W. BentzEMBA 8021 Agenda Today Review some chapter 12 ideas Outline transfer pricing issues Go over...

W. Bentz EMBA 802 1

Agenda TodayAgenda Today

• Review some chapter 12 ideas

• Outline transfer pricing issues

• Go over EVA case Outsource, Inc.

W. Bentz EMBA 802 2

Profit CentersProfit Centers

• Responsibility elements

–Sales prices

–Sales volumes

–Sales mix

–Promotional activities

–Other terms of sale

W. Bentz EMBA 802 3

Profit Centers (Cont.)Profit Centers (Cont.)

• Direct cost elements– Production activity costs

– Order-getting costs

– Order-filling costs

– Marketing expenses

– Support activity costs

– Costs associated with other terms of sale

W. Bentz EMBA 802 4

Profit Centers (Cont.)Profit Centers (Cont.)

• Other possible responsibility elements

–Receivables

–Inventories

–Plant & equipment

• Examples?

W. Bentz EMBA 802 5

Investment CentersInvestment Centers

• Profit centers with additional responsibility elements

–Investment in current operating assets

–Investment in plant & equipment

W. Bentz EMBA 802 6

Investment CentersInvestment Centers

• Challenges

–Allocation of common assets• Cash

• Receivables

• Warehouse space

• Transportation resources

–Valuation of investment• Inflation and currency effects

W. Bentz EMBA 802 7

Invest.Centers (Cont.)Invest.Centers (Cont.)

• Examples–Lazarus store in City Center

Mall

–Marysville Honda plant

–EDS processing centers

W. Bentz EMBA 802 8

DivisionsDivisions

• Divisions are investment centers whose managers have the broad decision-making authority associated with decentralized management systems

• Divisions may have a variety of legal forms (corporations, unincorporated, etc.)

W. Bentz EMBA 802 9

DivisionsDivisions

• Divisions vary greatly in size

• Financial controls dominate since the decision-making is decentralized

W. Bentz EMBA 802 10

Transfer PricingTransfer Pricing

• A transfer price is the price at which a product or service is transferred from one entity to another entity within the same firm. Typically when products are moved from one cost center to another within a manufacturing system, the transfer price is the cumulative cost of the product to date.


Transfer PricingTransfer Pricing

• In a standard cost system, when products are transferred out of a cost center, they are transferred at their standard cost. The difference between the standard cost credited (received) for the product transferred, and the cost of the resources that are allowed by the standards for the production achieved, are the cost variances.


Manufacturing Process 1Manufacturing Process 1

Support Manufacturing

Process 1

Inputs Outputs at Standard CostMaterials

Labor

Support

Manufacturing Process 2

Difference between cost of inputs and standard cost of outputs = variances


Support ServiceSupport Service

• When a support service is charged to other entities at a predetermined price, that amounts to a transfer price. If the transfer price is a budgeted cost, as in the previous slides, the difference between the budgeted prices of the services provided to others, and the cost of resources used by the entity, are cost variances.


Services in GeneralServices in General• When a service is provided to other

entities in the same firm at a predetermined price, that amounts to a transfer price. If the transfer price were a budgeted cost, then like the previous slides, the difference between the budgeted cost of the services provided and the cost of resources actually used to provide those services would be cost variances.


Therefore,Therefore,

• we have dealt with transfer prices in the context of cost centers. The transfers between cost centers can be made at budgeted, standard, or actual cost. The objective of a cost center is to create a positive difference between the actual costs incurred and the budgeted cost allowance for the output levels achieved.


Revenue CentersRevenue Centers• In the case of revenue centers, we

are tracking revenues by responsibility center, where the emphasis in on generating revenues. Normally, there are no transfers involved with revenue centers.


Profit & Investment CentersProfit & Investment Centers

Profit centers and investment centers have profit responsibility--usually in the form of the control of both revenues and costs. Therefore, transferring goods and services out of a profit center at cost is inconsistent with the idea of having profit responsibility. Normally, for true profit centers, there should be a meaningful “profit” component.


Pricing Goods and ServicesPricing Goods and Services

In a market economy, prices determine economic activity. Prices determine what resources are offered, and how they are used to produce which products and services. Activities cease when they are no longer “economic”; but persist when they are “economic.” Economic activity is the result of independent decisions made based on available prices.


Pricing Goods and ServicesPricing Goods and Services

Large, decentralized organizations simulate market economies by allowing internal (transfer) prices to guide intra-firm economic activity. Ideally, managers would be free to price transfers of goods and services at a mutually agreed upon price, as in a market economy. Divisions would buy from the best sources and sell to maximize their own profitability.


Decentralization PurposesDecentralization Purposes

• Decentralize managerial responsibilities to local managers.

• Provide managerial incentives to operating executives

• Isolate economic efficiency by responsible entity


Decentralization PurposesDecentralization Purposes

• Distribute overall profitability among contributing entities

• Distribute overall profitability among taxing entities


Transfer Pricing MethodsTransfer Pricing Methods

• Transfer pricing methods that include a profit element include:– Marginal cost (economic theory)– Administered prices– Cost-plus prices– Negotiated prices– Market prices


Transfer Price = Internal PriceTransfer Price = Internal Price

Primary or inter-mediate producer

Intermediate Producer or Distributor

External Customer

Transfer price

Final price

Corporate Entity


Note!!Note!!

• The selling division’s “price” is the buying division’s cost for divisional performance measurement purposes.

• Production mix and volume decisions are incremental analysis-type decisions in a multi-entity context.


Three PerspectivesThree Perspectives

• The total firm

• Selling division

• Purchasing division


Artic DelightsArtic Delights

Total Per Unit

Sales $17,500 $ 1.75

Variable cost 10,000 1.00

Contribution margin $ 7,500 $ .75

Machine & rental cost 6,000 .60

Income from operations $ 1,500 $ .15


Sandwich StandsSandwich Stands

We do not know the ultimate sales price to final customers, but price increases are not at issue.

1. Sandwich stands should buy from Artic Delights so long as the purchase price paid by the stand exceeds the variable cost of producing ice cream.



2. Artic delights should produce so long as the purchase price is above variable cost of $1 per gallon.

Do companies ever produce for less than variable cost?

How would one analyze a situation like that?

3. If stands can but ice cream for $1.50, Artic Delights will have to drop its price.



4. How does the transfer price affect the profitability of (a) Artic Delights excluding the stands, (b) each Sandwich stands, and (c) Artic Delights and its stands.

• (a) The higher the transfer price, the higher the profits of Artic Delights, excluding the stands. The lower the price, the lower the income from operations.



4 (b). The higher the transfer price, the lower the income of each stand, and the lower the compensation of each manager. The lower the transfer price, the higher the income of each stand and the higher the compensation of each manager.



4 (c). When the stands are included with the results of Artic Delights, profitability is reduced to the extent that transfer prices are lower and the managers earn a higher return. This is a real problem in terms of balancing compensation and incentives.


EFG CompanyEFG Company• Division S (Supplying)

Subassemblies:

Price $260

Variable cost 200

Contribution margin $ 60

Widgets:

Price $150

Variable cost 125



EFG CompanyEFG Company

Division P (Purchasing)

Product B:

Price $400

Variable cost* 160

Contribution margin $240

Gadget:

Price $180

Variable cost 150



EFG CompanyEFG Company

Case A:

Maximum external sales:

Division S - 1,600 subassemblies

(capacity = 2,000 units)

Division P - 500 Gadgets



EFG - Case AEFG - Case A

Division S Production:

1,600 subassemblies for external sale

400 subassemblies for Div. P

Division P Production:

400 units of Product B

500 Gadgets


EFG - Case BEFG - Case B

Case B:



- 200 widgets


Division P - 600 Gadgets



EFG - Case BEFG - Case B

Division S Production:1,600 subassemblies for

external sale 400 subassemblies for Div. PDivision P Production:

400 units of Product B 600 Gadgets


EFG - Case CEFG - Case C

Case C:



- 200 widgets

- 600 subs to P



EFG Case C (Div. S)EFG Case C (Div. S)

Division S Production:1,500 subassemblies for external sale

500 subassemblies for Div. P 0 Widgets


EFG Case D (Div. S)EFG Case D (Div. S)

Case D:



- 300 widgets

- 600 subs to P for $220



EFG Case D (Div. S)EFG Case D (Div. S)

Division S Production:1,500 subassemblies for external sale

200 subassemblies for Div. P 300 Widgets for external sale

Subassemblies to outside get $60

Widgets get $25

Subassemblies get $20 (at TP of $220)


EFG OverviewEFG Overview

• The key issue is to set a transfer price that takes advantage of excess capacity when it exists. The fact that one cannot earn the market price may be more of a temporary problem than a measure of one’s inefficiency.

• Generally $200 < price < $240, but this depends on the other markets.


Evaluation QuestionsEvaluation Questions• Were any of the “calculators” like the ones

for learning curves and the internal rate of return of any benefit?

• Would calculators be useful for such topics as standard cost systems, etc.

• Looking back, were the graded problems/cases useful in terms of getting together to work on homework?

• Would you recommend quizzes again?


Evaluation QuestionsEvaluation Questions• Was having some MC questions available

to study useful?

• Was the web page helpful?

• If yes, what would make it more helpful?


Final Examination DiscussionFinal Examination Discussion

• Content

• Preparation

• Presentation

• Grading


Quiz Discussion?Quiz Discussion?


Date post:	05-Jan-2016
Category:	Documents
Upload:	dorothy-sanders
View:	212 times
Download:	0 times

W. BentzEMBA 8021 Agenda Today Review some chapter 12 ideas Outline transfer pricing issues Go over...

Documents