Exercises
2–1（指教材上的第2章练习第1题，下同）
1. Part #72A Part #172C
Steel* $ 12.00 $ 18.00
Setup cost** 6.00 6.00
Total $ 18.00 $ 24.00
*($1.00 ? 12; $1.00 ? 18)
**($60,000/10,000)
Steel cost is assigned by calculating a cost per ounce and then multiplying this by the ounces used by each part:
Cost per ounce = $3,000,000/3,000,000 ounces
= $1.00 per ounce
Setup cost is assigned by calculating the cost per setup and then dividing this by the number of units in each batch (there are 20 setups per year):
Cost per setup = $1,200,000/20
= $60,000
2. The cost of steel is assigned through the driver tracing using the number of ounces of steel, and the cost of the setups is assigned through driver tracing also using number of setups as the driver.
3. The assumption underlying number of setups as the driver is that each part uses an equal amount of setup time. Since Part #72A uses double the setup time of Part #172C, it makes sense to assign setup costs based on setup time instead of number of setups. This illustrates the importance of identifying drivers that reflect the true underlying consumption pattern. Using setup hours [(40 ? 10) + (20 ? 10)], we get the following rate per hour:
Cost per setup hour = $1,200,000/600
= $2,000 per hour
The cost per unit is obtained by dividing each part’s total setup costs by the number of units:
Part #72A = ($2,000 ? 400)/100,000 = $8.00
Part #172C = ($2,000 ? 200)/100,000 = $4.00
Thus, Part #72A has its unit cost increased by $2.00, while Part #172C has its unit cost decreased by $2.00.
problems
2–5
1. Nursing hours required per year: 4 ? 24 hours ? 3 days* = 34,944
*Note: 3 days = 7 days ? 52 weeks
Number of nurses = 34,944 hrs./2,000 hrs. per nurse = 17.472
Annual nursing cost = (17 ? $45,000) + $22,500
= $787,500
Cost per patient day = $787,500/10,000 days
= $78.75 per day (for either type of patient)
2. Nursing hours act as the driver. If intensive care uses half of the hours and normal care the other half, then 50 percent of the cost is assigned to each patient category. Thus, the cost per patient day by patient category is as follows:
Intensive care = $393,750*/2,000 days
= $196.88 per day
Normal care = $393,750/8,000 days
= $49.22 per day
*$525,000/2 = $262,500
The cost assignment reflects the actual usage of the nursing resource and, thus, should be more accurate. Patient days would be accurate only if intensive care patients used the same nursing hours per day as normal care patients.
3. The salary of the nurse assigned only to intensive care is a directly traceable cost. To assign the other nursing costs, the hours of additional usage would need to be measured. Thus, both direct tracing and driver tracing would be used to assign nursing costs for this new setting.
2–6
1. Bella Obra Company
Statement of Cost of Services Sold
For the Year Ended June 30, 2006
Direct materials:
Beginning inventory $ 300,000
Add: Purchases 600,000
Materials available $ 900,000
Less: Ending inventory 450,000*
Direct materials used $ 450,000
Direct labor 12,000,000
Overhead 1,500,000
Total service costs added $ 13,950,000
Add: Beginning work in process 900,000
Total production costs $ 14,850,000
Less: Ending work in process 1,500,000
Cost of services sold $ 13,350,000
*Materials available less materials used
2. The dominant cost is direct labor (presumably the salaries of the 100 professionals). Although labor is the major cost of providing many services, it is not always the case. For example, the dominant cost for some medical services may be overhead (e.g., CAT scans). In some services, the dominant cost may be materials (e.g., funeral services).
3. Bella Obra Company
Income Statement
For the Year Ended June 30, 2006
Sales $ 21,000,000
Cost of services sold 13,350,000
Gross margin $ 7,650,000
Less operating expenses:
Selling expenses $ 900,000
Administrative expenses 750,000 1,650,000
Income before income taxes $ 6,000,000
4. Services have four attributes that are not possessed by tangible products: (1) intangibility, (2) perishability, (3) inseparability, and (4) heterogeneity. Intangibility means that the buyers of services cannot see, feel, hear, or taste a service before it is bought. Perishability means that services cannot be stored. This property affects the computation in Requirement 1. Inability to store services means that there will never be any finished goods inventories, thus making the cost of services produced equivalent to cost of services sold. Inseparability simply means that providers and buyers of services must be in direct contact for an exchange to take place. Heterogeneity refers to the greater chance for variation in the performance of services than in the production of tangible products.
2–7
1. Direct materials:
Magazine (5,000 ? $0.40) $ 2,000
Brochure (10,000 ? $0.08) 800 $ 2,800
Direct labor:
Magazine [(5,000/20) ? $10] $ 2,500
Brochure [(10,000/100) ? $10] 1,000 3,500
Manufacturing overhead:
Rent $ 1,400
Depreciation [($40,000/20,000) ? 350*] 700
Setups 600
Insurance 140
Power 350 3,190
Cost of goods manufactured $ 9,490
*Production is 20 units per printing hour for magazines and 100 units per printing hour for brochures, yielding monthly machine hours of 350 [(5,000/20) + (10,000/100)]. This is also monthly labor hours, as machine labor only operates the presses.
2. Direct materials $ 2,800
Direct labor 3,500
Total prime costs $ 6,300
Magazine:
Direct materials $ 2,000
Direct labor 2,500
Total prime costs $ 4,500
Brochure:
Direct materials $ 800
Direct labor 1,000
Total prime costs $ 1,800
Direct tracing was used to assign prime costs to the two products.
3. Total monthly conversion cost:
Direct labor $ 3,500
Overhead 3,190
Total $ 6,690
Magazine:
Direct labor $ 2,500
Overhead:
Power ($1 ? 250) $ 250
Depreciation ($2 ? 250) 500
Setups (2/3 ? $600) 400
Rent and insurance ($4.40 ? 250 DLH)* 1,100 2,250
Total $ 4,750
Brochure:
Direct labor $ 1,000
Overhead:
Power ($1 ? 100) $ 100
Depreciation ($2 ? 100) 200
Setups (1/3 ? $600) 200
Rent and insurance ($4.40 ? 100 DLH)* 440 940
Total $ 1,940
*Rent and insurance cannot be traced to each product so the costs are assigned using direct labor hours: $1,540/350 DLH = $4.40 per direct labor hour. The other overhead costs are traced according to their usage. Depreciation and power are assigned by using machine hours (250 for magazines and 100 for brochures): $350/350 = $1.00 per machine hour for power and $40,000/20,000 = $2.00 per machine hour for depreciation. Setups are assigned according to the time required. Since magazines use twice as much time, they receive twice the cost: Letting X = the pro?portion of setup time used for brochures, 2X + X = 1 implies a cost assignment ratio of 2/3 for magazines and 1/3 for brochures.
Exercises
3–1
1. Resource Total Cost Unit Cost
Plastic1 $ 10,800 $0.027
Direct labor and
variable overhead2 8,000 0.020
Mold sets3 20,000 0.050
Other facility costs4 10,000 0.025
Total $ 48,800 $0.122
10.90 ? $0.03 ? 400,000 = $10,800; $10,800/400,000 = $0.027
2$0.02 ? 400,000 = $8,000; $8,000/400,000 = $0.02
3$5,000 ? 4 quarters = $20,000; $20,000/400,000 = $0.05
4$10,000; $10,000/400,000 = $0.025
2. Plastic, direct labor, and variable overhead are flexible resources; molds and other facility costs are committed resources. The cost of plastic, direct labor, and variable overhead are strictly variable. The cost of the molds is fixed for the particular action figure being produced; it is a step cost for the production of action figures in general. Other facility costs are strictly fixed.
3–3
High (1,400, $7,950); Low (700, $5,150)
V = ($7,950 – $5,150)/(1,400 – 700)
= $2,800/700 = $4 per oil change
F = $5,150 – $4(700)
= $5,150 – $2,800 = $2,350
Cost = $2,350 + $4 (oil changes)
Predicted cost for January = $2,350 + $4(1,000) = $6,350
problems
3–6
1. High (1,700, $21,000); Low (700, $15,000)
V = (Y2 – Y1)/(X2 – X1)
= ($21,000 – $15,000)/(1,700 – 700) = $6 per receiving order
F = Y2 – VX2
= $21,000 – ($6)(1,700) = $10,800
Y = $10,800 + $6X
2. Output of spreadsheet regression routine with number of receiving orders as the independent variable:
Constant 4512.98701298698
Std. Err. of Y Est. 3456.24317476605
R Squared 0.633710482694768
No. of Observations 10
Degrees of Freedom 8
X Coefficient(s) 13.3766233766234
Std. Err. of Coef. 3.59557461331427
V = $13.38 per receiving order (rounded)
F = $4,513 (rounded)
Y = $4,513 + $13.38X
R2 = 0.634, or 63.4%
Receiving orders explain about 63.4 percent of the variability in receiving cost, providing evidence that Tracy’s choice of a cost driver is reasonable. However, other drivers may need to be considered because 63.4 percent may not be strong enough to justify the use of only receiving orders.
3. Regression with pounds of material as the independent variable:
Constant 5632.28109733183
Std. Err. of Y Est. 2390.10628259277
R Squared 0.8248337433823
No. of Observations 10
Degrees of Freedom 8
X Coefficient(s) 0.04492991356633
Std. Err. of Coef. 0.00732590055344
V = $0.045 per pound of material delivered (rounded)
F = $5,632 (rounded)
Y = $5,632 + $0.045X
R2 = 0.825, or 82.5%
Pounds of material delivered explains about 82.5 percent of the variability in receiving cost. This is a better result than that of the receiving orders and should convince Tracy to try multiple regression.
4. Regression routine with pounds of material and number of receiving orders as the independent variables:
Constant 752.104072925631
Std. Err. of Y Est. 1350.46286973443
R Squared 0.951068418023306
No. of Observations 10
Degrees of Freedom 7
X Coefficient(s) 0.0333883151096915 7.14702865269395
Std. Err. of Coef. 0.00495524841198368 1.68182916088492
V1 = $0.033 per pound of material delivered (rounded)
V2 = $7.147 per receiving order (rounded)
F = $752 (rounded)
Y = $752 + $0.033a + $7.147b
R2 = 0.95, or 95%
Multiple regression with both variables explains 95 percent of the variability in receiving cost. This is the best result.
5–2
1. Job #57 Job #58 Job #59
Balance, 7/1 $ 22,450 $ 0 $ 0
Direct materials 12,900 9,900 35,350
Direct labor 20,000 6,500 13,000
Applied overhead:
Power 750 600 3,600
Material handling 1,500 300 6,000
Purchasing 250 1,000 250
Total cost $ 57,850 $ 18,300 $ 58,200
2. Ending balance in Work in Process = Job #58 = $18,300
3. Ending balance in Finished Goods = Job #59 = $58,200
4. Cost of Goods Sold = Job #57 = $57,850
problems
5–3
1. Overhead rate = $180/$900 = 0.20 or 20% of direct labor dollars.
(This rate was calculated using information from the Ladan job; however, the Myron and Coe jobs would give the same answer.)
2. Ladan Myron Coe Walker Willis
Beginning WIP $ 1,730 $1,180 $2,500 $ 0 $ 0
Direct materials 400 150 260 800 760
Direct labor 800 900 650 350 900
Applied overhead 160 180 130 70 180
Total $ 3,090 $2,410 $3,540 $ 1,220 $ 1,840
Note: This is just one way of setting up the job-order cost sheets. You might prefer to keep the detail on the materials, labor, and overhead in beginning inventory costs.
3. Since the Ladan and Myron jobs were completed, the others must still be in process. Therefore, the ending balance in Work in Process is the sum of the costs of the Coe, Walker, and Willis jobs.
Coe $3,540
Walker 1,220
Willis 1,840
Ending Work in Process $6,600
Cost of Goods Sold = Ladan job + Myron job = $3,090 + $2,410 = $5,500
4. Naman Company
Income Statement
For the Month Ended June 30, 20XX
Sales (1.5 ? $5,500) $8,250
Cost of goods sold 5,500
Gross margin $2,750
Marketing and administrative expenses 1,200
Operating income $1,550
5–20
1. Overhead rate = $470,000/50,000 = $9.40 per MHr
2. Department A: $250,000/40,000 = $6.25 per MHr
Department B: $220,000/10,000 = $22.00 per MHr
3. Job #73 Job #74
Plantwide:
70 ? $9.40 = $658 70 ? $9.40 = $658
Departmental:
20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.50
50 ? $22 1,100.00 20 ? $22 440.00
$ 1,225.00 $ 752.50
Department B appears to be more overhead intensive, so jobs spending more time in Department B ought to receive more overhead. Thus, departmental rates provide more accuracy.
4. Plantwide rate: $250,000/40,000 = $6.25
Department B: $62,500/10,000 = $6.25
Job #73 Job #74
Plantwide:
70 ? $6.25 = $437.50 70 ? $6.25 = $437.50
Departmental:
20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.50
50 ? $6.25 312.50 20 ? $6.25 125.00
$ 437.50 $ 437.50
Assuming that machine hours is a good cost driver, the departmental rates reveal that overhead consumption is the same in each department. In this case, there is no need for departmental rates, and a plantwide rate is sufficient.
5–4
1. Overhead rate = $470,000/50,000 = $9.40 per MHr
2. Department A: $250,000/40,000 = $6.25 per MHr
Department B: $220,000/10,000 = $22.00 per MHr
3. Job #73 Job #74
Plantwide:
70 ? $9.40 = $658 70 ? $9.40 = $658
Departmental:
20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.50
50 ? $22 1,100.00 20 ? $22 440.00
$ 1,225.00 $ 752.50
Department B appears to be more overhead intensive, so jobs spending more time in Department B ought to receive more overhead. Thus, departmental rates provide more accuracy.
4. Plantwide rate: $250,000/40,000 = $6.25
Department B: $62,500/10,000 = $6.25
Job #73 Job #74
Plantwide:
70 ? $6.25 = $437.50 70 ? $6.25 = $437.50
Departmental:
20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.50
50 ? $6.25 312.50 20 ? $6.25 125.00
$ 437.50 $ 437.50
Assuming that machine hours is a good cost driver, the departmental rates reveal that overhead consumption is the same in each department. In this case, there is no need for departmental rates, and a plantwide rate is sufficient.
5–5
1. Last year’s unit-based overhead rate = $50,000/10,000 = $5
This year’s unit-based overhead rate = $100,000/10,000 = $10
Last Year This Year
Bike cost:
2 ? $20 $ 40 $ 40
3 ? $12 36 36
Overhead:
5 ? $5 25
5 ? $10 50
Total $101 $126
Price last year = $101 ? 1.40 = $141.40/day
Price this year = $126 ? 1.40 = $176.40/day
This is a $35 increase over last year, nearly a 25 percent increase. No doubt the Carsons are not pleased and would consider looking around for other recreational possibilities.
2. Purchasing rate = $30,000/10,000 = $3 per purchase order
Power rate = $20,000/50,000 = $0.40 per kilowatt hour
Maintenance rate = $6,000/600 = $10 per maintenance hour
Other rate = $44,000/22,000 = $2 per DLH
Bike Rental Picnic Catering
Purchasing
$3 ? 7,000 $21,000
$3 ? 3,000 $ 9,000
Power
$0.40 ? 5,000 2,000
$0.40 ? 45,000 18,000
Maintenance
$10 ? 500 5,000
$10 ? 100 1,000
Other
$2 ? 11,000 22,000 22,000
Total overhead $50,000 $50,000
3. This year’s bike rental overhead rate = $50,000/10,000 = $5
Carson rental cost = (2 ? $20) + (3 ? $12) + (5 ? $5) = $101
Price = 1.4 ? $101 = $141.40/day
4. Catering rate = $50,000/11,000 = $4.55* per DLH
Cost of Estes job:
Bike rental rate (2 ? $7.50) $15.00
Bike conversion cost (2 ? $5.00) 10.00
Catering materials 12.00
Catering conversion (1 ? $4.55) 4.55
Total cost $41.55
*Rounded
5. The use of ABC gives Mountain View Rentals a better idea of the types and costs of activities that are used in their business. Adding Level 4 bikes will increase the use of the most expensive activities, meaning that the rental rate will no longer be an average of $5 per rental day. Mountain View Rentals might need to set a Level 4 price based on the increased cost of both the bike and conversion cost.
分步成本法
6–1
1. Cutting Sewing Packaging
Department Department Department
Direct materials $5,400 $ 900 $ 225
Direct labor 150 1,800 900
Applied overhead 750 3,600 900
Transferred-in cost:
From cutting 6,300
From sewing 12,600
Total manufacturing cost $6,300 $12,600 $14,625
2. a. Work in Process—Sewing 6,300
Work in Process—Cutting 6,300
b. Work in Process—Packaging 12,600
Work in Process—Sewing 12,600
c. Finished Goods 14,625
Work in Process—Packaging 14,625
3. Unit cost = $14,625/600 = $24.38* per pair
6–2
1. Units transferred out: 27,000 + 33,000 – 16,200 = 43,800
2. Units started and completed: 43,800 – 27,000 = 16,800
3. Physical flow schedule:
Units in beginning work in process 27,000
Units started during the period 33,000
Total units to account for 60,000
Units started and completed 16,800
Units completed from beginning work in process 27,000
Units in ending work in process 16,200
Total units accounted for 60,000
4. Equivalent units of production:
Materials Conversion
Units completed 43,800 43,800
Add: Units in ending work in process:
(16,200 ? 100%) 16,200
(16,200 ? 25%) 4,050
Equivalent units of output 60,000 47,850
6–3
1. Physical flow schedule:
Units to account for:
Units in beginning work in process 80,000
Units started during the period 160,000
Total units to account for 240,000
Units accounted for:
Units completed and transferred out:
Started and completed 120,000
From beginning work in process 80,000 200,000
Units in ending work in process 40,000
Total units accounted for 240,000
2. Units completed 200,000
Add: Units in ending WIP ? Fraction complete
(40,000 ? 20%) 8,000
Equivalent units of output 208,000
3. Unit cost = ($374,400 + $1,258,400)/208,000 = $7.85
4. Cost transferred out = 200,000 ? $7.85 = $1,570,000
Cost of ending WIP = 8,000 ? $7.85 = $62,800
5. Costs to account for:
Beginning work in process $ 374,400
Incurred during June 1,258,400
Total costs to account for $ 1,632,800
Costs accounted for:
Goods transferred out $ 1,570,000
Goods in ending work in process 62,800
Total costs accounted for $ 1,632,800
6–3
1、
Units t0 account for:
Units in beginning work in process(25% completed) 10000
Units started during the period 70000
Total units to account for 80000
Units accounted for
Units completed and transferred out
Started and completed 50000
From beginning work in process 10000 60000
Units in ending work in process(60% completed) 20000
Total units accounted for 80000
2、
60000+20000×60%=72000（units）
3、
Unit cost for materials:
（$/unit）
Unit cost for convension:
（$/unit）
Total unit cost:
5+1.13=6.13（$/unit）
4、
The cost of units of transferred out:
60000×6.13=367800($)
The cost of units of ending work in process:
20000×5+20000×20%×1.13=113560($)
作业成本法
4–2
1. Predetermined rates:
Drilling Department: Rate = $600,000/280,000 = $2.14* per MHr
Assembly Department: Rate = $392,000/200,000
= $1.96 per DLH
*Rounded
2. Applied overhead:
Drilling Department: $2.14 ? 288,000 = $616,320
Assembly Department: $1.96 ? 196,000 = $384,160
Overhead variances:
Drilling Assembly Total
Actual overhead $602,000 $ 412,000 $ 1,014,000
Applied overhead 616,320 384,160 1,000,480
Overhead variance $ (14,320) over $ 27,840 under $ 13,520
3. Unit overhead cost = [($2.14 ? 4,000) + ($1.96 ? 1,600)]/8,000
= $11,696/8,000
= $1.46*
*Rounded
4–3
1. Yes. Since direct materials and direct labor are directly traceable to each product, their cost assignment should be accurate.
2. Elegant: (1.75 ? $9,000)/3,000 = $5.25 per briefcase
Fina: (1.75 ? $3,000)/3,000 = $1.75 per briefcase
Note: Overhead rate = $21,000/$12,000 = $1.75 per direct labor dollar (or 175 percent of direct labor cost).
There are more machine and setup costs assigned to Elegant than Fina. This is clearly a distortion because the production of Fina is automated and uses the machine resources much more than the handcrafted Elegant. In fact, the consumption ratio for machining is 0.10 and 0.90 (using machine hours as the measure of usage). Thus, Fina uses nine times the machining resources as Elegant. Setup costs are similarly distorted. The products use an equal number of setups hours. Yet, if direct labor dollars are used, then the Elegant briefcase receives three times more machining costs than the Fina briefcase.
3. Overhead rate = $21,000/5,000
= $4.20 per MHr
Elegant: ($4.20 ? 500)/3,000 = $0.70 per briefcase
Fina: ($4.20 ? 4,500)/3,000 = $6.30 per briefcase
This cost assignment appears more reasonable given the relative demands each product places on machine resources. However, once a firm moves to a multiproduct setting, using only one activity driver to assign costs will likely produce product cost distortions. Products tend to make different demands on overhead activities, and this should be reflected in overhead cost assignments. Usually, this means the use of both unit- and nonunit-level activity drivers. In this example, there is a unit-level activity (machining) and a nonunit-level activity (setting up equipment). The consumption ratios for each (using machine hours and setup hours as the activity drivers) are as follows:
Elegant Fina
Machining 0.10 0.90 (500/5,000 and 4,500/5,000)
Setups 0.50 0.50 (100/200 and 100/200)
Setup costs are not assigned accurately. Two activity rates are needed—one based on machine hours and the other on setup hours:
Machine rate: $18,000/5,000 = $3.60 per MHr
Setup rate: $3,000/200 = $15 per setup hour
Costs assigned to each product:
Machining: Elegant Fina
$3.60 ? 500 $ 1,800
$3.60 ? 4,500 $ 16,200
Setups:
$15 ? 100 1,500 1,500
Total $ 3,300 $ 17,700
Units ÷ 3,000 ÷ 3,000
Unit overhead cost $ 1.10 $ 5.90
4：Elegant Unit overhead cost：[9000+3000+18000*500/5000+3000/2]/3000=$5.1
Fina Unit overhead cost：[3000+3000+18000*4500/5000+3000/2]/3000=$7.9
4–5
1. Deluxe Percent Regular Percent
Price $900 100% $750 100%
Cost 576 600 80
Unit gross profit $324 36% $150 20%
Total gross profit:
($324 ? 100,000) $32,400,000
($150 ? 800,000) $120,000,000
2. Calculation of unit overhead costs:
Deluxe gular
Unit-level:
Machining:
$200 ? 100,000 $20,000,000
$200 ? 300,000 $60,000,000
Batch-level:
Setups:
$3,000 ? 300 900,000
$3,000 ? 200 600,000
Packing:
$20 ? 100,000 2,000,000
$20 ? 400,000 8,000,000
Product-level:
Engineering:
$40 ? 50,000 2,000,000
$40 ? 100,000 4,000,000
Facility-level:
Providing space:
$1 ? 200,000 200,000
$1 ? 800,000 800,000
Total overhead $25,100,000 $73,400,000
Units ÷100,000 ÷ 800,000
Overhead per unit $251 $91.75
Deluxe Percent Regular Percent
Price $900 100% $750.00 100%
Cost 780* 87*** 574.50** 77***
Unit gross profit $120 13%*** $175.50 23%***
Total gross profit:
($120 ? 100,000) $12,000,000
($175.50 ? 800,000) $140,400,000
*$529 + $251
**$482.75 + $91.75
3. Using activity-based costing, a much different picture of the deluxe and regular products emerges. The regular model appears to be more profitable. Perhaps it should be emphasized.
4–6
1. JIT Non-JIT
Salesa $12,500,000 $12,500,000
Allocationb 750,000 750,000
a$125 ? 100,000, where $125 = $100 + ($100 ? 0.25), and 100,000 is the average order size times the number of orders
b0.50 ? $1,500,000
2. Activity rates:
Ordering rate = $880,000/220 = $4,000 per sales order
Selling rate = $320,000/40 = $8,000 per sales call
Service rate = $300,000/150 = $2,000 per service call
JIT Non-JIT
Ordering costs:
$4,000 ? 200 $ 800,000
$4,000 ? 20 $ 80,000
Selling costs:
$8,000 ? 20 160,000
$8,000 ? 20 160,000
Service costs:
$2,000 ? 100 200,000
$2,000 ? 50 100,000
Total $1,160,000 $340,0 0
For the non-JIT customers, the customer costs amount to $750,000/20 = $37,500 per order under the original allocation. Using activity assign?ments, this drops to $340,000/20 = $17,000 per order, a difference of $20,500 per order. For an order of 5,000 units, the order price can be decreased by $4.10 per unit without affecting customer profitability. Overall profitability will decrease, however, unless the price for orders is increased to JIT customers.
3. It sounds like the JIT buyers are switching their inventory carrying costs to Emery without any significant benefit to Emery. Emery needs to increase prices to reflect the additional demands on customer-support activities. Furthermore, additional price increases may be needed to reflect the increased number of setups, purchases, and so on, that are likely occurring inside the plant. Emery should also immediately initiate discussions with its JIT customers to begin negotiations for achieving some of the benefits that a JIT supplier should have, such as long-term contracts. The benefits of long-term contracting may offset most or all of the increased costs from the additional demands made on other activities.
4–7
1. Supplier cost:
First, calculate the activity rates for assigning costs to suppliers:
Inspecting components: $240,000/2,000 = $120 per sampling hour
Reworking products: $760,500/1,500 = $507 per rework hour
Warranty work: $4,800/8,000 = $600 per warranty hour
Next, calculate the cost per component by supplier:
Supplier cost:
Vance Foy
Purchase cost:
$23.50 ? 400,000 $ 9,400,000
$21.50 ? 1,600,000 $ 34,400,000
Inspecting components:
$120 ? 40 4,800
$120 ? 1,960 235,200
Reworking products:
$507 ? 90 45,630
$507 ? 1,410 714,870
Warranty work:
$600 ? 400 240,000
$600 ? 7,600 4,560,000
Total supplier cost $ 9,690,430 $ 39,910,070
Units supplied ÷ 400,000 ÷ 1,600,000
Unit cost $ 24.23* $ 24.94*
*Rounded
The difference is in favor of Vance; however, when the price concession is considered, the cost of Vance is $23.23, which is less than Foy’s component. Lumus should accept the contractual offer made by Vance.
4–7 Concluded
2. Warranty hours would act as the best driver of the three choices. Using this driver, the rate is $1,000,000/8,000 = $125 per warranty hour. The cost assigned to each component would be:
Vance Foy
Lost sales:
$125 ? 400 $ 50,000
$125 ? 7,600 $ 950,000
$ 50,000 $ 950,000
Units supplied ÷ 400,000 ÷ 1,600,000
Increase in unit cost $ 0.13* $ 0.59*
*Rounded
$0.075 per unit
Category II: $45/1,000 = $0.045 per unit
Category III: $45/1,500 = $0.03 per unit
Category I, which has the smallest batches, is the most undercosted of the three categories. Furthermore, the unit ordering cost is quite high relative to Category I’s selling price (9 to 15 percent of the selling price). This suggests that something should be done to reduce the order-filling costs.
3. With the pricing incentive feature, the average order size has been increased to 2,000 units for all three product families. The number of orders now processed can be calculated as follows:
Orders = [(600 ? 50,000) + (1,000 ? 30,000) + (1,500 ? 20,000)]/2,000
= 45,000
Reduction in orders = 100,000 – 45,000 = 55,000
Steps that can be reduced = 55,000/2,000 = 27 (rounding down to nearest whole number)
There were initially 50 steps: 100,000/2,000
Reduction in resource spending:
Step-fixed costs: $50,000 ? 27 = $1,350,000
Variable activity costs: $20 ? 55,000 = 1,100,000
$2,450,000
预算
9-4
Norton, Inc.
Sales Budget For the Coming Year
Model Units Price Total Sales
LB-1 50,400 $29.00 $1,461,600
LB-2 19,800 15.00 297,000
WE-6 25,200 10.40 262,080
WE-7 17,820 10.00 178,200
WE-8 9,600 22.00 211,200
WE-9 4,000 26.00 104,000
Total $2,514,080
二、
1. Raylene’s Flowers and Gifts
Production Budget for Gift Baskets
For September, October, November, and December
Sept. Oct. Nov. Dec.
Sales 200 150 180 250
Desired ending inventory 15 18 25 10
Total needs 215 168 205 260
Less: Beginning inventory 20 15 18 25
Units produced 195 153 187 235
2. Raylene’s Flowers and Gifts
Direct Materials Purchases Budget
For September, October, and November
Fruit: Sept. Oct. Nov.
Production 195 153 187
? Amount/basket (lbs.) ? 1 ? 1 ?1
Needed for production 195 153 187
Desired ending inventory 8 9 12
Needed 203 162 200
Less: Beginning inventory 10 8 9
Purchases 193 154 190
Small gifts: Sept. Oct. Nov.
Production 195 153 187
? Amount/basket (items) ? 5 ? 5 ? 5
Needed for production 975 765 935
Desired ending inventory 383 468 588
Needed 1,358 1,233 1,523
Less: Beginning inventory 488 383 468
Purchases 870 850 1,055
Cellophane: Sept. Oct. Nov.
Production 195 153 187
? Amount/basket (feet) ? 3 ? 3 ? 3
Needed for production 585 459 561
Desired ending inventory 230 281 353
Needed 815 740 914
Less: Beginning inventory 293 230 281
Purchases 522 510 633
Basket: Sept. Oct. Nov.
Production 195 153 187
? Amount/basket (item) ? 1 ? 1 ? 1
Needed for production 195 153 187
Desired ending inventory 77 94 118
Needed 272 247 305
Less: Beginning inventory 98 77 94
Purchases 174 170 211
3. A direct materials purchases budget for December requires January production which cannot be computed without a February sales forecast.
8–3
1. Cash Budget
For the Month of June 20XX
Beginning cash balance $ 1,345
Collections:
Cash sales 20,000
Credit sales:
Current month ($90,000 ? 50%) 45,000
May credit sales ($85,000 ? 30%) 25,500
April credit sales* 8,060
Total cash available $ 99,905
Less disbursements:
Inventory purchases:
Current month ($110,000 ? 80% ? 40%) $ 35,200
Prior month ($100,000 ? 80% ? 60%) 48,000
Salaries and wages 10,300
Rent 2,200
Taxes 5,500
Total cash needs 101,200
Excess of cash available over needs $( 1,295)
*Payments for April credit sales = $50,000 ? 16% = $8,000
Late fees remitted = ($8,000/2) ? 0.015 = $60
Total Payments for April credit sales and late fees = $8,000 + $60 = $8,060
2. Yes, the business does show a negative cash balance for the month of June. Without the possibility of short-term loans, the owner should consider taking less cash salary.
本量利分析
第一题
1. Units = Fixed cost/Contribution margin
= $10,350/($15 – $12)
= 3,450
2. Sales (3,450 ? $15) $51,750
Variable costs (3,450 ? $12) 41,400
Contribution margin $ 10,350
Fixed costs 10,350
Operating income $ 0
3. Units = (Target income + Fixed cost)/Contribution margin
= ($9,900 + $10,350)/($15 – $12)
= $20,250/$3
= 6,750
16–2
1. Variable Units in Package
Product Price* – Cost = CM ′ Mix = CM
Scientific $25 $12 $13 1 $13
Business 20 9 11 5 55
Total $68
*$500,000/20,000 = $25
$2,000,000/100,000 = $20
X = ($1,080,000 + $145,000)/$68
X = $1,225,000/$68
X = 18,015 packages
18,015 scientific calculators (1 ? 18,015)
90,075 business calculators (5 ? 18,015)
2. Revenue = $1,225,000/0.544* = $2,251,838
*($1,360,000/$2,500,000) = 0.544
16–4
1. d 2. c 3. a 4. d 5. e 6. b 7. c
16–5
1. Sales mix:
Squares: $300,000/$30 = 10,000 units
Circles: $2,500,000/$50 = 50,000 units
Sales Total
Product P – V* = P – V ? Mix = CM
Squares $30 $10 $20 1 $ 20
Circles 50 10 40 5 200
Package $220
*$100,000/10,000 = $10
$500,000/50,000 = $10
Break-even packages = $1,628,000/$220 = 7,400 packages
Break-even squares = 7,400 ? 1 = 7,400
Break-even circles = 7,400 ? 5 = 37,000
2. Contribution margin ratio = $2,200,000/$2,800,000 = 0.7857
0.10Revenue = 0.7857Revenue – $1,628,000
0.6857Revenue = $1,628,000
Revenue = $2,374,216
3. New mix:
Sales Total
Product P – V = P – V ? Mix = CM
Squares $30 $10 $20 3 $ 60
Circles 50 10 40 5 200
Package $260
Break-even packages = $1,628,000/$260 = 6,262 packages
Break-even squares = 6,262 ? 3 = 18,786
Break-even circles = 6,262 ? 5 = 31,310
CM ratio = $260/$340* = 0.77
*(3)($30) + (5)($50) = $340 revenue per package
0.10Revenue = 0.77Revenue – $1,628,000
0.67Revenue = $1,628,000
Revenue = $2,449,225
16–7
1. Currently:
Sales (830,000 ? $0.36) $ 298,800
Variable expenses 224,100
Contribution margin $ 74,700
Fixed expenses 54,000
Operating income $ 20,700
New contribution margin = 1.5 ? $74,700 = $112,050
$112,050 – promotional spending – $54,000 = 1.5 ′ $20,700
Promotional spending = $27,000
2. Here are two ways to calculate the answer to this question:
a. The per-unit contribution margin needs to be the same:
Let P* represent the new price and V* the new variable cost.
(P – V) = (P* – V*)
$0.36 – $0.27 = P* – $0.30
$0.09 = P* – $0.30
P* = $0.39
b. Old break-even point = $54,000/($0.36 – $0.27) = 600,000
New break-even point = $54,000/(P* – $0.30) = 600,000
P* = $0.39
The selling price should be increased by $0.03.
3. Projected contribution margin (700,000 ? $0.13) $91,000
Present contribution margin 74,700
Increase in operating income $16,300
The decision was good because operating income increased by $16,300.
(New quantity ? $0.13) – $54,000 = $20,700
New quantity = 574,615
Selling 574,615 units at the new price will maintain profit at $20,700.
16–6
1. Break-even units = $300,000/$14* = 21,429
*$406,000/29,000 = $14
Break-even in dollars = 21,429 ? $42** = $900,018
or
= $300,000/(1/3) = $900,000
The difference is due to rounding error.
**$1,218,000/29,000 = $42
2. Margin of safety = $1,218,000 – $900,000 = $318,000
3. Sales $ 1,218,000
Variable costs (0.45 ? $1,218,000) 548,100
Contribution margin $ 669,900
Fixed costs 550,000
Operating income $ 119,900
Break-even in units = $550,000/$23.10* = 23,810
Break-even in sales dollars = $550,000/0.55** = $1,000,000
*$669,900/29,000 = $23.10
**$669,900/$1,218,000 = 55%
标准成本制度
二、
1. SH = 0.8 ? 95,000 = 76,000 hours
2. SQ = 5 ? 95,000 = 475,000 components
三、
1. Materials: $60 ? 20,000 = $1,200,000
Labor: $21 ? 20,000 = $420,000
2. Actual Cost* BudgetedCost Variance
Materials $1,215,120 $1,200,000 $ 15,120 U
Labor 390,000 420,000 30,000 F
*$122,000 ? $9.96; 31,200 ? $12.50
3. MPV = (AP – SP)AQ
= ($9.96 – $10)122,000 = $4,880 F
MUV = (AQ – SQ)SP
= (122,000 – 120,000)$10 = $20,000 U
AP ? AQ SP ? AQ SP ? SQ
$9.96 ? 122,000 $10 ? 122,000 $10 ? 120,000
$4,880 F $20,000 U
Price Usage
4. LRV = (AR – SR)AH
= ($12.50 – $14)31,200 = $46,800 F
LEV = (AH – SH)SR
= (31,200 – 30,000)$14 = $16,800 U
AR ? AH SR ? AH SR ? SH
$12.50 ? 31,200 $14 ? 31,200 $14 ? 30,000
$46,800 F $16,800 U
Rate Efficiency
9–4
1. Fixed overhead rate = $0.55/(1/2 hr. per unit) = $1.10 per DLH
SH = 1,180,000 ? 1/2 = 590,000
Applied FOH = $1.10 ? 590,000 = $9,000
2. Fixed overhead analysis:
Actual FOH Budgeted FOH Applied FOH
$630,000 $1.10 ? 600,000 $1.10 ? 590,000
$30,000 F $11,000 U
Spending Volume
(600,000 expected hours = 1/2 hour ? 1,200,000 units)
3. Variable OH rate = ($1,350,000 – $660,000)/600,000
= $1.15 per DLH
4. Variable overhead analysis:
Actual VOH Budgeted VOH Applied VOH
$705,000 $1.15 ? 595,000 $1.15 ? 590,000
$20,750 U $5,750 U
Spending Efficiency
9–5
1. Cases needing investigation:
Week 2: Exceeds the 10% rule.
Week 4: Exceeds the $8,000 rule and the 10% rule.
Week 5: Exceeds the 10% rule.
2. The purchasing agent. Corrective action would require a return to the purchase of the higher-quality material normally used.
六、
Materials:
AP ? AQ SP ? AQ SP ? SQ
$42,000 $0.90 ? 53,000 $0.90 ? 50,000
$5,700 F $2,700 U
Price Usage
Labor:
AR ? AH SR ? AH SR ? SH
$102,000 $7 ? 14,900 $7 ? 15,000
$2,300 F $700 F
Rate Efficiency
变动成本法
一.
1. Total Cost Per Unit
Direct materials $ 97,500 $ 6.50
Direct labor 76,500 5.10
Variable overhead 17,400 1.16
Fixed overhead 51,000 3.40
Total $242,400 $16.16
Cost of ending inventory = $16.76 ? 300 = $4,848
2. Total Cost Per Unit
Direct materials $97,500 $ 6.50
Direct labor 76,500 5.10
Variable overhead 17,400 1.16
Total $191,400 $12.76
Cost of ending inventory = $12.76 ? 300 = $3,828
3. Since absorption costing is required for external reporting, the amount reported would be $4,848.
15-3
1. Faisel Company
Variable-Costing Segmented Income Statement
(in thousands)
Northeast South Total
Sales $ 15,000 $ 12,000 $ 27,000
Less variable COGS* 6,020 8,380 14,400
Contribution margin $ 8,980 $ 3,620 $ 12,600
Less direct fixed expenses:
Fixed overhead* (1,080) (720) (1,800)
Selling and administrative** (1,000) (1,500) (2,500)
Segment margin $ 6,900 $ 1,400 $ 8,300
Less common fixed expenses:
Fixed overhead (1,800)
Selling and administrative (2,000)
Net income $ 4,500
*Fixed costs = 20% of cost of goods sold = $3,600
Direct FOH costs = 50% of $3,600 = $1,800
Common FOH costs = 50% of $3,600 = $1,800
Northeast direct fixed costs = 0.30 ? $3,600 = $1,080
South direct fixed costs = 0.20 ? $3,600 = $720
Total allocated fixed costs under absorption costing:
Northeast = $1,080 + 0.5($1,800) = $1,980
South = $720 + 0.5($1,800) = $1,620
Variable cost of goods sold:
Northeast = $8,000 – $1,980 = $6,020
South = $10,000 – $1,620 = $8,380
**Common selling and administrative expenses = $2,000
Direct selling and administrative expenses = $4,500 – $2,000 = $2,500
Northeast = 0.40 ? $2,500 = $1,000
South = 0.60 ? $2,500 = $1,500
The company should not eliminate the South region. The segment margin is positive.
2. Northeast South
Contribution margin 59.9%* 30.2%*
Segment margin 46.0 11.7
*Rounded
Faisel Company
Variable-Costing Segmented Income Statement
Northeast South Total
Sales $ 16,500 $ 13,200 $ 29,700
Less variable expenses:
Cost of goods sold 6,622 9,218 15,840
Contribution margin $ 9,878 $ 3,982 $ 13,860
Less direct fixed expenses:
Fixed overhead (1,080) (720) (1,800)
Selling and administrative (1,000) (1,500) (2,500)
Segment margin $ 7,798 $ 1,762 $ 9,560
Less common fixed expenses:
Fixed overhead (1,800)
Selling and administrative (2,000)
Net income $ 5,760
Northeast South
Contribution margin 59.9%* 30.2%*
Segment margin 47.3* 13.3*
The contribution margin ratio remained constant as a percentage of sales, but the segment margin increased. By definition, we would expect variable costs to increase in proportion to increases in sales, thus leaving the contribution margin ratio unchanged. However, we would expect the segment margin to increase as a percentage as sales increase, simply because direct fixed costs do not change as volume changes within the relevant range.
*Rounded
四.
1. d 2. c 3. c 4. a 5. e 6. b
15–6
1. Add Product C:
Product A Product B Product C Total
Sales $ 250,000 $ 375,000 $100,000 $ 725,000
Less variable expenses:
Cost of goods sold (100,000) (250,000) (54,000) (404,000)
Selling and admin. (20,000) (65,000) (12,000) (97,000)
Contribution margin $ 130,000 $ 60,000 $ 34,000 $ 224,000
Less: Direct fixed exp. 10,000 55,000 15,000 80,000
Product margin $ 120,000 $ 5,000 $ 19,000 $ 144,000
Less: Common fixed exp. 75,000
Net income $ 69,000
Add Product D:
Product A Product B Product D Total
Sales $ 250,000 $ 375,000 $ 125,000 $ 750,000
Less variable expenses:
Cost of goods sold (100,000) (250,000) (81,250) (431,250)
Selling and admin. (20,000) (65,000) (6,250) (91,250)
Contribution margin $ 130,000 $ 60,000 $ 37,500 $ 227,500
Less: Direct fixed exp. 10,000 55,000 11,250 76,250
Product margin $ 120,000 $ 5,000 $ 26,250 $ 151,250
Less: Common fixed exp. 75,000
Net income $ 76,250
The recommendation would be to add Product D, since it yields the greatest increase in net income.
2. Product B should be dropped to add Products C and D because B has a product margin of only $5,000 and C and D have product margins of $19,000 and $26,250, respectively.
15–7
1. Paper Napkin
Diaper and Towel Total
Salesa $550,000 $787,500 $ 1,337,500
Less: Variable expensesb 327,250 483,000 810,250
Contribution margin $222,750 $304,500 $ 527,250
Less: Direct fixed expensesc 215,000 110,000 325,000
Segment margin $ 7,750 $194,500 $ 202,250
Less: Common fixed expenses 130,000
Net income $ 72,250
aDiaper sales: $500,000 ? 1.10; Napkin sales: $750,000 ? 1.05
bDiaper Division: $425,000/$500,000 = 85%. Under proposal, variable costs are reduced by 30%, or 0.7 ? 0.85 = 59.5%.
cDiaper Division: $85,000 + $25,000 + $105,000
The proposals, if sound, will increase the segment margin of the Diaper Division by $17,750 and should be implemented.
2. Fran’s proposals without increased sales:
Paper Napkin
Diaper and Towel Total
Sales $500,000 $750,000 $ 1,250,000
Less: Variable expenses 297,500 460,000 757,500
Contribution margin $ 202,500 $290,000 $ 492,500
Less: Direct fixed expenses 215,000 110,000 325,000
Segment margin $ (12,500) $180,000 $ 167,500
Less: Common fixed expenses 130,000
Net income $ 37,500
If the increase in revenues does not take place, the Diaper Division and company would lose an extra $2,500.
Fran’s proposals without increased sales but with a 40 percent decrease in variable costs yield considerably better results.
Paper Napkin
Diaper and Towel Total
Sales $500,000 $750,000 $ 1,250,000
Less: Variable expenses* 255,000 460,000 715,000
Contribution margin $245,000 $290,000 $ 535,000
Less: Direct fixed expenses 215,000 110,000 325,000
Segment margin $ 30,000 $180,000 $ 210,000
Less: Common fixed expenses 130,000
Net income $ 80,000
*For the Diaper Division, variable expenses are reduced by 40 percent and therefore represent 51 percent of sales (0.6 ? 0.85).
短期生产经营决策
17-2
1. The two alternatives are to make the component in house or to buy it from Couples.
2. Alternatives Differential
Make Buy Cost to Make
Direct materials $ 5.00 — $ 5.00
Direct labor 2.38 — 2.38
Variable overhead 1.90 — 1.90
Purchase cost — $11.00 (11.00)
Total relevant cost $ 9.28 $11.00 $ (1.72)
Pierre should make the component in house because it will save $9,116 ($1.72 ′ 5,300) over purchasing it from Couples.
17–3
1. Sales $ 293,000
Costs 2,000
Operating profit $ 29,000
2. Sell Process Further Difference
Revenues $40,000 $73,700 $33,700
Further processing cost 0 23,900 23,900
Operating income $40,000 $49,800 $9,800
The company should process Delta further, because operating profit would increase by $9,800 if it were processed further. (Note: Joint costs are irrelevant to this decision, because the company will incur them whether or not Delta is processed further.)
17–6
1. COGS + Markup(COGS) = Sales
$144,300 + Markup($144,300) = $206,349
Markup($144,300) = $206,349 – $144,300
Markup = $62,049/$144,300
Markup = 0.43, or 43%
2. Direct materials $ 800
Direct labor 1,600
Overhead 3,200
Total cost $ 5,600
Add: Markup 2,408
Initial bid $ 8,008
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