ACCT 210 Lecture Notes - Lecture 10: John Crank, Djvu, Epub

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24 May 2018

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Free And Moving Boundary Problems (Oxford

Science Publications)

By John Crank

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If you are searching for the ebook Free and Moving Boundary Problems

(Oxford Science Publications) by John Crank in pdf format, then you have

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If you are searching for the ebook free and moving boundary problems (oxford science publications) by john crank in pdf format, then you have come on to the faithful site. We furnish utter version of this ebook in djvu, In addition to this ebook, on our site you can reading the instructions and another art ebooks online, either load theirs. We wish attract your consideration that our website does not store the ebook itself, but we grant ref to website where you can download either reading online. So that if have must to load pdf by john crank free and moving boundary problems (oxford science. Publications) , in that case you come on to loyal site. Moving boundary problems (oxford science publications) txt, doc, epub, We will be happy if you go back us again and again. Free and moving boundary problems (oxford science - Free and moving boundary problems (oxford science publications) [john.

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Reply to this students discussion post with remarks and commentsto what has been stated below:

what do you think of the âfreeâ offers used by online retailersor marketer? Do you think the âfreeâ offers would be more effectivethan coupons?

One thing that I am sure about, NOTHING is free. Free inadvertising and marketing is every effective at creating a buzz andthe urgency to buy.

Coupons are effective as well. Companies rely on âbreakageâ whendealing with coupons. Not everyone will use a coupon to purchase aproduct, but the message is still received when someone sees acoupon, that the item or brand is on sale.

The article was interesting and hit home â I am a spender, mywife is a shopper. We can not go to the store together â EVER â wehave different motivating factors when buying a product.

Coupons and FREE try to invoke the same buying sense indifferent types of people. Buyers, shoppers, savers, all have theirjustifications on making a purchase â and all are legitimate â noneare right or wrong. I donât see that Free are better than couponsas they appeal to different types of shoppers. My wife will jump onfree, but I am more conservative and realize that nothing is free.Companies canât survive by offering free product. Free is amarketing term used to get someone to use a product, but the freeis built into the cost of the product or another product. I workfor a manufacturing company that periodically offers âfreeâ productas a promotion. The free product has a cost associated with it andit is absorbed elsewhere. For example, a product is free if you buyanother product. Famous Footwear offers by two get one free. Thatis really 33% off. Free is more effective, many times, thanoffering a coupon for 33% off. But the company is also moving 3pairs of shoes which helps get inventory off the shelf.

ambermanatee376

The ABC Company performs its expenditure cycle activities using its integrated ERP system as follows:

Employees in any department can enter purchase requests for items they note as being either out of stock or in small quantity.
The company maintains a perpetual inventory system.
Each day, employees in the purchasing department process all purchase requests from the prior day. To the extent possible, requests for items available from the same supplier are combined into one larger purchase order in order to obtain volume discounts. Purchasing agents use the Internet to compare prices in order to select suppliers. If an Internet search discovers a potential new supplier, the purchasing agent enters the relevant information in the system, thereby adding the supplier to the approved supplier list. Purchase orders above $10,000 must be approved by the purchasing department manager. EDI is used to transmit purchase orders to most suppliers, but paper purchase orders are printed and mailed to suppliers who are not EDI capable.
Receiving department employees have read-only access to outstanding purchase orders. Usually, they check the system to verify existence of a purchase order prior to accepting delivery, but sometimes during rush periods they unload trucks and place the items in a corner of the warehouse where they sit until there is time to use the system to retrieve the relevant purchase order. In such cases, if no purchase order is found, the receiving employee contacts the supplier to arrange for the goods to be returned.
Receiving department employees compare the quantity delivered to the quantity indicated on the purchase order. Whenever a discrepancy is greater than 5%, the receiving employee sends an email to the purchasing department manager. The receiving employee uses an online terminal to enter the quantity received before moving the material to the inventory stores department.
Inventory is stored in a locked room. During normal business hours an inventory employee allows any employee wearing an identification badge to enter the storeroom and remove needed items. The inventory storeroom employee counts the quantity removed and enters that information in an online terminal located in the storeroom.
Occasionally, special items are ordered that are not regularly kept as part of inventory, from a specialty supplier who will not be used for any regular purchases. In these cases, an accounts payable clerk creates a one-time supplier record.
All supplier invoices (both regular and one-time) are routed to accounts payable for review and approval. The system is configured to perform an automatic 3- way match of the supplier invoice with the corresponding purchase order and receiving report.
Each Friday, approved supplier invoices that are due within the next week are routed to the treasurer’s department for payment. The cashier and treasurer are the only employees authorized to disburse funds, either by EFT or by printing a check. Checks are printed on dedicated printer located in the treasurer’s department, using special stock paper that is stored in a locked cabinet accessible only to the treasurer and cashier. The paper checks are sent to

accounts payable to be mailed to suppliers.

Monthly, the treasurer reconciles the bank statements and investigates any discrepancies with recorded cash balances.

Identify weaknesses in ABC’s expenditure cycle procedures, explain the resulting problems, and suggest how to correct those problems.

Weaknesses Recommended Improvements

ceruleansquirrel668

This is a make or buy problem that has all of thecharacteristics illustrated in the Make or Buy lectures and relatedstudy problems. Note that you are not asked for the total makecosts and the total buy costs, but instead, the difference betweenthese two total cost computations. Make sure that you read thequestion carefully so that you attach the correct sign (+ or -) toyour numerical answer.
______________________________________________________

Lynn Hart is a managerial accountant at Paibec Corporation.Paibec is under intense cost competition, and Hart has been askedto evaluate whether Paibec should continue to manufacture partMT-RF or purchase it from Marley Company. Marley has submitted abid to supply the 34,000 MT-RF units that Paibec will need for 2011at a price of $18.20 each. Paibec has capacity available to producethe 34,000 units.

From plant records and interviews with John Porter, the plantmanager, Hart gathered the following information regarding Paibec'scosts to manufacture 31,000 units of MT-RF in 2010:

Direct materials	$210,800
Direct labor	155,000
Plant space rental	84,000
Equipment lease	33,000
Other overhead	260,400
Total	$743,200

Additionally, Porter tells her:

Variable costs per unit in 2011 will be the same as variablecosts per unit in 2010.

If MT-RF is purchased from Marley, plant space will not have tobe rented, and equipment will not have to be leased. But these areannual contracts that are going to be expensive to wiggle out of.Porter estimates it will cost $11,000 to terminate the plant rentalcontract and $5,500 to terminate the equipment lease contract.

60% of the other overhead is fixed and is expected to remain thesame whether MT-RF is manufactured by Paibec or outsourced toMarley. The variable component of other overhead is proportional toproduction.

Hart is aware that cost studies can be threatening to currentemployees because the findings may lead to reorganizations andlayoffs. She knows that Porter is concerned that outsourcing MT-RFwill result in some of his close friends being laid off. Therefore,she performs her own independent analysis of competitive and othereconomic data, which reveals that:

Direct materials and direct labor wage rates are likely to behigher by 6% and 5%, respectively, in 2011 compared to 2010.

The plant rental and equipment lease contracts can, in fact, beterminated by paying $10,000 and $4,500, respectively.

Paibec can actually save $20,000 of the fixed portion of otheroverhead costs if MT-RF is purchased from Marley.

REQUIRED [Note: Round unit cost computations to the nearestcent]

Based on Hart's estimates, by how much will Paibec's profitschange if MT-RF is purchased fromMarley? (Note: if the buy costsare less than the make costs, enter the difference as a positivenumber; if the make costs are less than the buy costs, enter thedifference as a negative number.)

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ACCT 210 Lecture Notes - Lecture 10: John Crank, Djvu, Epub

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