By:
Ahmad Fahmi Mubarok
1
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Profit is the main measure for assessing plant managers performance and determining
bonuses. This is not an effective incentive measurement since there are other factors
that determine the capabilities of a plant manager. Even if sales fall below the
budgeted levels, it is still the plant managers responsibility to achieve the budgeted
profit levels.
C. Case Evidence
The profit budgeting process at Vershire (May to December).
Month
Budgeting Process
May
General Mangers:
Submit preliminary report to Corporate Management (summary of the
sales outlook, income, and capital requirements for the next year).
Evaluate trends anticipated in each category over the subsequent two
years.
Central Market Research:
Develop formal market assessment, examining the forthcoming budget
year in detail, and the following 2 years in general.
Prepare sales forecast and send it back to the General Managers (for
review, criticism, and fine tuning).
General Mangers:
Compile their own sales forecast by asking input from District
Managers (bottom-up), and submit it to the Vice President of
Marketing.
Vice President of Marketing:
Review and approval, then submit it to Corporate Level.
Corporate:
Review and Translate consolidated budget into a sales budget for each
plant
Plant Manager:
Budget gross profit, fixed expenses, and pre-tax income, and request
cost budget from the plants Industrial Engineering Department
Industrial Engineering:
Develop cost standards and cost reduction targets including budgeted
cost reductions, allowances for unfavorable variances from standards,
and fixed costs such as maintenance labor.
Plant Manager:
Compile input from Industrial Engineering into budget.
Controller Staff (HO):
Visit & walkthrough, review budget Plant Manager.
Septembe Plant Manager:
Submit Plant budget to Division budget.
r
Division Head Office:
Consolidate Plant budget to Division budget, and submit it to the
General Manger.
General Manager:
Review & request additional savings (and send them back to the Plant
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