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MCS,PHD
Argosy University/ Phoniex University/
Nov-2005 - Oct-2011
Professor
Phoniex University
Oct-2001 - Nov-2016
Problem 15-10
Cash budgeting
Helen Bowers, owner of Helen's Fashion Designs, is planning to request a line of credit from her bank. She has estimated the following sales forecasts for the firm for parts of 2014 and 2015:
| Â | May 2014 | $186,000 |
| Â | June | 186,000 |
| Â | July | 372,000 |
| Â | August | 540,000 |
| Â | September | 720,000 |
| Â | October | 360,000 |
| Â | November | 360,000 |
| Â | December | 90,000 |
| Â | January 2015 | 180,000 |
Estimates regarding payments obtained from the credit department are as follows: collected within the month of sale, 10%; collected the month following the sale, 75%; collected the second month following the sale, 15%. Payments for labor and raw materials are made the month after these services were provided. Here are the estimated costs of labor plus raw materials:
| Â | May 2014 | $90,000 |
| Â | June | 90,000 |
| Â | July | 126,000 |
| Â | August | 882,000 |
| Â | September | 306,000 |
| Â | October | 234,000 |
| Â | November | 163,000 |
| Â | December | 90,000 |
General and administrative salaries are approximately $28,000 a month. Lease payments under long-term leases are $9,000 a month. Depreciation charges are $36,000 a month. Miscellaneous expenses are $2,800 a month. Income tax payments of $64,000 are due in September and December. A progress payment of $180,000 on a new design studio must be paid in October. Cash on hand on July 1 will be $132,000, and a minimum cash balance of $90,000 should be maintained throughout the cash budget period.
Prepare a monthly cash budget for the last 6 months of 2014. If no entry required, leave the cell blank. Use minus sign to enter losses, loans outstanding or any other negative amounts.
| Â | May | Â | June | Â | July | Â | August | Â | September | Â | October | Â | November | Â | December | Â | January |
| Collections and purchases worksheet | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â |
| Sales (gross) | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â |
| Collections | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â |
| During month of sale | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | Â |
| During 1st month after sale | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | Â |
| During 2nd month after sale | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | Â |
| Total collections | Â | Â | Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | Â |
| Purchases | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â |
| Labor and raw materials | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | Â |
| Payments for labor and raw materials | Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | Â |
| Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â |
| Cash gain or loss for month | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â |
| Collections | Â | Â | Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | Â |
| Payments for labor and raw materials | Â | Â | Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | Â |
| General and administrative salaries | Â | Â | Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | Â |
| Lease payments | Â | Â | Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | Â |
| Miscellaneous expenses | Â | Â | Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | Â |
| Income tax payments | Â | Â | Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | Â |
| Design studio payment | Â | Â | Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | Â |
| Total payments | Â | Â | Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | Â |
| Net cash gain (loss) during month | Â | Â | Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | Â |
| Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â |
| Loan requirement or cash surplus | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â |
| Cash at start of month | Â | Â | Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | Â |
| Cumulative cash | Â | Â | Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | Â |
| Target cash balance | Â | Â | Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | Â |
| Cumulative surplus cash or loans | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â | Â |
| Â Â Â Â outstanding to maintain $90,000 target cash balance | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | $Â Â | Â | Â | |||
Prepare monthly estimates of the required financing or excess funds - that is, the amount of money Bowers will need to borrow or will have available to invest. Round your answers to the nearest cent. Enter loans outstanding with minus sign.
| July | $Â Â |
| August | $Â Â |
| September | $Â Â |
| October | $Â Â |
| November | $Â Â |
| December | $Â Â |
Â
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