ACC 406 Chapter Notes - Chapter 13: Historical Cost, Outsourcing, European Cooperation In Science And Technology
Document Summary
Get access
Related Documents
Related Questions
Tactical decision making
Tactical decision making means choosing among alternatives withan immediate or limited end in view. For example, a company mayaccept a special order for less than the normal selling price touse idle capacity. Tactical decisions tend to be short-runin nature; however, it should be emphasized that short-rundecisions often have long-run consequences. A general tacticaldecision-making model is outlined here.
| 1. | Recognize and define theproblem. |
| 2. | Identify possible alternativesolutions to the problem, and eliminate any unfeasiblealternatives. |
| 3. | Identify the costs and benefitsassociated with each feasible alternative. Eliminate the costs andbenefits that are not relevant to the decision. |
| 4. | Compare the relevant costsand benefits for each alternative. |
| 5. | Assess qualitative factors. |
| 6. | Select the alternative with thegreatest overall benefit. |
Identifying and comparing relevant costs and revenues is theheart of the tactical decision model. Relevant costs (revenues) arefuture costs (revenues) that differ across alternatives. (Revenuesare treated in the same way as costs, so we will simplify thediscussion by referring to costs.) All decisions relate to thefuture; so, only future costs can be relevant. In addition, thecost must differ from one alternative to another. If a future costis the same for more than one alternative, it has no effect on thedecision. Such a cost is an irrelevant cost.
Assume that Reeves Company is considering accepting a specialorder for $25 per unit when the normal selling price is $30 perunit. Reeves has enough excess capacity to make the order withoutdisplacing normal sales. The alternatives facing Reeves Company are(Select "Yes" for the statements that are applicable and "No" forthe items that do not apply):
| Accept the special order. | - Select your answer -YesNoItem1 |
| Reject the special order. | - Select your answer -YesNoItem2 |
| Sell normal sales for $25 perunit. | - Select your answer -YesNoItem3 |
Choose which of the following are relevant in deciding whetheror not to accept the special order. (Select "Yes" for thestatements that are applicable and "No" for the items that do notapply)
| $25 price. | - Select your answer -YesNoItem4 |
| $30 normal price. | - Select your answer -YesNoItem5 |
| Variable cost of making the unitsin the special order. | - Select your answer -YesNoItem6 |
| Depreciation on factory equipmentused in making the special order units. | - Select your answer -YesNoItem7 |
| Increased property taxes on thefactory building which are due while the special order would bemade. | - Select your answer -YesNoItem8 |
While cost and revenue information is important, otherinformation may be needed to make an informed decision. Thesenon-financial factors are termed qualitative and are often relevantin decision making. For example, in deciding whether to make acomponent in-house or purchase it from an outside supplier, thecompany may consider any difference in quality or in responsivenessto the company's production schedules.
Hello, I need a solution for this question please.
Make-or-Buy Decisions
Organizations are often faced with a make-or-buy decision-adecision of whether to make or to buy components or services usedin making a product or providing a service. For example, a factorycan make a component for a product in-house or purchase it from anoutside supplier.
Example: Each year, Ingmar Company produces13,100 units of a component used in microwave ovens. An outsidesupplier has offered to supply the part for $1.28. The unit costis:
Round intermediate calculations to the nearest cent. Use roundedanswers in subsequent computations, if required.
| Direct materials | $0.75 |
| Direct labor | 0.25 |
| Variable overhead | 0.18 |
| Fixed overhead | 2.42 |
| Total unit cost | $3.60 |
The alternatives for Ingmar Company are: continue making thecomponent in-house, or purchasing the component from the outsidesupplier. Assuming that none of the fixed cost is avoidable,determine which alternative is more cost effective: - Select youranswer -Make the component in-housePurchase from the outsidesupplierItem 1 . If Ingmar accepts the offer to purchase from theoutside supplier, operating income will be $ - Select your answer-higherlowerItem 3 .
Now suppose that Ingmar Company rents machinery capable ofmaking 13,100 units of the component per year and the annual leasecost is $13,100 (this is included in the fixed overhead for thecomponent). The lease can be cancelled whenever Ingmar wantswithout penalty. The machinery lease cost is - Select your answer-relevantnot relevantItem 4 . Determine which alternative is morecost effective: - Select your answer -Make the componentin-housePurchase from the outside supplierItem 5 . If Ingmaraccepts the offer to purchase from the outside supplier, operatingincome will be $ - Select your answer -higherlowerItem 7 .
The make-or-buy decision may be more complex than either examplenoted above. However, the key idea is that relevant costs andbenefits must be distinguished from irrelevant costs and benefits.Therefore, no matter how many costs are involved, the analyst candetermine the overall quantitative impact of making versus buying.Finally, the qualitative factors must be considered. For example,perhaps Ingmar Company believes that it can do a higher quality jobthan the outside supplier. Then, even if it were less expensive topurchase outside, the company could continue to make the componentin-house. Or, perhaps Ingmar Company could use the freed up spaceand workers to make a new, potentially very profitable, product.Then the company might decide to outsource the component even if itappears in the short-run to be a more costly approach.
