This chapter deals with how managers utilize budgets to control operations, as there are factors that need to be accounted for which can’t be controlled. There is budgetary control and responsibility accounting.
budgetary control and static budget reports
flexible budgets
responsibility accounting for cost & profit
evaluating performance in investment places
residual income: performance measure
Using budgets to control operations is budgetary control and by comparing actual results to planned objectives is the method used by managers, thought of as a “mid term report”. Budgetary control reports should have the following:
identify the name of the budgetary report: “X Budget”
state the frequency of the report (weekly, monthly)
specify the purpose of the report
indicate who the primary recipients of the report are
Sales Report
Weekly
Determine whether sales goals are being met
Top Management & Sales Manager
Budgetary control activities include: develop budget, analyze difference between actual and budget, modify future plans and take corrective action.
11.1 Static Budget Reports
A static budget is a projection of budget data at one level of activity, and are part of the whole master budget.
Responsibility accounting is accumulating and reporting costs (and revenues) that involve the manager who has the authority to make the day-to-day decisions about cost items.
The main basis for evaluation is the return on investment (ROI) which shows how effective the manager was in using assets at their disposal. Assets such as plant andits future use are excluded from ROI. The average operating assets are based on the asset cost or value at both beginning and end of the year.
ROI = controllable margin / average operating assets
Modified Responsibility Report showing return on investments for budget vs actual costs with the difference.
Show the code
column = ['Budget','Actual']ctrl_margin = [300e3, 264e3] # controllable marginsavg_op_asset =2e6# average operating assets# return on investmentsrois = []for x inrange(len(ctrl_margin)):# return r = (ctrl_margin[x] / avg_op_asset) *100 rois.append(r)print("{} Return on Investment .... {:.2f}%".format(column[x], rois[x]) )# budget ROI subtract the Actual ROIrd = rois[0] - rois[-1]print("Return on Investment difference : {:.2f}%".format(rd))# use the return difference divided by the budget ROIroi = (rd/ rois[0])*100print("Performance Return on Investment is {:.2f}%".format(roi))
Budget Return on Investment .... 15.00%
Actual Return on Investment .... 13.20%
Return on Investment difference : 1.80%
Performance Return on Investment is 12.00%
11.4.1 Improving ROI
There are various factors that affect ROI, there is an extended ROI formula to determine what the driving factors are behind the ROI value.
Management wants to reduce operating assets by 80,000 with no change in controllable margin. Increase sales by 80,000 with no change in controllable margin percentage. Calculate the controllable margin and expected return on investment.
--- Return on Investment ---
Controllable margin ................ $39,200.0
Return on Investment ............... 14.00%
Expected return on investment ...... 19.60% (Expanded: 14.00%)
Alternative:
Controllable margin ....... $55,200.0
Return on Investment ...... 19.71% (Expanded: 19.71%)
11.4.3 Residual Income
Residual income is the income that remains after subtracting from the controllable margin the minimum rate of return on a company’s average operating assets.
residual income = controllable margin - (min. rate of return x average operating assets)