The cash budget consists of three
parts:
- The forecast of cash
inflows
The first section represents
incoming cash, or cash receipts. It includes only the money you
actually receive. Do not count credit sales or sales on account
until you physically have the money. Some of the sources of
incoming cash include product sales, service revenue and rental
income. Loan funds are not considered incoming cash, as they must
be paid back.
- The forecast of cash
outflows
Outgoing cash is section for all of the payments you make in the
period. Rent or lease payments, payroll, payments to your vendors
and suppliers and any other expenses that you have to physically
pay during the reporting period belong here. So do loan and
interest payments. Like the incoming cash section, this is to see
where the most substantial expenditures are.
- The forecast of cash
balance
The surplus or deficiency section
clearly illustrates whether you have enough incoming cash to cover
the expenditures that the business needs to make. This section
consists of one line that reflects the difference between the
incoming cash and the expenditures. If a deficiency exists, we may
need to consider how to generate more incoming cash or seek
financing alternatives.
Importance of Cash Budget
:-
- Cash budget is an extremely useful tool available in the hands
of a finance manager for planning fund requirements and for
controlling cash position in the firm. As a planning device, cash
budget helps the finance manager to know in advance the cash
position of the firm in different time periods.
- The cash budget indicates in which months there will be cash
surfeit and in which months the firm will experience cash drain and
by how much.
- With the help of this information finance manager can draw up a
programme for financing cash requirements. It indicates the most
opportune time to undertake the financing process. There will be
two advantages if the finance manager knows in advance as to when
additional funds will be required. First, funds will be available
in hand when needed and there will be no idle funds.
- In the absence of the cash budget it may be difficult to
determine cash requirements in different months. If cash required
is not available in time it will entail the firm in a precarious
position. The firm’s output is reduced because of imbalance in
financial structure and the rate of return consequently
declines.
- With the help of cash budget finance manager can determine
precisely the months in which there will be cash surplus.
Nevertheless, a reasonable amount of cash adds to a firm’s debt
paying power of the firm, holding excess cash for any period of
time is largely a waste of resource yielding no return. This will
result in the decline in profits.
- The cash budget offsets the possibility of decline in profits
because the finance manager in that case will invest idle cash in
marketable securities. Thus, with the help of the cash budget,
finance manager can maintain high liquidity without jeopardizing
the firm’s profitability.
- The cash budget, besides indicating cash requirements, reflects
the length of time for which funds will be needed. This will help
the finance manager to decide the most likely source from which the
funds can be obtained. A firm which stands in need of funds for a
short-term duration will use a source different from the one
requiring funds for a long time.
- The firm will have to either renew the loans to make it
long-term or an entirely new loan must be negotiated. In either
case the negotiations are on a much shorter notice than the
original loan and the renewal or new loan will very likely be made
with less favourable terms. Further, planning for cash may engender
the confidence of suppliers of cash and credit to such an extent
that they are more likely to grant loans on easier terms.
- With these reports finance manager can find out deviations and
study reasons for variation and finally take steps to remedy the
variations.