Kellogg Company’s financial managers are meeting with the company’s bank to renew their line of credit and discuss their investment needs. They have prepared the company’s operating cash budget for the last six months of the year. The following budget assumptions were used to construct the budget: • Kellogg’s total sales for each month were first calculated in the sales budget and are reflected on the first line of the cash budget. • Kellogg’s sales are made on credit with terms of 2/10, net 30. Kellogg’s experience is that 25% is collected from customers who take advantage of the discount, 65% is collected in the second month, and the last 10% is collected in the third month after the sale. The budget assumes that there are no bad debts. • The cost of materials averages 55% of Kellogg’s finished product. The purchases are generally made one month in advance of the sale, and Kellogg pays its suppliers in 30 days. Accordingly, if July sales are forecasted at $110.00 million, then purchases during June would be $60.50 million ($110.00 million x 55%), and this amount would be paid in July. • Other cash expenses include wages and salaries at 12% of monthly sales, monthly rent of $40.00 million, and other expenses equal to 5% of monthly sales. Estimated tax payments of $195.00 million and $206.00 million are required to be paid on July 15 and October 15, respectively. In addition, a $1,000.00 million payment for a new plant must be made in September. • Assume that Kellogg’s targeted cash balance is $168.82 million, and the estimated cash on hand on July 1 is $168.82 million.   Use the preceding information to fill in the missing amounts in the following cash budget for the period of July 1st to December 31st. Kellogg Company                 ($ millions) Cash Budget                   May Jun Jul Aug Sep Oct Nov Dec Credit sales $95.00 $98.00 $100.00 $101.00 $103.00 $105.00 $108.00 $110.00 Credit purchases   55.00      56.65 57.75 59.40 60.50         Jul Aug Sep Oct Nov Dec Cash receipts                 Collections from this month’s sales          $24.75 $25.24 $25.73 $26.46 $26.95 Collections from previous month’s sales          65.00 65.65 66.95 68.25 70.20 Collections from sales two months previously          9.80 10.00 10.10 10.30 10.50 Total cash receipts          $99.55 $100.89 $102.78 $105.01 $107.65 Cash disbursements                 Payments for credit purchases     $55.00 $55.55 $56.65      $59.40 $60.50 Wages and salaries     12.00 12.12 12.36      12.96 13.20 Rent     40.00 40.00 40.00      40.00 40.00 Other expenses     5.00 5.05 5.15      5.40 5.50 Taxes     195.00              Payment for plant construction            1,000.00       Total cash disbursements     $307.00 $112.72 $1,114.16      $117.76 $119.20 Net cash flow                 (Receipts – disbursements)     -$209.30 -$13.17 -$1,013.27 -$218.82 -$12.75 -$11.55 Beginning cash balance     168.82 -$40.48 -$53.65 -$1,066.92 -$1,285.74 -$1,298.49 Ending cash balance     -$40.48 -$53.65      -$1,285.74 -$1,298.49 -$1,310.04 Target (minimum) cash balance     -168.82 -168.82      -168.82 -168.82 -168.82 Surplus (shortfall) cash     -$209.30 -$222.47      -$1,454.56 -$1,467.31 -$1,478.86   Use the information provided in the budget to complete the following sentences. Kellogg Company will be able to invest in short-term marketable securities in some months and will need to borrow to cover cash requirements in others. In the last six months of the year, Kellogg will           to end the year with a cash      of      and a cash      of     . Kellogg Company will want a credit line of at least      to cover the month with the greatest shortfall, and the financial managers can tell the bank to expect that they will be able to invest up to      in short-term marketable securities.