Professional Documents
Culture Documents
Chapter 12
Chapter 12
Chapter 12
Differential Analysis: The Key to
Decision Making
Solutions to Questions
12-1 A relevant cost is a cost that differs in total between the
alternatives in a decision.
12-2 An incremental cost (or benefit) is the change in cost (or benefit) that will result from
some proposed action. An opportunity cost is the benefit that is lost or sacrificed when
rejecting some course of action. A sunk cost is a cost that has already been incurred and
that cannot be changed by any future decision.
12-3 No. Variable costs are relevant costs only if they differ in total between the
alternatives under consideration.
12-4 No. Not all fixed costs are sunkonly those for which the cost has already been
irrevocably incurred. A variable cost can be a sunk cost if it has already been incurred.
12-5 No. A variable cost is a cost that varies in total amount in direct proportion to
changes in the level of activity. A differential cost is the difference in cost between two
alternatives. If the level of activity is the same for the two alternatives, a variable cost will
not be affected and it will be irrelevant.
12-6
No. Only those future costs that differ between the alternatives are relevant.
12-7 Only those costs that would be avoided as a result of dropping the product line are
relevant in the decision. Costs that will not be affected by the decision are irrelevant.
12-8 Not necessarily. An apparent loss may be the result of allocated common costs or of
sunk costs that cannot be avoided if the product is dropped. A product should be
discontinued only if the contribution margin that will be lost as a result of dropping the
product is less than the fixed costs that would be avoided. Even in that situation the product
may be retained if it promotes the sale of other products.
12-9 Allocations of common fixed costs can make a product (or other segment) appear to
be unprofitable, whereas in fact it may be profitable.
12-10 If a company decides to make a part internally rather than to buy it from an outside
supplier, then a portion of the companys facilities have to be used to make the part. The
companys opportunity cost is measured by the benefits that could be derived from the best
alternative use of the facilities.
12-11 Any resource that is required to make products and get them into the hands of
customers could be a constraint. Some examples are machine time, direct labor time, floor
12-1
12-2
12-3
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
l.
Case 1
Not
Releva Releva
Item
nt
nt
Sales revenue.............
X
Direct materials..........
X
Direct labor.................
X
Variable
manufacturing
overhead..................
X
Book valueModel
A3000 machine........
X
Disposal value
Model A3000
machine...................
X
DepreciationModel
A3000 machine........
X
Market valueModel
B3800 machine
(cost)........................
X
Fixed manufacturing
overhead..................
X
Variable selling
expense...................
X
Fixed selling expense..
X
General
administrative
overhead..................
X
12-4
Case 2
Not
Relevan Relevan
t
t
X
X
X
X
X
X
X
X
X
X
X
X
$(80,000)
$15,00
Liability insurance.......................................
0
Program administrators salary................... 37,000
52,000
Decrease in net operating income for the
organization as a whole..............................
$(28,000)
Depreciation on the van is a sunk cost and the van has no
salvage value since it would be donated to another
organization. The general administrative overhead is allocated
and none of it would be avoided if the program were dropped;
thus it is not relevant to the decision.
The same result can be obtained with the alternative analysis
below:
Difference:
Total If
Net
HouseOperating
keeping
Income
Is
Increase or
Dropped (Decrease)
Current
Total
$900,00
Revenues................................
0 $660,000
Variable expenses................... 490,000 330,000
Contribution margin................ 410,000 330,000
Fixed expenses:
Depreciation*....................... 68,000
68,000
Liability insurance................. 42,000
27,000
Program administrators
salaries.............................. 115,000
78,000
General administrative
overhead............................ 180,000 180,000
12-5
$(240,000)
160,000
(80,000)
0
15,000
37,000
0
12-6
12-7
Total
$900,00
Revenues........................
0
Variable expenses........... 490,000
Contribution margin........ 410,000
Traceable fixed expenses:
Depreciation................. 68,000
Liability insurance......... 42,000
Program administrators
salaries...................... 115,000
Total traceable fixed
expenses...................... 225,000
Program segment
margins........................ 185,000
General administrative
overhead...................... 180,000
Net operating income
(loss)............................ $5,000
12-8
Home
Nursing
$260,00
0
120,000
140,000
Meals
on
Wheels
$400,00
0
210,000
190,000
Housekeeping
$240,00
0
160,000
80,000
8,000
20,000
40,000
7,000
20,000
15,000
40,000
38,000
37,000
Per Unit
Differential
Costs
Mak
e
Buy
Cost of purchasing..................
$20
15,000 units
Make
Direct materials......................
Direct labor.............................
Variable manufacturing
overhead..............................
Fixed manufacturing
overhead, traceable1............
Fixed manufacturing
overhead, common...............
$6
8
$
90,000
120,000
15,000
30,000
Total costs...............................
$17
$20
Difference in favor of
continuing to make the
parts.....................................
1
Buy
$300,00
0
0
0
$255,00 $300,00
0
0
$3
$45,000
Based on these data, the company should reject the offer and
should continue to produce the parts internally.
Make
2.
Buy
$300,00
0
12-9
0
Difference in favor of purchasing from
the outside supplier............................
12-10
$20,000
Thus, the company should accept the offer and purchase the
parts from the outside supplier.
12-11
$349.95
Total
10
bracelets
$3,499.50
143.00
86.00
7.00
1,430.00
860.00
70.00
6.00
$242.00
60.00
2,420.00
465.00
2,885.00
$ 614.50
Even though the price for the special order is below the
company's regular price for such an item, the special order would
add to the company's net operating income and should be
accepted. This conclusion would not necessarily follow if the
special order affected the regular selling price of bracelets or if it
required the use of a constrained resource.
12-12
Ski
Vault
$220
60
$160
Golf
Caddy
$300
120
$180
Fishing
Quiver
$175
55
$120
4
minutes
5
minutes
2
minutes
$40 per
minute
$36 per
minute
$60 per
minute
Ski
Vault
$220
60
$160
5
pounds
$32 per
pound
Golf
Caddy
$300
120
$180
Fishing
Quiver
$175
55
$120
6 pounds
$30 per
pound
5
pounds
$24 per
pound
(a) (b).............................
In this case, production of the Ski Vault would be the most
profitable use of the constrained resource. The contribution
margin per unit of the
12-14
12-15
12-16
Leather
Library
Chair
$1,800
1,200
$ 600
12 hours
$50 per
hour
Gainsborough
Armchai
r
$1,300
800
$ 500
Leathe
r
Library
Chair
$1,800
1,200
$ 600
Chippe
n-dale
Fabric
Armcha
ir
$1,400
1,000
$ 400
8 hours
12
hours
5 hours
$62.50
per hour
$50.00
per
hour
$80.00
per hour
12-18
12-19
Product
X
Product
Y
$80,000 $150,000
50,000
90,000
30,000
60,000
35,000
40,000
$(5,000)
20,000
Product
Z
$75,000
60,000
15,000
12,000
3,000
12-20
12-21
$15.00
$3.00
$9.00
$3.00
8
5
3
$32.00 $14.00 $21.00
$4.00
$2.80
$7.00
12-22
$
Salary of the product line manager...... 21,000
Advertising........................................... 110,000
Insurance on inventories......................
9,000
$(260,000
)
140,000
$(120,000
)
12-23
$ (70,000 $(190,000
Net operating loss....................
)
)
12-24
$(120,000)
$0.35
0.08
$0.43
* Depreciation........................ $2,000
Insurance.............................
960
Garage rent.........................
480
Automobile tax and license.
60
Total..................................... $3,500
2. The variable operating costs would be relevant in this situation.
The depreciation would not be relevant since it relates to a
sunk cost. However, any decrease in the resale value of the car
due to its use would be relevant. The automobile tax and
license costs would be incurred whether Samantha decides to
drive her own car or rent a car for the trip during spring break
and are therefore irrelevant. It is unlikely that her insurance
costs would increase as a result of the trip, so they are
irrelevant as well. The garage rent is relevant only if she could
avoid paying part of it if she drives her own car.
3. When figuring the incremental cost of the more expensive car,
the relevant costs would be the purchase price of the new car
(net of the resale value of the old car) and the increases in the
fixed costs of insurance and automobile tax and license. The
original purchase price of the old car is a sunk cost and is
therefore irrelevant. The variable operating costs would be the
same and therefore are irrelevant. (Students are inclined to
think that variable costs are always relevant and fixed costs are
always irrelevant in decisions. This requirement helps to dispel
that notion.)
12-25
20,000 Units
Make
Buy
$470,00
0
$
96,000
140,000
64,000
80,000
$380,00 $470,00
0
0
Buy
$470,00
Total cost, as above..................................... $380,000
0
Rental value of the space (opportunity
cost).........................................................
150,000
$470,00
Total cost, including opportunity cost.......... $530,000
0
Net advantage in favor of buying................
12-26
$60,000
12-27
A
$18
$12
8
1.5
B
$36
$32
8
4.0
C
$20
$16
8
2.0
$12
$9
$10
3,00 3,00 3,00
Direct labor-hours available................
0
0
0
$36,00 $27,00 $30,00
Total contribution margin....................
0
0
0
Although product A has the lowest contribution margin per unit
and the second lowest contribution margin ratio, it has the
highest contribution margin per direct labor-hour. Since labor
time seems to be the companys constraint, this measure
should guide management in its production decisions.
3. The amount Banner Company should be willing to pay in
overtime wages for additional direct labor time depends on
how the time would be used. If there are unfilled orders for all
of the products, Banner would presumably use the additional
time to make more of product A. Each hour of direct labor time
generates $12 of contribution margin over and above the usual
direct labor cost. Therefore, Banner should be willing to pay up
to $20 per hour (the $8 usual wage plus the contribution
margin per hour of $12) for additional labor time, but would of
course prefer to pay far less. The upper limit of $20 per direct
labor hour signals to managers how valuable additional labor
hours are to the company.
12-28
12-29
12-30
12-31
Relevant Costs
Make
Buy
$240,00
0
165,000
30,000
60,000
$600,00
0
$495,00 $600,00
0
0
12-32
$25
8
7
$40
12-33
12-34
$(2,100)
$600
700
125
50
175
1,650
$ (450)
Reason
The drivers are all on salary and
there would be no change in the
number of drivers on the payroll.
Depreciation due to wear and tear
is negligible and there would be no
change in the number of buses in
the fleet.
There would be no change in the
number of buses in the fleet.
There would be no change in the
size of the maintenance &
preparation staff.
12-35
Keep
the
Tour
Ticket revenue............................
Less variable expenses...............
Contribution margin....................
Less tour expenses:
Tour promotion.........................
Salary of bus driver..................
Fee, tour guide.........................
Fuel for bus...............................
Depreciation of bus..................
Liability insurance, bus.............
Overnight parking fee, bus.......
Room & meals, bus driver and
tour guide..............................
Bus maintenance and
preparation............................
Total tour expenses.....................
Net operating loss.......................
$3,000
900
2,100
Difference
: Net
Operating
Income
Increase
or
(Decrease)
Drop
the
Tour
$
0
0
0
$(3,000)
900
(2,100)
600
350
700
125
450
200
50
0
350
0
0
450
200
0
600
0
700
125
0
0
50
175
175
300
300
2,950
1,300
$(850) $(1,300)
0
1,650
$ (450)
12-36
12-37
12-38
12-39
Plant Kept
Open
Plant
Closed
Difference
Net
Operating
Income
Increase
(Decrease)
12-40
Verification:
12-41
Operate at
12,000
Gallons for
Two
Months
$ 420,000
Close for
Two
Months
$
0
252,000
168,000
0
0
460,000
340,000
620,000
558,000
1,080,000
898,000
0
14,000
1,080,000
912,000
$ (912,000) $(912,000)
40,000
210,000
250,000
160,000
90,000
12-42
$0.80
0.50
$0.30
The total variable cost of producing one box of Zippo pens is:
Direct materials................................................
Direct labor.......................................................
Variable manufacturing overhead.....................
Total variable cost per box................................
$1.50
1.00
0.30
$2.80
If the cartridges for the Zippo pens are purchased from the
outside supplier, then the variable cost per box of Zippo pens
would be:
Direct materials ($1.50 80%)........................
Direct labor ($1.00 90%)...............................
Variable manufacturing overhead ($0.30
90%)...............................................................
Purchase of cartridges......................................
Total variable cost per box................................
$1.20
0.90
0.27
0.48
$2.85
12-43
$0.30
0.10
0.03
12-44
$0.43
$0.48
$0.05
12-45
$64,500
30,000
$94,500
$72,000
$43,000
24,000
$67,000
12-46
12-47
$45,000
7,000
15,000
8,000
75,000
12%
$9,000
12-48
12-49
$40
24
$16
12-50
$(10,000
)
12-51
Keep the
Plant
Close the
Open
Plant
$ 200,000 $
0
120,000
80,000
100,000
0
0
60,000
90,000
60,000
190,000 120,000
$(120,000
Net operating income (loss)............ $(110,000)
)
4. The relevant cost is $1.70 per unit, which is the variable selling
expense per Zet. Since the blemished units have already been
produced, all production costs (including the variable
production costs) are sunk. The fixed selling expenses are not
relevant since they will remain the same regardless of whether
or not the blemished units are sold. The variable selling
expense may or may not be relevantdepending on how the
blemished units are sold. For example, the units may be sold
through a liquidator without incurring the normal variable
selling expense.
5. The costs that can be avoided by purchasing from the outside
supplier are relevant. These costs are:
Variable production costs......................................
Fixed manufacturing overhead cost ($400,000
70% = $280,000; $280,000 80,000 units).......
Variable selling expense ($1.70 60%)................
12-52
$22.30
3.50
1.02
12-53
$26.82
12-54
$8.00
Direct materials..............
Direct labor ($4.00
0.75).............................
Variable overhead
($0.60 0.75).............
Supervision.....................
Equipment rental*...........
$2.75
Total................................
$8.45 $8.00
Difference in favor of
buying
Total Differential
Costs for
40,000 Units
Make
Buy
$320,00
0
$110,00
0
3.00
120,000
0.45
0.75
1.50
18,000
30,000
60,000
$338,00 $320,00
0
0
$0.45
$18,000
12-55
$2.75
3.00
0.45
$8.00
Total Differential
Costs50,000
Units
Make
Buy
$400,00
0
$137,500
150,000
22,500
0.60
30,000
1.20
60,000
$8.00 $8.00
Difference.........................
$0
$400,000
$400,00
0
$0
12-56
$0.3
0
Total Differential
Costs60,000
Units
Make
$165,00
0
180,000
27,000
Buy
$480,000
30,000
60,00
0
$462,00
0 $480,000
$18,000
The company should rent the new equipment and make the
subassemblies if 60,000 units per year are needed.
12-57
12-58
$(60,000)
$12,00
Liability insurance.......................................
0
Program administrators salary................... 38,000
50,000
Decrease in net operating income for the
organization as a whole..............................
$(10,000)
Depreciation on the van is a sunk cost and the van has no
salvage value since it would be donated to another
organization. The general administrative overhead is allocated
and none of it would be avoided if the program were dropped;
thus it is not relevant to the decision.
The same result can be obtained with the alternative analysis
below:
Difference:
Total If
Net
HouseOperating
keeping
Income
Is
Increase or
Dropped (Decrease)
Current
Total
$900,00
Revenues................................
0 $690,000
Variable expenses................... 500,000 350,000
Contribution margin................ 400,000 340,000
Fixed expenses:
Depreciation*....................... 42,000
42,000
Liability insurance................. 43,000
31,000
Program administrators
salaries.............................. 123,000
85,000
General administrative
overhead............................ 180,000 180,000
12-59
$(210,000)
150,000
(60,000)
0
12,000
38,000
0
12-60
12-61
Home
Nursing
$310,00
Revenues.........................
0
Variable expenses............ 130,000
Contribution margin......... 180,000
Traceable fixed expenses
Depreciation..................
9,000
Liability insurance.......... 22,000
Program administrators
salaries........................ 42,000
Total traceable fixed
expenses....................... 73,000
Program segment
$107,00
margins.........................
0$
General administrative
overhead.......................
Net operating income......
12-62
Housekeeping
Total
$210,00 $900,00
0
0
150,000 500,000
60,000 400,000
18,000
9,000
15,000
12,000
42,000
43,000
43,000
38,000 123,000
70,000
65,000 208,000
Tina
Cari
Lenn
y
Sewin
g Kit
$ 2.40
0.20
$22.0 $18.0
Selling price................. $35.00 $24.00
0
0 $14.00
Variable costs:
Direct materials......... 3.50
2.30 4.50 3.10
1.50
Direct labor................ 4.80
3.00 8.40 6.00
2.40
Variable overhead...... 1.60
1.00 2.80 2.00
0.80
Total variable costs...... 9.90
6.30 15.70 11.10
4.70
Contribution margin
(b)............................. $25.10 $17.70 $ 6.30 $ 6.90 $ 9.30
Contribution margin
$13.8
per DLH (b) (a)....... $62.75 $70.80 $ 9.00
0 $46.50
* Direct labor cost per unit $12.00 per direct labor-hour
2.
Product
Marcy.......................
Tina..........................
Cari..........................
Lenny.......................
Sewing Kit................
Total DLHs required. .
Estimate
DLH
d Sales
Per Unit
(units)
0.40
26,000
0.25
42,000
0.70
40,000
0.50
46,000
0.20
450,000
Total
DLHs
10,400
10,500
28,000
23,000
90,000
161,900
3. Because the Cari doll has the lowest contribution margin per
labor hour, its production should be reduced by 17,000 dolls
(11,900 excess DLHs 0.70 DLH per doll = 17,000 dolls). Thus,
production and sales of the Cari doll will be reduced to 23,000
dolls for the year.
12-63
12-64
$3,880
2,000
$5,880
12-65
12-67
Selling price..............................
Variable costs:
Direct materials......................
Variable manufacturing
overhead..............................
Variable selling and
administrative......................
Total variable cost.....................
Contribution margin..................
12-68
Manufactured
Purchase
Mountain
d XSX
XSX
Bike
Drums
Drums Frames
$154.00 $154.00 $65.00
120.00
0.00
44.50
1.05
17.50
0.60
0.85
0.85
0.40
120.85
$ 33.15
46.40
$107.60
18.50
$46.50
12-69
Manufactured
Mountai
XSX
n Bike
Drums
Frames
$107.60 $46.50
0.8 hour 0.2 hour
$134.50 $232.50
per hour per hour
(b)
Unit
Contribution
Quantity Margin
3,500
1,625
$ 46.50
107.60
1,375
33.15
12-70
(c)
Weldin
g Time
per
Unit
(a) (c)
0.20
0.80
700
1,300
Total
Weldin
g Time
Bala
eo
Wel
g Ti
2,0
1,3
12-71
(b)
Unit
Contribution
Quantity Margin
XSX Drumsmake..................
Mountain bike frames
produced..............................
2,500
$103.1
0
24.00
XSX Drumsbuy....................
Total contribution margin........
500
33.15
12-72
(c)
Weldin
g Time
per
Unit
(a) (c)
0.80
2,000
0.20
Total
Weldin
g Time
Bala
eo
Wel
g Ti
2,0
Plan 1:
Mountain bike
frames..................
XSX drums...............
Plan 2:
XSX drums...............
Total
Direct
LaborHours
1,625
1.25*
0.25**
4,375
406
4,781
2,500
0.25**
625
12-73
$162,75
0
174,850
45,58
1
383,181
68,40
0
$314,78
1
$269,00
0
16,57
5
$285,57
5
$ 29,20
6
12-74
12-75
$ 8,000,000
$6,700,000
400,000
1,900,000
9,000,000
900,000
$17,900,00
0
12-76
$1,300,000
2,100,000
700,000
600,000
1,700,000
$6,400,000
12-77
First Year
Other Years
$(21,000,00 $(21,000,00
0)
0)
17,900,000
(2,800,000)
2,000,000
17,900,000
12-78
$ (3,900,000 $ (3,100,000
)
)
12-79
$ 500
4,050
4,500
8,000
1,37
5
18,42
5
5,600
7,35
0
12,95
0
3,375
$34,75
0
12-80
12-81
12-82
$400,000
(60,000)
$340,000
12-83
12-85
12-86
Contribution margin
of
cracked wheat
12-87