Solution manual managerial accounting concept and applications by cabrera chapter 15 answer

MANAGEMENT ACCOUNTING - Solutions Manual

CHAPTER 15
FUNCTIONAL AND ACTIVITY-BASED
BUDGETING
I.

Questions
1. No. Planning and control are different, although related, concepts.
Planning involves developing objectives and formulating steps to
achieve those objectives. Control, by contrast, involves the means by
which management ensures that the objectives set down at the planning
stage are attained.
2. Budgets have a dual purpose, for planning and for following up the
implementation of the plan. The great benefits from budgeting lie in
the quick investigation of deviations and in the subsequent corrective
action. Budgets should not be prepared in the first place if they are
ignored, buried in files, or improperly interpreted.
3. Two major features of a budgetary program are (1) the accounting
techniques which developed it and (2) the human factors which
administer it. The human factors are far more important. The success
of a budgetary system depends upon its acceptance by the company
members who are affected by the budget. Without a thoroughly
educated and cooperative management group at all levels of
responsibility, budgets are a drain on the funds of the business and are a
hindrance instead of help to efficient operations.
4. Manufacturing overhead costs are budgeted at normal operating
capacity, and the costs are applied to the products using a
predetermined rate. The predetermined rate is computed by dividing a
factor that can be identified with both the products and the overhead
into the overhead budgeted at the normal operating capacity. Budgets

may also be used in costing products in a standard cost accounting
system.
5. The production division operates to produce the products that are sold.
Production and sales must be coordinated.
Products must be
manufactured so that they will be available to meet sales delivery
dates. Activity of the production division will depend upon the sales
that can be made. Also, the sales division is limited by the capabilities

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Chapter 15 Functional and Activity-Based Budgeting

of the production department in manufacturing products. Successful
operations depend upon a coordination of sales and production.
6. Labor hour required for production can be translated into labor pesos
by multiplying the number of hours budgeted by the appropriate labor
rates. The rates to be used will depend upon the rates established for
job classifications and the policy with respect to premium pay for
overtime or shift differences.
7. A long-range plan for the acquisition of plant assets is broken down
and entered in the current budget as the plan unfolds. The portion of
the plan which is to be executed in the next year is included in the
budget for that year.
8. A budget period is not limited to any particular unit of time. At a
minimum, a budget should cover at least one operating cycle. For
example, a budget should not cover a period when purchasing activity
is high and omit the period when sales volume and cash collection are
relatively high. The budget period should encompass the entire cycle

extending from the purchasing operation to the subsequent sale of the
products and the realization of the sales in cash. Ordinarily, a budget
of operations is prepared for a year which in turn is divided into
quarters and months. Long-term budgets, such as budgets for projects
or capital investments, may extend five to ten years or more into the
future.
9. A rolling budget or a progressive budget or sometimes called
continuous budget, is a budget which is prepared throughout the year.
As one month elapses, a budget is prepared for one more month in the
future. At any one time for example, the company will have a budget
for one year into the future, when July of one year is over, a budget for
the following July will be added at the other end of the budget. This
process of adding a new month as a month expires is continuous.
10. Variances that are revealed by a comparison of actual results with a
budget are investigated if it appears that an investigation is warranted.
The investigation may show that stricter control measures are needed
or that some weaknesses in the operation should be corrected. It may
also reveal that the budget plan should be revised. The comparison is
one step in the control and direction of business operations.
11. A comparison of actual results with a budget can contribute information
that can be applied in the preparation of better budgets in the future.
Subsequent investigation of variances provides management with a
better knowledge of operations. This knowledge can be applied in the
preparation of more realistic budgets for subsequent fiscal periods.
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Functional and Activity-Based Budgeting Chapter 15

12. A self-imposed budget is one in which persons with responsibility over

cost control prepare their own budgets, i.e., the budget is not imposed
from above. The major advantages are: (1) the views and judgments of
persons from all levels of an organization are represented in the final
budget document; (2) budget estimates generally are more accurate and
reliable, since they are prepared by those who are closest to the
problems; (3) managers generally are more motivated to meet budgets
which they have participated in setting; (4) self-imposed budgets
reduce the amount of upward “blaming” resulting from inability to meet
budget goals. One caution must be exercised in the use of self-imposed
budgets. The budgets prepared by lower-level managers should be
carefully reviewed to prevent too much slack.
13. No, although this is clearly one of the purposes of the cash budget. The
principal purpose is to provide information on probable cash needs
during the budget period, so that bank loans and other sources of
financing can be anticipated and arranged well in advance of the actual
time of need.
14. Zero-based budgeting requires that managers start at zero levels every
year and justify all costs as if all programs were being proposed for the
first time. In traditional budgeting, by contrast, budget data are usually
generated on an incremental basis, with last year’s budget being the
starting point.
15. A budget is a detailed quantitative plan for the acquisition and use of
financial and other resources over a given time period. Budgetary
control involves the use of budgets to control the actual activities of a
firm.
16. 1. Budgets communicate management’s plans throughout the
organization.
2. Budgets force managers to think about and plan for the future.
3. The budgeting process provides a means of allocating resources to
those parts of the organization where they can be used most

effectively.
4. The budgeting process can uncover potential bottlenecks before
they occur.
5. Budgets coordinate the activities of the entire organization by
integrating the plans of its various parts. Budgeting helps to ensure
that everyone in the organization is pulling in the same direction.
6. Budgets define goals and objectives that can serve as benchmarks
for evaluating subsequent performance.

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Chapter 15 Functional and Activity-Based Budgeting

17. A master budget represents a summary of all of management’s plans
and goals for the future, and outlines the way in which these plans are
to be accomplished. The master budget is composed of a number of
smaller, specific budgets encompassing sales, production, raw
materials, direct labor, manufacturing overhead, selling and
administrative expenses, and inventories. The master budget generally
also contains a budgeted income statement, budgeted balance sheet,
and cash budget.
18. The flow of budgeting information moves in two directions—upward
and downward. The initial flow should be from the bottom of the
organization upward. Each person having responsibility over revenues
or costs should prepare the budget data against which his or her
subsequent performance will be measured. As the budget data are
communicated upward, higher-level managers should review the
budgets for consistency with the overall goals of the organization and
the plans of other units in the organization. Any issues should be

resolved in discussions between the individuals who prepared the
budgets and their managers.
All levels of an organization should participate in the budgeting process
—not just top management or the accounting department. Generally,
the lower levels will be more familiar with detailed, day-to-day
operating data, and for this reason will have primary responsibility for
developing the specifics in the budget. Top levels of management
should have a better perspective concerning the company’s strategy.
19. Budgeting can assist a company forecast its workforce staffing needs
through direct labor and other budgets. By careful planning through the
budget process, a company can often smooth out its activities and avoid
erratic hiring and laying off employees.
II. Matching Type
1.
2.
3.
4.
5.

C
H
E
F
I

6.
7.
8.
9.
10.

A
B
J
D
G

III. Exercises
Exercises 1 (Schedule of Expected Cash Collections)
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Functional and Activity-Based Budgeting Chapter 15

Requirement 1
July
May sales:
P430,000 × 10%
June sales:
P540,000 × 70%, 10%
July sales:
P600,000 × 20%,
70%, 10%
August sales:
P900,000 × 20%, 70%
September sales:
P500,000 × 20%
Total cash collections

August

September

P 43,000

Total
P

43,000

378,000

P54,000

432,000

120,000

420,000 P 60,000

600,000

180,000

810,000

P541,000

630,000

100,000
100,000
P654,000 P790,000 P1,985,000

Notice that even though sales peak in August, cash collections peak in
September. This occurs because the bulk of the company’s customers pay
in the month following sale. The lag in collections that this creates is even
more pronounced in some companies. Indeed, it is not unusual for a
company to have the least cash available in the months when sales are
greatest.
Requirement 2
Accounts receivable at September 30:
P 90,000
From August sales: P900,000 × 10%........................................................................
From September sales: P500,000 × (70% + 10%)...................................................
400,000
Total accounts receivable...........................................................................................
P490,000

Exercise 2 (Production Budget)
July
15-5

August

Septembe

Quarter

Chapter 15 Functional and Activity-Based Budgeting
Budgeted sales in units
Add desired ending inventory*
Total needs
Less beginning inventory
Required production

30,000

45,000

r
60,000

135,000

4,500
34,500
3,000
31,500

6,000
51,000
4,500
46,500

5,000
65,000
6,000
59,000

5,000
140,000
3,000
137,000

* 10% of the following month’s sales

Exercise 3 (Materials Purchase Budget)
First
60,000
× 3
180,000

Required production of calculators
Number of chips per calculator
Total production needs—chips

Production needs—chips
Add desired ending inventory—
chips
Total needs—chips
Less beginning inventory—chips
Required purchases—chips
Cost of purchases at P2 per chip

Quarter – Year 2
Second
Third
90,000 150,000

× 3
× 3
270,000 450,000

First
180,000

Second
270,000

Year 2
Third
450,000

54,000
234,000
36,000
198,000
P396,000

90,000
360,000
54,000
306,000
P612,000

60,000
510,000
90,000
420,000

P840,000

Fourth
100,000
× 3
300,000
Fourth
300,000

Year 3
First
80,000
× 3
240,000
Year
1,200,000

48,000
48,000
348,000 1,248,000
60,000
36,000
288,000 1,212,000
P576,000 P2,424,000

Exercise 4 (Direct Labor Budget)
Requirement 1
Assuming that the direct labor workforce is adjusted each quarter, the
direct labor budget would be:
Units to be produced

Direct labor time per unit (hours)
Total direct labor hours needed
Direct labor cost per hour
Total direct labor cost

1st
2nd
3rd
4th
Quarter Quarter Quarter Quarter
5,000
4,400
4,500
4,900
×

0.40 ×

0.40 ×

0.40 ×

0.40 ×

Year
18,800
0.40

2,000
1,760

1,800
1,960
7,520
× P11.00 × P11.00 × P11.00 × P11.00 × P11.00
P 22,000 P 19,360 P 19,800 P 21,560 P 82,720

Requirement 2
Assuming that the direct labor workforce is not adjusted each quarter and
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Functional and Activity-Based Budgeting Chapter 15

that overtime wages are paid, the direct labor budget would be:

Units to be produced
Direct labor time per unit
(hours)
Total direct labor hours needed
Regular hours paid
Overtime hours paid
Wages for regular hours
(@ P11.00 per hour)
Overtime wages
(@ P11.00 per hour × 1.5)
Total direct labor cost

1st
2nd
3rd

4th
Quarter Quarter Quarter Quarter
5,000
4,400
4,500
4,900

Year
18,800

× 0.40

× 0.40

× 0.40

× 0.40

× 0.40

2,000
1,800
200

1,760
1,800
-

1,800
1,800

-

1,960
1,800
160

7,520
7,200
360

P19,800

P19,800

P19,800

P19,800

P79,200

3,300
P23,100

P19,800

P19,800

2,640
P22,440

5,940
P85,140

Exercise 5 (Manufacturing Overhead Budget)
Requirement 1
Kiko Corporation
Manufacturing Overhead Budget

Budgeted direct labor-hours
Variable overhead rate
Variable manufacturing overhead
Fixed manufacturing overhead
Total manufacturing overhead
Less depreciation
Cash disbursements for
manufacturing overhead

1st
Quarter
5,000
x P1.75
P 8,750
35,000
43,750
15,000

2nd
Quarter
4,800
x P1.75

P 8,400
35,000
43,400
15,000

3rd
Quarter
5,200
x P1.75
P 9,100
35,000
44,100
15,000

4th
Quarter
5,400
x P1.75
P 9,450
35,000
44,450
15,000

Year
20,400
x P1.75
P 35,700
140,000
175,700
60,000

P28,750

P28,400

P29,100

P29,450

P115,700

Requirement 2
Total budgeted manufacturing overhead for the year (a)
Total budgeted direct labor-hours for the year (b)
Predetermined overhead rate for the year (a) ÷ (b)

P175,700
20,400
P 8.61

Exercise 6 (Selling and Administrative Budget)
Helene Company
Selling and Administrative Expense Budget
1st

2nd

15-7

3rd

4th

Year


Chapter 15 Functional and Activity-Based Budgeting
Budgeted unit sales
Variable selling and
administrative expense per
unit
Variable expense
Fixed selling and
administrative expenses:
Advertising
Executive salaries
Insurance
Property taxes
Depreciation
Total fixed selling and
administrative expenses
Total selling and administrative
expenses
Less depreciation
Cash disbursements for selling
and administrative expenses

Quarter
12,000

Quarter
14,000

Quarter
11,000

Quarter
10,000

47,000

x P2.75
P33,000

x P2.75
P 38,500

x P2.75
P 30,250

x P2.75
P 27,500

x P2.75
P129,250

12,000
40,000

12,000

40,000
6,000

12,000
40,000

12,000
40,000
6,000

16,000

16,000

6,000
16,000

16,000

48,000
160,000
12,000
6,000
64,000

68,000

74,000

74,000

74,000

290,000

101,000
16,000

112,500
16,000

104,250
16,000

101,500
16,000

419,250
64,000

P 85,000

P 96,500

P 88,250

P 85,500

P355,250

Exercise 7 (Cash Budget Analysis)

Cash balance, beginning
Add collections from customers
Total cash available
Less disbursements:
Purchase of inventory
Operating expenses
Equipment purchases
Dividends
Total disbursements
Excess (deficiency) of cash
available over disbursements

Financing:
Borrowings
Repayments (including
interest)
Total financing
Cash balance, ending

Quarter (000 omitted)
1
2
3
4
P 9 * P 5 P 5
P 5
76
85 *

90
95

125 *
130

40 *
36
10 *
2 *
88

58
42
8
2
110

* 36
* 54 *
*
8 *
*
2 *
* 100

100
105
32 *

48
10
2 *
92

Year
P 9
391 *
400
166
180 *
36 *
8
390

(3)*

(15)

30 *

13

10

8

20 *

—

—

28

(25)
(25)
P 5

(7)*
(7)
P 6

(32)
(4)
P 6

0
8
P5

*Given.
15-8

0
20
P 5


Functional and Activity-Based Budgeting Chapter 15

IV. Problems
Problem 1 (Schedule of Expected Cash Collections and Disbursements)
Requirement 1
P 7,400
September cash sales.................................................................................................
September collections on account:
July sales: P20,000 × 18%.....................................................................................
3,600
August sales: P30,000 × 70%................................................................................
21,000
September sales: P40,000 × 10%..........................................................................
4,000
Total cash collections.................................................................................................
P36,000
Requirement 2
Payments to suppliers:
August purchases (accounts payable)...................................................................
P16,000
September purchases: P25,000 × 20%..................................................................
5,000
Total cash payments...................................................................................................
P21,000
Requirement 3
COOKIE PRODUCTS
Cash Budget
For the Month of September
P 9,000
Cash balance, September 1........................................................................................
Add cash receipts:

Collections from customers...................................................................................
36,000
Total cash available before current financing...........................................................
45,000
Less disbursements:
Payments to suppliers for inventory.....................................................................
P21,000
Selling and administrative expenses.....................................................................
9,000 *
Equipment purchases.............................................................................................
18,000
Dividends paid........................................................................................................
3,000
Total disbursements....................................................................................................
51,000
Excess (deficiency) of cash available over
disbursements.........................................................................................................
(6,000)
Financing:
Borrowings.............................................................................................................
11,000
Repayments............................................................................................................
0
Interest....................................................................................................................
0
15-9


Chapter 15 Functional and Activity-Based Budgeting

Total financing............................................................................................................
11,000
P
 
5,000
Cash balance, September 30......................................................................................
  * P13,000 – P4,000 = P9,000.
Problem 2 (Production and Purchases Budget)
Requirement 1
Production budget:
Budgeted sales (units)
Add desired ending inventory
Total needs
Less beginning inventory
Required production

July
40,000
20,000
60,000
17,000
43,000

August
50,000
26,000
76,000
20,000
56,000

Septembe
r
70,000
15,500
85,500
26,000
59,500

October
35,000
11,000
46,000
15,500
30,500

Requirement 2
During July and August the company is building inventories in anticipation
of peak sales in September. Therefore, production exceeds sales during
these months. In September and October inventories are being reduced in
anticipation of a decrease in sales during the last months of the year.
Therefore, production is less than sales during these months to cut back on
inventory levels.

Requirement 3
Raw materials purchases budget:
Required production (units)
Material P214 needed per unit
Production needs (lbs.)
Add desired ending inventory
(lbs.)

Total Material P214 needs
Less beginning inventory (lbs.)
Material P214 purchases (lbs.)

July
43,000
× 3 lbs.
129,000

August
56,000
× 3 lbs.
168,000

84,000
213,000
64,500
148,500

89,250
257,250
84,000
173,250

15-10

Septembe
r
59,500
× 3 lbs.

178,500
45,750 *
224,250
89,250
135,000

Third
Quarter
158,500
× 3 lbs.
475,500
45,750
521,250
64,500
456,750


Functional and Activity-Based Budgeting Chapter 15
* 30,500 units (October production) × 3 lbs. per unit= 91,500 lbs.; 91,500 lbs. ×
0.5 = 45,750 lbs.

As shown in requirement (1), production is greatest in September.
However, as shown in the raw material purchases budget, the purchases of
materials is greatest a month earlier because materials must be on hand to
support the heavy production scheduled for September.
Problem 3 (Cash Budget; Income Statement; Balance Sheet)
Requirement 1
Schedule of cash receipts:
P 60,000
Cash sales—June........................................................................................................

Collections on accounts receivable:
May 31 balance......................................................................................................
72,000
June (50% × 190,000)............................................................................................
95,000
Total cash receipts......................................................................................................
P227,000
Schedule of cash payments for purchases:
P 90,000
May 31 accounts payable balance.............................................................................
June purchases (40% × 200,000)...............................................................................
80,000
Total cash payments...................................................................................................
P170,000
PICTURE THIS, INC.
Cash Budget
For the Month of June
Cash balance, beginning............................................................................................
P 8,000
Add receipts from customers (above).......................................................................
227,000
Total cash available....................................................................................................
235,000
Less disbursements:
Purchase of inventory (above)...............................................................................
170,000
Operating expenses................................................................................................
51,000
Purchases of equipment.........................................................................................
9,000

Total cash disbursements...........................................................................................
230,000
Excess of receipts over disbursements.....................................................................
5,000
Financing:
Borrowings—note..................................................................................................
18,000
Repayments—note.................................................................................................
(15,000)
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Chapter 15 Functional and Activity-Based Budgeting

Interest....................................................................................................................
(500)
Total financing............................................................................................................
2,500
Cash balance, ending.................................................................................................
P 7,500
Requirement 2
PICTURE THIS, INC.
Budgeted Income Statement
For the Month of June
Sales............................................................................................................................
P250,000
Cost of goods sold:
 P 30,000
Beginning inventory...............................................................................................
Add purchases........................................................................................................

200,000
Goods available for sale........................................................................................
230,000
Ending inventory....................................................................................................
40,000
Cost of goods sold..................................................................................................
190,000
Gross margin..............................................................................................................
60,000
Operating expenses (P51,000 + P2,000)...................................................................
53,000
Net operating income.................................................................................................
7,000
Interest expense.........................................................................................................
500
Net income..................................................................................................................
P 6,500
Requirement 3
PICTURE THIS, INC.
Budgeted Balance Sheet
June 30
Assets
Cash............................................................................................................................
P 7,500
Accounts receivable (50% × 190,000)......................................................................
95,000
Inventory.....................................................................................................................
40,000
Buildings and equipment, net of depreciation
(P500,000 + P9,000 – P2,000)...............................................................................

507,000
Total assets.................................................................................................................
P649,500
Liabilities and Equity
Accounts payable (60% × 200,000)..........................................................................
P120,000
Note payable...............................................................................................................
18,000
Share capital...............................................................................................................
420,000
Retained earnings (P85,000 + P6,500).....................................................................
91,500
Total liabilities and equity.........................................................................................
P649,500
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Functional and Activity-Based Budgeting Chapter 15

Problem 4 (Sales, Production and Materials Purchases Budget)
Requirement 1
Nikko Manufacturing Company
Sales Budget
For the year ending December 31, 2005
Units
16,000
20,000
22,000
22,000
80,000

First quarter
Second quarter
Third quarter
Fourth quarter
Total

Amount
P 480,000
600,000
660,000
660,000
P2,400,000

Requirement 2
Nikko Manufacturing Company
Statement of Production Required
For 2005

Units to be sold
Add: Desired ending inventory (20%)
Total units required
Less: Beginning inventory
Units to be produced

1st
16,000
4,000
20,000
3,000

17,000

Quarter
2nd
3rd
20,000 22,000
4,400
4,400
24,400 26,400
4,000
4,400
20,400 22,000

4th
22,000
5,000
27,000
4,400
22,600

Total
80,000
5,000
85,000
3,000
82,000

Requirement 3
Nikko Manufacturing Company
Statement of Raw Materials Purchase Requirements

For 2005

Units required for production
Add: Desired ending inventory
Total units
Less: Beginning inventory

1st
51,000
12,240
63,240
12,500
15-13

Quarter
2nd
3rd
61,200 66,000
13,200 13,560
74,400 79,560
12,240 13,200

4th
Total
67,800 246,000
15,000 15,000
82,800 261,000
13,560 12,500

Chapter 15 Functional and Activity-Based Budgeting
Raw Materials to be Purchased

50,740

62,160

66,360

69,240 248,500

Problem 5 (Schedule of Expected Cash Collections; Cash Budget)
Requirement 1
Schedule of expected cash collections:

From accounts receivable
From April sales:
20% × 200,000
75% × 200,000
4% × 200,000
From May sales:
20% × 300,000
75% × 300,000
From June sales:
20% × 250,000
Total cash collections

April
P141,000

Month
May
P 7,200

June

40,000

Quarter
P148,200

P 8,000

40,000
150,000
8,000

225,000

60,000
225,000

50,000
P181,000 P217,200 P283,000

50,000
P681,200

Month
May

June
P 27,000 P 20,200

Quarter
P 26,000

150,000

60,000

Requirement 2
Cash budget:

Cash balance, beginning
Add receipts:
Collections from
customers
Total available
Less disbursements:
Merchandise purchases
Payroll
Lease payments
Advertising
Equipment purchases
Total disbursements

April
P 26,000
181,000
207,000

217,200
244,200

283,000
303,200

681,200
707,200

108,000
9,000
15,000
70,000
8,000
210,000

120,000
9,000
15,000
80,000
—
224,000

180,000
8,000
15,000
60,000
—
263,000

408,000
26,000
45,000
210,000
8,000
697,000

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Functional and Activity-Based Budgeting Chapter 15

Excess (deficiency) of
receipts over
disbursements
Financing:
Borrowings
Repayments
Interest
Total financing
Cash balance, ending

(3,000)
30,000
—
—
30,000
P 27,000

20,200

40,200

10,200

—
—
—
(30,000)
—
(1,200)
—
(31,200)
P 20,200 P 9,000

30,000
(30,000)
(1,200)
(1,200)
P 9,000

Requirement 3
If the company needs a minimum cash balance of P20,000 to start each
month, the loan cannot be repaid in full by June 30. If the loan is repaid in
full, the cash balance will drop to only P9,000 on June 30, as shown above.
Some portion of the loan balance will have to be carried over to July, at
which time the cash inflow should be sufficient to complete repayment.
Problem 6 (Flexible Budget)
Summer Machine Company

Flexible Overhead Budget
Department 1

Machine Hours
Variable Overhead
Fixed Overhead
Total

100%
200,000
P1,300,000
300,000
P1,600,000

90%
180,000
P1,170,000
300,000
P1,470,000

Capacity
80%
160,000
P1,040,000
300,000
P1,340,000

70%
140,000
P 910,000

300,000
P1,210,000

60%
120,000
P 780,000
300,000
P1,080,000

70%
140,000
280,000
P 980,000
500,000
P1,480,000

60%
120,000
240,000
P 840,000
500,000
P1,340,000

Manufacturing Overhead rate per machine hour P8.00
Summer Machine Company
Flexible Overhead Budget
Department 2

Direct Labor Hours
Machine Hours

Variable Overhead
Fixed Overhead
Total

100%
200,000
400,000
P1,400,000
500,000
P1,900,000

90%
180,000
360,000
P1,260,000
500,000
P1,760,000

15-15

Capacity
80%
160,000
320,000
P1,120,000
500,000
P1,620,000


Chapter 15 Functional and Activity-Based Budgeting

Manufacturing Overhead rate per machine hour P4.75

Problem 7 (Cash Budget with Supporting Schedules)
1. Collections on sales:
July
August
Sept.
Quarter
Cash sales.......................................................
P 8,000 P14,000 P10,000 P 32,000
Credit sales:
May: P30,000 × 80% × 20%.....................
4,800
4,800
June: P36,000 × 80% × 70%,
20%.........................................................
20,160
5,760
25,920
July: P40,000 × 80% × 10%,
70%, 20%...............................................
3,200 22,400
6,400
32,000
Aug.: P70,000 × 80% × 10%,
70%.........................................................
5,600 39,200
44,800
Sept.: P50,000 × 80% × 10%....................
4,000

4,000
Total cash collections....................................
P36,160 P47,760 P59,600 P143,520
2. a. Merchandise purchases budget:
July
August
Sept.
Oct.
Budgeted cost of goods sold.........................
P24,000 P42,000 P30,000 P27,000
Add desired ending inventory*.....................
31,500
22,500
20,250
Total needs.....................................................
55,500
64,500
50,250
Less beginning inventory..............................
18,000
31,500
22,500
Required inventory purchases......................
P37,500 P33,000 P27,750
*75% of the next month’s budgeted cost of goods sold.
15-16


Functional and Activity-Based Budgeting Chapter 15

b. Schedule of expected cash disbursements for merchandise purchases:
July
August
Sept.
Quarter
Accounts payable, June 30............................
P11,700
P11,700
July purchases................................................
18,750 P18,750
37,500
August purchases...........................................
16,500 P16,500 33,000
September purchases.....................................
13,875 13,875
Total cash disbursements..............................
P30,450 P35,250 P30,375 P96,075
3.
Ju Products, Inc.
Cash Budget
For the Quarter Ended September 30
July
Cash balance, beginning............................
P 8,000
Add collections from sales........................
36,160
Total cash available................................
44,160
Less disbursements:
For inventory purchases.........................

30,450
For selling expenses...............................
7,200
For administrative expenses..................
3,600
For land...................................................
4,500
For dividends.......................................... 0
Total disbursements....................................
45,750
Excess (deficiency) of cash
available over disbursements.................
(1,590)
Financing:
Borrowings.............................................
10,000
Repayment..............................................0
Interest.................................................... 0
Total financing............................................
10,000
Cash balance, ending..................................
P 8,410
* P10,000 × 1% × 3 =

August
Sept.
P 8,410 P 8,020
47,760 59,600
56,170 67,620
35,250

11,700
5,200
0
0
52,150

30,375
8,500
4,100
0
1,000
43,975

96,075
27,400
12,900
4,500
1,000
141,875

4,020

23,645

9,645

4,000
0 (14,000)
0
(380)

4,000 (14,380)
P 8,020 P 9,265
P300

15-17

Quarter
P 8,000
143,520
151,520

14,000
(14,000)
(380)
(380)
P 9,265


Chapter 15 Functional and Activity-Based Budgeting

P4,000 × 1% × 2 =

80
P380

V. Multiple Choice Questions
1.
2.
3.
4.

5.
6.
7.
8.
9.
10.

B
B
C
E
C
C
D
C
A
D

11.
12.
13.
14.
15.
16.
17.
18.
19.
20.

C

B
C
B
D
C
A
B
E
B

21.
22.
23.
24.
25.
26.
27.
28.
29.
30.

C
C
D
C
C
C
D
A
C

D

Supporting computations:
Questions 16 to 20:
January
Cost of sales
P1,400,000
Add: Desired Minimum Inventory
492,000
Total
1,892,000
Less: Beginning Inventory (1,400,000 x 0.3)
420,000
(17)
Gross Purchases
(16)
1,472,000
Less: Cash discount
14,720
Net cost of purchases
P1,457,280
Payments of Purchases
60% - month of purchase
40% - following month
Total
(19)
15-18

P874,368
(18)

February
P1,640,000
456,000
2,096,000
492,000
1,604,000
16,040
P1,587,960
P 952,776
582,912
P1,535,688


Functional and Activity-Based Budgeting Chapter 15

Gross
Current month’s sales (with
discount) 35%
Current month’s sales (without
discount) 15%
Previous month’s sales (with
discount) 4.5%
Previous month’s sales
(without discount) 40.5%

February
Cash
Discount

Net

P595,000

P11,900

P583,100

255,000

0

255,000

67,500

1,350

66,150

607,500
P1,525,000

607,500
P13,250

(20)Total Collections in February
Add: Cash sales
Total

P1,511,750
P1,511,750
350,000
P1,861,750

(21)Estimated cash receipts
Collections from customers
Proceeds from issuance of common stock
Proceeds from short-term borrowing
Total
Less: Estimated cash disbursements
For cost and expenses
For income taxes
Purchase of fixed asset
Payment on short-term borrowings
Total
Cash balance, Dec. 31
(22)Net income
P120,000
Add: Depreciation
65,000
Working capital provided from operations
Add: Increase in income taxes payable P 80,000
Increase in provision for doubtful
accounts receivable
45,000
Total
Less: Increase in accounts receivable
P 35,000
Decrease in accounts payable

25,000
Increase in cash
15-19

P1,350,000
500,000
100,000
P1,950,000
P1,200,000
90,000
400,000
50,000
1,740,000
P 210,000

P185,000
125,000
P310,000
60,000
P250,000


Chapter 15 Functional and Activity-Based Budgeting

(23)Cash Receipts for February 2005
From February sales (60% x 110,000)
From January sales
Total

P 66,000

38,000
P104,000

(24)Pro-forma Income Statement, February 2005
Sales
Cost of sales (75%)
Gross profit

P110,000
82,500
P
27,500

Less:

Operating expenses
Depreciation
Bad debts
Net operating income

16,500
5,000
2,200

23,700
P 3,800

(25)Accounts Payable on February 28, 2005 will be the unpaid purchases in
February - (75% x P120,000) = P90,000.
Questions 26 to 29:

Net sales
P2,000,000
Less: Cost of sales
Finished goods inventory, Jan. 1
P 350,000
Add: Cost of goods manufactured (Sch. I) 1,350,000 *
Total available for sale
P1,700,000
Less: Finished goods inventory, Dec. 31
400,000 1,300,000 (26)
Gross Profit
P 700,000
Less: Operating and financial expenses
Selling
P 300,000
Administrative
180,000
Finance
20,000
500,000
Net income before taxes
P 200,000
*

Determined by working back from net income to sales.

Schedule I
Raw materials used
Raw materials inventory, Jan. 1
Add: Purchases

Total available
Less: Raw materials inventory, Dec. 31
15-20

P 250,000
491,000 (29)
741,000
300,000


Functional and Activity-Based Budgeting Chapter 15

Raw materials used
Direct labor
Manufacturing overhead
Total Manufacturing Cost
Add: Work-in-process inventory, Jan. 1
Total
Less: Work-in-process inventory, Dec. 31
Cost of goods manufactured

P 441,000
588,000
441,000 (28)
P1,470,000 (27)
200,000
P1,670,000
320,000
P1,350,000

(30)Variable factory overhead
P150,000
48,000

P3.125

Fixed factory overhead
P240,000
48,000

5.000

Total factory overhead

P8.125

15-21