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Activity Resource Usage Model and Tactical Decision Making

Activity Resource Usage Model and Tactical Decision Making. Prepared by Douglas Cloud Pepperdine University. Objectives. After studying this chapter, you should be able to:. 1. Describe the tactical decision-making model. 2. Define the concept of relevant costs and revenues.

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Activity Resource Usage Model and Tactical Decision Making

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  1. Activity Resource Usage Model and Tactical Decision Making Prepared by Douglas Cloud Pepperdine University

  2. Objectives After studying this chapter, you should be able to: 1. Describe the tactical decision-making model. 2. Define the concept of relevant costs and revenues. 3. Explain how the activity resource usage model is used in assessing relevancy. 4. Apply the tactical decision-making concepts in a variety of business situations.

  3. The Tactical Decision-Making Process Tactical decision makingconsists of choosing among alternatives with an immediate or limited end in view.

  4. The Tactical Decision-Making Process 1. Recognize and define the problem. 2. Identify alternatives as possible solutions to the problem, and eliminate alternatives that are not feasible. 3. Identify the predicted costs and benefits associated with each feasible alternative. Eliminate the costs and benefits that are not relevant to the decision. Continued

  5. The Tactical Decision-Making Process 4. Compare the relevant costs and benefits for each alternative, and then relate each alternative to the overall strategic goals of the firm and other important qualitative factors. 5. Select the alternative with the greatest benefit which also supports the organization’s strategic objectives.

  6. The Tactical Decision-Making Process—Example Step 1: Define the Problem Each year 25 percent of the harvest by an apple processor is small and odd-shaped. These apples cannot be sold in the normal distribution channels and have simply been dumped in the orchards for fertilizer. What should the firm do with these apples?

  7. The Tactical Decision-Making Process—Example Step 2: Identify Feasible Alternatives 1. Sell the applies to pig farmers. 2. Bag the applies in five-pound bags and sell them to local supermarkets as seconds. 3. Rent a local canning facility and convert the apples to applesauce. 4. Rent a local canning facility and convert the applies to pie filling. 5. Continue with the current dumping practice.

  8. The Tactical Decision-Making Process—Example Step 3: Predicting Costs and Benefits and Eliminating Irrelevant Costs Labor and materials (bags and ties) for the bagging option would cost $0.05 per pound. A five-pound bag of apple could be sold for $1.30 to local supermarkets. Making applesauce would cost $0.40 per pound for rent, labor, apples, cans, and other materials. It takes six pounds of apples to produce five, 16-ounce cans of applesauce. Each can sells for $0.78.

  9. The Tactical Decision-Making Process—Example Step 4: Comparing Relevant Costs and Relating to Strategic Goals. The bagging alternative costs $0.25 to produce a five-pound bag ($0.05 x 5 pounds). The revenue is $1.30 per bag, or $0.26 per pound. The net benefit is $0.21 per pound ($0.26 – $0.05). The net benefit of converting the apples into applesauce is $0.25 per pound ($0.65 – $0.40).

  10. The Tactical Decision-Making Process—Example Step 5: Select Best Alternative. Since the apple producer is reluctant to follow a forward integration strategy, the bagging alternative should be chosen.

  11. What to do with small, ill-shaped apples. Step 1 Define Problem 1. Sell to pig farmers. 2. Sell bagged apples (feasible). 3. Make applesauce (feasible). 4. Make pie filling. 5. Continue dumping. Step 2 Identify Alternatives The Tactical Decision-Making Process—Review Continued

  12. Bagged alternative: a. Revenue $1.30 per bag ($0.26 per pound) b. Cost $0.05 per pound Applesauce alternative: a. Revenue: $0.78 per can ($0.65 per pound) b. Cost: $0.40 per pound Step 3 Predict Costs Bagged Applesauce Step 4 Compare Costs Revenue $0.26 $0.65 Cost 0.05 0.40 Net benefit $0.21 $0.25 Bagged: Differentiation Applesauce: Forward integration Continued

  13. Select bagging alternative because it is profitable and is more consistent with strategic positioning desired by producer. Step 5 Select Alternatives

  14. Relevant Costs Defined Relevant costs are future costs that differ across alternatives. A cost must not only be a future cost but must also differ between alternatives.

  15. Irrelevant Cost Illustrated Sunk costs are past costs. Example: The original cost of a building is a sunk cost when you are trying to decide whether or not to sell the business five years later.

  16. Flexible Resources Flexible resources can be easily purchased in the amount needed and at the time of use… like electricity.

  17. a. Demand Changes Relevant b. Demand Constant Not Relevant Flexible Resources Flexible Resources

  18. Committed Resources Committed resources are purchased before they are used, such as salaried employees.

  19. a. Demand Increase < Unused Capacity Not relevant b. Demand Increase > Unused Capacity Relevant • Activity Capacity Reduced Relevant • Activity Capacity Unchanged Not Relevant Committed Resources Committed Resources Supply – Demand = Unused Capacity c. Demand Decease (Permanent)

  20. Committed Resources—Example A company has five manufacturing engineers who supply a capacity of 10,000 engineering hours (2,000 hours each). The cost of this activity capacity is $250,000, or $25 per hour. The firm expects to use 9,000 hours. If the firm decides to reject a special order requiring 500 hours, the cost of engineering would be irrelevant.

  21. Committed Resources—Example The firm can purchase a component that will drop the demand from engineering hours from 9,000 to 7,000. Since engineering activity capacity is acquired in chunks of 2,000, the company can lay off one engineer or reassign the engineer to another plant.

  22. Some Types of Decisions Illustrated • Make or Buy • Keep or Drop • Special Order • Sell or Process Further Important: Short-term Perspective

  23. Make or Buy Talmage Company produces a mechanical part used in one of its engines. (Talmage produces engines for snowblowers.) An outside supplier has offered to sell a part (Part 34B) for $4.75. The company normally produces 100,000 units of the part each year.

  24. ABC Make-or-Buy Analysis Differential Make Buy Cost Using materials $ 50,000 $ 0 $ 50,000 Using direct labor 200,000 0 200,000 Providing supervision 300,000 240,000 60,000 Moving materials 394,000 345,000 49,000 Providing power 90,000 0 90,000 Inspecting products 301,000 263,000 38,000 Setting up equipment 600,000 540,000 60,000 Acquiring Part 34B 0 475,000 -475,000 Total $1,935,000 $1,863,000 $ 72,000 Buy the part!

  25. Functional Based Make-or-Buy Analysis Differential Make Buy Cost Using materials $ 50,000 $ 0 $ 50,000 Using direct labor 200,000 0 200,000 Providing supervision 300,000 240,000 60,000 Providing power 90,000 0 90,000 Acquiring Part 34B 0 475,000 -475,000 Total $640,000 $715,000 $ -75,000 Make the part!

  26. Less common expenses -430,000 Income before taxes $ 40,000 Keep-or-Drop Decisions Seat Covers Floor Mats Total Sales $950,000 $1,680,000 $2,630,000 Less unit-level variable expenses: Direct materials -300,000 -400,000 -700,000 Direct labor -210,000 -210,000 -420,000 Maintenance -90,000 -90,000 -180,000 Power -35,000 -25,000 -60,000 Commission -30,000 -40,000 -70,000 Contribution margin $ 285,000 $ 915,000 $1,200,000 Less traceable expenses -405,000 -325,000 -730,000 Product margin $-120,000 $ 590,000 $ 470,000 DROP?

  27. Keep-or-Drop Decisions Keep Alternative Drop Alternative Contribution margin $285,000 $ 0 Advertising, direct fixed -50,000 0 Supervision, direct fixed -30,000 0 Inspecting products, nonunit variable -20,000 0 Inspecting products, traceable fixed -80,000 0 Inspecting products, unused capacity -40,000 0 Material handling, nonunit variables -10,000 0 Material handling, traceable fixed -70,000 0 Customer service, traceable fixed -45,000 -15,000 Total $ -60,000 $-15,000 Dropping the product saves $45,000!

  28. Special-Order Cost Polarcreme, Inc., an ice-cream company, is operating at 80 percent of its 20 million half-gallon capacity. A distributor from another geographically area offered to buy 2 million units of premium ice cream at $1.75 per unit. They have agreed to provide their own label and pay transportation costs. This sale would avoid a sales commission.

  29. Special-Order Cost Variable costs: Dairy ingredients $0.70 Sugar 0.10 Flavoring 0.15 Direct labor 0.25 Packaging 0.20 Commissions 0.02 Distribution 0.03 Other 0.05 Total unit-level costs $1.50 Which costs are irrelevant? $1.45

  30. Special-Order Cost The nonunit-level variable costs will also be incurred, producing a total increment cost of $304,000 or $0.152 per unit (for an order of 2 million units). Revenue per unit of $1.75, less the unit-level variable cost ($1.45) plus the nonunit-level variable cost ($0.152) provides a net benefit of $0.148 per unit. Thus Polarcreme’s profit would increase by $296,000 ($0.148 x 2,000,000).

  31. Sell or Process Further Joint products have common processes and costs of production up to a split-off point. The point of separation is called the split-off point. Assume that the hot sauce sells for $1.50 per bottle. Also, assume that the additional processing costs amount to $1,000. The total revenue at split-off for Grade A tomatoes are $400 ($0.40 x 1,000 pounds). If the Grade A tomatoes are processed into hot sauce, the total revenues are $1,500 ($1.50 per bottle).

  32. Sell or Process Further Differential Amount Sell Process Further to Process Further Revenues $400 $1,500 $1,100 Processing costs ---- 1,000 1,000 Total $400 $ 500 $ 100 Decision: Further Process

  33. End of Chapter

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