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KURSUS:
BUDAYA KEUSAHAWANAN
(PPU 2052)
FAKULTI PERNIAGAAN DAN EKONOMI
JABATAN PENGURUSAN PERNIAGAAN
Caytys
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Topik :
Kemahiran Mengurus ProjekPerniagaan
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1. Mengenal pasti aspek operasi dan kewangan
2. Mengaplikasikan kemahiran menguruskan projek
perniagaan melalui penghasilan Rancangan
Perniagaan dan pelaksanaan projek inovasi
OBJEKTIF :
Di akhir bab ini, pelajar dapat :
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Production/
Operation Plan
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Production/ Operation Plan
Session Objectives
At the end of the session, participants should
be able to:
Understand the transformation process in a
production system
Design the process flowcharts for aparticular production system
Prepare the production/operation plan for
their proposed business/project
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Definition of
Production/Operational Plan Transformation Process
Material/Inventory Requirement
Planning Acquisition of plant, machinery
& equipment
Operational Manpower Planning
Operational Layout Plan
Selection of Location
Operational/Production Budget
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Definition
Production/Operational plan involves the
production of a product or serviceaccording to the quantity, quality,
specification and time specified by the
customer at the lowest cost possible
An operational activity include:
Business inputs
Transformation process
Output
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The Transformation
Process
Business Inputs
Labor
Raw materialMachinery
Technology
Capital
TransformationProcess
OutputProduct
Service
Controlling
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Transformation Process:
A Biscuit Factory Materials (flour, sugar, yeast, water
etc)
Machinery & equipment (weigh,mixer, blenders, oven, racks etc.)
Technology (mixing, blending, baking,
packaging etc.) Labor (machine operator, general
worker, supervisor etc)
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Transformation Process:
A Restaurant Materials (fish, meat, onion,
vegetables etc)
Machinery (knives, stove, utensils,
table and chairs etc)
Technology (cooking, frying,
cutting etc)
Labor (chef, service-man, cashier
etc)
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Efficiency of the
Transformation Process The productivity index (P.I) is used to measure
the effectiveness of the transformation process
Formula: P.I = Output/Input cost
Example:
Sales = RM2,000/day
Operational cost = RM1,200/day
P.I = RM2,000/RM1,200 = 1.67
P.I index of more than 1 indicates the efficiency
of the transformation process
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Process Flowchart
It is schematic representation of theproduction/operation process from thestart until the product or service is sold
or delivered It must show:
The sequence (step by step)
Description of each process/activityTime (days,hours or minutes)
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Conventional Symbols
Symbol Activity Description
Operation Materials are being processed or
information being processed or the
process of planning and calculating.
Transporting Movement of materials from one
place to another.
Inspection Inspection on the quantity or
quality of the product.
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Conventional Symbols
Symbol Activity Description
Delay Process is delayed or materials
waiting for further process.
Storage Materials are stored in the storage
area or warehouse.
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Material Requirement
Planning
List out all materials needed to produce
the product of service
Estimate in terms of quantity needed
based upon your sales forecast
Determine your safety stocks Estimate the cost of materials (monthly
& annually)
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Acquisition of Machinery and
Equipment
List out all machinery and equipment needed
to produce the product or service
Determine the number of machinery and
equipment based upon its capacity and
production period
Identify the supplier that can offer
competitive price
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Factors Considered Before
Buying The Machinery Price
Quality in terms durability Easiness of acquiring spare-
parts
Maintenance Technology & simple operation
Reputation of the supplier
After sales service
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Operational
Manpower Planning
Determine the rate of production
Determine the standard time in
producing a unit of product
Man productive hours
Determine number of workers and the
source
Calculate the cost of direct and
indirect labor
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Operational Layout Plan
Factors to be considered:
Arrange the machinery and equipment so
that materials can move freely from oneplace to another
Avoid any delay whereby work-in-processhave to wait for further process
Plan so that different types of output are notmixed
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Operational Layout Plan
Avoid shifting of materials too
frequently
Utilize floor space efficiently
Establish effective supervision
Establish pleasant working
environmentAvoid too much movement of workers
Avoid machinery and workers idling
Establish a flexible layout plan
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Types of Layout Plan
Layout based on product
Layout based on marketing
Layout based on process
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Selecting a Location
Factors to be considered:
Distance from source of materials
Supply of laborTransportation
Distance from target market
Price of the property Other factors:
Basic infrastructure & facilities
Schools, housing, banks etc.
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Operation Budget
Cost of machinery and equipment
Direct materials
Direct labor
Prime cost
Factory/operational overheads
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Financial Plan
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Sessions Objectives
To enable students to prepare relevant
statements for the financial plan.
To enable students to develop the skillsof preparing a financial plan.
To help students in evaluating the
financial viability of the proposedbusiness/project.
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1.4 Kewangan dalam Perniagaan
1. Rancangan kewangan
2. Belanjawan kewangan
3. Membentuk Proforma Penyata Kewangan
4. Membentuk proforma lembaran imbangan5. Analisis pulang modal
Rujuk
KPTM
(2007)
88-89
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i. Rancangan Kewangan
Menyediakan gambaran menyeluruh tentang jumlah dan
pemasaran dana yang diperoleh, kegunaan dana, jumlah
tunai yang ada dan anggaran kedudukan kewangansesuatu perniagaan.
Menyediakan asas bagi pemantauan perbelanjaan jangka
pendek dan membantu menghalang berlakunya masalahkekurangan tunai.
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ii. Belanjawan Kewangan
Alat penting dalam merancang operasi
kewangan seperti:
- Belanjawan operasi
- Belanjawan tunai
- Belanjawan modal
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iv. Proforma Lembaran Imbangan
Disediakan untuk menunjukkan kedudukan
kewangan peniagaan pada akhir tahun dan iamengandungi ringkasan aset, liabiliti danekuiti para pemilik.
Proforma ini akan menggunakan maklumat
daripada proforma penyata pendapatan danbelanjawan aliran tunai.
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iii. Proforma Penyata Kewangan
Pemilik boleh memilih samada :
Menyediakan ramalan jualan dan melengkapkan
penyata, atau
Menentukan sasaran untung dan melengkapkan
penyata.(Biasanya pemilik membuat pilihan kedua)
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v. Analisis Pulang Modal Ialah teknik yang berguna dalam menentukan
kuantiti jualan atau tahap volum jualan yang
mesti dicapai untuk pulang modal. TPM = Kos Tetap
Harga JualanKos Berubah
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Rancangan kewangan
Rancangan kewangan menyediakan gambaranmenyeluruh tentang jumlah dan pemasaran danayang diperoleh, kegunaan dana, jumlah tunai yang
ada dan anggaran dana, dan anggaran kedudukankewangan sesuatu perniagaan.
Rancangan kewangan menyediakan asas bagi
pemantauan perbelanjaan jangka pendek danmembantu menghalang berlakunya salah satumasalah biasa dihadapi oleh perniagaan baharu, iaitumasalah kekurangan tunai.
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What is a Financial Plan?
A financial plan is a plan that shows the short andlong-term financial requirements in order to starta new business or project.
It also shows how therequirements are going to
be financed (using internal
and external resources).
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Continue
A financial plan should also include the
projections of the financial statements such as
the cash flow, profit & loss and balance sheet. A financial plan should include some financial
analysis in order to determine the viability of
the proposed business/project.
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The Importance of A Financial Plan
To determine the amount of money to be
investedthe project cost.
To identify and propose the relevant sources of
fund.
To ensure that the initial capital is sufficient.
To appraise the viability before actualinvestment is committed.
As a guideline for implementation.
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Sources of Financial Information
Financial information is gathered through budgets.
Operational budget
Administrative budget
Marketing budget
Production budget
Financial budget
Project implementation cost
Sources of fund
Projected cash flow statements
Projected profit & loss statements
Projected balance sheet statements
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Steps in Preparing a Financial Plan
Step 1:
Prepare the project implementation cost schedule.
Prepare table of depreciation for each fixed asset owned or
purchased by the company. Step 2:
Prepare the sources of fund to finance the project cost.
Prepare a loan amortization schedule for term loan.
Prepare a hire-purchase repayment schedule if hire-purchasefinancing is used.
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Continue
Step 3:
Prepare the projected cash-flow statements (for 3 years).
For year 1monthly.
For year 2 and 3annually.
Step 4:
Prepare projected trading, profit & loss statements (for 3
years). For manufacturing companies, include manufacturing
accounts.
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Step 5:
Prepare projected balance sheet statements
(for 3 years). Step 6:
Perform relevant financial analysis based on the
projected financial statements.
Continue
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Project Implementation Cost
Project implementation cost refers to the totalcosts (short & long-term costs) needed to implementthe proposed business/project.
Long-term costs refer to capital expenditure required tobuy fixed assets (ex. land, building, machinery,equipment, furniture and vehicle).
Short-term costs refer to expenditure to finance day-to-day operation of the business (ex. raw materials/inventory,wages & salaries, utilities and other overheads.
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Elements in Project Cost Schedule
Capital Expenditure
Land
Building
Renovation Machinery & Equipment
Furniture & Fixtures
Vehicle
Working Capital ( _xx month) Administrative
Marketing
Operation
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Elements in Project Cost Schedule
Pre-operational costs
Business registration & licenses
Legal fees
Road tax & insurance
Stamp duties etc.
Deposits
Rental
Utilities Provision for contingencies
(2 to 5 percent)
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Example: Project Implementation Cost Schedule
RM RM
Capital Expenditure
Building 45,000Machinery & Equipment 23,000
Furniture & Fixtures 7,000
Van 25,000
Renovation 4,000
104,000
Working Capital (1 month)
Administrative 8,000
Marketing 1,500
Operation 8,000
17,500
Pre-operational costs 2,700Deposits 800
Allowance for contingencies (10%) 12,500
Total cost 137,500
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Example: Table of Depreciation
Type of asset : VanCost of asset : RM25,000
Economic life : 5 years
Method : Straight line
Year Annual Accumulated Book
Depreciation Depreciation Value
0 25,000
1 5,000 5,000 20,000
2 5,000 10,000 15,0003 5,000 15,000 10,000
4 5,000 20,000 5,000
5 5,000 25,000 0
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Sources of Fund
Sources of fund refer to the source where
fund to finance the project cost is secured. It
can be internally or externally generated. Equity Contribution
Cash
Assets
Term Loan
Hire-Purchase Scheme
Others
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Example: Sources of Finance
Source RM
Equity Contribution
Cash 27,500
Asset 45,000
Term Loan 45,000
Hire-purchase Finance 20,000
Total 137,500
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Example: Loan Amortization Schedule
Loan amount : RM45,000
Loan period : 5 years
Interest rate : 10%
Method : Reducing balance (annually)
Year Interest Principal Payment Balance
0 0 0 0 45,000
1 4,500 9,000 13,500 36,000
2 3,600 9,000 12,600 27,0003 2,700 9,000 11,700 18,000
4 1,800 9,000 10,800 9,000
5 900 9,000 9,900 0
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Example: Hire-purchase Repayment Schedule
Cost of asset : RM25,000Down payment : RM 5,000
Loan amount : RM20,000
Loan period : 5 years
Interest rate : 8% Method : Flat (annually)
Year Interest Principal Payment Balance
0 0 0 0 20,000
1 1,600 4,000 5,600 16,000
2 1,600 4,000 5,600 12,0003 1,600 4,000 5,600 8,000
4 1,600 4,000 5,600 4,000
5 1,600 4,000 5,600 0
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Cash-flow Projected Statements
It is projected statements of cash inflows and
outflows throughout the planned period.
It shows the following:Cash inflows
Cash outflows
Deficit or surplusCash position (beginning & ending balances)
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Elements in Cash-flow Statement
Cash Inflows
Equitycash only
Term-loanCash sales
Collection of receivables
Sales of asset
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Continue
Cash Outflows
Operational expenditure
Marketing expenditure
Administrative expenditure
Loan repayment
Hire-purchase repayment
Purchase of fixed assetsPre-operational expenses
Miscellaneous expenses
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Continue
Cash Surplus or Deficit
Inflows > Outflows = Surplus
Inflows < Outflows = Deficit
Cash Position
Beginning cash + Surplus/
(- Deficit) = Ending cashNote: The ending cash balance for a particularmonth becomes the beginning balance for the nextconsecutive month
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Example: Cash-flow Pro-forma Statement
Month Pre-Operation Jan Feb Mac Apr May June July Aug Sept. Oct. Nov. Dis. Year 1
A CASH INFLOWS
Beginning cash balance 0 30,000 30,909 31,818 32,727 33,636 34,545 35,454 36,363 37,272 38,181 39,090 39,999 0
Equity - Cash 27,500 27,500
Term-loan 45,000 45,000Cash sales 20,000 2 0,000 20,000 20,000 20,000 20,000 20,000 2 0,000 2 0,000 2 0,000 2 0,000 2 0,000 240,000
B Total Cas h Inflows 72,500 50,000 50,909 51,818 52,727 53,636 54,545 55,454 56,363 57,272 58,181 59,090 59,999 312,500
C CASH OUTFLOWS
Operational Expenditure:
Raw materials 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 36,000
Direct labor 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 36,000
Operational overheads 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 24,000
Marketing Expenditure:
Sales commission 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 12,000
Entertainment allowance 500 500 500 500 500 500 500 500 500 500 500 500 6,000
Adminstrative Expenditure:Salaries & Wages 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 60,000
EPF & SOCSO 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 12,000
Adminstrative overheads 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 24,000
Loan Repayment:
Principal 750 750 750 750 750 750 750 750 750 750 750 750 9,000
Interest 375 375 375 375 375 375 375 375 375 375 375 375 4,500
Hire-purchase repayment:
Down payment 5,000 5,000
Principal 333 333 333 333 333 333 333 333 333 333 333 337 4,000
Interest 133 133 133 133 133 133 133 133 133 133 133 137 1,600
Capital Expenditure:Machinery & Equipment 23,000 23,000
Furniture & Fixtures 7,000 7,000
Renovation 4,000 4,000
Pre-operational Expenditure 2,700 2,700
Deposits 800 800
D Total Cas h Outflows 42,500 19,091 19,091 19,091 19,091 19,091 19,091 19,091 19,091 19,091 19,091 19,091 19,099 2 71,600
E Cas h Surplus /(Defic it ) 30, 000 30, 909 31, 818 32, 727 33, 636 34,545 35,454 36, 363 37, 272 38, 181 39, 090 39, 999 40, 900 40, 900
F Ending c ash balance 30,000 30,909 31,818 32,727 33,636 34,545 35,454 36,363 37,272 38,181 39,090 39,999 40,900 40,900
E l C h fl P f St t t
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Example: Cash-flow Pro-forma StatementYear Year 1 Year 2 Year 3
A CASH INFLOWS
Beginning cash balance 0 40,900 77,000
Equity - Cash 27,500 0 0
Term-loan 45,000 0 0
Cash sales 240,000 276,000 317,400B Total Cash Inflows 312,500 316,900 394,400
C CASH OUTFLOWS
Operational Expenditure:
Raw materials 36,000 37,800 39,690
Direct labor 36,000 37,800 39,690
Operational overheads 24,000 25,200 26,460
Marketing Expenditure:
Sales commission 12,000 12,600 13,230
Entertainment allowance 6,000 6,000 6,000
Adminstrative Expenditure:
Salaries & Wages 60,000 63,000 66,150EPF & SOCSO 12,000 12,600 13,230
Adminstrative overheads 24,000 25,200 26,460
Loan Repayment:
Principal 9,000 9,000 9,000
Interest 4,500 3,600 2,700
Hire-purchase repayment:
Down payment 5,000 0 0
Principal 4,000 4,000 4,000
Interest 1,600 1,600 1,600
Capital Expenditure:
Machinery & Equipment 23,000 0 0Furniture & Fixtures 7,000 0 0
Renovation 4,000 0 0
Pre-operational Expenditure 2,700 1,500 1,500
Deposits 800 0 0
D Total Cash Outflows 271,600 239,900 249,710
E Cash Surplus/(Deficit) 40,900 77,000 144,690
F Ending cash balance 40,900 77,000 144,690
M f t i T di P fit & L
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Manufacturing, Trading, Profit & Loss
Pro-forma Statements
It is a projected statement which shows theexpected profit or loss throughout the plannedperiod (3 consecutive years).
For manufacturing companies, they shouldfirst prepare the manufacturing account.
For trading companies, they should firstprepare the trading account.
For service companies, they can just preparethe profit and loss account.
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Elements in the Manufacturing Account Raw Materials Used
Opening stock (beginning of year)
Add: Purchase of raw materials (for the year)
Minus: Closing stock (end of year)
Direct Labor
Operational Overheads
Indirect materials Indirect labor
Depreciation on plant, machinery & equipment
Maintenance
Utilities
Prime Cost Add: Beginning work-in-process
Minus: Ending work-in-process
Cost of Goods Manufactured
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Example: Manufacturing Account
Raw Materials RM RM
Opening stock 1/1 0
Add: Purchases of raw materials 36,000
Raw materials available 36,000
Minus: Closing stock 31/12 3,000
Raw Materials Used 33,000Direct Labor 36,000
Operational Overheads 24,000
Prime Costs 93,000
Add: Work-in-process 1/1 0Minus: Work-in-process 31/12 0
Work-in-Process 0
Cost of Goods Manufactured 93,000
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Elements in Trading Account
(Manufacturing Company)
Sales (as forecasted)
Cost of Goods Sold
Opening stock for finished
goods
Add: Cost of goods
manufactured
Stocks available for sale
Minus: Closing stock forfinished goods
Gross Profit
(Trading Company)
Sales (as forecasted)
Cost of Goods Sold
Opening stock for
finished goods
Add: Purchases for the
year
Available stocks for
sale Minus: Closing stock
for finished goods
Gross Profit
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Example: Trading Account for A
Manufacturing CompanySales 240,000
Less: Cost of Goods Sold
Opening stock for finished goods 0
Add: Cost of goods manufactured 93,000
Goods available for sale 93,000
Minus: Closing stock for finished goods 3,000
90,000
Gross Profit 150,000
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Example: Trading Account for
Trading CompaniesSales 240,000
Less: Cost of Goods Sold
Opening stock for finished goods 0Add: Purchase for the year 93,000
Goods available for sale 93,000
Minus: Closing stock for finished goods 3,000
90,000
Gross Profit 150,000
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Elements in A Profit & Loss Account(Manufacturing &
Trading Companies) Sales
Less: Cost of GoodsSold
Gross Profit Less: Expenses
Administrative
Marketing
Financial
Depreciation charges
Other expenses
Net Profit Before Tax
(Service Companies)
Sales
Less: Expenses
Administrative
Marketing Operational
Financial
Depreciation charges
Other expenses
Net Profit Before Tax
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Example: Profit & Loss Account For Manufacturing
& Trading Companies
Sales 240,000Less: Cost of Goods Sold 90,000
Gross Profit 150,000
Less: Expenses
Administrative 96,000
Marketing 18,000
Financial:
Interest on term loan 4,500
Interest on hire-purchase 1,600
Depreciation charges 11,800Pre-operational expenditure 2,700
Total Expenditure 134,600
Net Profit Before Tax 15,400
E l P fit & L A t F S i
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Example: Profit & Loss Account For Service
Companies
Sales 240,000
Less: Expenses
Administrative 96,000
Marketing 18,000
Operational 96,000Financial:
Interest on term loan 4,500
Interest on hire-purchase 1,600
Depreciation charges 11,800
Pre-operational expenditure 2,700
Total Expenditure 230,600
Net Profit 9,400
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Balance Sheet Pro-forma Statements
It is a projected statement which shows the
financial position of the company at a specific
point in time in terms of assets owned and how
those assets are financed.
Projected statements are prepared for the period
of three (3) years.
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Elements in A Balance Sheet
Fixed Assets List all fixed assets at its book value (CostAccumulated
depreciation)
Current Assets
List all current assets (e.g. cash, stocks, accountreceivables, deposits etc.)
Equity
Equity contribution (cash + assets) plus net profit
(accumulated)
Long-term Liabilities
Term-loan (year end balance)
Hire-purchase (year end balance)
Example: Balance Sheet for Manufacturing & Trading Companies
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Fixed Assets
Machinery & Equipment 18,400
Furniture and Fixtures 5,600
Renovation 3,200Van 20,000 47,200
Current Assets
Cash 40,900
Closing stock for raw materials 3,000
Closing stock for finished goods 3,000
Deposits 800 47,700
Total Assets 94,900
Equity
Capital 27,500
Net profit 15,400 42,900
Long-term LiabilitiesTerm-loan 36,000
Hire-purchase 16,000 52,000
Total Equity & Liabilities 94,900
E l B l Sh t f S i C i
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Example: Balance Sheet for Service Companies
Fixed Assets
Machinery & Equipment 18,400
Furniture and Fixtures 5,600Renovation 3,200
Van 20,000 47,200
Current Assets
Cash 40,900
Deposits 800 41,700Total Assets 88,900
Equity
Capital 27,500
Net profit 9,400 36,900
Long-term Liabilities
Term-loan 36,000
Hire-purchase 16,000 52,000
Total Equity & Liabilities 88,900
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Sekian. Jumpa lagi.