Fifth edition Alnoor Bhimani Charles T. Horngren Srikant M. Datar Madhav V. Rajan Farah Ahamed


Schedule 10: Administration costs budget



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11 Schedule 10: Administration costs budget
For the year ended 31 December 2011
10% × Cost of goods manufactured £8,215,000 = £821,500
12 Budgeted profit and loss account
For the year ended 31 December 2011
Sales Schedule
1
£14,310,000 Cost of goods sold Schedule 7 8,841,000 Gross margin

5,469,000 Operating costs
Marketing costs Schedule 8
£1,717,200
Distribution costs Schedule 9 1,144,800
Administration costs Schedule 10 821,500
Total operating costs

3,683,500 Operating income

£ 1,785,500


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C HAP TE R 1 5
Flexible budgets, variances and
management control I
Teaching tips and points to stress
Static-budget variances
Companies prepare flexible budgets (FBs) for two reasons. The first is ex ante planning. An FB is a highly summarised model of revenues and costs, so it facilitates planning-oriented sensitivity analyses that predict costs (e.g. Exhibit 15.2). FBs are also prepared ex post to facilitate control. Here, the FB is prepared at the end of the period to estimate what costs and revenues should have been at the output (or revenue/cost driver) level. The FB developed for control purposes provides a benchmark against which to compare actual results, as in Exhibit
15.3. In this case, the FB cannot be prepared until the end of the period because the actual output levels (or revenue/cost driver levels) are not known until the end of the period. In sum, the FB can be used as either a planning tool or a control tool.

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