
|
18.490
|
18.490
|
40.490
|
Payroll taxes
|
56,585
|
.10
|
18.490
|
1.849
|
58.434
|
Employee fringe benefits
|
62,244
|
-
|
-
|
-
|
62.244
|
Equipment depreciation
|
2,000
|
-
|
-
|
-
|
2.000
|
Repairs and maintenance
|
1,500
|
.10
|
18.490
|
1.849
|
3.349
|
Allocated building costs
|
1,000
|
-
|
-
|
-
|
1.000
|
Allocated general factory cost
|
7,500
|
-
|
-
|
-
|
7.500
|
Total dept. FOH
|
$184.900
| ||||
Labor hours (S.6)
|
18.490
| ||||
Rate
|
$ 10
| ||||
Cutting dept. budgeted FOH
|
$ 90.400
| ||||
Ass. dept. budgeted FOH
|
261.200
| ||||
Finishing dept. budgeted FOH
|
184.900
| ||||
Total Budgeted FOH
|
$536.500
| ||||
Franklin Company
| ||||||
Schedule 9 – Budgeted Unit Product Cost
| ||||||
For the Year Ending Dec 31, 20A
| ||||||
A input Quntity
|
Input unit cost
|
Cost per unit A
|
B input quantity
|
Input unit cost
|
Cost per unit A
| |
Materials:
| ||||||
X
|
12
|
$ 1,0
|
$12
|
8
|
$ 1,0
|
$ 8,0
|
Y
|
5
|
14
|
70
|
3
|
14,0
|
42,0
|
Z
|
2
|
2,5
|
5
|
1
|
2,5
|
2,5
|
Total
|
$87
|
$52,5
| ||||
Direct labor:
| ||||||
Cutting Dept.
|
0,5
|
$ 8
|
$ 4,0
|
0,375
|
$ 8
|
$3,0
|
Assembling Dept.
|
2,5
|
10
|
25,0
|
2,000
|
10
|
20
|
Finishing Dept.
|
0,8
|
9
|
7,2
|
0,500
|
9
|
4,5
|
Total
|
$36,2
|
$27,5
| ||||
Applied overhead:
| ||||||
Cutting Dept (MH basis)
|
0,8
|
$ 5
|
$ 4
|
0,6
|
$ 5
|
$3
|
Ass. Dept (DLH basis)
|
2,5
|
4
|
10
|
2,0
|
4
|
8
|
Finish. Dept. (DLH basis)
|
0,8
|
10
|
8
|
0,5
|
10
|
5
|
Total
|
$22
|
$16
| ||||
Total Cost per unit
|
$145,2
|
$96
| ||||
Franklin Company
| ||||||
Schedule 10 – Beginning and Ending Inventories Budget
| ||||||
For the Year Ending Dec 31, 20A
| ||||||
Beginning Inventory
|
Ending Inventory
| |||||
Units
|
Cost
|
Total
|
Units
|
Cost
|
Total
| |
Materials:
| ||||||
X
|
30.000
|
$ 1,0
|
$ 30.000
|
40.000
|
$ 1,0
|
$ 40.000
|
Y
|
10.000
|
14
|
140.000
|
12.000
|
14,0
|
168.000
|
Z
|
2.000
|
2,5
|
5.000
|
2.500
|
2,5
|
6.250
|
Total
|
$175.000
|
$214.250
| ||||
Work in process: None
| ||||||
Finished goods:
| ||||||
Produk A
|
200
|
$140
|
$28.000
|
250
|
$140
|
$36.300
|
Produk B
|
400
|
95
|
38.000
|
200
|
95
|
19.200
|
Produk C
|
500
|
75
|
37.500
|
400
|
75
|
30.200
|
$103.500
|
$85.700
| |||||
$278.500
|
$299.950
| |||||
Franklin Company
| |
Schedule 11 – Budgeted Cost of Goods Manufactured and Sold Statement
| |
For the Year Ending Dec 31, 20A
| |
Materials:
| |
Beginning inventory (S.10)
|
$ 175.000
|
Add purchases (S.4)
|
1.763.450
|
Total mateials abailable for use
|
$1.938.450
|
Less ending inventory (S.10)
|
214.250
|
Cost of materials used (S.5)
|
$1.724.200
|
Direct labor (S.6)
|
924.710
|
Factory overhead (S.8)
|
536.500
|
Total manufacturing cost
|
$3.185.410
|
Add beginning finished goods inventory (S.10)
|
103.500
|
Cost of goods abailable for sale
|
$3.288.910
|
Less ending finished goods inventory (S.10)
|
85.700
|
Cost of goods sold
|
$3.203.210
|
Franklin Company
| ||
Schedule 12 – Budgeted Income Statement
| ||
For the Year Ending Dec 31, 20A
| ||
Sales (S.1)
|
$4.550.000
| |
Cost of goods sold (S.11)
|
3.203.210
| |
Gross profit
|
$1.346.790
| |
Commercial expenses:
| ||
Marketing expenses
|
$356.790
| |
Administrative expenses
|
290.000
|
646.790
|
Income before income tax
|
$700.000
| |
Less provision for income tax 40%
|
280.000
| |
$420.000
| ||
Sumber:
Buku Cost Accounting 14th edition, Carter
https://www.coursehero.com/file/14147754/Bab-15-Budgeting/
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