Question B Discuss the advantages and disadvantages of Job Order Costing. Be sure to include specific examples of the advantages/disadvantages that you discuss. Week 3 Discussion Questions Question A What is the difference between operations costing and a process costing system? How does a company decide whether to use a job order or a process cost system? Question B How does the treatment of costs differ in ABC systems as opposed to traditional cost systems?
The RD&I Division sold a production quality control service, on contract, to the other divisions at variable cost plus 10% and also contracted externally. RD&I was given a budget appropriation, for researching new products, which was not included in the calculation of its ROI. John Big's objective in decentralizing the corporate structure was to make each division operate and be evaluated as if it were an independent business. Corporate overhead was allocated to the divisions on the basis of a percentage of sales. The division managers were each allowed to make annual investments of not more than 5% of their divisional net assets on their own authority.
Suppose one of GP Manufacturing’s executives typically uses the payback as a primary capital budgeting decision tool and wants some payback information. a. What is the project’s payback period? Projected payback period = 4.28 (cell B73) b. What is the rationale behind the use of payback as a project evaluation tool?
We have to distinguish what rate of KBC's these properties speak to and the related holding costs. Given the noticeable stock and existing Distribution Center it may be suitable to hold movers in a focal area accordingly diminishing general volumes in the retail outlets and related outdoors costs. Based on further examination, it might be suitable to create a practice where movers are not held by KBC yet are sent direct from the supplier to the client upon interest. All clients could be offered the on-line or best cost for these requests to expand general consumer loyalty while decreasing the conveyance time by direct
Creating a budget will allow Guillermo to know the exact amount of money that he has to allocate to specific expenses. “Performance reports provide feedback by comparing results with plans and by highlighting variances, which are deviations from plans.” (Horngren at el. 2008, p. 13) Guillermo can use performance reports to determine if changes that he makes positively or negatively affect his bottom line. By using both budgets and performance reports Guillermo should be able to outline a plan that will balance company/organizational goals, personal goals, and maintain profitability. Ethics Influence Regulations and standards such as Generally Accepted Accounting Principles (GAAP), Foreign Corrupt
By following the matching principle all of the costs associated with a particular product, not just its wholesale price, is expensed when the item is sold. Requirement 2 - A Generally, the lower of cost or market method is used to value inventory in order to “avoid reporting inventory at an amount greater than the benefits it can provide” (Spiceland, Sepe, & Nelson, 2013, p. 476). According to Spiceland, Sepe, and Nelson (2013) the “change in replacement cost usually is a good indicator of the direction of change in selling price” (p. 477). When the change in replacement cost is negative the LCM method allows companies to apply the conservatism principle. The conservatism principle involves “recognizing expenses and liabilities as soon as possible when there is uncertainty about the outcome, but to only recognize revenues and assets when they are assured of being received” (The conservatism principle).
The general sales manager is held accountable for net profit. Obviously, the dealership also keeps track of balance sheet items, but the dealership general manager’s incentives do not seem to consider them. So is the general manager an investment center manager? Regarding performance measurement : The departments are profit centers, but not all costs are allocated to them. They are more like “gross profit centers.” The salespeople are held accountable for gross profit on the deals they initiate, so each salesperson is also a little profit center.
Each division had been judged independently on the basis of its profits and return on investment. 2. What is (are) the products/services provided and what is the issue in this case? Birch Paper was producing white and kraft papers and paperboard. A portion of its paperboard output was converted into corrugated boxes by the Thompson Division, which was also printed and colored the outside surface of the boxes.
The managers of each division were allowed considerable autonomy if their performances were at least on plan. Performance was evaluated, and management bonuses were assigned, based on each division’s achievement of budgeted targets for return on invested capital (ROIC) and sales growth. Even though the company was partly vertically integrated, division managers were allowed to source their components from external suppliers if they so chose. In August 2002, a pricing dispute arose between the managers of 3 of the divisions of Zumwald AG: Imaging Systems Division (ISD), the Heidelberg Division (Heidelberg), and the Electronic Components Division (ECD). The case describes a transfer pricing issue that is common in decentralized, divisionalized firms.
That is, what aspects of the firm’s activities should Koh focus on especially? 4. What is Star River’s weighted-average cost of capital (WACC)? What methods did you use to estimate WACC? What are the key assumptions that especially influence WACC?