Includes the CEO, CFO and managers across the value chain
	The very first budget prepared
	Include the capital expenditures budget and the cash budgets
	Used to prepare the direct materials budget, the direct labor budget and the manufacturing overhead budget
	Expenses are overbudgeted and revenue is underbudgeted in order to make performance look better or to make sure resources are available if there are budget cuts later
	Budget that is continuously updated so there are 12 months of operations budgeted
	Merges the budgeted cash collections and cash payments to project the ending cash position
	Consists of all supporting budgets needed to create budgeted financial statements
	Every dollar in the budget must be justified
	Non-cash expenditures that need to be subtracted from operating expenses when calculating cash payments
	Budgets prepared for different levels of activity
	Involves input from lower level managers who have more detailed knowledge and will be more likely to be motivated by a budget they helped create
	Lending arrangement from a bank that allows money to be borrowed as needed
	Budgets used to develop the budgeted income statement
	Shows the companys intentions to invest in new property, plant and equipment

1.	Rolling budget
2.	Participative budget
3.	Budgetary slack
4.	Budget committee
5.	Zero-based budgeting
6.	Master budget
7.	Operating budgets
8.	Financial budgets
9.	Sales budget
10.	Units to be produced
11.	Capital expenditures budget
12.	Bad debts and depreciation
13.	Combined cash budget
14.	Line of credit
15.	Flexible budgets