Accounting Decisions PERTEMUAN XII
KEMAMPUAN AKHIR YANG DIHARAPKAN
Mahasiswa mengetahui tentang klasifkasi cost dan mengetahui tentang mengkalkulasi biaya produksi baik untuk jasa maupun produk. Mengetahui
tentang metode alokasi overhead serta konsep Contingency berkait dengan informasi yang
Decisions
• A decision model is a formal method
of making a choice, often involving both quantitative and qualitative
analyses
•
A
relevant cost
is a cost that
Relevance
• Relevant Information has two
characteristics:
– It occurs in the future
– It difers among the alternative courses of action
• Relevant Costs – expected future costs
• Relevant Revenues – expected future
Identifying Relevant Costs
Costs that can be eliminated (in whole or in part) by choosing one alternative over
another are avoidable costs. Avoidable costs are relevant costs.
Unavoidable costs are never relevant and include:
Sunk costs.
Identifying Relevant Costs
• gather all costs associated with
the alternatives
• eliminate all sunk costs
• Eliminate all future costs that
don’t difer between alternatives
Irrelevance
• Historical costs are past costs that
are irrelevant to decision making
– Also called Sunk Costs- cost that has
already been incurred and that cannot be avoided regardless of what a
Types of Information
• Quantitative factors are outcomes
that can be measured in numerical terms
• Qualitative factors are outcomes that
are difcult to measure accurately in numerical terms, such as satisfaction
– Are just as important as quantitative
Terminology
• Incremental Cost – the additional
total cost incurred for an activity
• Diferential Cost – the diference in total cost between two alternatives
• Incremental Revenue – the additional
total revenue from an activity
• Diferential Revenue – the diference
Types of Decisions
• One-Time-Only Special Orders • Insourcing vs. Outsourcing
• Make or Buy • Product-Mix
• Customer Proftability
• Branch / Segment: Adding or
Discontinuing
One-Time-Only Special
Orders
• Accepting or rejecting special orders
when there is idle production capacity and the special orders have no
long-run implications
• Decision Rule: does the special order
generate additional operating income?
– Yes – accept
One-Time-Only Special
Orders
• Compares relevant revenues and
Special Orders
• Acki Company receives a one-time order that is not considered part of its normal ongoing business.
• Acki Company only produces one type of
silver key chain with a unit variable cost of TL 16. Normal selling price is TL 40 per unit.
• A company in KKTC ofers to purchase 3,000 units for TL 20 per unit.
• Annual capacity is 10,000 units, and annual fixed costs total TL7L8L,000, but Acki company is currently producing and selling only 5,000 units.
Should Acki accept the offer?
Special Orders
If Acki accepts the ofer, net income will increase by TL 12.000.
Increase in revenue (3,000 × TL20) TL60.000 Increase in costs (3,000 × TL16 variable cost) 48.000 Increase in net income TL12.000
Using the incremental approach:
Potential Problems with
Relevant-Cost Analysis
• Avoid incorrect general assumptions
about information, especially:
– “All variable costs are relevant and all
fxed costs are irrelevant”a
– There are notable exceptions for both
Potential Problems with
Relevant-Cost Analysis
• Problems with using unit-cost data:
– Including irrelevant costs in error
– Using the same unit-cost with diferent
output levels
• Fixed costs per unit change with diferent
Avoiding Potential Problems with
Relevant-Cost Analysis
• Focus on Total Revenues and Total
Costs, not their per-unit equivalents
• Continually evaluate data to ensure
Insourcing vs. Outsourcing
• Insourcing – producing goods or
services within an organization
• Outsourcing – purchasing goods or services from outside vendors
• Also called the “Make or Buy”a
decision
• Decision Rule: Select the option that
Qualitative Factors
• Nonquantitative factors may be
extremely important in an evaluation process, yet do not show up directly in calculations:
– Quality Requirements
– Reputation of Outsourcer – Employee Morale
– Logistical Considerations – distance from
Opportunity Costs
• Opportunity Cost is the contribution to operating income
that is forgone by not using a limited resource in its next-best alternative use
– “How much proft did the frm ‘lose out on’ by not selecting this alternative?”a
– The economic benefts that are foregone as a result of
pursuing some course of action. Opportunity costs are not actual dollar outlays and are not recorded in the accounts of an organization.
• Special type of Opportunity Cost: Holding Cost for
The Make or Buy Decision
A decision concerning whether an item should be produced internally
or purchased from an outside
The Make or Buy Decision
• MA Company is thinking of buying a part that is
currently used in one of its products from outside.
• The unit cost to make this part is:
TL/ u
Direct materials 27
Direct labor 15
Variable overhead 3
Depreciation of special equip. 9 Supervisor's salary 6 General factory overhead 30 Total cost per unit 90
TL/ u Direct materials 27 Direct labor 15 Variable overhead 3
The Make or Buy Decision
• General factory overhead is allocated on the basis of direct labor hours and is not going to change if the parts are bought from outside.
• The 90TL unit cost is based on 20,000 parts produced each year.
• An outside supplier has ofered to provide the 20,000 parts at a cost of 70TL per part.
Should we accept the supplier’s ofer?
Cost Per
Unit Cost of 20,000 Units
Make Buy
Outside purchase price 70 1.400.000
Direct materials 27 540.000
Direct labor 15 300.000
Variable overhead 3 60.000 Depreciation of equip. 9 0 Supervisor's salary 6 120.000 General factory overhead 30 0
Total cost 90 1.020.000 1.400.000
The Make or Buy Decision
Not avoidable and is irrelevant. If the product is dropped, it will be reallocated to other products.
Not avoidable and is irrelevant. If the product is dropped, it will be reallocated to other products.
The Make or Buy Decision
DECISION RULE
In deciding whether to accept the outside supplier’s ofer, MA isolated the relevant
costs of making the part by eliminating:eliminating
– The sunk costs.
– The future costs that will not difer between making or buying the parts.
DECISION RULE
In deciding whether to accept the outside supplier’s ofer, MA isolated the relevant
costs of making the part by eliminatingeliminating:
– The sunk costs.
Product-Mix Decisions
• The decisions made by a company
about which products to sell and in what quantities
• Decision Rule (with a constraint):
Utilization of a Constrained Resource
• Firms often face the problem of
deciding how to best utilize a constrained resource.
• Usually, fxed costs are not afected
by this particular decision, so management can focus on
Utilization of a Constrained Resource
Utilization of a Constrained Resource
• Machine A1 is the constrained resource.
There is excess capacity on all other
machines. Machine A1 is being used at
100% of its capacity, and has a capacity of 2,400 minutes per week.
Should UM focus its eforts on
Should UM focus its eforts on
Product 1 or 2?
Utilization of a Constrained Resource
Let’s calculate the contribution margin per unit of the constrained resource, machine A1.
Product 2 should be emphasized. Provides more valuable use of the constrained resource machine A1,
Utilization of a Constrained
Resource
Let’s calculate the contribution margin per unit of the scarce resource, machine A1.
Let’s see how this plan would work.
Let’s see how this plan would work.
If there are no other considerations, the best plan would be to produce to meet current demand for Product 2 and then
use remaining capacity to make Product 1.
If there are no other considerations, the best plan would be to produce to meet current demand for Product 2 and then
Utilization of a Constrained Resource
Let’s see how this plan would work.
Let’s see how this plan would work.
Allocation of Constrained Resource
Weekly demand for Product 2 2.200 units Time required per unit × 0,50 min. Total time required to make
Product 2 1.100 min.
Total time available 2.400 min. Time used to make Product 2 1.100 min. Time available for Product 1 1.300 min. Time required per unit ÷ 1,00 min. Production of Product 1 1.300 units Allocation of Constrained Resource
Weekly demand for Product 2 2.200 units Time required per unit × 0,50 min. Total time required to make
Product 2 1.100 min.
Utilization of a Constrained Resource
According to the plan, we will produce 2,200 units of
According to the plan, we will produce 2,200 units of
Product 2 and 1,300 of Product 1. Our
Product 2 and 1,300 of Product 1. Our
contribution margin looks like this.
contribution margin looks like this.
Product 1 Product 2 Production and sales (units) 1.300 2.200 Contribution margin per unit TL24 TL15 Total contribution margin TL31.200 TL33.000
Managing Constraints
Finding ways to process more units through a
resource bottleneck
Produce only
what can be sold.
Streamline production process.
Eliminate waste.
At the bottleneck itself: •Improve the process
• Add overtime or another shift • Hire new workers or acquired more machines
Adding or Dropping
Customers
• Decision Rule: Does adding or
dropping a customer add operating income to the frm?
– Yes – add or don’t drop – No – drop or don’t add
• Decision is based on proftability of
Adding or Discontinuing
Branches or Segments
• Decision Rule: Does adding or
discontinuing a branch or segment add operating income to the frm?
– Yes – add or don’t discontinue
– No – discontinue or don’t add
• Decision is based on proftability of
the branch or segment, not how much revenue the branch or segment
Sales 1.000.000 Less: variable expenses
Variable mfg. costs 240.000 Variable shipping costs 10.000
Commissions 150.000 400.000 Contribution margin 600.000 Less: fixed expenses
General factory overhead 120.000 Salary of line manager 180.000 Depreciation of equipment 100.000 Advertising - direct 200.000 Rent - factory space 140.000
General admin. expenses 60.000 800.000
Net loss (200.000)
Income Statement for 2007 Digital Musical Instruments
Adding/Dropping Segments
General Factory Overhead and General Administrative Expenses are unavoidable costs.
Assume that the equipment used in manufacturing digital instruments has no resale value or alternative use.
Should the company drop digital instruments division?
Incremental Approach
DECISION RULE
DECISION RULE
UM should drop the digital instruments division only if the avoided fxed
costs of the division exceed lost contribution margin of this division.
DECISION RULE
DECISION RULE
UM should drop the digital instruments division only if the avoided fxed
Incremental Approach
Contribution Margin Solution
Contribution margin lost if digital
instrument division is dropped (600.000)
Less fixed costs that can be avoided
Salary of the line manager 180.000
Advertising - direct 200.000
Rent - factory space 140.000 520.000
Net disadvantage (80.000)
What about depreciation?
Comparative Income
Approach
Prepare comparative income
statements showing results with and without the digital instruments
Comparative Income Approach Solution
Ke e p Digital Ins trum e nts
Drop Digital
Ins trum e nts Difference
Sales 1.000.000 0 (1.000.000)
Less variable expenses: 0
Mfg. expenses 240.000 0 240.000
Freight out 10.000 0 10.000
Commissions 150.000 0 150.000
Total variable expenses 400.000 0 400.000
Contribution margin 600.000 0 (600.000)
Less fixed expenses:
General factory overhead 120.000 120.000 0
Salary of line manager 180.000 0 90.000
Depreciation 100.000 100.000 0
Advertising - direct 200.000 0 100.000
Rent - factory space 140.000 0 70.000
General admin. expenses 60.000 60.000 0
Total fixed expenses 800.000 280.000 260.000
Joint Product Costs
• In some industries, a number of end
products are produced from a single raw material input.
• Two or more products produced from a
common input are called joint productsjoint products. • The point in the manufacturing process
where each joint product can be
Joint Products
Joint Input
Common Production
Process
Split-Off
Split-Off
Point
Point
Joint
Joint
Costs
Costs Oil
Gasoline
The Pitfalls of Allocation of Joint
Costs
• Joint costs are really common costs
incurred to simultaneously produce a variety of end products.
• Joint costs are often allocated to end
products on the basis of the relative relative sales value