Unit 2: Master Budget: An Overall Plan

The Fundamentals of Budgeting

A budget is a comprehensive formal management plans expressed in quantitative terms, describing the
expected operations of an organization over some future time period. A budget deals with a specific
entity, covers a specific future time period and is expressed in quantitative terms.
Budget entity .The
.The entity concept, so important in financial accounting, is essential to budgeting also. A
specific budget must apply to a clearly defined accounting entity. For budgeting purpose the entity may
consist of a small part of a business, a single activity, or a specific project. The concept of a budget entity
applies to individuals as well. For example, a student interested in budgeting the cost of a first year’s
college education should not include in the budget the cost of three week’s vacation or the purchase of a
Br. 5800 guitar. Although these two expenditures may be cost of the period, they are not college
education expenses.
A budget entity can be as a specific as a single project such as Addisalem’sLangano trip or it can be a
broad activity, such as the budget for an entire manufacturing firm, or for the Ethiopian government.
Future time period.
period. Many financial figures are meaningless unless they are couched in some time
references. For example, income statements are annual, quarterly, or monthly. A job offer of Br. 40,000 is
of little value without knowing if the figure represents pay for a month, a year, a lifetime, or some other
time period. We might assume the Br. 40,000 is annual salary. In accounting, however, time reference
should be clearly stated.
Budgets should express the expected financial consequences of programs and activities planned for a
specific period of time. Annual budget are widespread. In addition to annual budgets, budgets for many
other time periods are prepared. The planning horizon for budgeting may vary from one day to many
years. For example, master budget usually cover 1 month to 1year where as long-range plan are prepared
for 2 to 10 years.
In planning for profits, managers must consider two time horizons: the short term and the long term.
Short-term planning is the process of deciding what objectives to pursue during a short, near-future
period, usually one year, and what to do to achieve those objectives. The typical short-term budget
covers one year and is broken down into monthly or quarterly units.
Another method frequently used to prepare a short-term budget is the continuous budget. budget. This kind of
budget starts with an annual budget broken down into 12 monthly units. As each month arrives, it is
dropped from the plan and replaced by a new month so that at any given time, the next 12 months are
always shown. Thus, in a budgetary period covering January through December 20X4, when January
20x4 arrives, it would be dropped from the plan and replaced by January 20x5, thus creating a new
budgetary period covering February 20x4 through January 20x5. Using this technique, a firm always has
guidance for the full following year. When a continuous budget is not used, a firm will have guidance for
only a month or two as it approaches the end of its budgetary period.
Long-term planning,
planning, also known as strategic planning,
planning, is the process of setting long-term goals and
determining the means to attain them. Short-term planning is concerned with operating details for the next
accounting period, but long-term planning addresses broad issues, such as new product development,
plant and equipment replacement, and other matters that require years of advance planning. For example,
short-term planning in the automotive industry would be concerned with which and how many of the
current year’s models to manufacture, while long-range planning would focus on new model development
and major changes, as well as equipment replacements and modifications. The time frame for long-range
planning may extend as far as 20 years in the future, but its usual range is from 2 to 10 years. An
important part of long-term planning is the preparation of the capital budget,
budget, which details plans for the
acquisition and replacement of major portions of property, plant, and equipment.

Quantitative plan.Often
plan.Often budgets contain materials describing the various programs and activities planned
by the company. This chapter focuses primarily in the way that cost and revenue estimates of the

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activities are expressed by the budget. All planned projects or activities for the organization are reduced
to the common denominator of money and other quantitative measures, such as units of input or output.
PRINCIPAL ADVANTAGES OF BUDGETING
As noted earlier, a budget is a detailed plan expressed in quantitative terms that specifies how resources
will be acquired and used during a specific period of time. The act of preparing a budget is known as
budgeting.The
budgeting.The use of budgets to control a firm’s activities is called budgetary control.
Companies realize many benefits from a budgeting program. Among these benefits are the following:
 Requires periodic planning.
 Fosters coordination, cooperation, and communication.
 Provides a framework for performance evaluation.
 Means of allocating resources.
 Satisfies legal and contractual requirements.
 Created an awareness of business costs.
Periodic Planning (Formalization of Planning).The
Planning).The most obvious purpose of a budget is to quantify a
plan of action. The development of a quarterly budget for a Sheraton Hotel, for example, forces the hotel
manager, the reservation manager, and the food and beverage manager to plan for the staffing and
supplies needed to meet anticipated demand for the hotel’s services.
To sum up, budgets forces managers to think a head to anticipate and prepare for the changing
conditions. The budgeting process makes planning an explicit management responsibility.
Coordination, Cooperation and Communication. Planning by individual managers does not ensure an
optimum plan for the entire organization. Therefore, any organization to be effective, each manager
throughout the organization must be aware of the plans made by other managers. In order to plan
reservations and ticket sales effectively, the reservation manager for Ethiopian Air Lines must know the
flight schedules developed by the airline’s route manager. The budget process pulls together the plans of
each manager in an organization.
In a nutshell, a good budget process communicates both from the top down and from the bottom up. Top
management makes clear the goals and objectives of the organization in its budgetary directives to middle
and lower level managers, and also to all employees. Employees and lower level managers inform top-
level managers how they can plan to achieve the objectives.
Performance Evaluation or Framework for Judging Performance .Budgets are estimates of future
events, and as such they serve as estimates of acceptable performance. Comparing actual result against
budgeted results helps managers to evaluate the performance of individuals, departments, or entire
companies.
Budgets are generally a better basis for judging actual results than is past performance. The major
drawback of using historical results for judging current performance is that inefficiencies may be
concealed in the past performance.
Means of Allocating Resources.
Resources.Because we live in a world of limited resources, virtually all individuals
and organizations must ration their resources. The rationing process is easier for some than for other.
Each person and each organization must compare the costs and benefits of each potential project or
activity and choose those that result in the most appropriate resource allocation decision.
Generally, organizations resources are limited, and budgets provide one means of allocating resources
among competing uses. The city of Addis Ababa, for example, must allocate its revenue among basic life
services (such as police and fire protection), maintenance of property and equipment (such as city streets,
parks and vehicles) and other community services (such as programs to prevent alcohol and drug abuse).
Legal and Contractual Requirements.Some
Requirements.Some organizations are required to budget because of legal
requirements. Others commit themselves to budgeting requirement when signing loan agreements or other
operating agreements. For example, a bank may require a firm to submit an annual operating budget and
monthly cash budget throughout the life of a bank loan. Local police department, for example, would be
out of funds if the department decided not to submit a budget this year.

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Cost Awareness. Accountants and financial managers are concerned daily about the cost implications of
decisions and activities, but many other managers are not. Production managers focus on input, marketing
manager’s focuses on sales, and so forth. It is easy for people to overlook costs and cost-benefit
relationships. At budgeting time, however, all managers with budget responsibility must convert their
plans for projects and activities to costs and benefits. This cost awareness provides a common ground for
communication among the various functional areas of the organization.
THE MASTER BUDGET-A NETWORK OF INTERRELATIONSHIPS
Components of Master Budget
The master budget is the total budget package for an organization; it is the end product that consists of all
the individual budgets for each part of the organization aggregated into one overall budget for the entire
organization.
The two major components of master budget are the operating budget and the financial budget.
Operating budget.
budget. It focuses on income statement and its supporting schedules. It is also called profit
plan.
plan. However, such budget may show a budgeted loss, or can be used to budget expenses in an
organization or agency with no sales revenues.
Financial budget.
budget. It focuses on the effects that the operating budget and other plans will have on cash.
The usual master budget for a non-manufacturing company has the following components.
1. Operating budget includes: 2. Financial budget include:
a. Sales budget a. Capital budget
b. Purchases budget b. Cash budget
c. Cost of goods sold budget c. Budgeted balance sheets
d. Operating expense budget d. Budgeted statement of cash flows
In addition to the master budget there are countless forms of special budgets and related reports. For
example, a report might detail goals and objectives for improvements in quality or customer satisfaction
during the budget period.
Preparation of Master Budget (Non manufacturing Company)
Sales
Budget

Ending –inventory Purchase

Budget Budget
Operating
Budget
Cost of Goods
Sold Budget

Operating
Expenses Budget

Budgeted Statement
of Income

Financial
Budget

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 Capital Cash Budgeted
Budget Budget Balance Sheet

above show graphically the follow of process in development of the master budget for a non-
manufacturing firm. The master budget example that follows should clarify the steps required to
prepare the budget package. After studying the entire example, return to Exhibit 6-1 and follow
the example through the flow diagram.
OPERATING BUDGET
The operating budget is composed of the income statement elements. A manufacturing business
budgets both manufacturing and non-manufacturing activities. Below the various elements of the
operating budget of a manufacturing firm have been discussed.
Sales Budget:The
Budget:The sales budgetis the first budget to be prepared. It is usually the most important
budget because so many other budgets are directly related to sales and are therefore largely derived
from the sales budget. Inventory budgets, purchases budgets, personnel budgets, marketing budgets,
administrative budgets, and other budget areas are all affected significantly by the amount of
revenue that is expected from sales.
Sales budgets are influenced by a wide variety of factors, including general economic conditions,
pricing decisions, competitor actions, industry conditions, and marketing programs. In an effort to
develop anaccurate sales budget, firms employ many experts to assist in sales forecasting.
The sales budgetis usually based on a sales forecast. A sales forecast is a prediction of sales under a
given conditions. The objective in forecasting sales is to estimate the volume of sales for the period
based on all the factors, both internal and external to the business that could potentially affect the
level of sales. The projected level of sales is then combined with estimated of selling prices to form
the sales budget.
Sales forecasts are usually prepared under the direction of the top sales executive. Important factors
considered by sales forecasters include:
a) Past patterns of sales:Past
sales:Past experience combined with detailed past sales by product line,
geographical region, and type of customer can help predict future sales.
b) Estimates made by the sales force: A company’s sales force is often the best source of information
about the desires and plans of customers.
c) General economic conditions: Predictions for many economic indicators, such as gross domestic
product and industrial production indexes (local and foreign), are published regularly. Knowledge of
how sales relate to these indicators can aid sales forecasting.
d) Competitive actions: Sales depend on the strength and actions of competitors. To forecast sales, a
company should consider the likely strategies and reactions of competitors, such as changes in their
prices, products, or services.
f) Changes in the firm’s prices: Sales can be increased by decreasing prices and vice versa. Planned
changes in prices should consider effects on customer demand.
f) Changes in product mix: Changing the mix of products often can affect not only sales levels but
also overall contribution margin. Identifying the most profitable products and devising methods to
increases sales is a key part of successful management.
g) Market research studies: Some companies hire market experts to gather information about market
conditions and customer preferences. Such information is useful to managers making sales forecasts
and product mix decisions.
h) Advertising and sales promotion plans:Advertising
plans:Advertising and other promotional costs affect sales levels.
A sales forecast should be based on anticipated effects of promotional activities.

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Purchases Budget: After sales are budgeted, prepare the purchases budget. The total merchandise
needed will be the sum of the desired ending inventory plus the amount needed to fulfill budgeted
sales demand. The total need will be partially met by the beginning inventory; the remainder must
come from planned purchases.
These purchases are computed as follows:
Budgeted Desired Cost of Beginning
Purchases=
Purchases= Ending inventory + Goods Sold - Inventory

Budgeted cost of goods sold: For a manufacturing firm cost of goods sold is the production cost
of products that are sold. Consequently, the cost of goods sold budget follows directly from the
production budget. However, a merchandising firm has no production budget. The cost of goods
sold budget comes directly from merchandise inventory and the merchandise purchases budget.

Operating Expense Budget: The budgeting of operating expenses depends on various factors.
Month – to – month fluctuation in sales volume and other cost-drivers activities
activities directly
influence many operating expenses. Examples of expenses driven by sales volume include sales
commissions and many delivery expenses. Other expenses are not influenced by sales or other
cost-driver activity (such as rent, insurance, depreciation, and salaries) within appropriate
relevant ranges and are regarded as fixed.
Budgeted Income Statement:
Statement: The budgeted income statement is the combination of all of the
preceding budgets. This budget shows the expected revenues and expenses from operations
during the budget period.
A firm may have budgeted non-operating itemssuch
itemssuch as interest on investments or gain or loss on
the sale of fixed assets. Usually they are relatively small, although in large firms the birr amounts
can be sizable. If non-operating items are expected, they should be included in the firm’s
budgeted income statement. Income taxes are levied on actual, not budgeted, net income, but the
budget plan should include expected taxes; therefore, the last figure in the budgeted income
statement is budgeted after tax net income.
FINANCIAL BUDGET
The second major part of the master budget is the financial budget, which consists of the capital
budget, cash budget, ending balance sheet and the statement of changes in financial position.
Although there are some differences in operating budgets of manufacturing, merchandising and
service firms, very little difference exists among financial budgets of these entities.
Capital expenditure budget:
budget: Capital budgeting is the planning of investments in major resources
like plant and equipment, and other types of long-term projects, such as employee education
programs. The capital expenditure budget or capital budgetdescribes
budgetdescribes the capital investment
plans for an organization for the budget period. It contains some of the most critical budgeting
decisions of the organizations.
Cash budget:
budget: The cash budget is a statement of planned cash receipts and disbursements. The
cash budget is composed of four major sections:

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 i. The receipts section:
section: It consists of a listing of all of the cash inflows, except for
financing, expected during the budget period. Generally the major source of receipts
will be from sales.
ii. The disbursement section:
section: It consist of all cash payments that are planned for the
budget period. These payments will include inventory purchases, wages and salary
payments and so on. In addition, other cash disbursements such as equipment
purchases, dividends, and other cash withdrawals by owners are listed.
iii. The cash excess or deficiency section:
section: The cash excess or deficiency section is
computed as follows:
Cash balance, beginning x xx
Add receipts x xx
Total cash available before financing x xx
Less disbursements x xx
Excess (deficiency) of cash available over disbursements x xx
If there is a cash deficiency during any budget period, the company will need to borrow funds. If
there is cash excess during any budget period, funds borrowed in previous periods can be repaid
or the idle funds can be placed in short-term or other investments.
iv. The financing section:This
section:This section provides a detail account of the borrowing and
repayments projected to take place during the budget period. It also includes a detail of
interest payments that will be due on money borrowed.
Budgeted Balance Sheet: The budgeted balance sheet, sometimes called the budgeted statement
of financial position, is derived from the budgeted balance sheet at the beginning of the budget
period and the expected changes in the account balance reflected in the operating budget, capital
budget, and cash budget.
Budgeted Statement of Changes in Financial Position:
Position: The final element of the master budget
package is the statement of changes in financial position. It has emerged as a useful tool for
managers in the financial planning process. This statement is usually prepared from data in the
budgeted income statement and changes between the estimated balance sheet at the beginning of
the budget period and the budgeted balance sheet at the end of the budget period.
Preparing the Master Budget
The master budget is a network consisting of many separate but interdependent budgets. This
network is illustrated in Exhibit 6-1. The master budget can be a large document even for a small
organization. The simple example that follows on the next page for Blue Nile Company’s give
some indication of the potential size and complexity of the master budget of a business. The

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example illustrates a fixed or static budget prepared for a single expected level of activity.
Flexible budgeting that involves various activity levels will be discussed later in the next unit.
Example 1:Blue
1:Blue Nile Company’s newly hired accountant has persuaded management to prepare
a master budget to aid financial and operating decisions. The planning horizon is only three
months, January to March. Sales in December (20x3) were Br. 40, 000. Monthly sales for the
first four months of the next year (20x4) are forecasted as follows:
January Br. 50, 000
February 80, 000
March 60, 000
April 50, 000
Normally 60% of sales are on cash and the remainders are credit sales. All credit sales are
collected in the month following the sales. Uncollectible accounts are negligible and are to be
ignored.
Because deliveries from suppliers and customer demand are uncertain, at the end of any month
Blue Nile wants to have a basic inventory of Br. 20, 000 plus 80% of the expected cost of goods
to be sold in the following month. The cost of merchandise sold averages 70%of sales. The
purchase terms available to the company are net 30 days. Each month’s purchase are paid as
follows:
50% during the month of purchase and,
50% during the month following the purchases.
Monthly expenses are:
Wages and commissions…………………Br. 2, 500 + 15%of sales, paid as incurred.
Rent expense………………………………………..Br. 2, 000 paid as incurred.
Insurance expense…………………………………..Br.200 expiration per month.
Depreciation including truck……………………….Br.500 per month
Miscellaneous expense…………………………….5% of sales, paid as incurred.
In January, a used truck will be purchased for Br. 3, 000 cash. The company wants a minimum
cash balance of Br. 10, 000 at the end of each month. Blue Nile can borrow cash or repay loans
in multiples of Br. 1, 000. Management plans to borrow cash more than necessary and to repay
as promptly as possible. Assume that the borrowing takes place at the beginning, and repayment
at the end of the months in question. Interest is paid when the related loan is repaid. The interest

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rate is 18% per annum. The closing balance sheet for the fiscal year just ended at December 31,
20x3,is:
Blue Nile Company
Balance Sheet
December 31, 20x3
ASSETS
Current assets:
Cash Br. 10, 000
Account receivable 16,000
Merchandise inventory 48, 000
Unexpired insurance 1, 800 Br.75, 800
Plant assets:
Equipment, fixture and other Br.37, 000
Accumulated depreciation 12, 800 24, 200
Total assets Br.100,
Br.100, 000
LIABILITIES AND OWNERS’ EQUITY
Liabilities:
Accounts payable Br.16, 800
Accrued wages and commissions payable 4, 250 Br.21, 050
Capital:
Owners’ equity 78, 950
Total liabilities and owners’ equity Br.100,
Br.100, 000
Instructions:
1) Using the data given above, prepare the following detailed schedules for the first quarter of
the year:
a) Sales budget
b) Cash collection budget
c) Purchase budget
d) Disbursement for purchases
e) Operating expenses budget
f) Disbursement for operating expenses

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2) Using the budget data given above and the schedules you have prepared, construct the
following pro forma financial statements
a. Income statement for the first quarter of the year.
b. Cash budget including receipts, payments, and effect of financing
c. Balance sheet at March 31, 20x3.
STEPS IN PREPARATION OF MASTER BUDGET

1. A) Sales budget

December* January February March

Jan.-Mar.
Total
Cash sales (60%) Br.24, 000 Br.30, 000 Br.48, 000 Br.36, 000 Br.114, 000
Credit sales (40%) 16, 000 20, 000 32, 000 24,000 76, 000
Totals Br.40,
Br.40, 000 Br.50,
Br.50, 000 Br.80,
Br.80, 000 Br.60,
Br.60, 000 Br.190,
Br.190, 000

*December sales are included in the schedule (a) because they affect cash collected in
January.

b)
b) Cash collection budget
January February March
Cash sales of the month Br.30, 000 Br.48, 000 Br.36, 000
Credit sales of last month 16, 000 20, 000 32, 000
Total cash collected Br.46,
Br.46, 000 Br.68,
Br.68, 000 Br.68,
Br.68, 000
c) Purchase budget
January February March Jan.-Mar
Required ending inventory Br.64, 800 Br.53, 600 Br.48, 000
Cost of gods sold 35, 000 56, 000 42, 000 Br.133, 000
Total needed Br.99, 800 Br.109, 600 Br.90, 000
Beginning inventory 48, 000 64, 800 53, 600
Purchases budget Br.51,
Br.51, 800 Br.44,
Br.44, 800 Br.36,
Br.36, 400
d) Disbursement for purchases
January February March
50% of last month’s purchase Br.16, 800 Br.25, 900 Br.22, 400
50% of current month’s purchase 25, 900 22, 400 18, 200
Total disbursement for purchase Br.42,
Br.42, 700 Br.48,
Br.48, 300 Br.40,
Br.40, 600
e) Operating expense budget
January February March Jan.-Mar.
Wages and commissions Br.10, 000 Br.14, 500 Br.11, 500 Br.36, 000
Rent expense 2, 000 2, 000 2, 000 6, 000
Insurance expense 200 200 200 600
Depreciation expense 500 500 500 1, 500
Miscellaneous expense 2, 500 4, 000 3, 000 9, 500
Total Br.15,
Br. 15, 200 Br.21,
Br.21, 200 Br.17,
Br. 17, 200 Br.53,
Br.53, 600

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 Disbursement for operating expenses budget
January February March
Wages and commissions Br.14, 250 Br.14, 500 Br.11, 500
Rent expense 2, 000 2, 000 2, 000
Miscellaneous expense 2, 500 4, 000 3, 000
Total Br.18,
Br.18, 750 Br.20,
Br.20, 500 Br.16,
Br.16, 500
2. a) Budget income statement
Blue Nile Company
Budget Income Statement
For the Quarter Ended, March 31, 20x3

Sales (schedule
(schedule 1(a))
1(a)) Br.190, 000
Cost of goods sold (schedule
(schedule 1(c))
1(c)) 133,000
Gross profit 57,000
Operating expenses
Wages and commissions Br.36, 000
Rent expense 6, 000
Insurance expense 1, 500
Depreciation expense 600
Miscellaneous expense 9, 500 53, 600
Operating income 3, 400
Interest expense* 885
Net income 2, 515
*Interest expense computation
Paid interest = 11, 000´3/12= 495
Accrued amount:
On the first batch borrowing:
8, 000´0.18´3/12= 360
On the second batch borrowing:
1, 000´0.18´2/12= 30
Total interest expense incurred Br.885
Br.885
b) Cash budget including receipts, payments and effects of financing
January February March
Beginning balance Br.10, 000 Br.10, 550 Br.10, 750
Collections (Schedule1
(Schedule1 (b))
(b)) 46, 000 68, 000 68, 000
Cash available for the use (x(x) Br.56, 000 Br.78,
Br.78, 550 Br.78,
Br.78, 750
Cash disbursements for:
Purchases (Schedule
(Schedule 1(d))
1(d)) 42, 700 48, 300 40, 600
Operating expenses (Schedule1
(Schedule1 (f))
(f)) 18, 750 20, 500 16, 500
Truck purchases 3, 000 - -
Total disbursement (y(y) Br.64, 450 Br.68, 800 Br.57, 100
Minimum cash balance required 10, 000 10, 000 10, 000
Total cash needed Br.74, 450 Br.78,
Br.78, 800 Br.67,
Br.67, 100
Cash excess (deficiency) Br.(18, 450) Br.( 250) Br.11,
Br.11, 650
Effects of financing

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 Borrowing 19, 000 1, 000 -
Payment of the principal - - (11, 000)
Payment of interest - - (495)
Net effect of financing (z
(z) Br.19,
Br.19, 000 Br.1,
Br.1, 000 Br.(11,
Br.(11, 495)
End cash balance (x+z-y
(x+z-y)) Br.10,
Br.10, 550 Br.10,
Br.10, 750 Br.10,
Br.10, 155
c) Budgeted balance sheet
Blue Nile Company
Budgeted Balance Sheet
March 31, 20x3
ASSETS
Current assets
Cash Br. 10, 155
Accounts receivable 24, 000
Merchandise inventory 48, 000
Unexpired insurance 1, 200 Br. 83, 355
Plant assets
Equipment, Fixture and others 40, 000
Accumulated depreciation 14, 300 25, 700
Total assets Br. 109, 055

LIABILITIES AND OWNER’S EQUITY

Liabilities
Accounts payable Br.18, 200
Loan payable 9, 000
Interest payable 390
Total liabilities Br.27, 590
Capital
Beginning owners’ equity Br.78, 950
Net income 2, 515
Ending capital balance 81, 465
Total equities Br.109,
Br.109, 055

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