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13. Cost Management and Decision Making. Learning Objective 1. Stage 1 Setting goals and objectives. Stage 2 Gathering information. Stage 3 Evaluating alternatives. Decision-Making Process. 5. 4. 3. 2. 1. Stage 4 Planning and implementation. Stage 5 Obtaining feedback. - PowerPoint PPT Presentation
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Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
13Cost Management
and Decision Making
13-2
Learning Objective 1
13-3
Decision-Making Process
Stage 4Planning and
implementation
Stage 4Planning and
implementation
Stage 5Obtaining feedback
Stage 5Obtaining feedback
12
34
5
Stage 3Evaluating alternatives
Stage 3Evaluating alternatives
Stage 1Setting goals
and objectives
Stage 1Setting goals
and objectives
Stage 2Gathering
information
Stage 2Gathering
information
13-4
Stage 1: Setting Goals and Objectives
Organizations must set objectivesto provide clear guidance.
Organizations must set objectivesto provide clear guidance.
Tangible objectives provide benchmarks
against which to measure performance.
Tangible objectives provide benchmarks
against which to measure performance.
Intangible objectives: may provide guidance, but tend to be abstract and are difficult to measure
Intangible objectives: may provide guidance, but tend to be abstract and are difficult to measure
13-5
Determine target selling price. Determine target cost.
Determine target profit Deduct target return on sales Result is target cost
Compare target cost to currently feasible total cost.
The difference is the cost-reduction target
Redesign products and processes to achieve the cost-reduction target.
Determine target selling price. Determine target cost.
Determine target profit Deduct target return on sales Result is target cost
Compare target cost to currently feasible total cost.
The difference is the cost-reduction target
Redesign products and processes to achieve the cost-reduction target.
Contract sales price
Estimate based on market analysis
Competitors’ pricing
Contract sales price
Estimate based on market analysis
Competitors’ pricing
Target Profit and Target Cost
13-6
Stage 2: Gathering Information
RelevanceRelevance
TimelinessTimelinessObjectivity
vs. subjectivity
Objectivity vs.
subjectivity
AccuracyAccuracyInformation quality
anddecision usefulness
Cost vs.
quality
Cost vs.
quality
13-7
Learning Objective 2
13-8
Identification of Relevant Costs and Benefits
Relevant costs are costs to be incurred at some future time and
that differ for each option available to the
decision maker.
Relevant costs are costs to be incurred at some future time and
that differ for each option available to the
decision maker.
Costs incurred in the past are not relevant.
They are called called “sunk costs”.
Costs incurred in the past are not relevant.
They are called called “sunk costs”.
13-9
Item RelevantNot
Relevant ReasonCost of new car X Future cost that differs between alternativesCost of old car X Sunk costInsurance X Increased amount to cover new car is relevantAAA membership X Does not differ between alternatives
Decision: Trading an old car for a new car.
Identification of Relevant Costs and Benefits
13-10
Stage 3: Evaluating Alternatives
3. Measure the benefits and costs of each set of outcomes.
3. Measure the benefits and costs of each set of outcomes.
1. List decision alternatives in the
order the decisions must
be made.
1. List decision alternatives in the
order the decisions must
be made.
2. Trace the path of each
decision to its ultimate
outcome.
2. Trace the path of each
decision to its ultimate
outcome.
Consider qualitative aswell as quantitative factors.
13-11
Anticipating future outcomes of each action
Stage 3: Evaluating Alternatives
Consider the pastAlthough past costs are
sunk and thereforeirrelevant, they can beused to help estimate
future costs that are relevant.
Consider the pastAlthough past costs are
sunk and thereforeirrelevant, they can beused to help estimate
future costs that are relevant.
Completely new products Use prototype products
to estimate costs. Rely on consultantswho have knowledgeof similar products.
Completely new products Use prototype products
to estimate costs. Rely on consultantswho have knowledgeof similar products.
13-12
Learning Objective 3
13-13
Decision Tree A useful decision aid in diagramming
decisions and alternative outcomes Allows an evaluation of the costs and
benefits of each alternative (limb)
Steps in creating a decision tree:
Display decision alternatives in order
Identify the set of outcomes resulting from each decision path
Measure costs and benefits of each set of outcomes
A B
A1 A2 B1 B2 B3
13-14
Decision Tree - Example
Maintain Status quo?
Automate or improveManual process?
Status quo isunacceptable
Higher equipment costLower employment levelLower unit-level costIncrease in profit
Lower equipment costSame employment levelLower unit-level costIncrease in profit
Change
Status quo
Automate
Manual
13-15
Learning Objective 4
13-16
Outsourcing or Make-or-Buy Decision
When the company needs goods or services, should they be “made” internally or “bought”
externally?
When the company needs goods or services, should they be “made” internally or “bought”
externally?
When goods or services are
acquired externally, it is called
outsourcing.
When goods or services are
acquired externally, it is called
outsourcing.
13-17
Is it cheaper t
o
make or buy?
How dependable is the supplier?
What are the
relevant costs?
Outsourcing or Make-or-Buy Decision
13-18
Identify the fixed costs that we could avoid if we outsource.
Identify the fixed costs that we could avoid if we outsource.
Identify the variable costs
that would disappear if we
outsource.
Identify the variable costs
that would disappear if we
outsource.
Identify the new variable costs that we would
incur if we outsource.
Identify the new variable costs that we would
incur if we outsource.
Outsourcing or Make-or-Buy Decision
13-19
Let’s look at a make-or-buy decision faced by the management of Thor Company.
Outsourcing or Make-or-Buy Decision
13-20
Outsourcing or Make-or-Buy Decision
Thor Co. manufactures 20,000 of part 457 that is currently used in one of its products. The costs to
make this part are:
Direct materials per unit $ 9.00 Direct labor per unit 5.00 Variable overhead per unit 1.00 Fixed overhead 180,000 Allocated common costs 100,000
13-21
Fixed manufacturing overhead is the cost of leasing andoperating the equipment necessary to produce part 457.
Thor Co. manufactures 20,000 of part 457 that is currently used in one of its products. The costs to
make this part are:
Direct materials/unit $ 9.00 Direct labor/unit 5.00 Variable overhead/unit 1.00 Fixed overhead 180,000 Allocated common costs 100,000
Direct materials 9.00$ Direct labor 5.00 Variable overhead 1.00 Fixed overhead ($180,000 ÷ 20,000) 9.00 Common costs ($100,000 ÷ 20,000) 5.00 Unit cost 29.00$
Direct materials 9.00$ Direct labor 5.00 Variable overhead 1.00 Fixed overhead ($180,000 ÷ 20,000) 9.00 Common costs ($100,000 ÷ 20,000) 5.00 Unit cost 29.00$
Outsourcing or Make-or-Buy Decision
13-22
Common costs are allocated on the basis of direct labor hours.
Total unit cost of $29 is based on 20,000 parts produced each year.
An outside supplier has offered to provide the 20,000 parts at a cost of $25 per part.
Should we accept the supplier’s offer?Should we accept the supplier’s offer?
Common costs are allocated on the basis of direct labor hours.
Total unit cost of $29 is based on 20,000 parts produced each year.
An outside supplier has offered to provide the 20,000 parts at a cost of $25 per part.
Should we accept the supplier’s offer?Should we accept the supplier’s offer?
Outsourcing or Make-or-Buy Decision
13-23
20,000 × $5 per unit 20,000 × $9 per unit
20,000 × $1 per unit
Outsourcing or Make-or-Buy Decision
13-24
20,000 × $29 per unit
Outsourcing or Make-or-Buy Decision
13-25
The common costs remain unchanged.
20,000 × $25 purchase price
Outsourcing or Make-or-Buy Decision
13-26
Should we make or buyShould we make or buypart 457?part 457?
Outsourcing or Make-or-Buy Decision
13-27
Direct materials 9.00$ Direct labor 5.00 Variable overhead 1.00 Fixed overhead ($180,000 ÷ 20,000) 9.00 Total relevant unit cost 24.00$
Direct materials 9.00$ Direct labor 5.00 Variable overhead 1.00 Fixed overhead ($180,000 ÷ 20,000) 9.00 Total relevant unit cost 24.00$
What is the relevant unit cost of making part 457?
Advantage of making20,000 units × ($25.00 – $24.00) = $20,000
Outsourcing or Make-or-Buy Decision
13-28
If Thor could use the space currently being used to make Part 457 for another purpose, resulting in a cost savings of
$45,000, would you change your decision?
Yes. The cost savings (opportunity cost) of $45,000overcomes the $20,000 disadvantage of buying.
Now there is a $25,000 advantage to buying.
The real issue is the most profitable use of the space.
Outsourcing or Make-or-Buy Decision
13-29
Pitfalls of Outsourcing
Loss of sensitive
information to supplier.
Freed-up resources
are not used as planned.
Supplier quality is not as high as
anticipated.
Customers may object.
Customer contact may be reduced.
Supplier technology and knowledge base may not be as
anticipated.
13-30
Decision to Add or Drop a Product, Service, or Business Unit
If we shut down our U.S. Digital watch line, we
might anger our American
customers.
If we shut down our U.S. Digital watch line, we
might anger our American
customers.
. . . Not to mention the bad press!
. . . Not to mention the bad press!
That is why we have to consider
the relevant benefits and the relevant costs
BEFORE making a final decision.
That is why we have to consider
the relevant benefits and the relevant costs
BEFORE making a final decision.
13-31
That is why we have to consider
the relevant benefits and the relevant costs
BEFORE making a final decision.
That is why we have to consider
the relevant benefits and the relevant costs
BEFORE making a final decision.
Let’s get started.The digital line
has become lessprofitable and it is
difficult to competein the market.
. . . Not to mention the bad press!
. . . Not to mention the bad press!
Decision to Add or Drop a Product, Service, or Business Unit
13-32
Segment Income StatementDigital watches
Sales 500,000$ Less: variable expenses Variable mfg. costs 120,000$ Variable shipping costs 5,000 Commissions 75,000 200,000 Contribution margin 300,000$ Less: fixed expenses General factory overhead 60,000$ Salary of line manager 90,000 Depreciation of equipment 50,000 Advertising - direct 100,000 Rent - factory space 70,000 General admin. expenses 30,000 400,000 Net loss (100,000)$
Decision to Add or Drop a Product, Service, or Business Unit
13-33
Segment Income StatementDigital watches
Sales 500,000$ Less: variable expenses Variable mfg. costs 120,000$ Variable shipping costs 5,000 Commissions 75,000 200,000 Contribution margin 300,000$ Less: fixed expenses General factory overhead 60,000$ Salary of line manager 90,000 Depreciation of equipment 50,000 Advertising - direct 100,000 Rent - factory space 70,000 General admin. expenses 30,000 400,000 Net loss (100,000)$
If the digital watch line is dropped, the fixed general factory overhead fixed general factory overhead and general general administrative expenses administrative expenses will be allocated
to other product lines.
Decision to Add or Drop a Product, Service, or Business Unit
13-34
Segment Income StatementDigital watches
Sales 500,000$ Less: variable expenses Variable mfg. costs 120,000$ Variable shipping costs 5,000 Commissions 75,000 200,000 Contribution margin 300,000$ Less: fixed expenses General factory overhead 60,000$ Salary of line manager 90,000 Depreciation of equipment 50,000 Advertising - direct 100,000 Rent - factory space 70,000 General admin. expenses 30,000 400,000 Net loss (100,000)$
The equipment used to manufacturedigital watches has no resale
value or alternative use.
Decision to Add or Drop a Product, Service, or Business Unit
13-35
Segment Income StatementDigital watches
Sales 500,000$ Less: variable expenses Variable mfg. costs 120,000$ Variable shipping costs 5,000 Commissions 75,000 200,000 Contribution margin 300,000$ Less: fixed expenses General factory overhead 60,000$ Salary of line manager 90,000 Depreciation of equipment 50,000 Advertising - direct 100,000 Rent - factory space 70,000 General admin. expenses 30,000 400,000 Net loss (100,000)$
Should Market retain or dropShould Market retain or dropthe digital watch line?the digital watch line?
Decision to Add or Drop a Product, Service, or Business Unit
13-36
DECISION RULEDECISION RULE
Market should drop the digital watch segment only if its fixed cost savings
exceedexceed lost contribution margin.
Let’s look at this solution.Let’s look at this solution.
Decision to Add or Drop a Product, Service, or Business Unit
13-37
Market CompanySolution
Contribution margin lost if watches are dropped (300,000)$
Less fixed costs that can be avoided Salary of the line manager 90,000$ Advertising - direct 100,000 Rent - factory space 70,000 260,000 Net disadvantage (40,000)$
Should we drop the digitalwatch segment?
Decision to Add or Drop a Product, Service, or Business Unit
13-38
The same result can also be obtained by preparing a differential analysis showing operating results with and without the digital watch segment.
Let’s look at this approach.Let’s look at this approach.
Decision to Add or Drop a Product, Service, or Business Unit
13-39
Differential AnalysisSolution
Keep digital
watches
Drop digital
watches Difference Sales 500,000$ -$ (500,000)$ Less variable expenses: - Mfg. expenses 120,000 - 120,000 Freight out 5,000 - 5,000 Commissions 75,000 - 75,000 Total variable expenses 200,000 - 200,000 Contribution margin 300,000 - (300,000) Less fixed expenses: General factory overhead 60,000 60,000 - Salary of line manager 90,000 - 90,000 Depreciation 50,000 50,000 - Advertising - direct 100,000 - 100,000 Rent - factory space 70,000 - 70,000 General admin. expenses 30,000 30,000 - Total fixed expenses 400,000 140,000 260,000 Net loss (100,000)$ (140,000)$ (40,000)$
Decision to Add or Drop a Product, Service, or Business Unit
13-40
Example: If the idled facilities can be used to makea product generating $350,000 per year in contribution
margin, with no other change in fixed costs,might this change your decision?
Keeping the digital watch product line may have an opportunity cost that we
have not yet considered.
The opportunity cost of retaining the digitalwatch line is measured by the differentialprofits given up if the next best use of the
production facilities is rejected.
Decision to Add or Drop a Product, Service, or Business Unit
13-41
Measuring cost savings and lost revenues from closing a business unit is only part of the story.
The closing will impact . . . Employees’ personal lives, Morale of retained employees, The community at large.
Measuring cost savings and lost revenues from closing a business unit is only part of the story.
The closing will impact . . . Employees’ personal lives, Morale of retained employees, The community at large.
Decision to Add or Drop a Product, Service, or Business Unit
13-42
Which costs are relevant to the decision to replace an old machine with a new machine?
Which costs are relevant to the decision to replace an old machine with a new machine?
Old machine cost $5,400 when purchased. Old machine has a book value of $1,500. Purchase price of a new machine is $10,000. New machine will reduce labor from $12.00 to
$11.00 per unit. New machine is expected to last two years. Repairs to old machine would be $4,600 and
would allow two more years of productivity. Power for either machine is expected to be $2.50
per unit. Expected level of output: 1,000 units per year.
Old machine cost $5,400 when purchased. Old machine has a book value of $1,500. Purchase price of a new machine is $10,000. New machine will reduce labor from $12.00 to
$11.00 per unit. New machine is expected to last two years. Repairs to old machine would be $4,600 and
would allow two more years of productivity. Power for either machine is expected to be $2.50
per unit. Expected level of output: 1,000 units per year.
Relevant Costs of Replacing Equipment
13-43
Old machine cost $5,400 when purchased. Old machine has a book value of $1,500. Purchase price of a new machine is $10,000. New machine will reduce labor from $12.00 to
$11.00 per unit. New machine is expected to last two years. Repairs to old machine would be $4,600 and
would allow two more years of productivity. Power for either machine is expected to be $2.50
per unit. Expected level of output: 1,000 units per year
Old machine cost $5,400 when purchased. Old machine has a book value of $1,500. Purchase price of a new machine is $10,000. New machine will reduce labor from $12.00 to
$11.00 per unit. New machine is expected to last two years. Repairs to old machine would be $4,600 and
would allow two more years of productivity. Power for either machine is expected to be $2.50
per unit. Expected level of output: 1,000 units per year
Relevantbecauseof laborsavingsover the
2-year life.
Which costs are relevant to the decision to replace an old machine with a new machine?
Which costs are relevant to the decision to replace an old machine with a new machine?
Relevant Costs of Replacing Equipment
13-44
CostKeep old machine
Replace old machine
Labor 24,000$ 22,000$ Repair cost 4,600 Purchase cost 10,000 Total 28,600$ 32,000$
1,000 units @ $12.00 for 2 years
1,000 units @ $11.00 for 2 years
Conclusion: keep old machine.
Relevant Costs of Replacing Equipment
13-45
Pricing Decisions
What influences prices?What influences prices?
13-46
CostsMarketforces
Prices are determined by the market, subjectto costs that must be covered in the long run.
Prices are based on costs, subject toreactions of customers and competitors.
Pricing Decisions
13-47
Pricing Law in the United States
13-48
We just receiveda special order. Doyou think we should
accept it?
Special-Order Price Decisions
13-49
A travel agency offers Worldwide Airways $150,000 for a round-trip flight from Japan to Hawaii on a jumbo jet.
Worldwide usually gets $250,000 in passenger ticket revenue from this flight.
The airlines is not currently planning to add any new routes and has two planes that are idle and could be used to meet the needs of the agency.
The next screen shows cost data developed by managerial accountants at Worldwide.
A travel agency offers Worldwide Airways $150,000 for a round-trip flight from Japan to Hawaii on a jumbo jet.
Worldwide usually gets $250,000 in passenger ticket revenue from this flight.
The airlines is not currently planning to add any new routes and has two planes that are idle and could be used to meet the needs of the agency.
The next screen shows cost data developed by managerial accountants at Worldwide.
Special-Order Price Decisions
13-50
Worldwide will save about $5,000 in reservationand ticketing costs if the charter is accepted.
Special-Order Price Decisions
13-51
Since the charter will contribute to fixed costs andSince the charter will contribute to fixed costs andWorldwide has idle capacity, the company shouldWorldwide has idle capacity, the company should
accept the flight.accept the flight.
Since the charter will contribute to fixed costs andSince the charter will contribute to fixed costs andWorldwide has idle capacity, the company shouldWorldwide has idle capacity, the company should
accept the flight.accept the flight.
Special-Order Price Decisions
13-52
What if Worldwide had no excess capacity? If Worldwide adds the charter, it will have to cut
its least profitable route that currently contributes $80,000 to fixed costs and profits.
Should Worldwide still accept the charter?
Special-Order Price Decisions
13-53
Worldwide has no excess capacity, so it should reject the special charter, or try to
renegotiate a higher price.
Special-Order Price Decisions
13-54
With excess capacity . . . Relevant costs usually will be the variable costs
associated with the special order.
Without excess capacity . . . . Same as above but opportunity costs of using
the firm’s facilities for the special order are also relevant.
Special-Order Price Decisions
13-55
Additional considerations
•Impact on regular customers and markets
•Will the special order lead to future regular business?
Additional considerations
•Impact on regular customers and markets
•Will the special order lead to future regular business?
Special-Order Price Decisions
13-56
End of Chapter 13