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Question IM 21.1 (a) Outline and discuss the main objectives of a transfer pricing system. (5 marks)
Advanced (b) Consider the advantages and disadvantages of
(i) market price-based transfer prices; and
(ii) cost-based transfer prices.
Outline the main variants that exist under each heading. (9 marks)
(c) Discuss the relevance of linear programming to the setting of transfer prices.
(3 marks)
(Total 17 marks)
ACCA Level 2 Management Accounting
Question IM 21.2 Exel Division is part of the Supeer Group. It produces a basic fabric which is then
Advanced converted in other divisions within the group. The fabric is also produced in other
divisions within the Supeer Group and a limited quantity can be purchased from
outside the group. The fabric is currently charged out by Exel Division at total
actual cost plus 20% profit mark-up.
(a) Explain why the current transfer pricing method used by Exel Division is
unlikely to lead to:
(i) maximization of group profit and
(ii) effective divisional performance measurement. (6 marks)
(b) If the supply of basic fabric is insufficient to meet the needs of the divisions
who convert it for sale outside the group, explain a procedure which should
lead to a transfer pricing and deployment policy for the basic fabric for group
profit maximization. (6 marks)
(c) Show how the procedure explained in (b) may be in conflict with other
objectives of transfer pricing and suggest how this conflict may be overcome.
(5 marks)
(Total 17 marks)
ACCA Level 2 – Cost and Management Accounting II
Question IM 21.3 Fabri Division is part of the Multo Group. Fabri Division produces a single product
Advanced: for which it has an external market which utilizes 70% of its production capacity.
Discussion of Gini Division, which is also part of the Multo Group requires units of the product
transfer price available from Fabri Division which it will then convert and sell to an external cus-
where there is an tomer. Gini Division’s requirements are equal to 50% of Fabri Division’s production
external market capacity. Gini Division has a potential source of supply from outside the Multo
for the Group. It is not yet known if this source is willing to supply on the basis of (i) only
intermediate supplying all of Gini Division’s requirements or (ii) supplying any part of Gini
product Division’s requirements as requested.
(a) Discuss the transfer pricing method by which Fabri Division should offer to
transfer its product to Gini Division in order that group profit maximization is
likely to follow.
You may illustrate your answer with figures of your choice. (14 marks)
(b) Explain ways in which (i) the degree of divisional autonomy allowed and (ii)
the divisional performance measure in use by Multo Group may affect the
transfer pricing policy of Fabri Division. (6 marks)
(Total 20 marks)
ACCA Level 2 Cost and Management Accounting II
160 TRANSFER PRICING IN DIVISIONALIZED COMPANIES
(a) Spiro Division is part of a vertically integrated group of divisions allocated in Question IM 21.4
one country. All divisions sell externally and also transfer goods to other divi- Advanced
sions within the group. Spiro Division performance is measured using profit
before tax as a performance measure.
(i) Prepare an outline statement which shows the costs and revenue elements
which should be included in the calculation of divisional profit before tax.
(4 marks)
(ii) The degree of autonomy which is allowed to divisions may affect the
absolute value of profit reported.
Discuss the statement in relation to Spiro Division. (6 marks)
(b) Discuss the pricing basis on which divisions should offer to transfer goods in
order that corporate profit maximising decisions should take place. (5 marks)
(Total 15 marks)
ACCA Paper 9 Information for Control and Decision Making
(a) The transfer pricing method used for the transfer of an intermediate product Question IM 21.5
between two divisions in a group has been agreed at standard cost plus 30% Advanced
profit markup. The transfer price may be altered after taking into consideration
the planning and operational variance analysis at the transferor division.
Discuss the acceptability of this transfer pricing method to the transferor and
transferee divisions. (5 marks)
(b) Division A has an external market for product X which fully utilises its
production capacity.
Explain the circumstances in which division A should be willing to transfer
product X to division B of the same group at a price which is less than the
existing market price. (5 marks)
(c) An intermediate product which is converted in divisions L, M and N of a group
is available in limited quantities from other divisions within the group and
from an external source. The total available quantity of the intermediate
product is insufficient to satisfy demand.
Explain the procedure which should lead to a transfer pricing and
deployment policy resulting in group profit maximisation. (5 marks)
(Total 15 marks)
ACCA Paper 9 Information for Control and Decision Making
Alton division (A) and Birmingham division (B) are two manufacturing divisions of Question IM 21.6
Conglom plc. Both of these divisions make a single standardized product; A makes Advanced:
product I and B makes product J. Every unit of J requires one unit of I. The required Resolving a
input of I is normally purchased from division A but sometimes it is purchased transfer price
from an outside source. conflict
The following table gives details of selling price and cost for each product:
Product I Product J
(£) (£)
Question IM 21.7 AB Limited which buys and sells machinery has three departments:
Advanced: New machines (manager, Newman)
Apportionment of Second-hand machines (manager, Handley)
company profit to Repair workshops (manager, Walker)
various
departments In selling new machines Newman is often asked to accept an old machine in part
exchange. In such cases the old machine is disposed of by Handley.
The workshops do work both for outside customers and also for the other two
departments. Walker charges his outside customers for materials at cost and for
labour time at £8 per hour. This £8 is made up as follows:
English Allied Traders plc has a wide range of manufacturing activities, principally Question IM 21.8
within the UK. The company operates on the divisionalized basis with each divi- Advanced:
sion being responsible for its own manufacturing, sales and marketing, and work- Computation of
ing capital management. Divisional chief executives are expected to achieve a three different
target 20% return on sales. transfer prices
A disagreement has arisen between two divisions which operate on adjacent and the extent to
sites. The Office Products Division (OPD) has the opportunity to manufacture a which each price
printer using a new linear motor which has recently been developed by the Electric encourages goal
Motor Division (EMD). Currently there is no other source of supply for an equiva- congruence
lent motor in the required quantity of 30 000 units a year, although a foreign manu-
facturer has offered to supply up to 10 000 units in the coming year at a price of £9
each. EMD’s current selling price for the motor is £12. Although EMD’s production
line for this motor is currently operating at only 50% of its capacity, sales are
encouraging and EMD confidently expects to sell 100 000 units in 2001, and its max-
imum output of 120 000 units in 2002.
EMD has offered to supply OPD’s requirements for 2001 at a transfer price equal
to the normal selling price, less the variable selling and distribution costs that it
would not incur on this internal order. OPD responded by offering an alternative
transfer price of the standard variable manufacturing cost plus a 20% profit margin.
The two divisions have been unable to agree, so the corporate operations director
has suggested a third transfer price equal to the standard full manufacturing cost
plus 15%. However, neither divisional chief executive regards such a price as fair.
Notes
(1) The costs of the sales force and indirect production staff are not expected to
increase up to the current production capacity.
(2) General overhead includes allocations of divisional administrative expenses
and corporate charges of £20 000 specifically related to this product.
(3) Depreciation for all assets is charged on a straight line basis using a five year
life and no residual value.
(4) Carriage is provided by an outside contractor.
Requirements
(a) Calculate each of the three proposed transfer prices and comment on how each
might affect the willingness of EMD’s chief executive to engage in inter-
divisional trade. (10 marks)
(b) Outline an alternative method of setting transfer prices which you consider to
be appropriate for this situation, and explain why it is an improvement on the
other proposals. (5 marks)
(Total 15 marks)
ICAEW P2 Management Accounting and Financial Management 2
Question IM 21.9 Engcorp and Flotilla are UK divisions of Griffin plc, a multinational company. Both
Advanced: divisions have a wide range of activities. You are an accountant employed by
Optimal output Griffin plc and the Finance Director has asked you to investigate a transfer pricing
and transfer price problem.
where the market Engcorp makes an engine, the Z80, which it has been selling to external cus-
for the tomers at £1350 per unit. Flotilla wanted to buy Z80 engines to use in its own pro-
intermediate duction of dories; each dory requires one engine. Engcorp would only sell if Flotilla
product is paid £1350 per unit. The managing director of Engcorp commented:
imperfect ‘We have developed a good market for this engine and £1350 is the current mar-
ket price. Just because Flotilla is not efficient enough to make a profit is no reason
for us to give a subsidy.’
Flotilla has now found that engines suitable for its purpose can be bought for
£1300 per unit from another manufacturer. Flotilla is preparing to buy engines from
this source.
HKI plc has an Engineering Division and a Motorcycle Division. The Engineering Question IM 21.10
Division produces engines which it sells to ‘outside’ customers and transfers to the Advanced:
Motorcycle Division. The Motorcycle Division produces a powerful motorbike Calculation of
called the ‘Beast’ which incorporates an HKI engine in its design. optimum selling
The Divisional Managers have full control over the commercial policy of their price using
respective Divisions and are each paid 1% of the profit that is earned by their calculus as the
Divisions as an incentive bonus. effect of using the
Details of the Engineering Division’s production operation for the next year are imperfect market
expected to be as follows: price as the
Annual fixed costs £3 000 000 transfer price
Variable cost per engine £350
Details of the Motorcycle Division’s production operation for the next year are
expected to be as follows:
Annual fixed costs £50 000
Variable cost per Beast £700*
*Note: this figure excludes transfer costs
‘Pricing policy is a difficult area which offers considerable scope for dysfunc-
tional behaviour. Decisions about selling prices should be removed from the
control of Divisional Managers and made the responsibility of a Head Office
department.’
(12 marks)
(Total 27 marks)
CIMA Stage 4 Management Accounting – Decision Making
Engines division:
• The variable cost of engine production is £600 per unit.
• Annual demand from outside customers for engines varies with price: it is 5000
units at unit price £1000 and changes by 5 units with each £1 change in unit
price.
• Fixed costs are £5 000 000 per year, and capital employed is £5 200 000.
Transmissions division:
• The variable cost of transmission unit production is £350 per unit.
• Annual demand from outside customers for transmission units varies with price:
it is 2500 units at unit price £1200 and changes by 5 units with each £2 change in
unit price.
• Fixed costs are £5 200 000 per year, and capital employed is £8 100 000.
Part One
Requirements:
(a) Calculate for each division the output, product price, profit and ROCE that is
likely to emerge, given the existing transfer pricing system and assuming that
each divisional manager will act to maximise the ROCE of his/her own
division.
Ignore the investment in new equipment. (7 marks)
(b) Determine and state the optimum output level and selling price for each
division from the point of view of Chambers plc as a whole.
Prepare a statement showing the resultant profit and ROCE of each division,
assuming that the existing transfer policy system remains in place.
Ignore the investment in new equipment. (7 marks)
(c) Prepare a financial analysis to show the impact of the investment in new
equipment on the profit and ROCE of the three divisions, given the existing
transfer pricing and performance appraisal systems. State whether or not the
management of the Transmissions division is likely to adopt the proposed new
investment. (6 marks)
(d) State whether or not the proposed new investment is to the advantage of
Chambers plc as a whole, assuming that decisions concerning output, etc.
continue to be determined by the existing transfer pricing and performance
appraisal systems.
Support your answer with a discounted cash flow analysis. (5 marks)
Note: The following information is given to illustrate a methodology that might be
used to solve the requirements of the question:
• The demand function for sales by the Engines division to outside customers may
be represented by the following equation, where y = unit selling price and x =
demand:
y = 2000 − x
5
• The corresponding marginal revenue function may be represented by:
y = 2000 − x
2.5
(Total 25 marks)
Part Two
The concept of divisional organisation is to place divisional managers in the same
risk/reward position as independent entrepreneurs. In theory, this induces divisional
Part Three
An effective transfer pricing system in the context of a divisional organisation has
to satisfy several basic criteria. The problem is that nobody has yet invented a sys-
tem of transfer pricing that is capable of doing this with perfection.
Requirements:
Having regard to the above statement,
(a) explain what criteria an effective system of transfer pricing has to satisfy;
(7 marks)
(b) state how far the system used by Chambers plc meets the criteria you have
identified in your answer to (a); advise Chambers plc on how it might modify
its transfer pricing system in order to make it more effective. (9 marks)
(c) explain the features of transfer pricing systems based on
(i) marginal cost,
(ii) opportunity cost, and
(iii) cost plus;
state how far each of these systems meets the criteria you have identified in
your answer to requirement (a). (9 marks)
(Total 25 marks)
CIMA Stage 3 Management Accounting Applications