Professional Documents
Culture Documents
Decision Making:
Relevant Costs and
Benefits
McGraw-Hill/Irwin
Cross-functional
management teams
who make
production, marketing,
and finance decisions
Make substantive
economic decisions
affecting operations
14-2
Quantitative
Analysis
Primarily the
responsibility of the
managerial
accountant.
6. Make a Decision
14-4
Qualitative
Considerations
Accurate
Information must
be precise.
Timely
Available in time
for a decision
6. Make a Decision
14-6
Relevant Information
Information is relevant to a decision
problem when . . .
1. It has a bearing on the future,
2. It differs among competing alternatives.
14-7
Identifying Relevant
Costs and Benefits
Sunk costs
Costs that have already been incurred.
They do not affect any future cost and
cannot be changed by any current or future
action.
Relevant Costs
Worldwide Airways is thinking about replacing a
three year old loader with a new, more efficient
New loader
loader.
List price
Annual operating expenses
Expected life in years
Old loader
Original cost
Remaining book value
Disposal value now
Annual variable expenses
Remaining life in years
$ 15,000
45,000
1
$ 100,000
25,000
5,000
80,000
1
14-9
Relevant Costs
If we keep the old loader, we will have depreciation
costs of $25,000. If we replace the old loader,
we will write-off the $25,000 when sold. There is
no difference in the cost, so it is not relevant.
We will only have depreciation on the new loader
if we replace the old loader. This cost is relevant.
Relevant Costs
De pre ciation of old loade r
Write -off of old loade r
P roce e ds from s ale of old loade r
De pre ciation of n e w loade r
Ope ratin g cos ts
Total cos ts
Ke e p Old
Loade r
$ 25,000
Re place Old
Loade r
$
80,000
$ 105,000
25,000
(5,000)
15,000
45,000
80,000
Diffe re n tial
Cos t
$
5,000
(15,000)
35,000
25,000
14-11
Relevant Costs
Here is an analysis that includes only relevant
costs:
14-13
250,000
30,000
$
280,000
190,000
90,000
90,000
100,000
$ 150,000
$ 90,000
(5,000)
85,000
$ 65,000
14-17
$ 150,000
$ 90,000
(5,000)
85,000
80,000
165,000
$ (15,000)
14-20
0.06
0.04
0.04
0.04
0.07
0.25
14-21
0.06
0.04
0.04
0.04
0.07
0.25
Savings from
Outsourcing
$
0.06
0.04
0.04
0.01
0.15
14-22
14-23
14-24
14-25
$200,000
(135,000)
65,000
( 75,000)
$ ( 10,000)
14-26
14-27
ELIMINATE DIFFERENTIAL
0
$200,000
A
0
(70,000)
V
0
(40,000)
O
0
(25,000)
I
0
65,000
D
(30,000)
0
A
0
(20,000)
(10,000) B
0
L
0
( 5,000)
(10,000) E
0
(50,000)
40,000
The positive $40,000 differential amount reflects the fact that the
company is $40,000 better off by keeping the club.
14-28
Special Decisions in
Manufacturing Firms
Joint Products:
Sell or Process Further
14-30
Joint Processing
of Cocoa Bean
Cocoa beans
costing $500
per ton
Joint Production
process costing
$600 per ton
Cocoa butter
sales value
$750 for
1,500 pounds
Split-off point
Cocoa powder
sales value
$500 for
500 pounds
Separable
process
costing
$800
Instant cocoa
mix sales value
$2,000 for
500 pounds
14-31
Joint Products
Relative Sales Value Method
Joint
Costs
$
Allocation
of Joint
Costs
$
660
440
$
1,100
Joint Products
Cocoa butter is sold at the end of the joint
processing.
Cocoa powder may be sold now or processed
into instant cocoa mix. Further processing
costs of $800 will be incurred if the company
elects to make instant cocoa mix.
14-33
Joint Products
Process Further
Sales value of instant cocoa mix
Sales value of cocoa powder
Incremental revenue
Less: separable processing costs
Net benefit of further processing
$
$
$
2,000
( 500)
1,500
(800)
700
Limited Resources
Martin, Inc. produces two products and
selected data is shown below:
Selling price per unit
Less: variable expenses per unit
Contribution margin per unit
Current demand per week (units)
Contribution margin ratio
Processing time required
on the lathe per unit
Products
Highs
Webs
$
60
$
50
36
35
$ 24
$ 15
2,000
2,200
40%
30%
1.00 min.
0.50 min.
14-36
Limited Resources
The lathe is the scarce resource because
there is excess capacity on other
machines. The lathe is being used at
100% of its capacity.
The lathe capacity is 2,400 minutes per
week.
Limited Resources
Lets calculate the contribution margin per unit
of the scarce resource, the lathe.
Products
Contribution margin per unit
Time required to produce one
unit
Contribution margin per minute
Webs
$ 24
Highs
$ 15
1.00 min.
0.50 min.
$ 24 min.
$ 30 min.
Limited Resources
Lets see how this plan would work.
Allotting the Scarce Resource The Lathe
Weekly demand for Highs
2,200 units
Time required per unit
x .50 minutes
Time required to make Highs 1,100 minutes
Total lathe time available
Time used to produce Highs
Time available for Webs
Time required per unit
Production of Webs
2,400 minutes
1,100 minutes
1,300 minutes
x 1.00 minute
1,300 units
14-39
Limited Resources
According to the plan, Martin will produce
2,200 Highs and 1,300 Webs. Martins
contribution margin looks like this.
Production and sales (units)
Contribution margin per unit
Total contribution margin
Webs
1,300
$
24
$ 31,200
Highs
2,200
$
15
$ 33,000
Incentives for
Decision Makers
Short-Run
Versus
Long-Run
Decisions
14-41
Allocated
fixed costs.
Unitized
fixed costs.
Opportunity
costs.
14-42
End of Chapter 14
14-43