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本帖最后由 liuling01 于 2016-8-13 14:20 编辑
Budget Control<予算管理> Ｊｕｎ ２４ ２００６ Ｐｒｅｓｅｎｔｅｒ kitakawa
Middle term plan vs. budget
*middle term plan ->for following 3 years
*budget ->for next year
*middle term plan --- to determine future company business policy
*budget --- to practical/action plan
*They are close relation.
How to make budget<1>
Top management
-> planning dept./Finance dept.--- adjustment among sec/dept.
*sales data <- sales sec.
checking match top management decision
compared to market size<share>, last performance
*production data <- manufacturing/production planning sec
based on sales data
checking manufacturing capacity
*investment data <- manufacturing/production engineering sec
checking match sales volume, cash flow, business profitability
*manpower data <- admin sec.
checking volume and current holding persons
*CR/CU data <- procurement sec and engineering sec
*expense data <- each sec.
checking for last performance, job volume
*cash flow data <-finance sec How to make Budget<2>
1) At first we take forecast data of this year/this latter half year. This data is starting for the following budget.
2) Budget is based on monthly data.
3) Budget should be matched each factor.
4) Finance Sec makes Budget data< /L B/S C/F>, it should be reach to target profit.
5) Usually first budget plan cannot be reach to target profit, so top management orders challenge to each sec.
6) To make clear budget calculation precondition in order to check / analyze comparison between budget and actual.
7) Budget is target which they can achieve as much as possible.
PURPOSE of BUDGET
*use for approval by Directors Board of meeting & shareholders’ meeting
*forecast data<the roughest>
*to keep target profit, each sec. has their responsibility.
*to use the performance factor -> bonus
*to efficient allocation of management resources
*to control management by analyzing budget vs. actual
Case Study for forecast <Inventory>
Step 1: How many products will be balances as of end of this year/half year?
Step 2: How many products will be sold by end of this year/half year from now?
Step 3: How many products will be produced by end of this year/half year from now?
Step 4: How many products will we sales at the beginning of next year? --- by models
Case Study for sales matter
*Sales sec. requests next year sales data< models, qty, price, customer>
*For new models engineering sec and manufacturing sec do discussion with sales sec. whether such models will be produced.
-> development schedule, price….
*For capacity production control sec and manufacturing sec (tangible fixed assets control) do discussion with sales sec. whether requested sales volume will be able to produce in time.
-> review investment, improvement M/C …
*For sales price top management should judge.
->current price/market price/material condition/strategic price ….
*For coadjustment planning sec and finance sec should work
Case Study for Investment
*Checking current manufacturing capacity
not only own factory but also venders
what is the neck of M/C and procurement? *How to improvement of manufacturing capacity?
add new Investment / use another vendors / repair M/C *We check and find out the most efficient method Case Study for P-S-I plan
☆Production-Sales-Inventory data are starting at beginning balance of Inventory (forecast)<by model>.
☆Sales data are based on sales sec request.
<monthly-weekly>
☆Production data are based on Sales data, Inventory data, and manufacturing condition.<monthly-weekly-daily>
☆P-S-I Plan -> investment / manpower / expenses
☆P-S-I Plan is the most important factor of budget Case Study for manpower
(1)Current condition checking (2)Shortage or Over manpower by sec. --- checking (3)To transfer employees from over sec to shortage sec (4)To employ new persons or dismiss (5)To calculate manpower cost including welfare expenses (6)To check cost
Case Study for Cost Reduction of Material
*Analyze current purchased price *material price may be taken raw material & processing cost. *Raw material cost is influenced by market price. *Processing cost is influenced by vender size / quality / ---. *challenge for cost reduction in Budget <TARGET>
Budget Form<sample>
Income Statements
Items Plan This Year forecast Last Year
Sales Amount ******* ******* ******
Cost of Sales
material ***** ****** *****
labor *** **** ***
burden **** ***** *** Gross Margin *** *** **
Selling exp *** *** **
Admin exp *** *** **
Operation Income *** *** **
non-ope. income ** ** **
non-ope. exp ** ** **
Profit before Tax Ａ Ｂ Ｃ
Tax * * *
Net Income * * *
This report is made by each business unit.
Residential Aircon / Light Commercial Aircon /
Commercial Aircon / Ventilation / Cold Chain /
Compressor / Export
Comparison<1>
Last Year Actual Profit C
Sales Volume
Sales Price Up/Down
Model Mix
Material Cost Up/Cost Reduction
Efficiency<Labor>
Expense Saving/Increasing
selling expenses
admin. expenses
manufacturing expenses
Non operating Income/Expense
Others
Plan Profit A
Comparison<2>
This Year forecast Profit C
Sales Volume
Sales Price Up/Down
Model Mix
Material Cost Up/Cost Reduction
Efficiency<Labor>
Expense Saving/Increasing
selling expenses
admin. expenses
manufacturing expenses
Non operating Income/Expense
Others
Plan Profit A
Budget Form <sample>
Balance Sheet
Plan This Year forecast Last Year
Cash & Deposit
Accounts Receivable-trade
Domestic
Export
Inventory
Raw-materials
Work-in-process
Finished Goods
Advance Payment
Other current assets Securities
Tangible fixed assets
Buildings
Machinery
Others
Depreciation
Building
Machinery
Others
Intangible fixed assets
Prepaid Expenses
Mold & Die
Others
Other fixed assets Accounts Payable-trade
Notes Payable
Short term loan
Accounts payable-others
Advances Receives
Other current liabilities Long term loan
Other fixed liabilities
Capital
Capital reserve
Profit reserve
Retained earnings
Current year surplus
Comparison
Inventory
Holding Months Plan vs. This Year Forecast <T/Y>
Plan vs. Last Year <L/Y>
Accounts Receivable-trade
Holding Months Plan vs. T/Y
Plan vs. L/Y Ratio of Plan should be improved against T/Y and L/Y
Budget Form<sample>
Cash Flow
Plan
Beginning of cash/deposit
IN
sales collection
other income
Out
material payment
payroll
expenses
tax (VAT)
tax (income)
tax (corporate)
Investment
Dividend
Balance of cash/deposit <borrowing>/<repayment>
Balance of Loan
Performance Achievement<1>
*sales amount
Actual / Budget Over 120% 15 point
110% -120% 13 point
100% - 110% 11 point
90% - 100% 9 point
80% - 90% 7 point
Less 80% 5 point 10 point AVERAGE
Performance Achievement <2>
*Profit <PBT base> Actual / Budget over 120% 50point
110% - 120% 40point
100% - 110% 30point
90% - 100% 20point
80% - 90% 10point
less 80% 5point
Performance achievement<3>
*Profit<PBT> target <not budget> target profit = interest rate * borrowings
+ expected return rate * equity Actual / target over 120% 50point
110% - 120% 40point
100% - 110% 30point
90% - 100% 20point
80% - 90% 10point
less 80% 0point
Performance Achievement <4>
*Cash flow increasing cash & deposit Actual/Budget over 120% 30point
110% - 120% 26point
100% - 110% 22point
90% - 100% 18point
80% - 90% 14point
less 80% 10point
Performance Achievement <5>
*Inventory <holding months> Actual / Budget Over 120% 5point
110% - 120% 7point
100% - 110% 9point
90% - 100% 11point
80% - 90% 13point
less 80% 15point
Performance achievement <6>
*Accounts Receivable – trade <holding months> Actual / Budget Over 120% 5point
110% - 120% 7point
100% - 110% 9point
90% - 100% 11point
80% - 90% 13point
less 80% 15point Performance Achievement <7>
Grade S / A / B / C / D
Grade S point over 150
A from 120 to 150
B from 100 to 119
C from 90 to 99
D less 90 Employee bonus is calculated by the grade.
What are the purpose of budget control?
*Purpose is changed by current situation.
efficiency ? quality ? Material CR ? …..
*Purpose is changed by TOP management determination *Checking for consolidated budget<group business>
coordinate among group companies!
Transfer Price / Volume <sales vs. purchase>
Thank you for your attention !
The End !
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