Download - Hamsta_ Cash Budget
Anggaran kasAnggaran kas
Anggaran yang merencanakan secara lebih terperinci tentang kas beserta
perubahan-perubahannya dari waktu-kewaktu selama periode yang datang, baik perubahan yang berupa penerimaan kas,
maupun perubahan yang berupa pengeluaran kas
Aliran KasAliran Kas
Kegiatan yang bersifat rutin dan terus
menerus dilakukan(menjual/membeli barang dagang)
Kegiatan yang berkaitan dengan
kegiatan dan modal sendiri
(seperti menerima uang dalam bentuk
utang atau melakukan pembayaran utang)
Kegiatan yang dapat meningkatkan aset yang lancar yang
digunakan perusahaan(membeli / menjual
surat berharga / menjual atau membeli
Aktiva Tetap)
Pendanaan InvestasiOperasi
• Penyusunan anggaran kas bagi suatu perusahaan sangatlah penting artinya bagi penjagaan likuiditasnya.
• Dengan menyusun anggaran kas akan dapat diketahui kapan perusahaan dalam keadaan defisit kas atau surplus kas karena operasi perusahaan.
tujuan utama budget kastujuan utama budget kas
Memberikan taksiran posisi kas akhir setiap periode sebagai akibat dari operasional perusahaan.
Mengetahui kelebihan atau kekurangan kas pada waktunya, sekaligus untuk menentukan kebutuhan pembiayaan atas kelebihan kas mengangsur untuk investasi.
CASH BUDGETCASH BUDGET
Listing of firm’s anticipated cash inflows and outflows over a specific period
Use to plan the short-term borrowing and the timing of expenditure
Details of cash collection and disbursement
Cash balance and borrowing needs
Sektor Penerimaan kas(cash collections)
Sektor Penerimaan kas(cash collections)
Penjualan tunai barang jadi yang diproduksi
Penagihan Piutang Penjualan Aktiva tetap Penerimaan lain-lain (Non Operating),
seperti misalnya penghasilan bunga, penghasilan sewa, penghasilan dividend, dan sebagainya
tergantung perusahaan dan industrinya
Sektor Pengeluaran kas(cash disbursements)
Sektor Pengeluaran kas(cash disbursements)
Berupa pengeluaran untuk biaya-biaya, baik biaya-biaya utama (operating), maupun biaya-biaya bukan utama (non Operating) , contoh : Pembelian tunai bahan mentah Pembayaran utang Pembayaran upah tenaga kerja langsung Pembayaran biaya pabrik tidak langsung
tergantung perusahaan dan industrinya
Faktor-faktor yang mempengaruhi penerimaan kas
Faktor-faktor yang mempengaruhi penerimaan kas
Anggaran penjualan Keadaan persaingan di pasar. Posisi perusahaan Kebijakan perusahaan dalam penagihan piutang. Budget perubahan aktiva tetap, khususnya rencana
tentang pengurangan (penjualan) aktiva tetap. Rencana-rencana perusahaan tentang penerimaan-
penerimaan kas dari sumber lain-lain (non Operating),
tergantung perusahaan dan industrinya
Faktor-faktor yang Mempengaruhi Pengeluaran Kas
Faktor-faktor yang Mempengaruhi Pengeluaran Kas
Budget pembelian bahan mentah Keadaan persaingan para supplier bahan mentah Posisi perusahaan terhadap pihak supplier bahan mentah. Syarat pembayaran yang ditawarkan oleh supplier bahan mentah. Budget upah tenaga kerja langsung. Budget biaya pabrik tidak langsung. Budget biaya administrasi. Budget perusahaan aktiva tetap, khususnya rencana tentang
penambahan aktiva tetap. Rencana-rencana perusahaan tentang pengeluaran-pengeluaran
kas untuk keperluan lain-lain (Non perating), seperti misalnya untuk biaya bunga, biaya sewa, dan sebagainya.
tergantung perusahaan dan industrinya
Relevansi Dengan Budget Lainnya(Pada Perusahaan Pabrikasi)
Relevansi Dengan Budget Lainnya(Pada Perusahaan Pabrikasi)
DirectMaterialsBudget
EndingInventoryBudget
ProductionBudget
Selling andAdministrative
Budget
DirectLabou
rBudge
t
ManufacturingOverhead
Budget
CashBudget
SalesBudget
Cash Budgeting ExampleCash Budgeting Example
Royal Company is preparing budgets for the quarter ending June 30.
Budgeted sales for the next five months are: April 20,000 units May 50,000 units June 30,000 units July 25,000 units August 15,000 units.
The selling price is $10 per unit.
The Sales BudgetThe Sales Budget
April May June QuarterBudgeted sales (units) 20,000 50,000 30,000 100,000 Selling price per unitTotal sales
The Sales BudgetThe Sales Budget
April May June QuarterBudgeted sales (units) 20,000 50,000 30,000 100,000 Selling price per unit 10$ 10$ 10$ 10$ Total sales 200,000$ 500,000$ 300,000$ 1,000,000$
Expected Cash CollectionsExpected Cash Collections
All sales are on account. Royal’s collection pattern is:
70% collected in the month of sale, 25% collected in the month following sale, 5% is uncollectible. (take careful note of treatment no
cash expected to be collected – no inflow) The March 31 accounts receivable balance of
$30,000 will be collected in full. Note any “cash sales” would result in immediate
cash inflow at the time of sale
All sales are on account. Royal’s collection pattern is:
70% collected in the month of sale, 25% collected in the month following sale, 5% is uncollectible. (take careful note of treatment no
cash expected to be collected – no inflow) The March 31 accounts receivable balance of
$30,000 will be collected in full. Note any “cash sales” would result in immediate
cash inflow at the time of sale
Expected Cash CollectionsExpected Cash Collections
Expected Cash CollectionsExpected Cash Collections
From salesbudget
From salesbudget
Expected Cash CollectionsExpected Cash Collections
Expected Cash CollectionsExpected Cash Collections
The Production BudgetThe Production Budget
Royal Company wants ending inventory to be equal to 10% of the following month’s budgeted unit required
On March 31, 4,000 units were on hand.
Let’s prepare the production budget.Let’s prepare the production budget.
The Direct Materials BudgetThe Direct Materials Budget
April May June QuarterProduction 26,000 46,000 29,000 101,000 Materials per unit 5 5 5 5 Production needs 130,000 230,000 145,000 505,000
Add desired ending inventory 23,000 14,500 11,500 11,500 Total needed 153,000 244,500 156,500 516,500 Less beginning inventory 13,000 23,000 14,500 13,000 Materials to be purchased 140,000 221,500 142,000 503,500
Expected Cash Disbursement for MaterialsExpected Cash Disbursement for Materials
Royal pays $0.40 per kilogram for its materials.
One-half of a month’s purchases are paid for in the month of purchase; the other half is paid in the following month.
The March 31 accounts payable balance is $12,000.
Let’s calculate expected cash Let’s calculate expected cash disbursements.disbursements.
Royal pays $0.40 per kilogram for its materials.
One-half of a month’s purchases are paid for in the month of purchase; the other half is paid in the following month.
The March 31 accounts payable balance is $12,000.
Let’s calculate expected cash Let’s calculate expected cash disbursements.disbursements.
Expected Cash Disbursement for MaterialsExpected Cash Disbursement for Materials
April May June QuarterAccounts pay. 3/31 12,000$ 12,000$ April purchases
May purchases
June purchases
Total cash disbursements
April May June QuarterAccounts pay. 3/31 12,000$ 12,000$ April purchases 50% x $56,000 28,000 28,000 50% x $56,000 28,000$ 28,000 May purchases
June purchases
Total cash disbursements 40,000$
Expected Cash Disbursement for MaterialsExpected Cash Disbursement for Materials
140,000 kgs. × $.40/kg. = $56,000
Expected Cash Disbursement for MaterialsExpected Cash Disbursement for Materials
April May June QuarterAccounts pay. 3/31 12,000$ 12,000$ April purchases 50% x $56,000 28,000 28,000 50% x $56,000 28,000$ 28,000 May purchases 50% x $88,600 44,300 44,300 50% x $88,600 44,300$ 44,300 June purchases
Total cash disbursements 40,000$ 72,300$
Expected Cash Disbursement for MaterialsExpected Cash Disbursement for Materials
April May June QuarterAccounts pay. 3/31 12,000$ 12,000$ April purchases 50% x $56,000 28,000 28,000 50% x $56,000 28,000$ 28,000 May purchases 50% x $88,600 44,300 44,300 50% x $88,600 44,300$ 44,300 June purchases 50% x $56,800 28,400 28,400 Total cash disbursements 40,000$ 72,300$ 72,700$ 185,000$
The Direct Labour BudgetThe Direct Labour Budget
At Royal, each unit of product requires 0.05 hours of direct labour.
The Company has a “no layoff” policy so all employees will be paid for 40 hours of work each week minimum.
In exchange for the “no layoff” policy, workers agreed to a wage rate of $10 per hour regardless of the hours worked (No overtime pay premium).
For the next three months, the direct labour workforce will be paid for a minimum of 1,500 hours per month.
Let’s prepare the direct labour budget.Let’s prepare the direct labour budget.
At Royal, each unit of product requires 0.05 hours of direct labour.
The Company has a “no layoff” policy so all employees will be paid for 40 hours of work each week minimum.
In exchange for the “no layoff” policy, workers agreed to a wage rate of $10 per hour regardless of the hours worked (No overtime pay premium).
For the next three months, the direct labour workforce will be paid for a minimum of 1,500 hours per month.
Let’s prepare the direct labour budget.Let’s prepare the direct labour budget.
The Direct Labour BudgetThe Direct Labour Budget
From productionbudget
The Direct Labour BudgetThe Direct Labour Budget
The Direct Labour BudgetThe Direct Labour Budget
Higher of labour hours requiredor labour hours guaranteed.
Higher of labour hours requiredor labour hours guaranteed.
The Direct Labour BudgetThe Direct Labour Budget
Manufacturing Overhead BudgetManufacturing Overhead Budget
Royal Company uses a variable manufacturing overhead rate of $1 per unit producedproduced.
Fixed manufacturing overhead is $50,000 per month and includes $20,000 of non-cash costs (primarily depreciation of plant assets).
Let’s prepare the manufacturing Let’s prepare the manufacturing overhead budget.overhead budget.
April May June QuarterProduction in units 26,000 46,000 29,000 101,000 Variable mfg. OH rate 1$ 1$ 1$ 1$ Variable mfg. OH costs 26,000$ 46,000$ 29,000$ 101,000$ Fixed mfg. OH costsTotal mfg. OH costsLess noncash costsCash disbursements for manufacturing OH
Manufacturing Overhead BudgetManufacturing Overhead Budget
From productionbudget
Manufacturing Overhead BudgetManufacturing Overhead Budget
April May June QuarterProduction in units 26,000 46,000 29,000 101,000 Variable mfg. OH rate 1$ 1$ 1$ 1$ Variable mfg. OH costs 26,000$ 46,000$ 29,000$ 101,000$ Fixed mfg. OH costs 50,000 50,000 50,000 150,000 Total mfg. OH costs 76,000 96,000 79,000 251,000 Less noncash costsCash disbursements for manufacturing OH
Manufacturing Overhead BudgetManufacturing Overhead Budget
April May June QuarterProduction in units 26,000 46,000 29,000 101,000 Variable mfg. OH rate 1$ 1$ 1$ 1$ Variable mfg. OH costs 26,000$ 46,000$ 29,000$ 101,000$ Fixed mfg. OH costs 50,000 50,000 50,000 150,000 Total mfg. OH costs 76,000 96,000 79,000 251,000 Less noncash costs 20,000 20,000 20,000 60,000 Cash disbursements for manufacturing OH 56,000$ 76,000$ 59,000$ 191,000$
Depreciation is a non-cash charge.Depreciation is a non-cash charge.
Selling and Administrative Expense Budget
Selling and Administrative Expense Budget
At Royal, variable selling and administrative expenses are $0.50 per unit sold.
Fixed selling and administrative expenses are $70,000 per month.
The fixed selling and administrative expenses include $10,000 in costs – primarily depreciation – that are not cash outflows of the current month.
Let’s prepare the company’s selling and administrative expense budget.
At Royal, variable selling and administrative expenses are $0.50 per unit sold.
Fixed selling and administrative expenses are $70,000 per month.
The fixed selling and administrative expenses include $10,000 in costs – primarily depreciation – that are not cash outflows of the current month.
Let’s prepare the company’s selling and administrative expense budget.
Selling and Administrative Expense Budget
Selling and Administrative Expense Budget
April May June QuarterBudgeted sales 20,000 50,000 30,000 100,000 Variable selling and admin. rate 0.50$ 0.50$ 0.50$ 0.50$ Variable expense 10,000$ 25,000$ 15,000$ 50,000$ Fixed selling and admin. expense 70,000 70,000 70,000 210,000 Total expense 80,000 95,000 85,000 260,000 Less noncash expensesCash disburse- ments for selling & admin.
Selling and Administrative Expense Budget
Selling and Administrative Expense Budget
April May June QuarterBudgeted sales 20,000 50,000 30,000 100,000 Variable selling and admin. rate 0.50$ 0.50$ 0.50$ 0.50$ Variable expense 10,000$ 25,000$ 15,000$ 50,000$ Fixed selling and admin. expense 70,000 70,000 70,000 210,000 Total expense 80,000 95,000 85,000 260,000 Less noncash expenses 10,000 10,000 10,000 30,000 Cash disburse- ments for selling & admin. 70,000$ 85,000$ 75,000$ 230,000$
The Cash BudgetThe Cash Budget
Royal:Maintains a 16% open line-of-credit for $75,000.
Maintains a minimum cash balance of $30,000.
Borrows on the first day of the month and repays loans on the last day of the month.
Pays a cash dividend of $49,000 in April.
Purchases $143,700 of equipment in May and $48,300 in June paid in cash.
Has an April 1 cash balance of $40,000.
Royal:Maintains a 16% open line-of-credit for $75,000.
Maintains a minimum cash balance of $30,000.
Borrows on the first day of the month and repays loans on the last day of the month.
Pays a cash dividend of $49,000 in April.
Purchases $143,700 of equipment in May and $48,300 in June paid in cash.
Has an April 1 cash balance of $40,000.
April May June QuarterBeginning cash balance 40,000$ Add cash collections 170,000 Total cash available 210,000 Less disbursements Materials 40,000 Direct labour Mfg. overhead Selling and admin. Equipment purchase DividendsTotal disbursementsExcess (deficiency) of cash available over disbursements
The Cash BudgetThe Cash Budget
Schedule of ExpectedCash Collections
Schedule of ExpectedCash Collections
Schedule of ExpectedCash Disbursements
Schedule of ExpectedCash Disbursements
April May June QuarterBeginning cash balance 40,000$ Add cash collections 170,000 Total cash available 210,000 Less disbursements Materials 40,000 Direct labour 15,000 Mfg. overhead 56,000 Selling and admin. 70,000 Equipment purchase DividendsTotal disbursementsExcess (deficiency) of cash available over disbursements
The Cash BudgetThe Cash Budget
Direct LabourBudget
ManufacturingOverhead Budget
Selling and AdministrativeExpense Budget
April May June QuarterBeginning cash balance 40,000$ Add cash collections 170,000 Total cash available 210,000 Less disbursements Materials 40,000 Direct labour 15,000 Mfg. overhead 56,000 Selling and admin. 70,000 Equipment purchase - Dividends 49,000 Total disbursements 230,000 Excess (deficiency) of cash available over disbursements (20,000)$
The Cash BudgetThe Cash Budget
Because Royal maintainsa cash balance of $30,000,
the company mustborrow on itsline-of-credit.
April May June QuarterExcess (deficiency) of Cash available over disbursements (20,000)$ Financing: Borrowing 50,000 Repayments - Interest - Total financing 50,000 Ending cash balance 30,000$ 30,000$ -$ -$
Financing and RepaymentFinancing and Repayment
Ending cash balance for Aprilis the beginning May balance.
The Cash BudgetThe Cash Budget
April May June QuarterBeginning cash balance 40,000$ 30,000$ Add cash collections 170,000 400,000 Total cash available 210,000 430,000 Less disbursements Materials 40,000 72,300 Direct labour 15,000 23,000 Mfg. overhead 56,000 76,000 Selling and admin. 70,000 85,000 Equipment purchase - 143,700 Dividends 49,000 - Total disbursements 230,000 400,000 Excess (deficiency) of cash available over disbursements (20,000)$ 30,000$
Financing and RepaymentFinancing and Repayment
Because the ending cash balance isexactly $30,000, Royal will not repay
the loan this month.
April May June QuarterExcess (deficiency) of Cash available over disbursements (20,000)$ 30,000$ Financing: Borrowing 50,000 - Repayments - - Interest - - Total financing 50,000 - Ending cash balance 30,000$ 30,000$
The Cash BudgetThe Cash Budget
April May June QuarterBeginning cash balance 40,000$ 30,000$ 30,000$ 40,000$ Add cash collections 170,000 400,000 335,000 905,000 Total cash available 210,000 430,000 365,000 945,000 Less disbursements Materials 40,000 72,300 72,700 185,000 Direct labour 15,000 23,000 15,000 53,000 Mfg. overhead 56,000 76,000 59,000 191,000 Selling and admin. 70,000 85,000 75,000 230,000 Equipment purchase - 143,700 48,300 192,000 Dividends 49,000 - - 49,000 Total disbursements 230,000 400,000 270,000 900,000 Excess (deficiency) of cash available over disbursements (20,000)$ 30,000$ 95,000$ 45,000$
April May June QuarterBeginning cash balance 40,000$ 30,000$ 30,000$ 40,000$ Add cash collections 170,000 400,000 335,000 905,000 Total cash available 210,000 430,000 365,000 945,000 Less disbursements Materials 40,000 72,300 72,700 185,000 Direct labour 15,000 23,000 15,000 53,000 Mfg. overhead 56,000 76,000 59,000 191,000 Selling and admin. 70,000 85,000 75,000 230,000 Equipment purchase - 143,700 48,300 192,000 Dividends 49,000 - - 49,000 Total disbursements 230,000 400,000 270,000 900,000 Excess (deficiency) of cash available over disbursements (20,000)$ 30,000$ 95,000$ 45,000$
The Cash BudgetThe Cash Budget
At the end of June, Royal has enough cashto repay the $50,000 loan plus interest at 16%.At the end of June, Royal has enough cash
to repay the $50,000 loan plus interest at 16%.
April May June QuarterExcess (deficiency) of Cash available over disbursements (20,000)$ 30,000$ 95,000$ 45,000$ Financing: Borrowing 50,000 - - 50,000 Repayments - - (50,000) (50,000) Interest - - (2,000) (2,000) Total financing 50,000 - (52,000) (2,000) Ending cash balance 30,000$ 30,000$ 43,000$ 43,000$
Financing and RepaymentFinancing and Repayment
$50,000 × 16% × 3/12 = $2,000Borrowings on April 1 and
repayment of June 30.
SOALSOAL
Data data yang dimiliki PT. Abang Didi , sebuah perusahaan di bidang dalam pembuatan dan penjualan produk peralatan olahraga , pada semester I tahun 2008 adalah sebagai berikut (dalam satuan Rp.) :
Data dari bagian penjualan :
Penjualan tunai adalah sebanyak 50%, sedangkan 30% merupakan penjualan kredit satu bulan, dan sisanya kredit dengan pelunasan dilakukan 2 bulan setelah transaksi. Untuk penjualan tunai perusahaan memberikan potongan penjualan kepada pembeli sebesar 15%
Bulan Nilai Penjualan Bulan Nilai Penjualan Januari 125.000 April 170.000 Februari 150.000 Mei 180.000 Maret 145.000 Juni 200.000
lanjutanlanjutan
Data dari bagian pembelian bahan baku :
Pembelian bahan baku dilakukan tunai sebanyak 20%, 30% secara kredit yang dibayar pada periode discount, 40% kredit dengan pembayaran satu bulan kemudian, dan sisanya dilakukan pembayaran dua bulan berikutnya. Term of Payment yang diberikan oleh supplier adalah, 10/20, n/30
Perusahaan membayar gaji dan upah perbulan sebesar 10% dari budget penjualan bulan-bulan bersangkutan.
Biaya depresiasi sebesar Rp. 15.000/ bulan Biaya listrik setiap bulan sebesar 6.000 Penghasilan bunga deposito tiga bulanan (Maret dan Juni) sebesar
2.500 setiap penerimaan, dan penghasilan sewa perbulan sebesar 5.000
Pengeluaran lainnya adalah ; Biaya promosi sebesar 15.000 (bulan Juni) , Pajak dibayar sebesar 40.000 pada bulan Maret dan dua kali lipatnya pada bulan Juni.
Bulan Nilai Pembelian Bulan Nilai Pembelian Januari 50.000 April 85.000 Februari 70.000 Mei 90.000 Maret 80.000 Juni 95.000
lanjutanlanjutan
Pembayaran Utang beserta bunga ke perusahaan leasing pada bulan Mei sebesar 30.000
Aktiva Tetap ditambah sebesar 60.000 (bulan Maret) , dimana pembayarannya dilakukan 50% pada bulan pembelian dan sisanya satu bulan kemudian.
Informasi lain : Sisa kas akhir bulan Februari adalah 50.000 Kebijakan safety cash perusahaan adalah sebesar 45.000
perbulannya Jika safety cash tidak tercapai , maka kebijakan perusahaan adalah
melakukan utang jangka pendek sebesar 50.000 (pada bulan Maret) . Pembayaran utang plus bunga dilakukan 2 bulan kemudian (bunga perbulan adalah sebesar 2%).
Buatlah BUDGET KAS untuk PT. Abang Didi untuk bulan Maret – Juni 2008
Transaksi Yang Tidak Mempengaruhi KasTransaksi Yang Tidak Mempengaruhi Kas
1
Beban penyusutan (depresiasi,
penghapusan, dan amortisasi)
2
Dividen dalam bentuk saham atau bonus dalam bentuk
saham
3
Aset dinilai kembali (revaluasi aset)
Budget PiutangBudget Piutang
Bulan Piutang Awal
Tambahan Piutang
Jumlah Piutang
Pelunasan Piutang
Piutang Akhir
ke penerimaan
kas
Budget UtangBudget Utang
Bulan Utang Awal Tambahan Utang
Jumlah Utang
Pelunasan Utang
Utang Akhir
ke pengeluaran
kas