PERENCANAAN KEUANGAN
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Perencanaan Keuangan Tujuan Sesi Memahami Anggaran Menyiapkan/menyusun Anggaran Menggunakan Anggaran
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Perencanaan Keuangan Pokok Bahasan 1. Anggaran dan keunggulannya 2. Langkah-langkah dalam penyusunan anggaran 3. Proses dalam menyusun Anggaran Induk (Master Budget) 4. Pemanfaatan Anggaran 4
(ANGGARAN) MERUPAKAN SUATU RENCANA TENTANG SELURUH KEGIATAN PERUSAHAAN YANG DISUSUN SECARA SISTEMATIS, DINYATAKAN DALAM UNIT (SATUAN) MONETER DAN BERLAKU UNTUK JANGKA WAKTU TERTENTU DI MASA YAD.
(PENGANGGARAN) MERUPAKAN SUATU KEGIATAN/PROSES UNTUK MENGHASILKAN ANGGARAN
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Keunggulan Anggaran
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Keunggulan Anggaran LANGSUNG
INDIRECT
1. Mengendalikan arus kas; 2. Monitoring aktivitas keuangan; 3. Mengendalikan pelaksanaan dari Rencana (Keungan).
1. Koordinasi & teamwork; 2. Pertukaran Informasi; 3. Berorientasi kepada Tujuan ; 4. Memobilisasi Sumberdaya. 8
Menyusun Anggaran
Tentukan Tujuan Perusahaan Increase market share?
Susun Rencana Perusahaan
Siapkan Anggaran
Advertising?
Cash?
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Process in Allocating Budgets Step 4 Step 3 Step 2
Step 1
Determine key factor & key budgets
Collecting & Setting up Coordinating the budget information team
preparing master budget
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Key Factors & Key Budgets Revenue?
Determine key factor & key budget
STEP 1
Money?
Sales budget
Cash budget
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The Budget Team Board of management
STEP 2
Accounting department
Sales department
The budget team
Admin & HR department
Production department 12
Colleting & Coordinating Information Internal methods Sales reports
Statistical data
STEP 3
Colleting coordinating information
Competitors
Economic climate
External methods
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The Master Budget STEP 4
Sales budget Production budget
Direct material budget
Budgeted balance sheet
Direct labor budget
Overhead budget
Costs of goods sold budget
Marketing & Mgmt budget
Budgeted income statement
R & D budget
Cash budget
Investment budget 14
Using Budgets Budgetary control & variance analysis
Flexible budget and budgetary control Use of budgets
Other uses of budgets
Standard costing & budgetary control 15
Budgetary Control Establishing budgets Analyzing variances
Identifying responsibility Analyzing causes 16
Variance Analysis Profit variance
Revenue variance
Volume variance
Cost variance
Price variance
Fixed production cost variance
Variable production cost variance
Variance in sales & mgnt
Material variance
Other expenditure variance
Direct labor variance
Usage variance
Price variance
Slack time variance
Wage variance 17
Variance Analysis Profits variance
Revenue variance
Costs variance
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Revenue Variance Revenue variance
Volume variance
Price variance
VV = (quantity sold – quantity budgeted) x selling price
PV = quantity budgeted x (selling price – budgeted price)
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Material Cost Variance Material cost variance
Expenditure variance
Buying price variance
EV = (actual usage – budgeted usage) x buying price
BPV = budgeted usage x (actual buying price – budgeted buying price)
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Labor Variance Labor variance
Time variance
Wage variance
TV = (total actual time – total budgeted time) x actual wage
WV = total budgeted time x (actual wage – budgeted wage)
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Variance Analysis FAVORABLE
Actual sales is higher than budgeted sales; or Actual costs are lower than budgeted costs
ADVERSE
Actual sales are lower than budgeted sales; or Actual costs are higher than budgeted costs
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Analyzing Causes of Variance Controllable variance
Noncontrollable variance
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Flexible Budget Flexible budget merupakan anggaran yang didesain untuk mengantisipasi perubahan aktivitas yang mungkin terjadi.
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Flexible Budget
Static budget
Flexible budget
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Flexible Budget
0
Productivity
0
Productivity
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FLEXIBLE BUDGET Komponen Biaya Bahan Baku Bi. Tenaga Kerja BOP Variabel BOP Tetap
Besarnya Biaya 2.000 1.500 1.000 5.000.000
Harga Pokok Produksi/unit
5.000 10.000.000 7.500.000 5.000.000 5.000.000 5.500
Kuantitas Produksi 10.000 15.000 20.000.000 30.000.000 15.000.000 22.500.000 10.000.000 15.000.000 5.000.000 5.000.000 5.000
4.833
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Break-Even Analysis Each unit of product to be produced and sold Above break-even point = profit Under break-even point = loss
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Break-Even Point
BEP (unit)
Fixed overhead costs = Sale price/unit – Variable cost/unit
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Break-Even Point
Produce ? Buy?
Application 1. “Pricing decision” 2. “Produce or purchase” 3. “Select production methods” 4. “Continue or stop operations”
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