Question
Now it is time for the Selling and Administrative Budget. It too will be divided into a variable portion and a fixed portion. Assume that
Now it is time for the Selling and Administrative Budget. It too will be divided into a variable portion and a fixed portion. Assume that variable S&A costs are $3 per unit plus bad debt expense. Further assume that monthly Fixed Costs are as follows: Advertising $4,000, Executive Salaries $20,000, Other $5,000, and Office depreciation is $3,000. S&A are paid in the month incurred.
Vaughan Company | ||||
S&A Budget | Total | |||
3rd Quarter | July | August | September | 3rd Quarter |
Budgeted Sales | 4,000 | 20,000 | 12,000 | 36,000 |
Variable S&A Expenses | 3???? | 3????? | 3????? | 3????? |
Budgeted Variable S&A Exp. | 12,000 | 60,000 | 36,000 | 108,000 |
Budgeted Fixed S&A Expenses: | ||||
Advertising | 4,000 | 4,000 | 4,000 | 12,000 |
Executive Salaries | 20,000 | 20,000 | 20,000 | 60,000 |
Other | 5,000 | 5,000 | 5,000 | 15,000 |
Depreciation | 3,000 | 3,000 | 3,000 | 9,000 |
Total Fixed S&A Expenses | 32,000 | 32,000 | 32,000 | 96,000 |
Total Budgeted S&A Expenses | 44,000 | 92,000 | 68,000 | 204,000 |
Less: Depreciation | (3,000) | (3,000) | (3,000) | (9,000) |
Less: Bad Debt Expense | (5,000) | (5,000) | (5,000) | (15,000) |
Budgeted Cash S&A Expenses | $ 36,000 | $ 84,000 | $ 60,000 | $ 180,000 |
From here we go to the cash budget. We need to know cash receipts, cash disbursements, Cash flows/deficit, and the financing section. Vaughan's cash guidelines are as follows: They have a line of credit that can be accessed in $1,000 increments at an annual interest rate of 18%. Money will be borrowed on the last day of a given month and paid back on the last day of the month when it can be. Minimum cash balance required by Vaughan is $50,000. The beginning cash balance on July 1 is $50,000. Interest is paid when money is paid back.
Vaughan Company | |||
Cash Budget | |||
3rd Quarter | July | August | September |
Beginning Cash Balance | $ 50,000 | $ 165,573 | $ 50,000 |
Add: | 3 | ||
Cash Receipts | 424,000 | 560,000 | 1,392,000 |
Total Cash Available | 474,000 | 725,573 | 1,442,000 |
Less: Disbursements | |||
Direct Materials | (71,827) | (108,058) | (71,667) |
Direct Labor | (168,000) | (576,000) | (336,000) |
FOH | (24,600) | (79,000) | (47,000) |
S&A Expenses | (44,000) | (92,000) | (68,000) |
Total Disbursements | (308,427) | (855,058) | (522,667) |
Cash Balance (Deficit) | 165,573 | (129,485) | 919,333 |
Borrowings | - | 179,485 | - |
RePayments | - | - | 179,485 |
Interest | - | - | 2,692 |
Ending Cash Balance | $ 165,573 | $ 50,000 | $ 737,156 |
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