Chapter 5: COST‐VOLUME‐PROFIT ANASLYSIS AND RELEVANT COSTING Test your understanding 5.1 Chris’ Candy Factory Profit = (S × X) – (VC × X) – FC (profit version of formula) Profit = (4.5 × 4 000) – (2 × 4 000) – 7 000 Profit = 18 000 – 8 000 – 7 000 Profit = 3 000
5.2 Chris’ Candy Factory Profit = (S × X) – (VC × X) – FC (profit version of formula) Profit = (4.95 × 4 000) – (2 × 4 000) – 7 000 Profit = 19 800 – 8 000 – 7 000 Profit = 4 800
5.3 Chris’ Candy Factory Profit = (S × X) – (VC × X) ‐ FC (profit version of formula) 10,000 = (4.50 × X) – (2 × X) – 7 000 (4.5 – 2) X = 10 000 + 7 000 2.5X = 17 000 X = 6 800 units
5.4 Chris’ Candy Factory Profit = (S × X) – (VC × X) – FC (profit version of formula) 21 800 = (SP × 12 000) – (2 × 12 000) – 7 000 = (21 800 + 24 000 + 7 000)/ 12 000 units Selling price = $4.40 per unit
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5.5 Monte Cristo Pty Ltd a) Contribution margin per unit = selling price – variable costs Contribution margin per unit = 600 – (200 +180 + 80 + 5% × $600) Contribution margin per unit = 600 – 390 Contribution margin per unit = $110 b) Profit = (S × X) – (VC × X) – FC (profit version of formula) 0 = (600 × X) – (490 × X) – 670 000 110X = 670 000 Break even point = 6 091 desks c) Break even point in sales dollars = No of units × sales price per unit Break even point in sales dollars = 6 091 × 600 Break even point in sales dollars = $3 654 600 d) Profit = (S × X) – (VC × X) – FC (profit version of formula) Profit = (600 × 7 000) – (490 × 7 000) – 670 000 Profit = 4 200 000 – 3 430 000 – 670 000 Profit = $100 000 e) Profit = (S × X) – (VC × X) – FC (profit version of formula) 100 000 = (600 × X) – (490 × X) – 670 000 No of desks = (670 000 + 100 000)/110 No of desks = 7 000 desks f) Profit = (S × X) – (VC × X) – FC (profit version of formula) 0 = (600 X) – (490 X) – 670 000 – 40 000 X = 710 000/110 Breakeven = 6 455 units No of desks sold = current volume × 5% = 7 000 × 5% = 7 350 Profit = (S × X) – (VC × X) – FC (profit version of formula) Profit = (600 × 7 350) – (490 × 7 350) – 710 000 Profit = 4 410 000 – 3 601500 – 710 000 Profit = $98 500 Amended profit 98 500 – Current profit 100 000 = – 1 500 The business would decrease its projected profit by $1 500, so the proposal should not be affected. g) Direct labour 150 – 10% = 135 Variable factory overhead $80 – 4 = 76 Amended total variable = 200 + 135 + 76 + 30 = 441 Profit = (S × X) – (VC × X) – FC (profit version of formula) 0 = (600 × X) – (441 × X) – 670 000 X = 670 000/159 Breakeven = 4 214 units Amended price 600 – (8% of 600) = 552 Amended sales volume 7 000 units + (7% × 7 000) = 7 490 units Profit = (552 × 7 490) – ((411 + 5% x 552) × 7 490) – 670 000 (profit version of formula) Profit = 4 134 480 – 3 285 114 – 670 000 Nelson Accounting and Finance for WA 3A3B 9780170182058 © Cengage Learning Australia 2010
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Profit = 179 366 Amended breakeven Profit = (S × X) – (VC × X) – FC (profit version of formula) 0 = (552 × X) – (438.6 × X) – 670 000 (profit version of formula) X = 670 000/ 113.4 5 909 units Amended profit 179 366 – Current profit 100 000 = 79 366 improvement. The breakeven point has also gone down from 6 091 to 5 909. The production manager’s suggestion is of benefit to the firm. h) Expected Sales volume –break even Expected sales volume 7 490 – 5 909 7 490 =21.1%
5.6 a) Profit = (S × X) – (VC × X) – FC (profit version of formula) 0 = (5.50 × X) – (3.50 × X) – 5 000 (profit version of formula) X = 5 000/ 2.0 =2 500 units b) Profit = (S × X) – (VC × X) – FC (profit version of formula) 7 000 = (5.50 × X) – (3.50 × X) – 5 000 X = 12 000/2 6 000 units Income statement: Sales Total variable costs Contribution Margin
$ 6 000 × 5.50
$ 33 000
% 100%
6 000 × 3.50
21 000
63.7%
6 000 × 2.00
12 000
36.3%
5 000 7 000
15.1% 21.2%
Fixed costs Profit
5.7 a) Profit = (S × X) – (VC × X) – FC (profit version of formula) 0 = ((21 x .98) × X) – (14.75 × X) – 16 000 (profit version of formula) X = 16 000/ 5.83 = 2 745 units b) Profit = (S × X) – (VC × X) – FC (profit version of formula) Profit = (20.58 × 4 000) – (14.75 × 4 000) – 16 000 Profit = 82 320 – 59 000 – 16 000 Profit = 7 320 c) With a projected profit it is worthwhile to proceed with the project. Nelson Accounting and Finance for WA 3A3B 9780170182058 © Cengage Learning Australia 2010
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5.8 Lim Enterprises Pty Ltd a) Standard calculations Break‐even Profit = (S × X) – (VC × X) – FC (profit version of formula) 0 = (1 950 × X) – (980 × X) – 1 860 000 X = 1 860 000/970 1 918 units Marketing manager’s proposals: Break‐even Profit = (S × X) – (VC × X) – FC (profit version of formula) 0 = (1 950 × X) – (980 + 5% of 1 950X) × X) – 1 930 000 0 = (1 950 × X) – (980 + 97.5X) × X) – 1 930 000 X = 1 930 000/872.5 Break‐even = 2 213 units Production manager’s proposals: Break‐even Profit = (S × X) – (VC × X) – FC (profit version of formula) 0 = (1 852.5 × X) – (931 × X) – 1 767 000 X = 1 767 000/921.5 1 918 units b) Standard calculations Expected Sales volume – break even Expected sales volume 5 000 – 1 918 5 000 =61.6% Marketing manager’s proposals Expected Sales volume – break even Expected sales volume 5 500 – 2 213 5 500 =59.7% Production manager’s proposals Expected Sales volume – break even Expected sales volume 5 500 – 1 918 5 500 =65.1% c) Standard calculations Profit = (S × X) – (VC × X) – FC (profit version of formula) Profit = (1 950 × 5 000) – (980 × 5 000) – 1 860 000 Profit = 9 750 000 – 4 900 000) – 1 860 000 Profit = 2 990 000 Nelson Accounting and Finance for WA 3A3B 9780170182058 © Cengage Learning Australia 2010
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Marketing manager’s proposals: Profit Profit = (S × X) – (VC × X) – FC (profit version of formula) Profit = (1 950 × 5 500) – (1 077.50 × 5 500) – 1 930 000 Profit = (10 725 000 – 5 926 250) – 1 930 000 Profit = 2 868 750 Production manager’s proposals: Profit Profit = (S × X) – (VC × X) – FC (profit version of formula) Profit = (1 852.5 × 5 500) – (931 × 5500) – 1 767 000 Profit = 10 188 750 – 5 120 500 – 1 767 000 Profit = 3 301 250 The business could achieve the managing director’s target of a 5% increase in profit by adopting the production manager’s proposal. (3 301 250 – 2 990 000)/2 990 000 x 100 = 110.4%
5.9 Fidget Ltd a) Break‐even = contribution margin (sales – variable costs) – fixed costs 0 = contribution margin – 200 000 Contribution margin = $200 000 b) Contribution margin = sales – variable costs 200 000 = 500 000 – variable costs Variable costs = 300 000 (in total) No. of units produced = 300 000/6 per widget No. of units produced = 50 000 widgets Total sales = 500 000/no. of units Total sales = 500 000/50 000 Sales price per unit $10.00 c) Profit = (S × X) – (VC × X) – FC (profit version of formula) Profit = (10 × 55 000) – (6 × 55 000) – 200 000 Profit = 550 000 – 330 000 – 200 000 Profit = 20 000
5.10 Remember Enterprises a) Contribution margin = sales – variable costs Contribution margin = 45 – 30 Contribution margin = 15 b) Profit = (S × X) – (VC × X) – FC (profit version of formula) 0 = (45 × X) – (30 × X) – 90 000 X = 90 000/15 6 000 units c) Profit = (S × X) – (VC × X) – FC (profit version of formula) Profit = (45 × 6 300) – (30 × 6 300) – 90 000 Profit = 283 500 – 189 000 – 90 000 Profit = 4 500 Nelson Accounting and Finance for WA 3A3B 9780170182058 © Cengage Learning Australia 2010
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5.11 Burke & Wills Ltd a) Contribution margin = sales– variable costs Contribution margin = 2 000 – 1 140 Contribution margin = 860 per unit Contribution margin total = 860 per unit × 600 clients = $516 000 b) Profit = (S × X) – (VC × X) – FC (profit version of formula) 0 = (2000 × X) – (1 140 × X) – 200 000 X = 200 000/ 860 Break‐even = 233 clients or 233 × $2 000 = $466 000 in total sales c) Profit = (S × X) – (VC × X) – FC (profit version of formula) Profit = (2000 × 600) – (1 140 × 600) – 200 000 Profit = 1 200 000 – 684 000) – 200 000 Profit = 316 000 d) Contribution margin ratio = contribution margin per unit Selling price per unit Contribution margin ratio = 860 2 000 Contribution margin ratio = 43% e) No of units $1 400 000/ 2 000 = 700 Profit = 1 400 000 – (1 140 × 700) – 200 000 Profit = 1 400 000 – 798 000 – 200 000 Profit = 402 000 If sales increase to $1 400 000 then profit would increase by 402 000/316 000 Sales increase = 27.2% f) Profit = (S × X) – (VC × X) – FC (profit version of formula) 0 = (1 800 × X) – (1 140 × X) – 250 000 X = 250 000/860 Break‐even = 379 clients Profit = (S × X) – (VC × X) – FC (profit version of formula) 316 000= (1 800 × X) – (1 140 × X) – 250 000 X = 566 000/660 No of clients = 858 clients or sales of $1 544 400 would be needed On the calculations shown above, to achieve a similar profit would require the number of clients to increase by 258 or 43%. This seems over‐optimistic. g) Profit = (S × X) – (VC × X) ‐ FC (profit version of formula) 316 000 = (S × 660) – (1 120 × 660) – 180 000 316 000 = (S × 660) – 739 200 – 180 000 Selling Price = 1 235 200/ 660 Selling Price = $1 872 to achieve current profit Profit = (S × X) – (VC × X) – FC (profit version of formula) (316 000 + 10%) = (S x 660) – (1 120 x 660) – 180 000 347 600 = (S × 660) – 739 200 – 180 000 Selling Price = 1 266 800/660 Selling Price = $1 920 to achieve 10% more profit Nelson Accounting and Finance for WA 3A3B 9780170182058 © Cengage Learning Australia 2010
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h) Margin of safety = actual or budgeted sales – break‐even sales Margin of safety = 1 200 000 – 466 000 Margin of safety = 734 000 Margin of safety percentage = Margin of safety/actual or budgeted sales Margin of safety percentage = 734 000/1 200 000 Margin of safety percentage = 61.2%
5.12 Robinson Caruso Pty Ltd a) Contribution margin = sales price – variable costs Contribution margin = 1 500 – 1 000 Contribution margin = 500 per unit Contribution margin total = $500 per unit × 7 000 clients = $3 500 000 b) Contribution margin ratio = contribution margin per unit Selling price per unit Contribution margin ratio = 500 1 500 Contribution margin ratio = 33% c) Profit = (S × X) – (VC × X) – FC (profit version of formula) 0 = (1 500 × X) – (1 000 × X) – 230 000 X = 230 000/500 Break‐even = 460 sofa beds or 460 × $1 500 = $690 000 in total sales d) Existing profit forecast: Profit = (S × X) – (VC × X) – FC (profit version of formula) Profit = (1 500 × 7 000) – (1 000 × 7 000) – 230 000 Profit = 10 500 000 – 7 000 000 – 230 000 Profit = 3 270 000 Profit forecast with marketing managers suggestions: Profit = (S × X) – (VC x X) – FC (profit version of formula) Profit = (1 500 x 7 700) – (1 000 x 7 700) – 270 000 Profit = 11 550 000 – 7 700 000 – 270 000 Profit = 3 580 000 Yes, the marketing manager’s ideas would increase estimated profit by $310 000. e) Profit forecast with production managers suggestions: Profit = (S × X) – (VC × X) – FC (profit version of formula) Profit = (1 350 × 7 000) – (940 × 7 000) – 260 000 Profit = 9 450 000 – 6 580 000 – 260 000 Profit = 2 610 000 No, the production managers suggestion is not beneficial to the business as estimated profit would decrease by $560 000. However, maybe a reduced selling price would boost the number of sales. Nelson Accounting and Finance for WA 3A3B 9780170182058 © Cengage Learning Australia 2010
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f) Sales of $30 000 per year/ 1 500 per unit = 20 extra sofa beds sales per year. Profit = (S × X) – (VC × X) – FC (profit version of formula) Profit = (1 500 × 7 020) – (1 000 × 7 020) – 230 000 Profit = 10 530 000 – 7 020 000 – 230 000 Profit = 3 280 000 Increasing sales by $30 000 would increase profit by $10 000. g) Margin of safety = actual or budgeted sales – break‐even sales Margin of safety = 10 500 000 – 690 000 Margin of safety = 9 810 000 Margin of safety percentage = Margin of safety/ actual or budgeted sales Margin of safety percentage = 9 810 000/ 10 500 000 Margin of safety percentage = 93.4%
5.13 Clean‐it Pty Ltd a) (i) Profit = (S × X) – (VC × X) – FC (profit version of formula) 0 = (240 × X) – (120 × X) – 36 000 X = 36 000/120 Break‐even = 300 washing machines or 300 x $240 = $72 000 in total sales (ii) Profit = (S × X) – (VC × X) – FC (profit version of formula) Profit = (240 × 1 000) – (120 × 1 000) – 36 000 Profit = 240 000 – 120 000 – 36 000 Profit = 84 000 at maximum production (iii) Profit = (S × X) – (VC × X) – FC (profit version of formula) Profit = (240 × 800) – (120 × 800) – 36 000 Profit = 192 000 – 96 000 – 36 000 Profit = 60 000 b) Profit = (S × X) – (VC × X) – FC (profit version of formula) 0 = (240 × X) – (148 × X) – 24 000 X = 24 000/92 New break‐even = 261 washing machines or 261 x $240 = $62 640 in total sales Profit = (S × X) – (VC × X) – FC (profit version of formula) Profit = (240 × 800) – (148 × 800) – 24 000 Profit = 192 000 – 118 400 –24 000 New profit = $49 600 c) Margin of safety = actual or budgeted sales – break‐even sales Margin of safety = 240 000 – 72 000 Margin of safety = 168 000 Margin of safety percentage = Margin of safety/actual or budgeted sales Margin of safety percentage = 168 000/240 000 Margin of safety percentage = 70% Nelson Accounting and Finance for WA 3A3B 9780170182058 © Cengage Learning Australia 2010
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5.14 Cords Pty Ltd a) Profit = (S × X) – (VC × X) – FC (profit version of formula) 22 080 = (36 × X) – (20 × X) – 52 800 X = 74 880/ 16 Number sold = 4 680 b) (i) Profit = (S × X) – (VC × X) – FC (profit version of formula) Current production: 0 = (36 × X) – (20 × X) – 52 800 X = 52 800/16 Break‐even = 3 300 pairs or 3300 × 36 = $118 800 in total sales Sales director’s proposal: 0 = (34 × X) – (20 × X) – 58 800 X = 58 800/14 Break‐even = 4 200 pairs or 4200 × 34 = $142 800 in total sales (ii) Profit = (S × X) – (VC × X) – FC (profit version of formula) Current profit (given): $22 080 Sales director’s proposal: P = (34 × 5800) – (20 × 5800) – 58 800 P = 197 200 – 116 000 – 58 800 Profit = $22 400 per month The Sales director’s proposal carries some risk (the breakeven point is considerably increased) but it would show a small increase of $320 in monthly profit. It is assumed that the factory can handle the greater production and that there would be no consequent changes to other fixed or variable costs. c) Required profit is now 22 080 × 115% = 25 392 Current price/cost structure: 25 392 = (36 × X) – (20 × X) – 52 800 X = 78 192/16 Number to be sold = 4 887 pairs Sales director’s proposals: 25 392 = (34 × X) – (20 × X) – 58 800 X = 84 192/14 Number to be sold = 6 013 pairs
5.15 Ladyjane Pty Ltd a) Direct Materials Direct labour Variable overhead Fixed overhead Purchase price Total annual cost
Make $ 4 000 x 300 = 1 200 000 4 000 x 600 = 2 400 000 4 000 x 400 = 1 600 000 4 000 x 200 = 800 000 $6 000 000
Buy $ 4 000 x 240 = 960 000 4 000 x 480 = 1 920 000 4 000 x 3 200 = 1 280 000 800 000 4 000 x 280 = 1 120 000 $6 080 000
Profit decrease 240 000 480 000 320 000 – (1 120 000) $(80 000)
The business should not buy the glass component as it will lead to a profit decrease of $80 000. Nelson Accounting and Finance for WA 3A3B 9780170182058 © Cengage Learning Australia 2010
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b) If the business could rent out the excess factory space at 90 000 per year this would allow the business to earn an extra $10000 per year, so it should then outsource the making of the glass component.
5.16 Topend Pty Ltd Direct Materials Direct labour Variable overhead Fixed overhead Purchase price Total annual cost
Make $ 5 000 x 200 = 1 000 000 5 000 x 250 = 1 250 000 5 000 x 100 = 500 000 400 000 $3 150 000
Buy $
400 000 – 80 000 = 320 000 5 000 x 480 = 2 400 000 $2 720 000
Profit increase 1 000 000 1 250 000 500 000 80 000 (2 400 000) $430 000
The business should buy in the wooden frames as this leads to a profit increase of $430 000. b) The business should still buy in the frames as the profit increase would be even greater at $470 000.
5.17 Queensland traders Direct Materials Direct labour Variable overhead Fixed overhead Purchase price Total annual cost
Make $ 6 000 x 80 = 480 000 6 000 x 30 = 180 000 6 000 x 55 = 330 000 50K + 10K + 30K = 90 000 $1 080 000
Buy $
6 000 x 300 = 1 800 000 $1 800 000
Profit increase (480 000) (180 000) (330 000) (90 000) 1 800 000 $720 000
Yes, the business should make the engine, as this would increase profit by $720 000.
5.18 Torana Pty Ltd Details Sales Variable costs: Manufacturing Selling Fixed costs ‐ allocated Fixed costs ‐ additional Profit (Loss)
Perth Branch $ 600 000 (241 000) (47 600) (185 000) (66 500) 59 900
Hobart Branch $ 800 000
Total $ 1 400 000
(378 500) (56 700) (183 000) (66 500) 115 300
(619 500) (104 300) (368 000) (133 000) 175 200
Saving in overheads by closing the Adelaide branch = 30% × 190 000 = $57 000 Fixed costs from Adelaide Branch allocated evenly to ‘other branches’ (190K – 57K) On these figures it would seem that the business should not close its Adelaide branch since this will reduce profit by $124 100 from $299 300 to $175 200.
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5.19 Jagger Stones Pty Ltd a) Anticipated sales volume per unit Sales Mix as a percentage
Bedside lamp 4 000 units 4 000 = 57.1% (4 000 + 3 000)
Standard lounge lamp 3 000 units 3 000 = 42.9% (4 000 + 3 000)
b) Contribution margin Sales price per unit Variable cost per unit. Direct materials Labour Variable overhead costs Total variable costs Contribution margin
Bed side lamp 90 30 10 20 60 30
Standard lounge lamp 120 40 15 30 85 35
Contribution margin Bed side lamp per unit Contribution margin Standard lounge lamp per unit Weighted contribution margin per unit
30 x 57.1% = 35 x 42.9% =
17.13 15.02 32.15
c) Break‐even sales in units =
Fixed costs Weighted average contribution margin
205 000 32.15 = 6 376 units
d) Contribution margin per unit Hours to produce one unit Contribution margin per machine hour
Bedside lamp 30 1 30
Standard lounge lamp 35 1.5 23.3
Producing bed side lamps produces the best contribution per machine hour, which is a limited resource. e) If anticipated sales volume was to be produced machine hours needed: Bed side lamp Standard lounge lamp Total Machine hours needed
4 000 units x 1 hour 3 000 units x 1.5 hours
4 000 hours 4 500 hours 8 500 hours
As the bedside lamp has a higher contribution margin per machine hour, this is the product to be produced. However the sales department have only predicted bed side lamp sales of 4 000 units, the business should produce the maximum number of bed side lamps using 4 000 hours. It should use the balance of available machine hours 7 000 – 4 000 = 3 000 to produce standard lounge lamps. As these need 1.5 machine hours per unit, the business could produce 2 000 standard lounge lamps. Total production should therefore be 4 000 bedside lamps and 2 000 standard lounge lamps.
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5.20 Sharks Ltd a) Anticipated sales volume per unit Sales Mix as a percentage
Shorts 5 000 units 5 000 12 000 = 41.7%
Dresses 4 000 units 4 000 12 000 = 33.3%
Shirts 3 000 units 3 000 12 000 = 25%
b) Contribution margin Sales price per unit Variable cost per unit Contribution margin
Shorts 100 40 60
Dresses 80 35 45
Shirts 50 10 40
Contribution margin shorts per unit Contribution margin dresses per unit Contribution margin shirts per unit Weighted contribution margin per unit
60 x 41.7% = 45 x 33.3% = 40 x 25% =
25.02 14.99 10.00 50.01
c) Break‐even sales in units =
Fixed costs Weighted average contribution margin
310 000 50.01 = 6 199 units
d) Contribution margin per unit Hours to produce one unit. Contribution margin per machine hour
Shorts 60 2 30
Dresses 45 1 45
Shirts 40 0.5 80
Producing shirts produces the best contribution per machine hour, which is a limited resource. e) Maximum labour hours available = 5 000 + 4 000 + 2 000 = 11 000 Contribution margin per unit labour hours needed per unit Contribution margin per Lachine hour
Shorts 100 – 40 = 60 2 hours $30
Dresses 80 – 35 = 45 1 hour $30
Shirts 50 – 10 = 40 0.5 hour $80
Shirts 3 000 3 000
Total
Maximum hours per item Allocated hours per item
Shorts 5 000 4 000
Dresses 4 000 4 000
11 000
The business should produce the anticipated no of shirts. The balance of the restricted resource (labour hours) should be divided between shorts and dresses since both contribute a similar contribution margin per labour hour.
5.21 Bulldogs Fremantle Ltd a) Anticipated sales volume per unit Sales Mix as a percentage
Necklace 4 000 units 4 000 = 44.4% (4 000 + 5 000)
Nelson Accounting and Finance for WA 3A3B 9780170182058 © Cengage Learning Australia 2010
Bracelet 5 000 units 5 000 = 55.6% 9 000
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b) Contribution margin Sales price per unit Variable cost per unit Contribution margin
Necklace 100 40 60
80 35 45
Contribution margin Necklace per unit Contribution margin Bracelet per unit Weighted contribution margin per unit
60 x 44.4% = 45 x 55.6% =
26.64 25.02 51.66
c) Fixed costs Weighted average contribution margin
Break‐even sales in units =
310 000 51.66 = 6 001 units
d) Contribution margin per unit Hours to produce one unit Contribution margin per labour hour
Necklace 60 3 20
Bracelet 45 2 22.50
e) Since the contribution per labour hour is greater for the bracelet than for the necklace, production of the bracelet should be maximised, and the remaining available labour hours allocated to the necklace as follows. Units produced Hours allocated Necklace (3 hours/unit) 5 000 10 000 Bracelet (2 hours/unit) 3 333 10 000 Total 20 000
5.22 Threadbare clothing company Material per unit Labour hours per unit Labour rate per hour Labour cost per unit Selling costs per unit Total variable costs Administration costs Depreciation on plant Monthly rent Total fixed costs
Trousers ($) 15.00 1.25 8.50 10.625 0.25 25.875 1 000.00 120.00 550.00 1 670.00
Skirts ($) 21.00 0.75 8.50 6.375 0.30 27.675 1 000.00 120.00 550.00 1 670.00
Breakeven Trousers Profit = (S × X) – (VC × X) – FC (profit version of formula) 0 = (45 × X) – (25.875 × X) – 1 670 X = 1 670/ 19 125 Break‐even = 87 trousers or 87 × $45 = $3 915 in total sales Nelson Accounting and Finance for WA 3A3B 9780170182058 © Cengage Learning Australia 2010
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Skirts Profit = (S × X) – (VC × X) – FC (profit version of formula) 0 = (60 × X) – (27.675 × X) – 1 670 X = 1 670/32.325 Break‐even = 52 skirts or 52 × $60 = $3 120 in total sales Profit Trousers Profit = (S × X) – (VC × X) – FC (profit version of formula) Profit = (45 × 1 200) – (25.875 × 1200) – 1 670 Profit = 54 000 – 31 050 – 1 670 Profit = $21 280 Skirts Profit = (S × X) – (VC × X) – FC (profit version of formula) Profit = (60 × 800) – (27.675 × 800) – 1 670 Profit = 48 000 – 22 140 – 1 670 Profit = $24 190 Skirts have a lower breakeven point in no of sales and will produce a higher profit margin.
5.23 Snowflake Pty Ltd a) Total capacity Current capacity Spare capacity Special order
6 000 5 000 1 000 1 000
The business has the capacity to accept the special order of 1 000 units Current Special order 5 000 units Per unit 1 000 Direct materials 500 000 100 100 000 Direct labour 300 000 60 60 000 Variable expenses $250 000 50 30 000 Total variable costs $1 050 000 210 190 000 Sales 2 250 000 450 350 000 Contribution margin 1 200 000 240 160 000 Fixed costs 400 000 Profit 800 000 160 000 Yes, the business will make an additional profit of $160 000
Per unit 100 60 30 190 350 160
b) To accept the special order would mean reducing current production by 1 000 units. Current Special order production lost 1 000 units Per unit 2 000 Per unit Direct materials 100 000 100 200 000 100 Direct labour 60 000 60 120 000 60 Variable expenses 50 000 50 60 000 30 Total variable costs 210 000 210 380 000 190 Sales 450 000 450 700 000 350 Contribution margin 240 000 240 320 000 160 Profit Earned (Lost) (240 000) 320 000 Yes, the business will make an additional profit of $80 000, so accepting the special order is still financially worthwhile. Nelson Accounting and Finance for WA 3A3B 9780170182058 © Cengage Learning Australia 2010
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5.24 Raindrop Ltd a) Step 1 – determine if the business has spare (sometimes called excess or idle) capacity Current capacity = 10 000 items Current production = 9 000 items Surplus capacity = 1 000 Special order 800, therefore the firm has available capacity to produce the order. Step 2 – determine the relevant income and costs involved to calculate the gain or loss on accepting the special order Sale price Variable costs Direct material per unit Direct labour per unit Variable expenses per unit Total variable costs per unit Contribution margin per unit
Current production 150 30 20 40 90 60
Special order 100 30 20 40 90 10
Accepting the special order would generate additional profits of 800 units x $10 = $8 000 b) As the firm only has spare capacity of 1 000 units, a special order of 2 000 units means it will not be able to make 1 000 units for sale at the regular price. Current production lost Special order Sale price 150 100 Total variable costs per unit 90 90 Contribution margin per unit 60 10 Units produced (1 000) 2 000 Change in profit 60 x 1 000 = (60 000) 2 000 x 10 = 20 000 It would not be profitable to accept a special order of 2 000 units, as this will cause a reduction in profit of 20 000 – 60 000 = 40 000.
5.25 Sory Ltd a)
Sale price variable costs per unit Contribution margin Fixed costs Profit
Per unit 200 100
Total 200 x 100 000 sets = 20 000 000 100 x 100 000 sets = 10 000 000 10 000 000 7 500 000 2 500 000
b) 80% capacity = 100 000 sets, 100% capacity = 125 000 sets Sale price variable costs per unit Contribution margin Fixed costs Profit
Per unit 185 100
Total 185 x 125 000 sets = 23 125,000 100 x 125 000 sets = 12 500 000 10 625 000 7 500 000 3 125 000
If the company reduces the selling price it could increase profit by $625 000 Nelson Accounting and Finance for WA 3A3B 9780170182058 © Cengage Learning Australia 2010
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c)
Sale price variable costs per unit Contribution margin Additional Fixed costs Profit
Per unit 175 95 Within
Total 175 x 20 000 sets = 3 500 000 95 x 20 000 sets = 1 900 000 1 600 000 Within current capacity 1 600 000
Profit = 1 600 000 + 2 500 000 = 4 100 000 Accepting the special order with current production is the most profitable option.
5.26 XYZ Ltd a) Product 1 Selling price per unit Variable cost per unit Contribution margin per unit Production in units Total contribution
Current $20 $10 10 40 000 400 000
Expanded 20% 20 10 10 48 000 480 000
Product 2 Selling price per unit Variable cost per unit Contribution margin per unit Production in units Total contribution
Current $30 $14 16 60 000 960 000
Expanded 15% 30 14 16 69 000 1 104 000
Product 1 Product 2 Total contribution both products Less fixed costs
Current 400 000 960 000 1 360 000 800 000 560 000
Advertise Product 1 480 000 960 000 1 440 000 850 000 590 000
Advertise Product 2 400 000 1 104 000 1 504 000 850 000 654 000
Assuming the advertising is in additional to the fixed production costs. The business would earn more profit by advertising Product 2. b) Current production Production time per unit (direct labour hours) Direct labour hours required Expanded production Production time per unit (direct labour hours) Direct labour hours required
Product 1 40 000 x 2 80 000 48 000 x 2 96 000
Product 2 60 000 x 4 240 000 60 000 x 4 240 000
Promoting product 1 could be done within the current labour available hours. Nelson Accounting and Finance for WA 3A3B 9780170182058 © Cengage Learning Australia 2010
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Total 100 000 320 000 l 100 000 336 000
Expended production Production time per unit (direct labour hours) Direct labour hours required
Product 1 40 000 x 2 80 000
Product 2 69 000 x 4 276 000
Total 100 000 356 000
If labour hours of only 336 000 available, promoting Product 2 requires the business to reduce the production of Product 1. However, since the contribution margin of Product 2 ($14) is greater than Product 1 ($10) this would not change the decision.
5.27 Greenacres Pty Ltd Details Sales Variable costs: Contribution margin Fixed costs ‐ allocated Fixed costs ‐ allocated Profit (Loss)
Clothes $ 100 000 (40 000) 60 000 39.4% (23 640) 36 360
Toys $ 120 000 (55 000) 65 000 60.6% (36 360) 28 640
Total $ 220 000 (95 000) 125 000 (60 000) 65 000
Closing down the food department means the fixed costs need to be allocated to the other departments, resulting in a lower departmental profits and total profits. This can be easily seen, as although the Food Department makes a loss, its contribution margin is positive. There may also be qualitative factors. If people enter the shop for food, they may be tempted to buy clothes or toys.
Nelson Accounting and Finance for WA 3A3B 9780170182058 © Cengage Learning Australia 2010
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