378 Chapter 9 Budgeting connect CASES CASE 9-27 Master Budget with Supporting Schedules [LO2] Knockoffs Unlimited, a nationwide distributor of low-cost imitation designer necklaces, has an exclusive franchise on the distribution of the necklaces, and sales have grown so rapidly over the past few years that it has become necessary to add new members to the management team. To To date, the company's budgeting practices have been inferior, and at times the company has experienced a cash shortage. You have been given responsibility for all planning and budgeting. Your first assignment is to prepare a mas- ter budget for the next three months, starting April 1. You are eager to make a favourable impression on the president and have assembled the information below. The necklaces are sold to retailers for $10 each. Recent and forecast sales in units are as follows: January (actual) . 20.000 June . . . 50,000 February (actual) ..... 26,000 July 30,000 March (actual) . ... 40,000 August. . . 28,000 April . ... 65,000 September . . 25,000 May . .. .. 100,000 The large buildup in sales before and during May is due to Mother's Day. Ending inventories should be equal to 40% of the next month's sales in units. The necklaces cost the company $4 each. Purchases are paid for as follows: 50% in the month of purchase and the remaining 50% in the following month. All sales are on credit, with no discount, and payable within 15 days. The company has found, however, that only 20% of a month's sales are collected by month-end. An additional 70% is collected in the following month, and the remaining 10% is col- lected in the second month following sale. Bad debts have been negligible. The company's monthly selling and administrative expenses are given below: Variable: Sales commissions . .. . . . . . . 4% of sales Fixed: Advertising. .. $200,000 Rent . . 18.000 Wages and salaries .. 106,000 Utilities.. 7,000 Insurance . 3,000 Depreciation. .. . 14,000 All selling and administrative expenses are paid during the month, in cash, with the exception of depre- ciation and insurance. Insurance is paid on an annual basis, in November of each year. The company plans to purchase $16,000 in new equipment during May and $40,000 in new equipment during June; both purchases will be paid in cash. The company declares dividends of $15,000 each quarter, payable in the first month of the following quarter. The company's balance sheet at March 31 is given below: Assets Cash . . ....... . . . . . . . . . . . . . $ 74,000 Accounts receivable ($26,000 February sales; $320,000 March sales)... . . . . . . . . . 346,000 Inventory . . . .. .. 104,000 Prepaid insurance . . ... Fixed assets, net of depreciation . . . . . 21,000 950,000 Total assets. ... $1,495,000 Liabilities and Shareholders' Equity Accounts payable ..... Dividends payable . . .. .. . . . $ 100,000 Common shares . . . . . . 15,000 Retained earnings. . .. 800,000 . . . . . . . . . . . . . . 580,000 Total liabilities and shareholders' equity . . . . . . . . . $1,495,000Chapter 9 Budgeting The company wants a minimum ending cash balance each month of $50,000. All borrowing is done at the beginning of the month, with any repayments made at the end of the month. The interest rate on these loans is 1% per month and must be paid at the end of each month based on the outstanding loan balance for that month Required. Prepare a master budget for the three-month period ending June 30. Include the following detailed budgets: a. A sales budget by month and in total. b. A schedule of expected cash collections from sales, by month and in total. A merchandise purchases budget in units and in dollars. Show the budget by month and in total. d. A schedule of expected cash disbursements for merchandise purchases, by month and in total. . A cash budget. Show the budget by month and in total. A budgeted income statement for the three-month period ending June 30. Use the variable costing approach. A budgeted balance sheet as of June 30 CASE 9-28 Critiquing a Report; Preparing Spending Variances [LO3, LO4] Farrar University offers an extensive continuing education program in many cities throughout the prov- nistrative staff and to save costs, the university operates