Reference no: EM132862991
Question - Aztec Company sells its product for $170 per unit. Its actual and budgeted sales follow.
Units Dollars
April (actual) 3,000 $510,000
May (actual) 2,600 442,000
June (budgeted) 6,000 1,020,000
July (budgeted) 5,000 1,019,000
August (budgeted) 4,000 680,000
All sales are on credit. Recent experience shows that 26% of credit sales is collected in the month of the sale, 44% in the month after the sale, 24% in the second month after the sale, and 6% proves to be uncollectible. The product's purchase price is $110 per unit. 60% of purchases made in a month is paid in that month and the other 40% is paid in the next month. The company has a policy to maintain an ending monthly inventory of 23% of the next month's unit sales plus a safety stock of 105 units. The April 30 and May 31 actual inventory levels are consistent with this policy. Selling and administrative expenses for the year are $1,212,000 and are paid evenly throughout the year in cash. The company's minimum cash balance at month-end is $110,000. This minimum is maintained, if necessary, by borrowing cash from the bank. If the balance exceeds $110,000, the company repays as much of the loan as it can without going below the minimum. This type of loan carries an annual 12% interest rate. On May 31, the loan balance is $48,000, and the company's cash balance is $110,000.
Required -
1. Schedule that shows the computation of cash collections of its credit sales (accounts receivable) in each of the months of June and July.
2. Schedule that shows the computation of budgeted ending inventories (in units) for April, May, June, and July.
3. Merchandise purchases budget for May, June, and July. Report calculations in units and then show the dollar amount of purchases for each month.
4. Schedule showing the computation of cash payments for product purchases for June and July.
5. Make cash budget for June and July, including any loan activity and interest expense. Compute the loan balance at the end of each month.