Chapter 23

1. Chapter 23 Relevant Costing for Managerial Decisions

2. Short-Run Decision Making • Managers are asked to make lots of decisions that affect the current operating period only Common decision types • outsourcing decisions (make or buy) • special orders, • product mix, • profitability of a segment • (just to name a few)

3. Short-Run Decision Making Five steps for short-run decisions • Define task & goal • Identify alternatives • Collect relevant information • Select course of action • Analyze and assess decision

4. Short Run Decision (Incremental) Analysis • _______analysisis a tool that we use to make decisions about competing alternatives. • In evaluating alternatives, focus on the additional revenues and costs for each alternative. These are relevant (costs or revenues) to the decision. • Revenues and costs that remain the same are _______! • _______costs are never relevant. • Sunk costs are costs that were incurred in the past and can’t be changed. They are irrelevant!

5. Other Considerations • _______costsrequire a future outlay of cash and are relevant to current and future decision making. • _______costsmay exist! Consider them! • Opportunity cost is a measure of revenue that is lost by choosing one alternative over another. • Use the contribution margin approachto analyze alternatives. • _______information may be relevant when choosing between alternatives.

6. Special Order • Should a special order be accepted? • Calculate revenue from order. • Calculate_______costs of accepting order. • Variable costs will increase. • Fixed costs may or may not increase. • Accept the order if it is _______ • Assuming • Sales of other products will not be affected. • Full capacity has not been reached.

7. Outsourcing Decisions(Make or Buy?) • Outsourcing- the acquisition of products or services from an entity outside our own. • Often, companies outsource non-value added activities such as payroll processing. • Outsourcing may save money and allow companies to focus on what they are good at. • Problems can exist as well, so must make sure that the benefits outweigh all the costs.

8. Outsourcing: Make or Buy • Is it cheaper to buy a part or to make it ourselves? • Compare the cost to make and the cost to purchase it. • Consider that not all fixed costs go away when purchasing not making. • Cost to _______= VC of buying + remaining fixed costs + opportunity cost of making • Cost to ____ = VC + FC to produce.

9. Sell or Process Further? • Should an item be processed further or sold? • Process further if the incremental revenues ______the incremental costs of processing. • Costs incurred to date areirrelevant (sunk costs). • Fixed costs may/may not change. Only include in analysis if they increase or decrease.

10. Allocation of Limited Resources: Product Sales Mix • When deciding which items to produce, consider the relative sales mix of items. • Maximize the contribution margin of products sold. • Consider when one product consumes more of a limited resource than another. • Calculate the CM per unit of limited resource to decide which products to emphasize. • If all products require same facilities and market for products is unlimited, produce the product with the highest contribution margin.

11. Eliminate Unprofitable Segments Sometimes company segments appear to be losing money. If those segments are eliminated, will the company be better off? It depends! • If the fixed costs allocated to the eliminated segment are unavoidable (they continue to exist), those costs must be reallocated to other departments. Decision rule • Segment is candidate for elimination if revenues are less than its avoidable expenses. • Also consider the impact on other segments.

12. The END