Chapter 16
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Chapter 16. Financial Merchandise Management. Dr. Pointer’s Notes. Chapter Objectives. To describe the major aspects of financial merchandise planning and management To explain the cost and retail methods of accounting To study the merchandise forecasting and budgeting process

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Chapter 16

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Chapter 16

Chapter 16

Financial Merchandise Management

Dr. Pointer’s Notes


Chapter objectives

Chapter Objectives

  • To describe the major aspects of financial merchandise planning and management

  • To explain the cost and retail methods of accounting

  • To study the merchandise forecasting and budgeting process

  • To examine alternative methods of inventory unit control

  • To integrate dollar and unit merchandising control concepts


Financial merchandise management

Financial Merchandise Management

  • With Financial Merchandise Mgmt, a retailer specifies which products are purchased, when products are purchased, and how many products are purchased

    • Dollar control involves planning and monitoring a retailer’s financial investment in merchandise over a stated period

    • Unit control relates to the quantities of merchandise a retailer handles during a stated period


Benefits of financial merchandise plans

Benefits of Financial Merchandise Plans

  • The value and amount of inventory in each department and/or store unit during a given period are delineated

  • The amount of merchandise a buyer can purchase during a given period is stipulated

  • The inventory investment in relation to planned and actual revenues is studied

  • The retailer’s space requirements are partly determined by estimating beginning-of-month and end-of-month inventory levels


Benefits of financial merchandise plans 2

Benefits of Financial Merchandise Plans_2

  • A buyer’s performance is rated. Measures may be used to set standards

  • Stock shortages are determined and bookkeeping errors and pilferage are uncovered

  • Slow-moving items are classified – leading to increased sales efforts or markdowns

  • A proper balance between inventory and out-of-stock conditions is maintained


Inventory valuation the cost and retail methods of accounting

Inventory Valuation: The cost and retail methods of accounting

  • There is a need to develop a retail inventory accounting system

  • Retailers have different data needs than manufacturers, cost estimation is more difficult, stock shortages higher, sales more frequent and they require monthly not quarterly profit data

  • Two inventory accounting systems are available


Inventory valuation the cost and retail methods of accounting1

Inventory Valuation: The cost and retail methods of accounting

  • Dollar control system provides data on sales and purchases, value of beginning and ending inventory, markup and markdowns and merchandise shortages.

  • Merchandise available for sale = beginning inventory, purchases and transportation charges

  • Cost of goods sold = cost merchandise available minus cost value of ending inventory

  • Gross profits = sales less cost of goods sold

  • Net profit = gross profits – operating expenses


Table 16 1 handy hardware store profit and loss statement

Table 16.1 Handy Hardware Store Profit-and-Loss Statement


Inventory accounting systems

Inventory Accounting Systems

1. The cost accounting system values merchandise at cost plus inbound transportation charges

2. The retail accounting system values merchandise at current retail prices


Cost method of accounting

Cost Method of Accounting

  • The cost to the retailer of each item is recorded on an accounting sheet and/or is coded on a price tag or merchandise container

  • Can be used with physical or book inventories:

    • Physical inventory – actual merchandise is counted at closed of a specified period of time

    • Book( perpetual) inventory – keeps a running total of the value of all inventory on hand at cost based on records. No need for actual counting of stock. Frequent financial statements can be prepared.


Physical inventory system

Physical Inventory System

  • Ending inventory - recorded at cost – is measured by counting the merchandise in stock at the close of a selling period

  • Gross profit is not computed until ending inventory is valued

  • Gross profit derived during full merchandise count


Book inventory system

Book Inventory System

  • Keeps a running total of the value of all inventory on hand at cost at a given time

  • End-of-month inventory values can be computed without a physical inventory

  • Frequent financial statements can be prepared


Book inventory system 2

Book Inventory System_2

  • Types of book inventories

    FIFO- logically assumes all old merchandise is sold first. Most reasonable but results in higher taxes

    LIFO – assumes new merchandise is sold first. Results in lower profits and lower taxes and understated ending inventory

    Both are acceptable ways to value merchandise


Disadvantages of cost based inventory systems

Disadvantages of Cost-Based Inventory Systems

  • Requires that a cost be assigned to each item in stock

  • Do not adjust inventory values to reflect style changes, end-of-season markdowns, or sudden surges of demand

  • Works best for retailers low inventory turnover, limited assortment and high average prices (car dealers)


Table 16 2 handy hardware store perpetual inventory system

Table 16.2 Handy Hardware Store Perpetual Inventory System


The retail method

The Retail Method

  • Closing inventory is determined by calculating the average relationship between the cost and retail values of merchandise available for sale during a period


Determining ending inventory value

Determining Ending Inventory Value

  • 1. Calculating the cost complement

    Cost Total Cost valuation

    Complement = Total retail valuation

    $299,892/496,126 = .6045 therefore, .60 of every retail sale went cover costs (Table 16.3)

  • 2. Calculating deductions from retail value

    Table 16.4 shows ending value of $59,552

  • 3. Converting retail inventory value to cost

    $56, 470 X .6046 = $34,136

    (Ending Inventory value at cost) This can be used to find gross profit.


Table 16 3 handy hardware store calculating merchandise available for sale at cost and at retail

Table 16.3 Handy Hardware Store, Calculating Merchandise Available for Sale at Cost and at Retail


Table 16 4 handy hardware store computing ending retail book value

Table 16.4 Handy Hardware Store, Computing Ending Retail Book Value


Table 16 5 handy hardware store computing stock shortages and adjusting retail book value

Table 16.5 Handy Hardware Store, Computing Stock Shortages and Adjusting Retail Book Value


Table 16 6 handy hardware store profit and loss statement

Table 16.6 Handy Hardware Store, Profit-and-Loss Statement


Advantages of the retail method

Advantages of the Retail Method

  • Valuation errors are reduced when conducting a physical inventory since merchandise value is recorded at retail and costs do not have to be decoded

  • Because the process is simpler, a physical inventory can be completed more often

  • Profit-and-loss statement can be based on book inventory

  • Method gives an estimate of inventory throughout the year and is accepted in insurance claims


Limitations of the retail method

Limitations of the Retail Method

  • Bookkeeping burden of recording data

  • Ending book inventory figures correctly computed only if the following are accurate:

    • Value of beginning inventory

    • Purchases

    • Shipping charges

    • Markups

    • Markdowns

    • Employee discounts

    • Transfers

    • Returns

    • Sales

  • Cost complement is an average based on the total cost of merchandise available for sale and total retail value


Merchandise forecasting and budgeting dollar control

Merchandise forecasting and Budgeting: Dollar Control

  • Dollar control entails planning and monitoring a firm’s inventory investment over time to ensure profitable operations

  • The six steps involved in the process are outlined


Figure 16 2 the merchandise forecasting and budgeting process dollar control

Figure 16.2 The Merchandise Forecasting and Budgeting Process: Dollar Control

Inventory

level planning

Designing

control units

Sales

Forecasting

Planning

profit margins

Planning

Purchases

Reduction

Planning


Merchandise forecasting and budgeting dollar control1

Merchandise forecasting and Budgeting: Dollar Control

  • Control Units –merchandise categories for which data are gathered. Categories is the broadest control units (women’s shoes, men’s suits)

    Classification merchandising – each department is sub divided into further categories women’s shoes and dress shoes and casual shoes

    Standard classification – recognized classification by trade association and industry.-


Merchandise forecasting and budgeting dollar control2

Merchandise forecasting and Budgeting: Dollar Control

  • Forecasting – estimating revenues (companywide, departmental or categories). Yearly sales can be broken down by months.

  • Monthly sales index, divides ach month’s actual sales by average monthly sales and multiples by 100.

  • Index allows a retailer to project sales by month


Table 16 7 handy hardware store a simple sales forecast using product control units

Table 16.7 Handy Hardware Store, A Simple Sales Forecast Using Product Control Units


Table 16 8 handy hardware store 2003 sales by month

Table 16.8 Handy Hardware Store, 2003 Sales by Month


Table 16 9 handy hardware store 2004 sales forecast by month

Table 16.9 Handy Hardware Store, 2004 Sales Forecast by Month


Merchandise forecasting and budgeting dollar control3

Merchandise forecasting and Budgeting: Dollar Control

  • Inventory –Level Planning- need to have sufficient inventory to meet sales

  • Basic Stock Method - carries more inventory than you expect to sales

    Beg month inventory = planned sales + basic stock

    Percentage variation method

    Weeks Supply Method

    Stock to sale method – maintain a specified ratin of goods on hand to sales ( 1.3 ratio means sales of $69K mean inventory of $89K)


Merchandise forecasting and budgeting dollar control4

Merchandise forecasting and Budgeting: Dollar Control

  • Reduction Planning – retail reduction is the difference between beginning inventory plus purchases , sales plus ending inventory

  • Planned Purchases =sales for month= planned reductions + planned end of month stock – beginning of month stock


Merchandise forecasting and budgeting dollar control5

Merchandise forecasting and Budgeting: Dollar Control

  • Planning profit margins – Determines the average markup needed to reach the projected profits

  • Required initial markup = planned expenses +planned profits + planned reductions/planned net sales + planned reductions


Unit control systems

Unit Control Systems

  • Deals with quantities of merchandise in units rather than in dollars. Information will reveal- best selling items,identify problems and opportunities, optimal time to reorder, book inventory, old merchandise, alternative sources for goods and level of sales of each item in every branch


Unit control systems1

Unit Control Systems

  • Physical Inventory Systems -counts number of units by item classification

  • Perpetual Inventory Systems - keepings running total of inventory based on sales and purchases, returns, transfers and other transactions

    94% of retailers engage in physical inventory systems

    57% of retailers use cost inventory systems

    68% of retailers use a perpetual inventory system


Financial control integrating dollar ad unit concepts

Financial Control: Integrating Dollar ad Unit concepts

  • Stock Turnover – number of times during a specific period, usually a yr, that the average inventory on hand is sold.

  • Computation of stock turnover

    stock turnover = # of units sold during year

    units average inventory on hand

    Annual stock = net yearly sales

    Turnover $ average inventory on hand


Stock turnover

Stock Turnover

  • Average stock turnover will vary by industry

  • Normally want to have high stock turnover

  • High stock turnover is usually a sign of success

  • Gross Margin Return on investment (GMROI) shows relationship between the gross margins in dollars and the average inventory investment by combining profitability anal sales to stock measures

    good indicator of managers performance


When to reorder

When to Reorder

  • Reorder point – set stock levels at which new orders must be placed

  • Order lead time- period from the date an order is placed by a retailer to the date merchandise is ready for sale (received, price marked and put on selling floor)

  • Usage rates –average sales per day, in units of merchandises

  • Safety stock-the extra inventory that protects against out of stock conditions due to unexpected demand and delays in delivery

    reorder pt = usage rate X lead time

    Reorder pt + usage rate X lead time + safety stock

    Automatic reordering systems – mechanically activated when stock on hand reaches the reorder point


Figure 16 6a how stockouts may occur

Figure 16.6a How Stockouts May Occur

  • Unexpected Demand

  • Delayed Delivery


How much to reorder

How Much to Reorder

  • Economic Order quantity (EOQ) is the quantity per order that minimizes total inventory costs of processing orders and holding inventory.

  • EOQ=

EOQ= quantity per order

D= annual demand

S= costs to place an order

I= % of yearly carrying cost to unit cost

C= unit cost of an item

2DS

IC


Questions

Questions

Please read this chapter carefully


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