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Marginal costing decisions essay
Marginal costing in decision making
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Capacity Utilisation
Marginal costing is used in planning the capacity to be utilised to arrive at the maximum contribution.
Illustration:
A company can produce 150,000 units of a product each month. The report of sales department is as follows:
Volume of production 60% 70% 80% 90% 100%
Selling Price per unit (`) 0.85 0.9 0.7 0.65 0.6
Variable manufacturing costs at these levels is ` 0.20 per unit. Fixed costs are ` 50000. Determine the level of production which gives maximum profit.
Statement showing the contribution at various levels
Capacity 60% 70% 80% 90% 100%
Units 90000 105000 120000 135000 150000 ` ` ` ` `
Sales 76500 94500 84000 87750 90000
Less: Variable Cost 18000 21000 24000 27000 30000
Contribution 58500 73500 60000 60750 60000
…show more content…
But there are many factors that limit the volume of output of a firm, such as market demand for the product, non-availability of a specific raw material, availability of labour hours and machine hours etc. These limiting factors are called ‘Key Factor’. In such situation it is not enough to compute the contribution but contribution for each unit of key factor is required to be calculated. The total contribution for the limiting factor must recover the fixed cost. Further contribution per limiting factor helps in the product-mix decision. In order to maximise profits that product which gives highest contribution per limiting factor should be produced to the maximum possible level keeping in mind the market demand and firm’s capacity to produce. The quantity of production of other products should be determined in the same …show more content…
The directors propose that product C should be given up because the contribution of this product is the lowest.
Let us check this logic by applying the principles of marginal costing and come to a conclusion.
The fixed expense under the present arrangement is `61,000, and it is calculated as follows:
For A 10,000 units at ` 3 per unit = ` 30,000
For B 5,000 units at ` 3 per unit = ` 15,000
For C 8,000 units at ` 2 per unit = ` 16,000
Total = ` 61,000
Fixed expenses will remain same even though the production arrangement might change. We know that:
Contribution per unit = selling price - marginal cost
Contribution per unit of product A = ` 32 - ` 20 = ` 12
Contribution per unit of product B = ` 30 - ` 20 = ` 10
Contribution per unit of product C= ` 26 - ` 18 = ` 8
In this case, there can be three production arrangements:
1) If the production of product A is stopped, the production of B and C will increase by 50%
B's output 5,000 + 5/100 x 5000 = 7,500 units
C's output 8,000 + 50/100 x 8000 = 12,000 units
B's contribution on 7,500 units at ` 10 = `
Fixed expenses are those that will be there everyday the lodge is open regardless of the number of skiers. The Lodge is open 200 days per year and the cost of running the new lift is $500 per day for the entire 200 days giving us $100,000 in fixed costs. Variable costs are the expenses based on the number of customers. There is an additional $5 expense per skier per day associated with the new lift. If there are 300 skiers multiplied by $5 each multiplied by the 40 days that they are expected to be on the lift, we will have $60,000 in variable expenses.
There are two solutions that provide the optimal profit given the current constraints under which JP Molasses operates. Under these conditions, the optimal profit is $63,571. This profit margin is achieved in both cases with revenue of $942,354 and cost of $412,333 for material purchased and $466,450 for fixed and variable costs in processing, for total cost of $878,783.
For the month of December, our expected demand is 377 units of Double Team (Fries and Nuggets with Drinks). 377 orders would need 28,297.08grams of fries and 18,864.72grams of nuggets; in cooking this, it will consume 12,563.90ml of oil; to make the juice, 4,716.18grams of powdered juice and 6,036.71ounces of water is needed; and 377 cups and 377 straws because 1 unit of Double Team needs 125g of Fries, 50g of Nuggets, 33.3ml of Oil, 12.5g of juice powder, and 16oz of water, 1 straw and 1 cup. In order to meet this demand for the month of September, we must be able to sell at least 16 orders of Double Team per
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While analyzing the data for The Body Shop International case, I noticed some trends and have compiled my assumptions for the next three years. I have compiled pro-forma statements for the fiscal years 2002, 2003 & 2004. These figures are based on the percentage of sales method for pro-forma financial modeling. Simply put, I used the sales figures from the past three years 1999, 2000 & 2001 and applied a growth rate of 13% increase to sales. Below are some additional assumptions that I have created to illustrate how the firm can become profitable while increasing market share and maintaining stockholder interest within the firm over the next three years.
Finally, I have suggested some recommendations for the issues that I have mentioned above. In reference to the first issue, it will be profitable for the company to change to level monthly production.
The sales director proposed that if the firm were to reduce the price of Item 345 to FF15.00/m, they would be able to increase sales to 175,000 units (or 25% of industry volume). But if they were to keep the price at the current value of FF20.00/m, they would be able to sell not less than 75,000 units (or 11% of industry volume).
Total retail (users+non-users)MM $65.98 $39.68 Total factory sales (2/3 of retail)MM $43.99 $26.45 NRFC hurdle (factory sales)MM $45 $45 ? Pizza kit and topping: 43.99 MM, reach company's projected factory sales of 45MM ? Pizza kit only: 26.45 MM, Fail to reach company's projected factory sales of 45MM Exhibit 2 Sensitivity analysis Change in penetration rate Change in pizza sales Percentage change in pizza sales 25% to 15% - 7.11M
[4] Colin Drury, Management and Costing Accounting, (7th edition), Chapter 3, Cost Assignment, p. 54-59
During the last few years, Harry Davis Industries has been too constrained by the high cost of capital to make many capital investments. Recently, though, capital costs have been declining, and the company has decided to look seriously at a major expansion program that had been proposed by the marketing department. Assume that you are an assistant to Leigh Jones, the financial vice president. Your first task is to estimate Harry Davis’s cost of capital. Jones has provided you with the following data, which she believes may be relevant to your task.
Since more than 40 years, Toyota Company was thinking how to develop the traditional process costing system and the production system. Some of the companies believe that the increasing of the production is a big profit, while Toyota proved the opposite. The more you increase the products out of the need of the market, the more losses you are going to gain. This kin...
For the first year, planting expenses of Luxi was 632RMB/mu while Donji was 255 RMB/mu. The variable cost of Luxi project was 367+110=477 RMB/mu/year, while Dongji project cost 87+45=132 RMB/mu/year. Consequently, including first year expenditure, Luxi totally costs 3,971 RMB/mu for 7 years, whereas Dongji costs 1,575 RMB/mu for 10 years. To calculate revenue, Luxi could earn 12.6×559=7,043.4 RMB/mu, whilst Dongji could get 8.0×445=3,560 RMB/mu. Then, profit per year equals (Reve...
Cost of products directly or indirectly used in the production process which might or might not be a part of the final product.
middle of paper ... ... 8. Lewis, R.J. "Activity-Based Costing for Marketing." Management Accounting, November 1991, pp. 33-38.