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


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),


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.


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


From salesbudget

From salesbudget

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.


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$


140,000 kgs. × $.40/kg. = $56,000


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$


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.


From productionbudget


Higher of labour hours requiredor labour hours guaranteed.

Higher of labour hours requiredor labour hours guaranteed.

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


From productionbudget


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


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


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.



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 disbursements for selling & admin.



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 disbursements 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


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


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)$


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.


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$


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$


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$


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$


$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

hamsta_ cash budget

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