MERCHANDISING OPERATIONS and the MULTI-STEP INCOME STATEMENT LO 1: Describe Merchandising Operations and Inventory Systems
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Cost of Goods Sold
Cost of Goods Sold Inventory •Items purchased for the purpose of being sold to customers. The cost of the items purchased but not yet sold is reported in the resale inventory account or central storeroom inventory account. Inventory is reported as a current asset on the balance sheet. Inventory is a significant asset that needs to be monitored closely. Too much inventory can result in cash flow problems, additional expenses and losses if the items become obsolete. Too little inventory can result in lost sales and lost customers. Inventory is reported on the balance sheet at the amount paid to obtain (purchase) the items, not at its selling price. Cost of Goods Sold • Inventory management Involves regulation of the size of the investment in goods on hand, the types of goods carried in stock, and turnover rates. The investment in inventory should be kept at a minimum consistent with maintenance of adequate stocks of proper quality to meet sales demand. Increases or decreases in the inventory investment must be tested against the effect on profits and working capital. Standard levels of inventory should be established as adequate for a given volume of business, and stock control procedures applied so as to limit purchase as required. Such controls should not preclude volume purchase of nonperishable items when price advantages may be obtained under unusual circumstances. The rate of inventory turnover is a valuable test of merchandising efficiency and should be computed monthly Cost of Goods Sold • Inventory management All inventories are valued at cost which is defined as invoice price plus freight charges less discounts. -
Preparing a Short-Term Cash Flow Forecast
Preparing a short-term What is a short-term cash How does a short-term cash flow forecast and why is it flow forecast differ from a cash flow forecast important? budget or business plan? 27 April 2020 The COVID-19 crisis has brought the importance of cash flow A short-term cash flow forecast is a forecast of the The income statement or profit and loss account forecasting and management into sharp focus for businesses. cash you have, the cash you expect to receive and in a budget or business plan includes non-cash the cash you expect to pay out of your business over accounting items such as depreciation and accruals This document explores the importance of forecasting, explains a certain period, typically 13 weeks. Fundamentally, for various expenses. The forecast cash flow how it differs from a budget or business plan and offers it’s about having good enough information to give statement contained in these plans is derived from practical tips for preparing a short-term cash flow forecast. you time and money to make the right business the forecast income statement and balance sheet decisions. on an indirect basis and shows the broad categories You can also access this information in podcast form here. of where cash is generated and where cash is spent. Forecasts are important because: They are produced on a monthly or quarterly basis. • They provide visibility of your future cash position In contrast, a short-term cash flow forecast: and highlight if and when your cash position is going to be tight. -
Inventories and Cost of Goods Sold
Chapter 6 Inventories and Cost of Goods Sold Key Concepts: n Why should every manager be informed and concerned about inventory? n Are the inventory figures on all companies' balance sheets calculated the same way? n How does a company select its inventory costing method? n How does inventory affect cash flow? Harcourt, Inc. 6-1 FINANCIAL ACCOUNTING INSTRUCTOR’S MANUAL Chapter Outline LO 1 The Nature of Inventory Inventory is an asset held for resale rather than use, and takes different forms: n Retailer has single inventory, merchandise inventory (Exhibit 6-1) · cost is purchase price n Manufacturer has more than one form of inventory, depending on stage of development (Exhibit 6-1) · raw materials: purchased items that have not yet entered the manufacturing process · work in process: unfinished units of the company's product ¨ direct materials: used to make product ¨ direct labor: paid to workers who make the product from raw materials ¨ manufacturing overhead: manufacturing costs that cannot be directly traced to a specific unit of product · finished goods: product ready for sale LO 2 Inventory Valuation and the Measurement of Income Inventory—an asset (unexpired cost) —becomes cost of goods sold—an expense (expired cost): Beginning inventory + Purchases = Goods available for sale – Ending inventory = Cost of goods sold Error in end inventory figure will give incorrect cost of goods sold, and thus incorrect income. Cost of inventory includes all costs incurred in bringing the inventory to its existing condition and location n Purchase price less discounts n Transportation in n Insurance in transit n Taxes n Storage n Apply cost/benefit test to determine which items to add to cost LO 3 Inventory Costing Methods with a Periodic System Inventory is purchased at different times, and at different prices; these costs must be allocated correctly when items are sold. -
Chapter 5 Consolidation Following Acquisition Consolidation Following
Consolidation Following Acquisition Chapter 5 • The procedures used to prepare a consolidated balance sheet as of the date of acquisition were introduced in the preceding chapter, that is, Consolidation Chapter 4. Following Acquisition • More than a consolidated balance sheet, however, is needed to provide a comprehensive picture of the consolidated entity’s activities following acquisition. McGraw-Hill/Irwin Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved. 5-2 Consolidation Following Acquisition Consolidation Following Acquisition • The purpose of this chapter is to present the procedures used in the preparation of a • As with a single company, the set of basic consolidated balance sheet, income statement, financial statements for a consolidated entity and retained earnings statement subsequent consists of a balance sheet, an income to the date of combination. statement, a statement of changes in retained earnings, and a statement of cash flows. • The preparation of a consolidated statement of cash flows is discussed in Chapter 10. 5-3 5-4 Consolidation Following Acquisition Consolidation Following Acquisition • This chapter first deals with the important concepts of consolidated net income and consolidated retained earnings. • Finally, the remainder of the chapter deals with the specific procedures used to • Thereafter, the chapter presents a description prepare consolidated financial statements of the workpaper format used to facilitate the subsequent to the date of combination. preparation of a full set of consolidated financial statements. 5-5 5-6 1 Consolidation Following Acquisition Consolidation Following Acquisition • The discussion in the chapter focuses on procedures for consolidation when the parent company accounts for its investment in • Regardless of the method used by the parent subsidiary stock using the equity method. -
Absorption Costing - Overview
Absorption Costing - Overview 1. Overview of Absorption costing and Variable Costing 2. Review how costs for Manufacturing are transferred to the product 3. Job Order Vs. Process Costing 4. Overhead Application - Under applied Overhead - Over applied overhead 5. Problems with Absorption Costing 6. Concluding Comments Absorption Costing The focus of this class is on how to allocate manufacturing costs to the product. - Direct Materials - Direct Labor - Overhead Absorption costing is a process of tracing the variable costs of production and the fixed costs of production to the product. Variable Costing traces only the variable costs of production to the product and the fixed costs of production are treated as period expenses. Absorption Costing There are three different types of Absorption Costing Systems: - Job Order Costing - Process Costing - ABC Costing In Job Order Costing costs are assigned to the product in Batches or lots. - Printing - Furniture manufacturing - Bicycle Manufacturing In Process Costing, costs are systematically assigned to the product, since there are no discreet batches to assign costs. - Oil Distilling - Soda Manufacturing ABC Costing assigns cost from cost centers to the product - Best in a multi product firm, where there are different volumes Absorption Costing A simplified view of Production: Introduce Raw Manufacture Store finished Sell Finished Materials Product goods Goods 1. Direct materials 1. Direct labor 1. Production process are purchased applied to completed 2. Direct materials product 2. Goods are shipped are placed into 2. Overhead costs for sale production are incurred Absorption Costing How do we account for the production process? 1. Direct materials are purchased and recorded as an asset. -
Reading and Understanding Nonprofit Financial Statements
Reading and Understanding Nonprofit Financial Statements What does it mean to be a nonprofit? • A nonprofit is an organization that uses surplus revenues to achieve its goals rather than distributing them as profit or dividends. • The mission of the organization is the main goal, however profits are key to the growth and longevity of the organization. Your Role in Financial Oversight • Ensure that resources are used to accomplish the mission • Ensure financial health and that contributions are used in accordance with donor intent • Review financial statements • Compare financial statements to budget • Engage independent auditors Cash Basis vs. Accrual Basis • Cash Basis ▫ Revenues and expenses are not recognized until money is exchanged. • Accrual Basis ▫ Revenues and expenses are recognized when an obligation is made. Unaudited vs. Audited • Unaudited ▫ Usually Cash Basis ▫ Prepared internally or through a bookkeeper/accountant ▫ Prepared more frequently (Quarterly or Monthly) • Audited ▫ Accrual Basis ▫ Prepared by a CPA ▫ Prepared yearly ▫ Have an Auditor’s Opinion Financial Statements • Statement of Activities = Income Statement = Profit (Loss) ▫ Measures the revenues against the expenses ▫ Revenues – Expenses = Change in Net Assets = Profit (Loss) • Statement of Financial Position = Balance Sheet ▫ Measures the assets against the liabilities and net assets ▫ Assets = Liabilities + Net Assets • Statement of Cash Flows ▫ Measures the changes in cash Statement of Activities (Unaudited Cash Basis) • Revenues ▫ Service revenues ▫ Contributions -
Cost of Goods Sold Manual
Brewers Association Cost of Goods Sold Manual ® table of contents acknowledgments . 3 section three . 15 introduction . 4 Counting Inventory . 15 section one . 5 Periodic Inventory Systems . 16 Material costs . 5 Perpetual Inventory Systems . 18 Labor . 5 Potential Issues in Accounting for Inventory and COGS . 18 Overhead . 6 Addressing Issues . 19 Excise taxes . 7 Conclusion . 19 section two . 8 glossary . 20 Brewpubs/Multiple Brewpubs Under 5,000 Barrels of Production . .9 appendix a . 22 Production Microbrewery With 0–1,000 Barrels of Production . .10 appendix b . 24 Production Microbrewery With 1,000–15,000 Barrels of appendix c.1 . 34 Production . .10 appendix c.2 . 35 Production Regional Brewery With 15,000–50,000 Barrels of appendix d . 36 Production . .11 Production Regional Brewery With Over 50,000 Barrels of Production . .12 Taproom/Tasting Room Activities . .12 Cost Allocation Methodology Expanded . .13 Photos © Getty Images and Brewers Association Best Practice Look for highlighted text throughout the manual that indicates a best practice when working with cost of goods sold. 2 BrewersAssociation.org acknowledgments The project began with a survey of craft breweries to learn about how Cost of Goods Sold is currently understood and how COGS are being applied in day-to-day business. You’ll find many of the results of that survey in Appendix B. Thank you to the following breweries that offered their insight by answering the survey. 3rd Wave Brewing Co. CRUX Fermentation Project Great Divide Brewing Company Midnight Sun Brewing Co. Sky High Brewing 903 Brewers Denver Beer Company Hell ‘n Blazes Brewing Company Modern Times Beer Skyland Ale Works Allagash Brewing Company Deschutes Brewery Hi-Fi Brewing Co. -
Gateway Managerial Accounting Master.Pdf
CSUN GATEWAY Managerial Accounting Study Guide Table of Contents 1. Introduction to Managerial Accounting 2. Introduction to Cost Terms and Cost Concepts 3. Allocation of Manufacturing Overhead Costs 4. Break-Even Analysis 5. The Master Budget 6. Expenses and Capital Budgeting 7. Purposes of Cost Classifications 8. Decision-Making 1. Introduction to Managerial Accounting 9 Overview 9 the role of managerial accounting and management functions 9 major differences between managerial accounting and financial accounting Overview Managerial accounting is rewarding and also challenging. You are exposed to the inner mechanisms of an organization. The business exposure provides managerial accountants with the detail to make sense, from an accounting perspective, the organizations’ operations. This enables you to help managers, owners, and employees manage successfully and lead in the right direction. Keep in mind that the accounting system provides information for both external use (financial accounting) and internal use (managerial accounting). For example, financial accounting deals with reporting information through financial statements that investors need to know in order to decide whether to invest in a company. For this course review segment, our focus is on managerial accounting. The internal reporting function of an accounting system gives managers information needed for daily operations and also for long-range planning. Developing types of information most relevant to specific managerial decisions and interpreting that information is the essence of managerial accounting. The Role of Managerial Accounting & Management Functions The workplace has changed and so must the workforce. Today, managerial accounting continually evolves and adapts as the business environment changes . Organizations will continue to change and managerial accountants must be prepared to respond to such changes. -
FINANCIAL STATEMENTS by Michael J
CHAPTER 7 FINANCIAL STATEMENTS by Michael J. Buckle, PhD, James Seaton, PhD, and Stephen Thomas, PhD LEARNING OUTCOMES After completing this chapter, you should be able to do the following: a Describe the roles of standard setters, regulators, and auditors in finan- cial reporting; b Describe information provided by the balance sheet; c Compare types of assets, liabilities, and equity; d Describe information provided by the income statement; e Distinguish between profit and net cash flow; f Describe information provided by the cash flow statement; g Identify and compare cash flow classifications of operating, investing, and financing activities; h Explain links between the income statement, balance sheet, and cash flow statement; i Explain the usefulness of ratio analysis for financial statements; j Identify and interpret ratios used to analyse a company’s liquidity, profit- ability, financing, shareholder return, and shareholder value. Introduction 195 INTRODUCTION 1 The financial performance of a company matters to many different people. Management is interested in assessing the success of its plans relative to its past and forecasted performance and relative to its competitors’ performance. Employees care because the company’s financial success affects their job security and compensation. The company’s financial performance matters to investors because it affects the returns on their investments. Tax authorities are interested as well because they may tax the company’s profits. An investment analyst will scrutinise a company’s performance and then make recommendations to clients about whether to buy or sell the securities, such as shares of stocks and bonds, issued by that company. One way to begin to evaluate a company is to look at its past performance. -
A Roadmap to the Preparation of the Statement of Cash Flows
A Roadmap to the Preparation of the Statement of Cash Flows May 2020 The FASB Accounting Standards Codification® material is copyrighted by the Financial Accounting Foundation, 401 Merritt 7, PO Box 5116, Norwalk, CT 06856-5116, and is reproduced with permission. This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. The services described herein are illustrative in nature and are intended to demonstrate our experience and capabilities in these areas; however, due to independence restrictions that may apply to audit clients (including affiliates) of Deloitte & Touche LLP, we may be unable to provide certain services based on individual facts and circumstances. As used in this document, “Deloitte” means Deloitte & Touche LLP, Deloitte Consulting LLP, Deloitte Tax LLP, and Deloitte Financial Advisory Services LLP, which are separate subsidiaries of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of our legal structure. Copyright © 2020 Deloitte Development LLC. All rights reserved. Publications in Deloitte’s Roadmap Series Business Combinations Business Combinations — SEC Reporting Considerations Carve-Out Transactions Comparing IFRS Standards and U.S. -
Consolidated Income Statement (In Million Euro) Non-Audited, Consolidated Figures Following IFRS Accounting Policies Q1 2011 Q1 2012 % Change
Consolidated Income Statement (in million Euro) Non-audited, consolidated figures following IFRS accounting policies Q1 2011 Q1 2012 % change Revenue 736 734 -0.3% Cost of sales (505) (526) 4.2% Gross profit 231 208 -10.0% Selling expenses (100) (97) -3.0% Research & Development expenses (43) (44) 2.3% Administrative expenses (50) (48) -4.0% Other operating income 59 46 -22.0% Other operating expenses (65) (54) -16.9% Results from operating activities 32 11 -65.6% Interest income (expense) - net (3) (4) 33.3% Interest income - 1 - Interest expense (3) (5) 66.7% Other finance income (expense) - net (20) (26) 30.0% Other finance income 52 21 -59.6% Other finance expense (72) (47) -34.7% Net finance costs (23) (30) 30.4% Profit (loss) before income taxes 9 (19) -311.1% Income tax expense (4) (7) 75.0% Profit (loss) for the period 5 (26) -620.0% Profit (loss) attributable to: Owners of the Company 5 (27) -640.0% Non-controlling interests - 1 - Results from operating activities 32 11 -65.6% Restructuring and non-recurring items (8) (10) Recurring EBIT 40 21 -47.5% Outstanding shares per end of period 167,751,190 167,751,190 Weighted number of shares used for 167,751,190 167,751,190 calculation Earnings per share (€) 0.03 (0.16) Consolidated Statements of Comprehensive Income for the quarter ending March 2011 / March 2012 (in million Euro) 2011 2012 Profit / (loss) for the period 5 (26) Other Comprehensive Income for the period recognized directly in equity, net of tax Exchange differences: Exchange differences on translation of foreign operations -
Financial Terms for Beginners.Pdf
New to the world of business finances? Financial language is often unfamiliar and confusing, making even the simplest concepts seem complex. That’s why we’ve rounded up a list of basic financial definitions that will help you learn to read company financial statements and better understand the business you work for. We’re keeping it simple and fun by using a lemonade stand to understand what these financial terms really mean. Ready to dive in? Here are the most common financial terms you should learn to boost your business IQ. Revenue / Sales: This is the pure dollar amount a business takes in in a given period of time — the amount of money earned before subtracting expenses. If you sell 100 glasses of lemonade in a month at $1 per glass, your monthly revenue is $100. But don’t get too excited, there are still a few things you need to subtract from that $100 in order to keep your books in order. COGS: COGS or “Cost of Goods Sold” is the amount of money spent on the materials and labor used to produce goods or services. COGS is subtracted from revenue to measure a business’ gross profit. Your lemonade stand’s cost of goods sold might include sugar, lemons, and cups. In order to measure your stand’s gross profit, you must subtract the cost of goods sold (COGS) from your revenue. Let’s say, in order to make 100 glasses of lemonade, you need: 50 lemons at $.25 each = $12.50 100 cups at $.10 each = $10.00 25 cups of sugar at $.15 each = $3.75 Your COGS would equal: $26.25 Gross profit: Gross profit is the amount of money a business earns in a given period minus the cost of goods sold (COGS).