ACC 311 7-2 Final Project II
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1
7-2 Final Project II Submission
Harriet Creyer
7-2 Final Project II
Southern New Hampshire University
ACC 311 – Cost Accounting
2
7-2 Final Project II Submission
Organizational Financial Analysis Report
SRS Educational Supply Company provides educational materials and supplies to educational institutions. The company provides educational supply needs that includes workbooks, classroom visual aids, instructor support materials, art supplies, lab supplies, and administrative office supplies. The company is a wholly owned company, and it performs the bulk of its work for the print materials to its customers.
The SRS Educational Supply company had a fantastic year as of the 2017 budgets. They were able to increase their overall gross profits, to calculate this, the easiest way would be to calculate the Gross Margin Ratio. To do this we (Revenues – Cost of Goods Sold)/Revenues; from the information pertaining to 2017 this would be (8,000,000-
4,020,000)/8,000,000=0.4975 which equates to 49.75%. Anything over 20% would be considered a healthy company. With the way things are progressing for SRS Educational Company I would suggest that they keep going with their in-house production within the company as it only seems to add strengths to their growing business. During this report we will review the budgets and dates for the 1
st
Quarter of the new fiscal year. Sales Budget
Sales Budget
July
August
September
Quarter
Sales
$ 600,000 $ 910,000 $ 475,000 $ 1,985,000
Schedule of Cash Collections
July
August
September
Quarter
June sales (A/R From Beginning Balance Sheet)
340,000 340,000 July sales - Collected in Current Month
180,000 180,000 July sales - Collected in Following Month
420,000 420,000 August sales - Collected in 273,000 273,000
3
7-2 Final Project II Submission
Current Month
August sales - Collected in Following Month
637,000 637,000 September sales - Collected in Current Month
142,500 142,500 Total Expected Cash Collections
$ 520,000 $ 693,000 $ 779,500 $ 1,992,500
Total Sales for the Quarter
$ 1,985,000 A/R at the end of the Quarter (September Sales Still Not Collected)
$ 332,500 Fig. 1
The sales budget as shown in Fig. 1 allows us to see the project outcome for the sales of the in-house printing. Shown is the 1
st
quarter of the new fiscal year, July and August tend to be the busiest months as that is when the larger orders come through for the start of the school year. With the sales dropping for September due to many items being on the previous large orders there is a slight drop. After reviewing the data from last year, it shows that September and October tend to be the slower months and the stabilizing from November onwards. When we calculate the estimated expected cash collections we use many different resources to obtain the information. The estimated sales for July were 600k, however I have estimated that an expected 520k in cash collections from the sales. This is due to 30% being collected during the month of July and 70% being collected in August. The schedule of expected cash collections is to report the majority of sales the month after sales are made, this
gives customers who pay of credit to pay within their time frames. The most profitable month
by estimation would be September, even though it’s the lowest month regarding the level of sales, due to the 70% of revenue being collected from the previous month it has increased the expected cash collections to $779.5k. Overall, for this quarter the sales was $1,985,000 with our estimations being $1,992,500. Also, it needs to be noted that $332.5k of sales won’t be collected until October. Purchasing Budget
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7-2 Final Project II Submission
Inventory Purchase Budget
July
August
September
October
Sales
$ 600,000 $ 910,000 $ 475,000 $ 385,000 Cost of Merchandise as % of Sales
45%
45%
45%
45%
Budgeted Cost of Merchandise Sold
$ 270,000 $ 409,500 $ 213,750 $ 173,250
Following Month's COGS
$ 409,500 $ 213,750 $ 173,250
Desired Ending Inventory %
20%
20%
20%
Desired Ending Inventory Dollars
81,900 42,750 34,650
Budgeted Cost of Merchandise Sold
270,000 409,500 213,750 893,250 Plus, Desired Ending Inventory
81,900 42,750 34,650
Total Inventory Needs
351,900 452,250 248,400
Less Beginning Inventory
(50,000)
(81,900)
(42,750)
Required Purchases
$ 301,900 $ 370,350 $ 205,650
Schedule of Expected Cash Disbursements - Purchases
July
August
September
Quarter
June Purchases (A/P From Balance Sheet)
$ 130,000 $ 130,000 July Purchases
$ 150,950 $ 150,950 $ 301,900 August Purchases
$ 185,175 $ 185,175 $ 370,350 September Purchases
$ 102,825 $ 102,825 Total Disbursements
$ 280,950 $ 336,125 $ 288,000 $ 905,075
Cost of Merchandise Sold for the Quarter
$ 893,250 Ending Inventory at the end of the Quarter
$ 34,650
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7-2 Final Project II Submission
Ending A/P at the end of the Quarter
$ 102,825 Fig. 2
The purchasing budget allows us to confirm how much inventory has been used each month and roughly how much will be needed for the following month. This projection along with the estimated sales it allows easy replenishments as well as maintaining steady inventory
budgets and inventory itself. An easy formula SRS can use to calculate the desired inventory levels would be to use the formula:
Budgets Cost of Goods Sold + desired ending inventory – beginning inventory = The required amount of inventory to purchase. Looking at the budget in Fig. 2 we can see that the cost of merchandise as a % sold is 45%, if we look at July as an example: with $600k worth of sales, 45% of that is $270k. SRS as a company have a desired ending inventory of 20%. The budgeted cost of merchandise sold which is calculated by:
sales * cost of merchandise as a percentage of sales. After this step we add the desired ending inventory (which is calculated by the following month's cost of goods sold times by the desired ending inventory percentage). Final step is to minus the beginning inventory this is the previous month ending inventory to determine the required purchase for each month. We use the following month Budgeted Cost of Merchandise Sold to determine the desired ending inventory. So, August Sales is $910k *45% = $409,500; $409,500*20% equals $81,900. $81900 is the desired ending inventory balance for July. This step is repeated throughout the quarterly report. This leaves us with an ending inventory of $34,650 to start October with. The total cost of merchandise sold for the quarter (1 of our busiest quarters) is $893. The information within the assumptions plan
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7-2 Final Project II Submission
suggests that the inventory purchases paid for in the current month and the following month would be 50% for each. When using these calculations, the 50% of June's cash disbursement and 50% of July's cash disbursement is added together the total disbursement is $280,950. July required inventory purchases totaling $301,900. This leaves SRS company with a deficit of $20,950 ($301,900 - $280,950 = $20950). Each month had a deficit between the expected cash disbursements and the inventory purchase, and this caused a significant variance, these deficits in time will prove problematic when calculating actual costs or trying to start a new fiscal year. The ending balance of the accounts payable was a deficit of $102,825 for this quarter. Admin Budget
Selling and Administrative Budget
July
August
Septembe
r
Quarter
Sales
$
600,000 $
910,000 $
475,000 $
1,985,00
0 Shipping as a Percentage of Sales
5%
5%
5%
5%
Other Expenses as a Percentage of Sales
8%
8%
8%
8%
Variable Expenses:
Shipping
30,000 45,500 23,750 99,250 Other Expenses
48,000 72,800 38,000 158,800 Total Variable Expenses
78,000 118,300 61,750 258,050 Fixed Expenses:
Salaries and Wages
85,000 85,000 85,000 255,000 Advertising
50,000 50,000 50,000 150,000 Prepaid Insurance
3,000 3,000 3,000 9,000 Depreciation
25,000 25,000 25,000 75,000 Total Fixed Expenses
163,000 163,000 163,000 489,000 Total Selling and Admin Expenses
241,000 281,300 224,750 747,050
Less Noncash Items (Depreciation and Prepaid Ins)
28,000 28,000 28,000 84,000 Total Cash Disbursements
213,000 253,300 196,750 663,050
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7-2 Final Project II Submission
Prepaid Insurance That Is Expensed During the Quarter
$ 9,000 Depreciation Expense Recognized During the Quarter
$ 75,000 Fig. 3
The admin (Selling and Administration) Budget allows us to calculate the expenses that are not related to the costs of manufacturing. The admin budget is separated into two different expenses: Variable and Fixed. Fixed expenses do not change from month to month, these are salaries which is $85,000 monthly, prepaid insurance $3,000 monthly, advertising $50,000 monthly and depreciation $25,000 monthly. Total cost per month of Fixed expenses is $163,000. Variable expenses are shipping and other general expenses that may come up from time to time. The shipping expenses are calculated by taking 5% of the sales for the month, so for July $600k*5%=$30,000. Other expenses are calculated by taking 8% of the monthly sales, again using July as an example $600k*8%=$48,000. Combining the total variable expenses and the total fixed costs would give you the Total Monthly costs of the selling and administration expenses, for July this would be $78,000+$163000=$241,000. Using the information provided within the assumptions tab the non-cash items (Depreciation and prepaid insurance totaling $28,000) would be taken out of the equations, using July as an example, this would be subtracted from the Total selling and administration to give us a value
of $213,000 for the month of July.
Cash Budget
Cash Budget
July
Augus
t
Septemb
er
Quarter
Cash Balance: Beginning
40,000 35,050 35,435 120,105
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7-2 Final Project II Submission
Add Cash Collections (From Sales Budget)
520,000 693,00
0 779,500 1,992,5
00 Total cash Available
560,000 728,05
0 814,935 2,102,9
85 Less Cash Disbursements
For Inventory (From Purchasing Budget)
280,950 336,12
5 288,000 905,075 For Operating Expenses (From Selling and Admin Budget)
213,000 253,30
0 196,750 663,050 For Equipment
200,000 90,000 0 290,000 For Cash Dividends
50,000 0 0 50,000 For Interest (From Previous Month's Borrowing)
0
$ 2,190 $ 2,080 4,270 Total Cash Disbursements
743,950 681,61
5 486,830 1,912,3
95 Excess (Deficiency) of Cash
(183,95
0)
46,435 328,105 120,105 Financing
0 0 0 0 Borrowing
219,000 0 0 219,000 Repayment
0 (11,00
0)
(208,000
)
(219,00
0)
Total Financing
219,000 (11,00
0)
(208,000
)
0 Cash Balance: Ending
35,050 35,435 120,105 120,105
Outstanding Loan Balance
$ - Interest on Borrowing (Due the Following Quarter)
$ 4,270 Fig. 4
The cash budget is used primarily used to prepare the sales and production for the up-
and-coming quarter. Using July as an example again, the beginning cash balance from the previous quarter was $40,000, the cash collected from the 70% from June and the 30% from the sales total $520,000, totaling $560,000 in available cash. With the next steps, taking the information gathered from the previous budgets: Inventory of $289,950, Operating Expenses
9
7-2 Final Project II Submission
of $213,000, Automated equipment purchased in July of $200,000 and Cash dividends expected to be paid out of $50,000; all of this totaling $743,950. To calculate the excess of cash or a cash deficit we need to subtract the total cash disbursements from the cash available: $560,000-$743,950= ($183,950). Due to the -$183,950 this caused SRS Educational Company to take out a small loan of $219,000; thus, resulting in an ending cash balance of $35,050, -$183,950+219,000=$35,050. SRS Educational Company has a desired ending cash balance of $35,000. Due to the loan SRS was responsible for interest due on the short-term loan; the interest rate was 1% and over the quarter the loan wasn’t paid back the total amount of interest paid was $4,270 before the end of the quarter. The loan was paid off within this quarter therefore no further actions or interest needs to be done with the loan. Budget Income Statement SRS Educational Supplies Company
Budgeted Income Statement
For the Quarter Ended September 30th
Sales
1,985,000
Cost of Goods Sold
893,250
Gross Margin
1,091,750
Selling and Administrative Expenses
Shipping
99,250
Other
158,800
Salaries and Wages
255,000
Advertising
150,000
Prepaid Insurance
9,000
Depreciation
75,000
Net Operating Incomes
747,050
Less Interest Expense
(4,270)
Net Income
340,430
Fig. 5
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7-2 Final Project II Submission
The budget income statement is a Pro Forma income statement to allow an easy overview of the quarterly activity. The budgeted income statement in Fig. 5 uses the estimates and information gathered to aid within the financial decisions of the company and the future quarters. As shown we can see that the total of sales and the Cost of Goods Sold adds up to $1,091,750, the selling and administration expenses are calculated for the company running for the full quarter, these total $747,050. To get our net income for the quarter we need to take the Gross Margin – Net Operating Expenses – interest expenses = Net Income
$1,091,750 - $747,050 - (4,270) = $340,430
Thus, the Net Income for the quarter July-September is $340,430.
Master Budget Income SRS Educational Supply Company
Balance Sheet
September 30th
Assets
Current Assets:
Cash
$120,105
Accounts receivable
332,500
Inventory
34,650
Prepaid Insurance
9,000
Total Current Assets
$496,255
Buildings and Equipment (Net)
1,075,000
Total Assets
$1,571,255
Liabilities and Equity
Accounts Payable
102,825
Notes Payable
0
Stockholder's Equity
Capital Stock
420,000
Retained Earnings
1,048,430
11
7-2 Final Project II Submission
Total Liability and Equity
1,571,255
Fig. 6
A master budget is another Pro Forman income statement, this income statement is used by SRS Educational Company to get a quick overview of the financial health of the company. It uses all assets including inventory, cash, and accounts receivable; it also uses Equity and liabilities such as retained earnings, stock, Accounts and notes payable. The total current asset for the quarter is $496,255 and the with the costs of buildings and equipment totaling $1,075,000. These are added together to give us the Total assets: $496,255+
$1,075,000=$1,571,255. The accounts and notes payable, as well as Capital Stock and retained earnings are all added together to get the total liabilities and equity: $102,825+$0+
$420,000+$1,048,430= $1,571,2550. Variances
The SRS Educational Company may encounter a couple of major variances; one of which would be the way in which the company assess it need for inventory. If the school require a larger order, using the current method wouldn’t allow for any alterations within their allowances. This potential miscommunication could potentially lead SRS to lose customers if they are not prepared for the large orders for the beginning of the school year and the busiest months. For these months having a plan in place to review the previous year’s
orders just to be prepared will ensure the new fiscal years starts off on the right foot and prevent the additional borrowing to aid the increased manufacturing. Another possible variance that could potentially hinder SRS is the schedule of cash collections. Not receiving the main bulk of the funds until the following month will also create a window where the business would run short on the cash inflow. Having a stricter plan in place for the schedules
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7-2 Final Project II Submission
and maybe increasing the percentage collected during the month will also prevent the need for short term borrowing. Executive Briefing Presentation
Overall, I think that SRS Education Company had a fantastic year in 2017 and a great start to their new fiscal year. With things continuing on this trajectory, I do not doubt that it will only get better. I think if some of the options listed within the variances section were taken into consideration then it would help the companies health and continue to ensure growth.
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7-2 Final Project II Submission
References
Datar, S. M., & Rajan, M. V. (2021).
Horngren's cost accounting a managerial emphasis
. Pearson Education.
Samuels, J. A., & Sawers, K. M. (2017). “SRS Educational Supply Company: An instructional budget
project.” Issues in Accounting Education: November 2017
, Vol. 32, No. 4, pp. 51-59.
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- Godoarrow_forwardces E4-15 (Algo) Computing Activity Rates, Assigning Costs for a Service Industry [LO 4-3, 4-4, 4-5, 4-7] The University of Dental Health (UDH) is a state-run university focusing on the education and training of dentists, dental assistants, dental hygienists, and other dental professionals. The university provides both traditional undergraduate courses to 9,100 students and continuing professional education (CPE) courses to 4,900 practicing professionals. UDH has just hired a new controller who wants to utilize ABC. The controller has identified three key activities performed by the university and the cost of each of these activities: • UDH has three buildings with a total of 140,000 square feet of classroom and facility space. Due to the large space requirements for labs and other training facilities, the undergraduate program utilizes 126,000 square feet. Total cost, $1,526,000. • UDH offers career placement services for undergraduate students, career counseling for active…arrow_forwardplease answer within the format by providing formula the detailed workingPlease provide answer in text (Without image)Please provide answer in text (Without image)Please provide answer in text (Without image)arrow_forward
- Subject accountsarrow_forwardSolomon Information Services, Incorporated, has two service departments: human resources and billing. Solomon's operating departments, organized according to the special Industry each department serves, are health care, retall, and legal services. The billing department supports only the three operating departments, but the human resources department supports all operating departments and the billing department. Other relevant information follows. Number of employees Annual cost Annual revenue Req A1 Human Resources Department Reg A2 Billing Health Care Retail Legal Services Total *This is the operating cost before allocating service department costs. Allocation Rate 20 Req B1 $ 900,000 Complete this question by entering your answers in the tabs below. x X Billing Required a. Allocate service department costs to operating departments, assuming that Solomon adopts the step method. The company uses the number of employees as the base for allocating human resources department costs and…arrow_forwardSavarrow_forward
- Support Department Cost Allocation-Reciprocal Services Method Brewster Toymakers Inc. produces toys for children. The toys are produced in the Molding and Assembly departments. The Janitorial and Security departments support the production of the toys. Costs from the Janitorial Department are allocated based on square feet. Costs from the Security Department are allocated based on asset value. Relevant department information is provided in the following table: Square feet Asset value Janitorial Department Security Department 650 $140 $1,900 3,600 $160 $1,300 Molding Department 3,600 $860 Department cost $10,900 Using the reciprocal services method of support department cost allocation, determine: Assembly Department 1,800 $1,000 $12,100 a. The percentage of Janitorial costs that should be allocated to the Security Department. % b. The percentage of Security costs that should be allocated to the Janitorial Department. %arrow_forwardRenata Company has four departments: Materials, Personnel, Manufacturing, and Packaging. Information follows. Department Materials Personnel Manufacturing Packaging Employees Square Feet Asset Values $ 7,900 4,740 45,820 20,540 $ 79,000 38 19 76 57 64,750 9,250 92,500 18,500 Total 190 185,000 The four departments share the following indirect expenses for supervision, utilities, and insurance according to their allocation bases. Indirect Expense Supervision Utilities Cost Allocation Base $ 84,400 Number of employees 69,000 Square feet occupied 32,000 Asset values $ 185,400 Insurance Total Allocate each of the three indirect expenses to the four departments. Supervision Cost to be Allocated Allocation Base Percent of Allocation Base Allocated Cost expenses Department Numerator Denominator % of Total Materials Personnel Manufacturing Packaging Totals Cost to be Allocated Utilities Allocation Base Percent of Allocation Base Allocated Cost Department Numerator Denominator % of Total…arrow_forwardGodoarrow_forward
- please answer within the format by providing formula the detailed workingPlease provide answer in text (Without image)Please provide answer in text (Without image)Please provide answer in text (Without image) Robinson Products Company has two service departments (S1 and S2) and two production departments (P1 and P2). The distribution of each service department’s efforts (in percentages) to the other departments is: From To S1 S2 P1 P2 S1 — 10% 20% ?% S2 10% — ? 30 The direct operating costs of the departments (including both variable and fixed costs) are: S1 $ 180,000 S2 60,000 P1 50,000 P2 120,000 Required: 1. Determine the total cost of P1 and P2 using the direct method. 2. Determine the total cost of P1 and P2 using the step method. 3. Determine the total cost of P1 and P2 using the reciprocal method.arrow_forwardMorrell Financial Services (MFS) has three service departments: Accounting, Information Technology (IT), and Personnel. MFS also has two operating departments (Advice and Brokerage). Data on service department usage and service direct costs follow: Accounting IT Personnel Direct cost Using Department Accounting IT Personnel Advice 0% 16% 6% 23% 31% Brokerage 40% 0% 10% 29% 45% 11% 13% 0% 39% 37% $ 197,000 $ 281,000 $ 264,500 NA NA* *Not applicable for this problem. Required: Assume that Morrell Financial Services uses the reciprocal method of service department cost allocation. What is the total service department cost allocated to Advice? To Brokerage? (Hint: Use the reciprocal method spreadsheet shown in Exhibit 11.22 as a start to your analysis.) Note: Do not round intermediate calculations. Round your final answers to the nearest whole dollars. Advice Brokerage Cost Allocatedarrow_forwardRenata Company has four departments: Materials, Personnel, Manufacturing, and Packaging. Information follows. Department Square Feet Asset Values Employees Materials 40 60,000 $ 9,750 Personnel 8 7,500 1,300 Manufacturing Packaging 64 67,500 33,800 48 15,000 20,150 Total 160 150,000 $ 65,000 The four departments share the following indirect expenses for supervision, utilities, and insurance according to their allocation bases. Indirect Expense Supervision Utilities Insurance Total Cost $ 83,000 Number of employees Allocation Base 55,000 Square feet occupied 25,000 Asset values $ 163,000 Allocate each of the three indirect expenses to the four departments.arrow_forward
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