January |
February |
March |
April |
May |
June |
July |
August |
September |
October |
November |
December |
|
Opening inventory |
1,200 |
4,800 |
4,800 |
4,800 |
4,800 |
4,800 |
4,800 |
4,800 |
4,800 |
4,800 |
4,800 |
4,800 |
Sales |
2,400 |
2,400 |
2,400 |
2,400 |
2,400 |
2,400 |
2,400 |
2,400 |
2,400 |
2,400 |
2,400 |
2,400 |
Closing inventory |
4,800 |
4,800 |
4,800 |
4,800 |
4,800 |
4,800 |
4,800 |
4,800 |
4,800 |
4,800 |
4,800 |
4,800 |
Purchases (units) |
6,000 |
2,400 |
2,400 |
2,400 |
2,400 |
2,400 |
2,400 |
2,400 |
2,400 |
2,400 |
2,400 |
2,400 |
Total annual purchases = 32400 units
Purchases = Sales + closing inventory – opening inventory
Month |
January |
February |
March |
April |
May |
June |
July |
August |
September |
October |
November |
December |
Sales Revenue |
$3,84,000 |
$3,84,000 |
$3,84,000 |
$3,84,000 |
$3,84,000 |
$3,84,000 |
$3,84,000 |
$3,84,000 |
$3,84,000 |
$3,84,000 |
$3,84,000 |
$3,84,000 |
Advertising |
$3,840 |
$3,840 |
$3,840 |
$3,840 |
$3,840 |
$3,840 |
$3,840 |
$3,840 |
$3,840 |
$3,840 |
$3,840 |
$3,840 |
Wages- shop |
$12,000 |
$12,000 |
$12,000 |
$12,000 |
$12,000 |
$12,000 |
$12,000 |
$12,000 |
$12,000 |
$12,000 |
$12,000 |
$12,000 |
Sales commission |
$38,400 |
$38,400 |
$38,400 |
$38,400 |
$38,400 |
$38,400 |
$38,400 |
$38,400 |
$38,400 |
$38,400 |
$38,400 |
$38,400 |
Vehicle running expenses |
$2,500 |
$2,500 |
$2,500 |
$2,500 |
$2,500 |
$2,500 |
$2,500 |
$2,500 |
$2,500 |
$2,500 |
$2,500 |
$2,500 |
Delivery truck expense |
$5,000 |
$5,000 |
$5,000 |
$5,000 |
$5,000 |
$5,000 |
$5,000 |
$5,000 |
$5,000 |
$5,000 |
$5,000 |
$5,000 |
Shop rent |
$3,600 |
$3,600 |
$3,600 |
$3,600 |
$3,600 |
$3,600 |
$3,600 |
$3,600 |
$3,600 |
$3,600 |
$3,600 |
$3,600 |
Total selling expenses |
$65,340 |
$65,340 |
$65,340 |
$65,340 |
$65,340 |
$65,340 |
$65,340 |
$65,340 |
$65,340 |
$65,340 |
$65,340 |
$65,340 |
Packing and Freight |
$28,800 |
$28,800 |
$28,800 |
$28,800 |
$28,800 |
$28,800 |
$28,800 |
$28,800 |
$28,800 |
$28,800 |
$28,800 |
$28,800 |
Warehouse rental |
$5,000 |
$5,000 |
$5,000 |
$5,000 |
$5,000 |
$5,000 |
$5,000 |
$5,000 |
$5,000 |
$5,000 |
$5,000 |
$5,000 |
Total distribution expenses |
$33,800 |
$33,800 |
$33,800 |
$33,800 |
$33,800 |
$33,800 |
$33,800 |
$33,800 |
$33,800 |
$33,800 |
$33,800 |
$33,800 |
Power |
$800 |
$800 |
$800 |
$800 |
$800 |
$800 |
$800 |
$800 |
$800 |
$800 |
$800 |
$800 |
Office salaries |
$20,000 |
$20,000 |
$20,000 |
$20,000 |
$20,000 |
$20,000 |
$20,000 |
$20,000 |
$20,000 |
$20,000 |
$20,000 |
$20,000 |
Office rental |
$10,000 |
$10,000 |
$10,000 |
$10,000 |
$10,000 |
$10,000 |
$10,000 |
$10,000 |
$10,000 |
$10,000 |
$10,000 |
$10,000 |
Total Administration expenses |
$30,800 |
$30,800 |
$30,800 |
$30,800 |
$30,800 |
$30,800 |
$30,800 |
$30,800 |
$30,800 |
$30,800 |
$30,800 |
$30,800 |
Total operating expenses |
$129,940 |
$129,940 |
$129,940 |
$129,940 |
$129,940 |
$129,940 |
$129,940 |
$129,940 |
$129,940 |
$129,940 |
$129,940 |
$129,940 |
Total Operating expenses for the year = $1,559,280
iii) Abbreviated Budgeted Income Statement of Aluminium Windows Trading for the Year using individual tax rate
Particulars |
Amount |
Sales revenue |
$46,08,000 |
Less: Expenses |
|
Selling expenses |
$7,84,080 |
Distribution expenses |
$4,05,600 |
Administration expenses |
$15,59,280 |
Operating income |
$18,59,040 |
Less: Income tax |
$6,04,403 |
Net income |
$12,54,637 |
Working Notes
Income tax for sole proprietor
Up to 14000 @10.5% |
$1,470 |
$14000-$48000 @ 17.5% |
$5,950 |
$48000-$70000 @30% |
$6,600 |
Over $70000 @33% |
$5,90,383 |
Income tax |
$6,04,403 |
(IRD) iv) Abbreviated Budgeted Income Statement of Aluminium Windows Trading for the Year using company tax rate
Particulars |
Amount |
Sales revenue |
$46,08,000 |
Less: Expenses |
|
Selling expenses |
$7,84,080 |
Distribution expenses |
$4,05,600 |
Administration expenses |
$15,59,280 |
Operating income |
$18,59,040 |
Less: Income tax @28% |
$5,20,531 |
Net income |
$13,38,509 |
(Tradingeconomics)
Advantages of limited liability over sole proprietorship
Financial factors
Non-financial factors
Make or Buy Decision
Flexible Budgeting
This quarter |
This quarter |
|
|
Year to date |
Year to date |
Year to date |
|
|
Budget($) |
Actual ($) |
Variance (Actual-budget) |
Variance (U/F) |
Budget($) |
Actual ($) |
Variance (Actual-budget) |
Variance (U/F) |
|
Cost of sale |
28,750 |
31,938 |
3,188 |
U |
54,688 |
58,125 |
3,437 |
U |
Electricity |
1,875 |
2,000 |
125 |
U |
3,750 |
3,666 |
-84 |
F |
General expense |
5,563 |
5,979 |
416 |
U |
10,625 |
11,038 |
413 |
U |
Consultancy fee |
3,125 |
3,125 |
– |
NA |
6,250 |
6,250 |
– |
NA |
Advertising |
5,563 |
5,131 |
-432 |
F |
10,125 |
9,619 |
-506 |
F |
Wages |
15,938 |
17,400 |
1,462 |
U |
31,250 |
33,419 |
2,169 |
U |
Total expenses |
60,814 |
65,573 |
4,759 |
U |
1,16,688 |
1,22,117 |
5,429 |
U |
This quarter |
This quarter |
Year to date |
Year to date |
Year to date |
|||||||
Budget($) |
Flexible budget($) |
Actual($) |
Variance (U/F) |
Budget($) |
Flexible budget($) |
Actual($) |
Variance (U/F) |
||||
Cost of sale |
28,750 |
35,424 |
31,938 |
-3,486 |
F |
54,688 |
67,383 |
58,125 |
-9,258 |
F |
|
Electricity |
1,875 |
2,310 |
2,000 |
-310 |
F |
3,750 |
4,621 |
3,666 |
-955 |
F |
|
General expense |
5,563 |
6,854 |
5,979 |
-875 |
F |
10,625 |
13,092 |
11,038 |
-2,054 |
F |
|
Consultancy fee |
3,125 |
3,850 |
3,125 |
-725 |
F |
6,250 |
7,701 |
6,250 |
-1,451 |
F |
|
Advertising |
5,563 |
6,854 |
5,131 |
-1,723 |
F |
10,125 |
12,475 |
9,619 |
-2,856 |
F |
|
Wages |
15,938 |
19,638 |
17,400 |
-2,238 |
F |
31,250 |
38,504 |
33,419 |
-5,085 |
F |
|
Total expenses |
60,814 |
74,932 |
65,573 |
-9,359 |
F |
1,16,688 |
1,43,776 |
1,22,117 |
-21,659 |
F |
Note: The budgeted and actual sales for the year to date have been assumed to be the same for each quarter and hence the sales units for the quarter have been multiplied by 4 to arrive at year to date sales.
For flexible budgets, the expense per unit was calculated and the same was multiplied by actual sales units i.e. 3450 to arrive at the flexible budgeted expenses items.
Cash Budget
Particulars |
April |
May |
June |
Opening balance |
$1,53,000 |
$1,73,700 |
$1,86,000 |
Less:1st month sale receipts |
$75,600 |
$88,200 |
$92,400 |
Less:2nd month sale receipts |
$15,300 |
$16,200 |
$18,900 |
Less:3rd month sale receipts |
$9,600 |
$10,200 |
$10,800 |
Less: Bad debts |
$4,800 |
$5,100 |
$5,400 |
Add: Sales |
$126,000 |
$132,000 |
$132,000 |
Closing balance |
$1,73,700 |
$1,86,000 |
$1,90,500 |
|
April |
May |
June |
Opening balance |
$23,400 |
$27,300 |
$28,600 |
Less: Cash paid |
$21,060 |
$24,570 |
$25,740 |
Less: Discount |
$2,340 |
$2,730 |
$2,860 |
Add: Purchases |
$27,300 |
$28,600 |
$28,600 |
Closing balance |
$27,300 |
$28,600 |
$28,600 |
iii) Cash Budget for the three months to June 2017
|
April |
May |
June |
Opening balance |
$36,000 |
$43,340 |
$48,370 |
Add: Cash receipts |
$1,00,500 |
$1,14,600 |
$1,22,100 |
Total cash available |
$1,36,500 |
$1,57,940 |
$1,70,470 |
Purchases |
$21,060 |
$24,570 |
$25,740 |
Wages |
$49,500 |
$51,500 |
$51,500 |
Other expenses |
$22,600 |
$23,500 |
$23,500 |
Total cash disbursements |
$2,43,160 |
$1,09,570 |
$1,00,740 |
Cash surplus/deficit |
-$1,06,660 |
$48,370 |
$69,730 |
Loan |
$1,50,000 |
$0 |
$0 |
Closing cash balance |
$43,340 |
$48,370 |
$69,730 |
Capital Investment Decision
Year |
1 |
2 |
3 |
4 |
5 |
Cash inflow |
$50,000 |
$60,000 |
$70,000 |
$80,000 |
$90,000 |
Less: Variable cost |
$5,000 |
$6,000 |
$7,000 |
$8,000 |
$9,000 |
Less: Fixed cost |
$5,000 |
$5,000 |
$5,000 |
$5,000 |
$5,000 |
Operating income |
$25,000 |
$49,000 |
$58,000 |
$67,000 |
$76,000 |
Annual net cash flows |
$25,000 |
$49,000 |
$58,000 |
$67,000 |
$76,000 |
Year |
0 |
1 |
2 |
3 |
4 |
5 |
Annual net cash flows |
-$1,20,000 |
$25,000 |
$49,000 |
$58,000 |
$67,000 |
$76,000 |
Multiply: Cost of capital |
$1 |
$0.909 |
$0.826 |
$0.751 |
$0.683 |
$0.621 |
Present value of cash flows |
-$1,20,000 |
$22,727.27 |
$40,495.87 |
$43,576.26 |
$45,761.90 |
$47,190.02 |
NPV = Present value of cash inflows – cash outflow
= $199,751.32 – $120,000
= $79751.32
Payback period
Year |
Net Cash flows |
Cumulative cash flows |
0 |
-$1,20,000 |
-$1,20,000 |
1 |
$25,000 |
-$95,000 |
2 |
$49,000 |
-$46,000 |
3 |
$58,000 |
$12,000 |
4 |
$67,000 |
$79,000 |
5 |
$76,000 |
$1,55,000 |
Payback period = 2 + (46000/58000)
= 2.79 years
Discounted payback period
Year |
Present value of cash flows |
Cumulative cash flows |
0 |
-120000 |
-120000 |
1 |
$22,727.27 |
-$97,272.73 |
2 |
$40,495.87 |
-$56,776.86 |
3 |
$43,576.26 |
-$13,200.60 |
4 |
$45,761.90 |
$32,561.30 |
5 |
$47,190.02 |
$79,751.32 |
Discounted payback period = 3+ (13200.6 / 45761.9)
= 3.2 years
iii) Annual net cash flows for Project Y
Year |
1 |
2 |
3 |
Cash inflow |
$50,000 |
$80,000 |
$1,00,000 |
Less: Variable cost |
$5,000 |
$8,000 |
$10,000 |
Less: Fixed cost |
$5,000 |
$5,000 |
$5,000 |
Operating income |
$30,000 |
$67,000 |
$85,000 |
Annual net cash flows |
$30,000 |
$67,000 |
$85,000 |
Year |
0 |
1 |
2 |
3 |
Annual net cash flows |
-$1,20,000 |
$30,000 |
$67,000 |
$85,000 |
Multiply: Cost of capital |
$1 |
$0.909 |
$0.826 |
$0.751 |
Present value of cash flows |
-$1,20,000 |
$27,272.73 |
$55,371.90 |
$63,861.76 |
NPV = Present value of cash inflows – cash outflow
= $146506.39 – $120,000
= $26,506.39
Payback period
Year |
Net Cash flows |
Cumulative cash flows |
0 |
-$1,20,000 |
-$1,20,000 |
1 |
$30,000 |
-$90,000 |
2 |
$67,000 |
-$23,000 |
3 |
$85,000 |
$62,000 |
Payback period = 2+ (23000/85000)
= 2.2 years
Discounted payback period
Year |
Present value of cash flows |
Cumulative cash flows |
0 |
-$1,20,000 |
-$1,20,000 |
1 |
$27,272.73 |
-$92,727.27 |
2 |
$55,371.90 |
-$37,355.37 |
3 |
$63,861.76 |
$26,506.39 |
Discounted payback period = 2+ (37355.37 / 63861.76)
= 2.58 years
Techniques |
Project X |
Project Y |
NPV |
$79751.32 |
$26,506.39 |
Payback period |
2.8 years |
2.2 years |
Discounted payback period |
3.2 years |
2.58 years |
From the above table we see that both projects have positive NPV and payback periods are within the lifetime of the projects. However both the projects are mutually exclusive. For mutually exclusive projects, the project with the highest NPV is selected. Mutually exclusive projects means only project can be selected from the given options. Since Project X has a higher NPV, hence Umang Trading Ltd should accept Project X.
IRD. (n.d.). Income Tax Rates. Retrieved September 18, 2017, from Inland Revenue: https://www.ird.govt.nz/how-to/taxrates-codes/rates/itaxsalaryandwage-incometaxrates.html
Tradingeconomics. (n.d.). New Zealand Corporate Tax Rate. Retrieved September 18, 2017, from Trading Economics: https://tradingeconomics.com/new-zealand/corporate-tax-rate.
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