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a. Make or Buy:
The relevant cost for producing the product is as follows:
The total cost to purchase the units is $120,000 (i.e., $60 per unit).
Qualitative Considerations:
Qualitative Considerations:
c. Replacement of an Asset
Replace Rebuild
New boat $92,000 -
Deduct current disposal price $ 9,000
Rebuild of existing boat $75,000
Margin $83,000 $75,000
Qualitative Considerations:
The main point of this exercise is that joint costs should be ignored when
addressing the sell-or-process further decision (see also coverage of
this point in Chapter 7).
1. Definitions:
Note that the products have the same per unit profit, but Flash has
the higher contribution margin per unit, and Clash has the higher
contribution per direct labor hour (DLH). Thus, Flash would be the
more profitable product without a labor constraint, while Clash is the
most profitable product with the labor constraint. The measure,
operating profit, is not used because it includes the sunk fixed costs.
In sum, Clash returns the highest amount per DLH, the scare
resource. Therefore, the optimum short-term product mix would
consist of producing Clash up to external demand. Any remaining
DLHs would then be devoted to the production of Flash.
g. Special-Order Pricing
The total cost of each meal is variable plus fixed cost or $2.00 per
meal + ($1,200 600 meals) = $4.00 per meal. This is a reasonable
cost basis for long-term pricing, and Barry is getting a $1.00 margin
on each meal. However, in a special-order situation the fixed costs
are irrelevant, and Barry should be willing to do business for any price
above variable cost of $2.00. Thus, the tour operators deal is a good
one for Barry. As long as there is space for the additional meals, and
since daily fixed costs are unaffected by the additional patrons, any
price above $2.00 should be acceptable.
More generally, the minimum selling price per unit = incremental
costs (variable + fixed + opportunity):
Out-of-pocket costs:
Variable out-of-pocket costs per meal $2.00
Fixed out-of-pocket costs per meal $0
Opportunity costs $0
Incremental costs per meal $2.00
Bid price from tour group $3.50
The idea of agreeing to serve 200 patrons on any given day presents
a problem with limited capacity. In this case, 100 of the regular
customers would have to look elsewhere for lunch on these days, at a
loss of $3.00 ($5.00 $2.00 variable cost) per meal or a total of $300
per day. The additional new patrons at $3.00 each would bring in a
contribution of only $1.00 ($3.00 2.00) per meal or a total of $200. It
turns out the single bus load is a better deal.
Out-of-Pocket Costs:
Variable costs:
Manufacturing cost ($15 per unit) $75,000
Fixed costs:
One-Time Packing & Delivery Cost $2,000
Opportunity Cost:
No. of lost unit sales (if any) 3,000
CM per unit, regular sales:
Selling price, per unit $38.00
Variable manufacturing cost $15.00
Variable selling cost $2.00 $21.00 $63,000
Total Relevant Cost $140,000
2. Operating income with the special order will decrease by $15,000. The
only relevant variable costs are the $15 variable manufacturing cost
($15 5,000 = $75,000 total), since marketing costs are not charged for
the special order. Other relevant costs include the one-time delivery/
packing cost of $2,000 and the (opportunity) cost of lost sales. Since the
5,000 unit order would exceed GGIs capacity. Currently, GGI has only
2,000 units of available capacity (22,000 units 20,000 units), and
APAC requires the order to be filled in full.
Note: Variable selling costs ($2/unit) are not incurred on the special
sale units. Thus, if the special sales units are sold at $28.00 per
unit, operating income is left unchanged.
5. There are both ethical and strategic issues for GGI. From a strategic
view, GGI would suffer severe damage to its reputation if APAC were to
have any problems with the purity of the special order. One of the
reasons APAC has requested the special order from GGI is because of
its reputation for quality. It is clear that GGI competes on differentiation,
with quality being a critical success factor.
To take into account both strategic and ethical issues, GGI should make
it clear to APAC that it will need to fill a portion of the order from
competitors stock. GGI might request that the shipment be delayed until
it can provide the entire order from its own stock. Alternatively, it might
offer to reduce the price, or to perform careful tests of its own on the
competitors materials.
11-34 Special Order; ABC Costing
2.
No. of incremental batches, special order = (22,000-20,000)/1,000 =
= [current capacity (in units) - current usage (in units)] 1,000 units/batch 2
3. The total relevant cost of $135,000 is greater than the special order
price of $125,000, so GGI should not accept the special order. If they did
accept the order, operating profit would decline by $10,000 ($135,000
$125,000).