- Prepare an activity-based customer-cost report, distribution channel cost report and a customer-profitability analysis for the five customers. Ensure that you also include an overall total profitability analysis for the business.
- Write a report to Louise Fairbern relating customer costs, customer profitability, distribution channel profitability and total profitability. Support the report with the analyses you have prepared and recommend courses of action to Louise. The report excluding the computational analysis should be around 500-1000 words and should include a brief introduction, analysis, recommendation and conclusion.
- Calculate the contribution margin per hour of selling the Super-chip and the Okay-chip. If no transfers of Super-chip are made to the Process Control Division, how many Super-chips and Okay-chips should the Semiconductor Division manufacture and sell? Show your calculations.
- The Process Control Division expects to sell 5000 process-control units this year. From the viewpoint of AIC as a whole, should 5000 Super-chips be transferred to the Process Control Division to replace circuit boards? Show your calculations.
- What transfer price, or range of prices, would ensure goal congruence among the division managers? Show your calculations and provide an explanation.
Part 1: Customer-Cost Report
The following table shows in the various cost reports:
|
Particulars |
Adams |
Betz |
Chatham |
Dedham |
Elm |
General |
Total |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
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|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Fixed costs allocated |
42,550.00 |
42,550.00 |
45,386.67 |
45,386.67 |
45,386.67 |
1,19,140.00 |
3,40,400.00 |
|
|
|
|
|
|
|
|
|
|
|
|
Costs |
42,550.00 |
42,550.00 |
45,386.67 |
45,386.67 |
45,386.67 |
1,19,140.00 |
3,40,400.00 |
|
|
|
|
|
|
|
|
|
|
|
|
Particulars |
Adams |
Betz |
Chatham |
Dedham |
Elm |
General |
Total |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Direct costs |
1,47,000.00 |
1,17,200.00 |
2,18,400.00 |
1,15,720.00 |
57,040.00 |
|
6,55,360.00 |
|
|
Discounts |
23,400.00 |
|
|
|
3,660.00 |
|
27,060.00 |
|
|
Fixed costs |
42,550.00 |
42,550.00 |
45,386.67 |
45,386.67 |
45,386.67 |
1,19,140.00 |
3,40,400.00 |
|
|
|
|
|
|
|
|
|
|
|
|
Total costs |
2,12,950.00 |
1,59,750.00 |
2,63,786.67 |
1,61,106.67 |
1,06,086.67 |
1,19,140.00 |
10,22,820.00 |
|
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|
|
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|
|
|
|
The following is the profitability analysis:
|
Particulars |
Adams |
Betz |
Chatham |
Dedham |
Elm |
General |
Total |
|
|
|
|
|
|
|
|
|
|
|
|
Gross revenue |
2,34,000.00 |
1,88,800.00 |
3,57,380.00 |
1,47,840.00 |
73,200.00 |
|
10,01,220.00 |
|
|
Less: direct costs |
1,47,000.00 |
1,17,200.00 |
2,18,400.00 |
1,15,720.00 |
57,040.00 |
|
6,55,360.00 |
|
|
Less: discount |
23,400.00 |
|
|
|
3,660.00 |
|
27,060.00 |
|
|
Less: fixed costs |
42,550.00 |
42,550.00 |
45,386.67 |
45,386.67 |
45,386.67 |
1,19,140.00 |
3,40,400.00 |
|
|
|
|
|
|
|
|
|
|
|
|
Profit earned |
21,050.00 |
29,050.00 |
93,593.33 |
-13,266.67 |
-32,886.67 |
-1,19,140.00 |
-21,600.00 |
|
|
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|
The report talks about the concept of ABC costing which means the allocation of the costs on the basis of some drivers that drives those costs. This report further throws light on the profitability analysis of these departments.
The total fixed costs of the company comes to be $340400 which is divided on the basis of costing drivers. These are allocated on the basis of the judgment of the management or the past experience or on the basis of some estimate.
The allocated costs comes to be the following:
|
Particulars |
Adams |
Betz |
Chatham |
Dedham |
Elm |
General |
Total |
|
|
|
|
|
|
|
|
|
|
|
|
|
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|
|
|
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|
|
|
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|
|
|
|
|
|
|
|
Fixed costs allocated |
42,550.00 |
42,550.00 |
45,386.67 |
45,386.67 |
45,386.67 |
1,19,140.00 |
3,40,400.00 |
|
|
|
|
|
|
|
|
|
|
|
|
Costs |
42,550.00 |
42,550.00 |
45,386.67 |
45,386.67 |
45,386.67 |
1,19,140.00 |
3,40,400.00 |
|
|
|
|
|
|
|
|
|
|
|
Secondly, talking about the total costs that have been allocated to each and every department. The following are the desired costs:
|
Particulars |
Adams |
Betz |
Chatham |
Dedham |
Elm |
General |
Total |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Direct costs |
1,47,000.00 |
1,17,200.00 |
2,18,400.00 |
1,15,720.00 |
57,040.00 |
|
6,55,360.00 |
|
|
Discounts |
23,400.00 |
|
|
|
3,660.00 |
|
27,060.00 |
|
|
Fixed costs |
42,550.00 |
42,550.00 |
45,386.67 |
45,386.67 |
45,386.67 |
1,19,140.00 |
3,40,400.00 |
|
|
|
|
|
|
|
|
|
|
|
|
Total costs |
2,12,950.00 |
1,59,750.00 |
2,63,786.67 |
1,61,106.67 |
1,06,086.67 |
1,19,140.00 |
10,22,820.00 |
|
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|
The total amounts of the costs that are being incurred have now reached $10,22,820.
Now, if we analyse the profits that the company has earned from each of the customer and also as the whole, then we get losses which could be seen form the below table:
|
Particulars |
Adams |
Betz |
Chatham |
Dedham |
Elm |
General |
Total |
|
|
|
|
|
|
|
|
|
|
|
|
Gross revenue |
2,34,000.00 |
1,88,800.00 |
3,57,380.00 |
1,47,840.00 |
73,200.00 |
|
10,01,220.00 |
|
|
Less: direct costs |
1,47,000.00 |
1,17,200.00 |
2,18,400.00 |
1,15,720.00 |
57,040.00 |
|
6,55,360.00 |
|
|
Less: discount |
23,400.00 |
|
|
|
3,660.00 |
|
27,060.00 |
|
|
Less: fixed costs |
42,550.00 |
42,550.00 |
45,386.67 |
45,386.67 |
45,386.67 |
1,19,140.00 |
3,40,400.00 |
|
|
|
|
|
|
|
|
|
|
|
|
Profit earned |
21,050.00 |
29,050.00 |
93,593.33 |
-13,266.67 |
-32,886.67 |
-1,19,140.00 |
-21,600.00 |
|
|
|
|
|
|
|
|
|
|
|
From the above table, it could be seen that the company earns a loss of $21,600 in total. If we break this down, then we realise that Dedham and Elm is giving us losses. Though Chatham is able to earn profit for the company but these losses along with the general losses are so much that the total amount is going into losses. Hence, the company is not bale to earn profit even when it is working so hard to do so.
On top of that the company is giving cash discounts to its customers.
The company is working very hard to generate in profits. Hence, though the technique of the company of allocating these fixed costs is in line with the profit objective but its rules and policies may not be so strong that the company generates in profits.
ABC costing technique is the method through which the costs are identified these are then loaded into the secondary pools, primary cost pools are loaded, the various drivers of the activities are measured, the secondary costs are allocated into the primary pools and the costs are charged on the basis of these cost objects (Accounting tools, 2018).
In order to generate in profits, the company could do the following:
- Increase the amounts that it charges from its customers
- Stop giving cash discounts to them
- Think of more activities that could be introduced so as to maximise its revenue
- Think of ways of reducing its expenses which would help in reduction of the costs.
The following table shows the calculation of contribution per hour:
|
|
Semiconductor Division |
|
|
|
Particulars |
Super-chip |
Okay-chip |
|
|
|
|
|
|
|
Direct materials |
5.00 |
2.00 |
|
|
Direct manufacturing labour |
60.00 |
20.00 |
|
|
|
|
|
|
|
Annual F overhead |
40,000.00 |
|
|
|
|
|
|
|
|
Capacity |
45000 hours |
|
|
|
|
|
|
|
|
Particulars |
Super-chip |
Okay-chip |
|
|
|
|
|
|
|
Selling price |
80.00 |
26.00 |
|
|
Less: variable cost: |
|
|
|
|
Direct material |
5.00 |
2.00 |
|
|
Direct manufacturing labour |
60.00 |
20.00 |
|
|
|
|
|
|
|
Contribution |
15.00 |
4.00 |
|
|
Divided by the number of hours |
3.00 |
1.00 |
|
|
|
|
|
|
|
Contribution per hour |
5.00 |
4.00 |
|
|
|
|
|
|
Keeping in mind the total number of direct labour hours, the following number of units should be produced:
|
|
|
|
|
|
Particulars |
Number of hours per unit |
Number of units to be produced |
Total hours |
|
|
|
|
|
|
Super-chip |
3.00 |
15,000.00 |
45,000.00 |
|
|
|
|
|
|
Okay chip |
- |
15,000.00 |
- |
|
|
|
|
|
|
|
|
|
|
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Total |
|
|
45,000.00 |
|
|
|
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|
The company should manufacture 15,000 units of Super Chips and 15,000 units of Okay chips.
The following are the relevant calculations:
|
Particulars |
Costs in $ |
|
|
|
|
|
|
Selling price of process control unit |
132.00 |
|
|
|
|
|
|
Less: variable costs: |
|
|
|
Direct labour |
70.00 |
|
|
Direct manufacturing labour |
45.00 |
|
|
|
|
|
|
Contribution per unit |
17.00 |
|
|
Number of direct labour hours |
3.00 |
|
|
|
|
|
|
Contribution per hour |
5.666666667 |
|
|
Particulars |
Costs in $ |
|
|
|
|
|
|
Selling price of process control unit |
145.00 |
|
|
|
|
|
|
Less: variable costs: |
|
|
|
Direct labour |
65.00 |
|
|
Direct manufacturing labour |
45.00 |
|
|
|
|
|
|
Contribution per unit |
35.00 |
|
|
Number of direct labour hours |
3.00 |
|
|
|
|
|
|
Contribution per hour |
11.66666667 |
|
Conclusion: the company must go for the production of the transfer of the Super chips at the price at which the company sells it to the outside. This would result in an increased amount of the revenue being generated for the company.
In the given question, the fixed costs have been ignored since these have to be incurred even if the company decides to stop its production.
The following table shows in the relevant calculations:
|
Particulars |
Costs in $ |
||
|
|
Super chips |
Process control unit |
Improved control unit |
|
Selling price of process control unit |
80.00 |
132.00 |
145 |
|
|
|
|
|
|
Less: variable costs: |
|
|
|
|
Direct labour |
5.00 |
70.00 |
65.00 |
|
Direct manufacturing labour |
60.00 |
45.00 |
45.00 |
|
|
|
|
|
|
Contribution per unit |
15.00 |
17.00 |
35.00 |
|
Number of direct labour hours |
3.00 |
3.00 |
3.00 |
|
|
|
|
|
|
Contribution per hour |
5 |
5.666666667 |
11.66666667 |
|
|
|
|
|
|
Total |
10.66666667 |
|
|
|
Total |
|
|
16.66666667 |
In order to achieve the goal congruence, the Semiconductor division must transfer the super chips at its variable cost since it can be seen that the total of the contribution of both the departments comes out to be $(5+5.67) =$10.67 and if the new improved control unit is sold, then the total contribution comes out to be $(5+11.67)=$16.67.
Yes, the answer would still be the same as above.
The following table shows in the relevant calculations:
|
Particulars |
Costs in $ |
||
|
|
Super chips |
Process control unit |
Improved control unit |
|
Selling price of process control unit |
80.00 |
132.00 |
145 |
|
|
|
|
|
|
Less: variable costs: |
|
|
|
|
Direct labour |
5.00 |
70.00 |
65.00 |
|
Direct manufacturing labour |
60.00 |
45.00 |
45.00 |
|
|
|
|
|
|
Contribution per unit |
15.00 |
17.00 |
35.00 |
|
Number of direct labour hours |
3.00 |
3.00 |
3.00 |
|
|
|
|
|
|
Contribution per hour |
5 |
5.666666667 |
11.66666667 |
|
|
|
|
|
|
Total |
10.66666667 |
|
|
|
Total |
|
|
16.66666667 |
In order to achieve the goal congruence, the Semiconductor division must transfer the super chips at its variable cost since it can be seen that the total of the contribution of both the departments comes out to be $(5+5.67) =$10.67 and if the new improved control unit is sold, then the total contribution comes out to be $(5+11.67)=$16.67.
Bragg, S. and Bragg, S. (2018). Activity based costing. [online] AccountingTools. Available at: https://www.accountingtools.com/articles/2017/5/14/activity-based-costing [Accessed 11 Sep. 2018].
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