Complete a Cash Budget for Lindor Enterprises.

FINANCIAL ACCOUNTING
10th Edition
ISBN:9781259964947
Author:Libby
Publisher:Libby
Chapter1: Financial Statements And Business Decisions
Section: Chapter Questions
Problem 1Q
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Lindor Enterprises projects sales for the first three months of the year to be: $10,400 in January, $12,500 in February, and $13,100 in March. Cash receipts are expected to be: $8,580 in January, $11,820 in February, and $12,700 in March.

They anticipate the following cash payments:

Lindor Enterprises January February March
Direct materials purchased $3,600 $4,200 $4,700
Direct labor costs $3,300 $4,000 $3,500
Depreciation on plant $570 $570 $570
Utilities for plant $650 $650 $650
Property taxes on plant $170 $170 $170
Depreciation on office $580 $580 $580
Utilities for office $350 $350 $350
Property taxes on office $180 $180 $180
Office salaries $3,000 $3,000 $3,000

 

All costs are paid in the month incurred except: direct materials, which are paid in the month following the purchase; utilities, which are paid in the month after incurred; and property taxes, which are prepaid for the year on January 2. The Accounts Payable and Utilities Payable accounts have a zero balance on January 1.

Also, Lindor Enterprises beginning cash balance is $3,100 and they desire to maintain a minimum ending cash balance of $3,100. Lindor Enterprises borrows cash as needed at the beginning of each month in increments of $900 and repays the amounts borrowed in increments of $900 at the beginning of months when excess cash is available. The interest rate on borrowed amounts is 5% per year. Interest is paid at the beginning of the month on the outstanding balance from the previous month.

Complete a Cash Budget for Lindor Enterprises.

 

Beginning
cash balance
Cash receipts
Cash
available
Cash
payments:
Purchases of
direct
materials
Direct labor
Manufacturing
overhead
Selling and
administrative
expenses
Interest
expense
Total cash
payments
Ending cash
balance
before
financing
Minimum
cash balance
desired
Projected
cash excess
(deficiency)
Financing:
Borrowing
Principal
repayments
Total effects
of financing
Ending cash
balance
Lindor Enterprises
Cash Budget
For the Quarter Ending March 31
January
3,100✔
8,580✔
11,680✓
0✓
3,300✔
2,040 ✓
5,160✔
0✓
10,500✓
1,180✔
2,381.3 X
1,920 X
2,700 X
0✓
2,700 X
3,880 X
February
3,880 X
11,820✔
15,700 X
3,600✔
4,000 ✓
650 ✓
3,350✔
11 X
11,611 X
4,089 X
3,100✔
989 X
0✓
900 X
900 X
3,189 X
March
3,189 X
12,700 ✓
15,889 X
4,200✔
3,500✓
650 ✓
3,350✔
7.5✔
11,707.5✓
4,181.3 X
3,100.0✔
1,081.3 X
0✓
900 X
900 X
3,281.3 X
Total
3,100✓
33,100✔
36,200✔
7,800 ✓
10,800 ✓
3,340✔
11,860✓
19 X
33,819 X
2,381.3 X
3,100.0✓
1,081.3 X
2,700 X
1,800 X
900✓
3,281 X
Transcribed Image Text:Beginning cash balance Cash receipts Cash available Cash payments: Purchases of direct materials Direct labor Manufacturing overhead Selling and administrative expenses Interest expense Total cash payments Ending cash balance before financing Minimum cash balance desired Projected cash excess (deficiency) Financing: Borrowing Principal repayments Total effects of financing Ending cash balance Lindor Enterprises Cash Budget For the Quarter Ending March 31 January 3,100✔ 8,580✔ 11,680✓ 0✓ 3,300✔ 2,040 ✓ 5,160✔ 0✓ 10,500✓ 1,180✔ 2,381.3 X 1,920 X 2,700 X 0✓ 2,700 X 3,880 X February 3,880 X 11,820✔ 15,700 X 3,600✔ 4,000 ✓ 650 ✓ 3,350✔ 11 X 11,611 X 4,089 X 3,100✔ 989 X 0✓ 900 X 900 X 3,189 X March 3,189 X 12,700 ✓ 15,889 X 4,200✔ 3,500✓ 650 ✓ 3,350✔ 7.5✔ 11,707.5✓ 4,181.3 X 3,100.0✔ 1,081.3 X 0✓ 900 X 900 X 3,281.3 X Total 3,100✓ 33,100✔ 36,200✔ 7,800 ✓ 10,800 ✓ 3,340✔ 11,860✓ 19 X 33,819 X 2,381.3 X 3,100.0✓ 1,081.3 X 2,700 X 1,800 X 900✓ 3,281 X
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