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Decision Making and Relevant Information

Decision Making and Relevant Information. Chapter 11. Introduction. This chapter explores the decision-making process.

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Decision Making and Relevant Information

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  1. Decision Making and Relevant Information Chapter 11

  2. Introduction • This chapter explores the decision-making process. • It focuses on specific decisions such as accepting or rejecting a one-time-only special order, insourcing or outsourcing products or services, and replacing or keeping equipment.

  3. Learning Objectives • Use the five-step decision process to make decisions • Differentiate relevant costs and revenues from irrelevant costs and revenues in any decision situation • Distinguish between quantitative factors and qualitative factors in decisions

  4. Learning Objectives • Identify two potential problems that should be avoided in relevant-cost analysis • Describe the opportunity cost concept and explain why it is used in decision making • Describe the key concept in choosing which among multiple products to produce when there are capacity constraints

  5. Learning Objectives • Discuss the key factor managers must consider when adding or dropping customers and segments • Explain why the book value of equipment is irrelevant in equipment-replacement decisions • Explain how conflicts can arise between the decision model used by a manager and the performance model used to evaluate the manager

  6. Learning Objective 1 Use the five-step decision process to make decisions

  7. Information and the Decision Process • A decision model is a formal method for making a choice, often involving quantitative and qualitative analysis.

  8. Five-Step Decision Process • Gathering information • Making predictions • Choosing an alternative • Implementing the decision • Evaluating performance

  9. Learning Objective 2 Differentiate relevant costs and revenues from irrelevant costs and revenues in any decision situation

  10. The Meaning of Relevance • Relevant costs and relevant revenues are expected future costs and revenues that differ among alternative courses of action.

  11. The Meaning of Relevance • Historical costs are irrelevant to a decision but are used as a basis for predicting future costs. • Sunk costs are past costs which are unavoidable.

  12. The Meaning of Relevance • Differential income (net relevant income) is the difference in total operating income when choosing between two alternatives. • Differential costs (net relevant costs) are the difference in total costs between two alternatives.

  13. Learning Objective 3 Distinguish between quantitative factors and qualitative factors in decisions

  14. Quantitative and Qualitative Relevant Information • Quantitative factors are outcomes that are measured in numerical terms: • Financial • Nonfinancial • Qualitative factors are outcomes that cannot be measured in numerical terms.

  15. One-Time-Only Special Order • Gabriela & Co. manufactures fancy bath towels in Boone, North Carolina. • The plant has a production capacity of 44,000 towels each month. • Current monthly production is 30,000 towels. • The assumption is made that costs can be classified as either variable with respect to units of output or fixed.

  16. One-Time-Only Special Order Variable Fixed Costs Costs Per UnitPer Unit Direct materials $6.50 $ -0- Direct labor .50 1.50 Manufacturing costs 1.50 3.50 Total $8.50 $5.00

  17. One-Time-Only Special Order • Total fixed direct manufacturing labor amounts to $45,000. • Total fixed overhead is $105,000. • Marketing costs per unit are $7 ($5 of which is variable). • What is the full cost per towel?

  18. One-Time-Only Special Order • Variable ($8.50 + $5.00): $13.50 • Fixed: 7.00 • Total $20.50 • A hotel in Puerto Rico has offered to buy 5,000 towels from Gabriela & Co. at $11.50 per towel for a total of $57,500.

  19. One-Time-Only Special Order • No marketing costs will be incurred for this one-time-only special order. • Should Gabriela & Co. accept this order? • Yes! • Why?

  20. One-Time-Only Special Order • The relevant costs of making the towels are $42,500. • $8.50 × 5,000 = $42,500 incremental costs • $57,500 – $42,500 = $15,000 incremental revenues • $11.50 – $8.50 = $3.00 contribution margin per towel

  21. One-Time-Only Special Order • Decision criteria: • Accept the order if the revenue differential is greater than the cost differential.

  22. Learning Objective 4 Identify two potential problems that should be avoided in relevant-cost analysis

  23. Potential Problems in Relevant-Cost Analysis • General assumptions: • Do not assume that all variable costs are relevant. • Do not assume that all fixed costs are irrelevant.

  24. Potential Problems in Relevant-Cost Analysis • Unit-cost data can potentially mislead decision makers: • Irrelevant costs are included. • The same unit costs are used at different output levels.

  25. Insourcing versus Outsourcing • Outsourcing is the process of purchasing goods and services from outside vendors rather than producing goods or providing services within the organization, which is called insourcing.

  26. Make-or-Buy Decisions • Decisions about whether to outsource or produce within the organization are often called make-or-buy decisions. • The most important factors in the make-or-buy decision are quality, dependability of supplies, and costs.

  27. Make-or-Buy Decisions • Gabriela & Co. also manufactures bath accessories. • Management is considering producing a part it needs (#2) or using a part produced by Alec Enterprises.

  28. Make-or-Buy Decisions • Gabriela & Co. has the following costs for 150,000 units of Part #2: • Direct materials $ 28,000 Direct labor 18,500 Mixed overhead 29,000 Variable overhead 15,000 Fixed overhead 30,000 Total $120,500

  29. Make-or-Buy Decisions • Mixed overhead consists of material handling and setup costs. • Gabriela & Co. produces the 150,000 units in 100 batches of 1,500 units each. • Total material handling and setup costs equal fixed costs of $9,000 plus variable costs of $200 per batch.

  30. Make-or-Buy Decisions • What is the cost per unit for Part #2? • $120,500 ÷ 150,000 units = $0.8033/unit • Alec Enterprises offers to sell the same part for $0.55. • Should Gabriela & Co. manufacture the part or buy it from Alec Enterprises?

  31. Make-or-Buy Decisions • The answer depends on the difference in expected future costs between the alternatives. • Gabriela & Co. anticipates that next year the 150,000 units of Part #2 expected to be sold will be manufactured in 150 batches of 1,000 units each.

  32. Make-or-Buy Decisions • Variable costs per batch are expected to decrease to $100. • Gabriela & Co. plans to continue to produce 150,000 next year at the same variable manufacturing costs per unit as this year. • Fixed costs are expected to remain the same as this year.

  33. Make-or-Buy Decisions • What is the variable manufacturing cost per unit? • Direct material $28,000 Direct labor 18,500 Variable overhead 15,000 Total $61,500 • $61,500 ÷ 150,000 = $0.41 per unit

  34. Make-or-Buy Decisions • Expected relevant cost to make Part #2: • Manufacturing $61,500 Material handling and setups 15,000* Total relevant cost to make $76,500 *150 × $100 = $15,000 • Cost to buy: (150,000 × $0.55) $82,500 • Gabriela & Co. will save $6,000 by making the part.

  35. Make-or-Buy Decisions • Now assume that the $9,000 in fixed clerical salaries to support material handling and setup will not be incurred if Part #2 is purchased from Alec Enterprises. • Should Gabriela & Co. buy the part or make the part?

  36. Make-or-Buy Decisions • Relevant cost to make: • Variable $76,500 Fixed 9,000 Total $85,500 • Cost to buy: $82,500 • Gabriela would save $3,000 by buying the part.

  37. Learning Objective 5 Describe the opportunity cost concept and explain why it is used in decision making

  38. Opportunity Costs, Outsourcing, and Constraints • Assume that if Gabriela buys the part from Alec Enterprises, it can use the facilities previously used to manufacture Part #2 to produce Part #3 for Krysta’s Company. • The expected additional future operating income is $18,000. • What should Gabriela & Co. do?

  39. Opportunity Costs, Outsourcing, and Constraints • Gabriela & Co. has three options: • Make Part #2 and do not make Part #3 for Krysta. • Buy Part #2 and do not make Part #3 for Krysta. • Buy the part and use the facilities to produce Part #3 for Krysta.

  40. Opportunity Costs, Outsourcing, and Constraints • Expected cost of obtaining 150,000 parts: • Buy Part #2 Buy Part #2 and do not and make Make make Part #3Part #3 Part #2 $82,500 $64,500* $76,500 • *$82,500 – $18,000 = $64,500

  41. Opportunity Costs, Outsourcing, and Constraints • Opportunity cost is the contribution to income that is foregone (rejected) by not using a limited resource in its next-best alternative use.

  42. Opportunity Costs, Outsourcing, and Constraints • Opportunity costs are not recorded in formal accounting records since they do not generate cash outlays. • These costs also are not ordinarily incorporated into formal reports.

  43. Opportunity Costs, Outsourcing, and Constraints • The opportunity cost of holding inventory is the income forgone from tying up money in inventory and not investing it elsewhere.

  44. Opportunity Costs, Outsourcing, and Constraints • Carrying costs of inventory can be a significant opportunity cost and should be incorporated into decisions regarding lot purchase sizes for materials.

  45. Opportunity Costs, Outsourcing, and Constraints • Assume that annual estimated Part #2 requirements for next year is 150,000. • Cost per purchase order is $40. • Cost per unit when each purchase is of 1,500 units = $0.55. • Cost per unit when each purchase is equal to or greater than 150,000 = $0.54.

  46. Opportunity Costs, Outsourcing, and Constraints • Average investment in inventory is either: • (1,500 x .55) ÷ 2 = $412.50 or • (150,000 x $0.54) = $40,500 • Annual interest rate for investment in government bonds is 6%. • $412.50 × .06 = $24.75 • $40,500 × .06 = $2,430

  47. Opportunity Costs, Outsourcing, and Constraints • Option A: Make 100 purchases of 1,500 units: • Purchase order costs: (100 × $40) $ 4,000.00 • Purchase costs: (150,000 × $0.55) 82,500.00 • Annual interest income that could be earned: 24.75 • Relevant costs $86,524.75

  48. Opportunity Costs, Outsourcing, and Constraints • Option B: Make 1 purchase of 150,000 units: • Purchase order costs: (1 × $40) $ 40 • Purchase costs: (150,000 × $0.54) 81,000 • Annual interest income that could be earned: 2,430 • Relevant costs: $83,470

  49. Opportunity Costs, Outsourcing, and Constraints • In this case purchasing all 150,000 units at the beginning of the year is preferred. • Why? • The higher purchase and ordering costs exceeds the lower opportunity cost of holding smaller inventory.

  50. Learning Objective 6 Describe the key concept in choosing which among multiple products to produce when there are capacity constraints

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