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Schulich ACTG 2020 Class 5.docx

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Department
Accounting
Course
ACTG 2020
Professor
Jean Adams
Semester
Winter

Description
Class 5 Six Decisions For Businesses 1) Accept a one-time order (special pricing decision)? a. Minimum cost needs to be VC, unless you are told that FC will go up 2) Sell Now or Process Further? 3) Scrap or rework? 4) Eliminate a product line or segment? 5) Make or buy? 6) Constrained resource analysis Differential or Incremental Costs - The difference in total cost between two alternatives Opportunity Costs - The foregone contribution margin by choosing a different alternative - This is not recording in the company’s financial ledgers Sunk Costs - All costs incurred in the past that cannot be changed by any decision made now or in the future. - Sunk costs should not be considered in decisions and are therefore, irrelevant. Whether or Not to Accept Additional Business - The decision to accept additional business should be based on incremental costs and incremental revenues. o Incremental amounts are those that occur if the company decides to accept the new business. o Sunk costs are not considered for these decisions The Make or Buy Decision - When a company is involved in more than one activity in the entire value chain, it is vertically integrated. A decision to carry out one of the activities in the value chain internally, rather than to buy externally from a supplier is called a “make or buy” decision. o Example: Essex Company manufactures part 4A that is used in one of its products. o The unit product cost of this part is right: o The special equipment used to manufacture part 4A has no resale value. o The total amount of general factory overhead, which is allocated on the basis of direct labour hours, would be unaffected by this decision. o The $30 unit product cost is based on 20,000 parts produced each year. o An outside supplier has offered to provide the 20,000 parts at a cost of $25 per part. o Should we accept the supplier’s offer? Scrap or Rework Defects - Costs incurred in manufacturing units of product that do not meet quality standards are sunk costs and cannot be recovered. - As long as rework costs are recovered through sale of the product and rework does not interfere with normal production, we should rework rather than scrap. o Example: FasTrac has 10,000 defective units that cost $1.00 each to make ($0.75 variable, $0.25 fixed). The units can be scrapped now and sold for $.40 each or reworked at an additional cost of $.80 per unit o If reworked, the units can be sold for the normal selling price of $1.50 each. Reworking the defective units will prevent the production of 10,000 new units that would also sell for $1.50. Should FasTrac scrap or rework? Sell or Process Further? - Businesses are often faced with the decision to sell partially completed products or to process them to completion - All joint costs have a split off point which shows where these joint costs are allocated - As a general rule, we process further only if incremental revenues exceed incremental costs o Example: FasTrac has 40,000 units of partially finished product Q. Processing costs to date are $30,000. The 40,000 unfinished units can be sold as is for $50,000 or they can be processed further to produce finished products X, Y, and Z. The additional processing will cost $80,000 and result in the following revenues (right): Eliminating a Segment - If the CM is less than the avoidable fixed costs then you should shut it down - If the CM is greater than the avoidable fixed costs then keep the line
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