管理会计我的资源horngrenima16e_ch06

,IntroductiontoManagementAccounting,CharlesT.Horngren,StanfordUniversityGaryL.Sundem,UniversityofWashingtonSeattleWilliamO.Stratton,DixieStateCollegeofUtahDavidBurgstahler,UniversityofWashingtonSeattleJeffSchatzberg,UniversityofArizona,SIXTEENTHEDITION,GLOBALEDITION,RelevantInformationforDecisionMakingwithaFocusonOperationalDecisions(经营决策),Chapter6,IntroductiontoManagementAccounting,Opportunity,Outlay,andDifferentialCosts(机会成本、支出成本、差异成本）,Differentialcostisthedifferenceintotalcostbetweentwoalternatives.,LearningObjective1,Differentialrevenueisthedifferenceintotalrevenuebetweentwoalternatives.,Adifferentialanalysisisadecisionprocessthatcomparesdifferentialrevenuesandcostsofalternatives.,Opportunity,Outlay,andDifferentialCosts(机会成本、支出成本、差异成本）,Incrementalcost（边际成本）areadditionalcostsorreducedbenefitsgeneratedbytheproposedalternative.,LearningObjective1,Incrementalbenefits（边际收益）aretheadditionalrevenuesorreducedcostsgeneratedbytheproposedalternative.,Opportunity,Outlay,andDifferentialCostsandAnalysis,Incrementalcostsareadditionalcostsorreducedbenefitsgeneratedbytheproposedalternative.,Incrementalbenefitsaretheadditionalrevenuesorreducedcostsgeneratedbytheproposedalternative.,Analyzingthedifferentialcostsbetweentheexistingsituationandaproposedalternativeisanincrementalanalysis.,Opportunity,Outlay,andDifferentialCosts,Anoutlaycost(支出成本)requiresacashdisbursement.,Anopportunitycost(机会成本)isthemaximumavailablecontributiontoprofitforgone(orpassedup)byusinglimitedresourcesforaparticularpurpose.,Anincrementalanalysis(边际分析)isananalysisoftheadditionalcostsandbenefitsofaproposedalternative.,Opportunity,Outlay,andDifferentialCostsandAnalysis,Anoutlaycostrequiresacashdisbursement.,Anopportunitycostisthemaximumavailablebenefitforgone(orpassedup)byusingaresourcethatacompanyalreadyownsorthatithasalreadycommittedtopurchaseforaparticularpurpose.,Iftherearemanyalternativeusesofresources,anincrementalanalysiscanbecomecumbersome.Opportunitycostsmaybeaviableoption.,Opportunity,Outlay,andDifferentialCosts,NantucketNectarshasthreealternatives:IncreaseproductionofPeachjuiceSellthemachine3.ProduceanewdrinkPapayaMango,NantucketNectarshasamachineforwhichitpaid$100,000anditissittingidle(闲置).,OpportunityCosts,IntroducingPapayaMangoentailstwotypesofcosts,outlaycostsandopportunitycosts.,Opportunitycostisthemaximumavailablebenefitforgone(orpassedup)byusingsucharesourceforaparticularpurposeinsteadofthebestalternativeuse.,Outlaycostsincludecostsforitemssuchasmaterialsandlabor.,OpportunityCost(机会成本),Sellmachinefor$50,000.,1,PeachJuiceContributionmarginis$60,000.,2,3,ProducePapayaMangojuicewithprojectedsalesof$500,000.,SupposeNantucketNectarswillhavetotalsalesoverthelifecycleofPapayaMango100%Juiceof$500,000.Theproductionandmarketingcosts(outlaycosts),excludingthecostofthemachine,are$400,000.WhatisthenetfinancialbenefitfromproducingthePapayaMango?,OpportunityCost(机会成本),NantucketNectarswillgain$40,000morefinancialbenefitusingthemachinetomakePapayaMangothanitwouldmakeusingitforthenextmostprofitablealternative.,Make-or-BuyDecisions(制造或购买),Managersoftenmustdecidewhethertoproduceaproductorservicewithinthefirmorpurchaseitfromanoutsidesupplier.,LearningObjective2,MakeorBuyDecisions,NantucketNectarsCompanysCostofMaking12-ounceBottles,Ifthecompanybuysthebottles,$50,000offixedoverheadwouldbeeliminated.,ShouldNantucketmakeorbuythebottles?,AnothermanufacturerofferstosellNantucketNectarsthebottlesfor$.18.ShouldNantucketNectarsmakeorbuythebottles?,PerhapsNantucketNectarswilleliminate$50,000offixedcostsifthecompanybuysthebottlesinsteadofmakingthem.Forexample,thecompanymaybeabletoreleaseasupervisorwitha$50,000salary.,RelevantCostComparison(相关成本分析),*Notethatunavoidablefixedcostsof$80,000$50,000=$30,000areirrelevant.Thus,theirrelevantcostsperunitare$.08$.05=$.03.,MakeorBuyandtheUseofFacilities,SupposeNantucketcanusethereleasedfacilitiesinothermanufacturingactivitiestoproduceacontributiontoprofitsof$55,000,orcanrentthemoutfor$25,000.,Whatarethealternatives?,MakeorBuyandtheUseofFacilities,Rentrevenue$25$Contributionfromotherproducts55Variablecostofbottles(170)(180)(180)(180)Netrelevantcosts$(170)$(180)$(155)$(125),Make,Buyandleavefacilitiesidle,Buyandrentoutfacilities,Buyandusefacilitiesforotherproducts,(000),6-B1,6-B1,6-B1,Often,existingbusinesseswillwanttoexpandorcontracttheiroperationstoimproveprofitability.,LearningObjective3,DeletionorAdditionofProducts,Services,orDepartments,Decisionsaboutwhethertoaddortodropproductsorwhethertoaddortodropdepartmentswillusethesameanalysis:examiningalltherelevantcostsandrevenues.,Avoidablecostsarecoststhatwillnotcontinueifanongoingoperationischangedordeleted.,Unavoidablecostsarecoststhatcontinueevenifanoperationishalted.(停止),AvoidableandUnavoidableCosts(可避免和不可避免成本),Commoncosts(共同成本)arecostsoffacilitiesandservicesthataresharedbyusers.,Groceries,Generalmerchandise,Drugs,Consideradiscountdepartmentstorethathasthreemajordepartments:,DepartmentStoreExample,Sales$1,900$1,000$800$100Variableexpenses1,42080056060Contributionmargin$480(25%)$200(20%)$240(30%)$40(40%)Fixedexpenses:Avoidable$265$150$100$15Unavoidable1806010020Totalfixedexpenses$445$210$200$35Operatingincome$35$(10)$40$5,Departments,Groceries,GeneralMdse.,Drugs,Total,DepartmentStoreExample,($000),Assumefurtherthatthetotalassetsinvestedwouldbeunaffectedbythedecision.,Thevacatedspacewouldbeidleandtheunavoidablecostswouldcontinue.,Assumethattheonlyalternativestobeconsideredaredroppingorcontinuingthegrocerydepartment,whichhasconsistentlyshownanoperatingloss.,DepartmentStoreExample,Sales$1,900$1,000$900Variableexpenses1,420800620Contributionmargin$480$200$280Avoidablefixedexpenses265150115Profitcontributiontocommonspaceandotherunavoidablecosts$215$50$165Unavoidableexpenses1800180Operatingincome$35$50$(15),TotalBeforeChange,EffectofDroppingGroceries,TotalAfterChange,StoreasaWhole($000),DepartmentStoreExample,Assumethatthestorecouldusethespacemadeavailablebythedroppingofgroceriestoexpandthegeneralmerchandisedepartment.,Thiswillincreasesalesby$50,000,generatea30%contribution-margin,andhaveavoidablefixedcostsof$70,000.,$80,000$50,000=$30,000,DepartmentStoreExample,Sales$1,900$1,000$500$1,400Variableexpenses1,420800350970Contributionmargin$480$200$150$430Avoidablefixedexpenses26515070185Profitcontributiontocommonspaceandotherunavoidablecosts$215$50$80$245Unavoidableexpenses18000180Operatingincome$35$50$80$65,TotalBeforeChange,DropGroceries,TotalAfterChange,StoreasaWhole($000),ExpandGeneralMerchandise,DepartmentStoreExample,DepartmentStoreExample,Relevantcostsarenotalwaysvariable.Thekeytodecisionmakingisnotrelyingonahardandfastruleaboutwhattoincludeandwhattoignore.,Youmustanalyzeallpertinentcostsandrevenuestodeterminewhatisandwhatisnotrelevantinthespecificcontext.Inthiscase,therelevantcostsincludedtheavoidablefixedcosts.,DepartmentStoreExample,Nonfinancialinformationcaninfluencedecisionstoaddordeleteproductsordepartments,too.,Whendecidingtodeleteaproductortocloseaplant,thereareethicalconsiderations.,Howwillthedecisionaffect:Employees?Customers?Community?,6-B3,6-B3,6-B3,Alimitingfactororscarceresourcerestrictsorconstrainstheproductionorsaleofaproductorservice.,LearningObjective4,OptimalUseofLimitedResources(有限资源的优化使用),Limitingfactorsincludelaborhoursandmachinehoursthatlimitproduction(andhencesales)inmanufacturingfirms.,andsquarefeetoffloorspaceorcubicmetersofdisplayspacethatlimitsalesindepartmentstores.,OptimalUseofLimitedResources,NikeproducestheAirCourttennisshoeandtheAirMaxrunningshoe.Assumethatonefactoryistheonlyfacilitythatproducestheshoes,andNikemanagersmustdecidehowmanyshoesofeachtypetoproduce.,Machinetimeisthemeasureofcapacityinthisfactory,andthereisamaximumof10,000hoursofmachinetime.Thefactorycanproduce10pairsofAirCourtshoesor5pairsofAirMaxshoesin1hourofmachinetime.,OptimalUseofLimitedResources,Ifthelimitingfactorisdemand,thatis,pairsofshoes,themoreprofitableproductisAirMax.,Whichismoreprofitable?,Ifthelimitingfactor(限制条件)isdemand,thatis,pairsofshoes,themoreprofitableproductisAirMax.,Why?,OptimalUseofLimitedResources,OptimalUseofLimitedResources,ThesaleofapairofAirCourtshoesadds$20toprofit.,ThesaleofapairofAirMaxshoesadds$36toprofit.,AirMaxistheproductwiththehighercontributionperunit.,Supposethatdemandforeithershoewouldfilltheplantscapacity.Now,capacityisthelimitingfactor.,OptimalUseofLimitedResources,Whichismoreprofitable?,Ifthelimitingfactoriscapacity,themoreprofitableproductisAirCourt.,Why?,OptimalUseofLimitedResources,AirCourt$20contributionmarginperpair100,000pairs=$2,000,000contribution,AirMax:$36contributionmarginperpair50,000pairs=$1,800,000contribution,OptimalUseofLimitedResources,Inretailsstores,thelimitingfactorisoftenfloorspace.Thefocusisonproductstakinguplessspaceoronusingthespaceforshorterperiodsoftime.,Retailstoresseekfasterinventoryturnover(存货周转率)(thenumberoftimestheaverageinventoryissoldperyear).,OptimalUseofLimitedResources,RegularDepartmentStore,DiscountDepartmentStore,Fasterinventoryturnovermakesthesameproductamoreprofitableuseofspaceinadiscountstore.,6-B2,6-B2,JointProduct(联合产品)Costs,Jointproductshaverelativelysignificantsalesvalues.,Theyarenotseparatelyidentifiableasindividualproductsuntiltheirsplit-offpoint(分离点).,Thesplit-offpointisthatjunctureofmanufacturingwherethejointproductsbecomeindividuallyidentifiable.,LearningObjective5,Examplesofjointproductsincludechemicals,lumber,flour,andtheproductsofpetroleumrefining.,Separablecosts(可区分成本)areanycostsbeyondthesplit-offpoint.,Jointcosts(联合成本)arethecostsofmanufacturingjointproductsbeforethesplit-offpoint.,JointProductCosts,ShouldDowselltheproductsatthesplit-offpointorprocessthemfurther?,SupposeDowChemicalCompanyproducestwochemicalproducts,XandY,asaresultofaparticularjointprocess.,Thejointprocessingcost(联合加工成本)is$100,000.,Bothproductsaresoldtothepetroleum(石化)industrytobeusedasingredientsofgasoline(汽油).,JointProductCosts,1millionliters(公升)ofXatasellingpriceof$.09=$90,000,500,000litersofYatasellingpriceof$.06=$30,000,Totalsalesvalueatsplit-offis$120,000,Split-offpoint,JointProductCosts,IllustrationofSellorProcessFurther,Supposethe500,000litersofYcanbeprocessedfurtherandsoldtotheplasticsindustry(塑料行业)asproductYA.,Theadditionalprocessingcostwouldbe$.08perliterformanufacturinganddistribution,atotalof$40,000.,ThenetsalespriceofYAwouldbe$.16perliter,atotalof$80,000.,IllustrationofSellorProcessFurther,Revenues$30,000$80,000$50,000Separablecostsbeyondsplit-off$.0840,00040,000Incomeeffects$30,000$40,000$10,000,SellatSplit-offasY,ProcessFurtherandSellasYA,Difference,6-B4,6-B4,6-B4,6-B4,6-B4,EquipmentReplacement(设备更新),Thebookvalue(帐面价值)ofequipmentisnotarelevantconsiderationindecidingwhethertoreplacetheequipment.,Becauseitisapast,notafuturecost.,Why?,LearningObjective6,BookValueofOldEquipment,Depreciationistheperiodicallocationofthecostofequipment.,Theequipmentsbookvalue(ornetbookvalue)istheoriginalcostlessaccumulateddepreciation.,BookValueofOldEquipment,Supposea$10,000machinewitha10-yearlifespanhasdepreciationof$1,000peryear.,Whatisthebookvalueattheendof6years?,Originalcost$10,000Accumulateddepreciation(6$1,000)6,000Bookvalue$4,000,KeeporReplacetheOldMachine?,RelevanceofEquipmentData,4commonlyencountereditems:,BookvalueofoldequipmentDisposalvalueofoldequipmentGainorlossondisposalCostofnewequipment,Asunkcost(沉没成本)isacostalreadyincurredandisirrelevanttothedecision-makingprocess.,RelevanceofEquipmentData,Thebookvalueofoldequipmentisirrelevantbecauseitisapast(historical)cost.,Therefore,depreciationonoldequipmentisirrelevant.,DisposalValueofOldEquipment,Thedisposalvalueofoldequipmentisrelevantbecauseitisanexpectedfutureinflowthatusuallydiffersamongalternatives.,GainorLossonDisposal,Thisisthedifferencebetweenbookvalueanddisposalvalue.,Itisameaninglesscombinationofirrelevant(bookvalue)andrelevantitems(disposalvalue).,Itisbesttothinkofeachseparately.,CostofNewEquipment,Thecostofnewequipmentisrelevantbecauseitisanexpectedfutureoutflowthatwilldifferamongalternatives.,CostComparison,6-B5,6-B5,6-B5,6-B5,Irrelevant(无关)orMisspecified(错定的)Costs,Theabilitytorecognizeirrelevantcostsisimportanttodecisionmakers.,Costofobsolete(过时的)inventory,LearningObjective7,Bookvalueofoldequipment(设备),IrrelevantorMisspecifiedCosts,SupposeGeneralDynamicshas100obsoleteaircraftpartsinitsinventory.,Theoriginalmanufacturingcostofthesepartswas$100,000.,GeneralDynamicscanremachinethepartsfor$30,000andthensellthemfor$50,000,orscrapthemfor$5,000.,IrrelevantorMisspecifiedCosts,Difference,Remachine,Scrap,Expectedfuturerevenue$50,000$5,000$45,000Expectedfuturecosts30,000030,000Relevantexcessofrevenueovercosts$20,000$5,000$15,000Accumulatedhistoricalinventorycost*100,000100,0000Netlossonproject$(80,000)$(95,000)$15,000*Irrelevantbecauseitisunaffectedbythedecision.,IrrelevantorMisspecifiedCosts,Therearetwomajorwaystogowrongwhenusingunitcostsindecisionmaking:,includingirrelevantcosts,comparingunitcostsnotcomputedonthesamevolumebasis,IrrelevantorMisspecifiedCosts,Assumethatanew$100,000machinewithafive-yearlifecanproduce100,000unitsayearatavariablecostof$1perunit,asopposedtoavariablecostperunitof$1.50withanoldmachine.,Isthenewmachineaworthwhileacquisition?,IrrelevantorMisspecifiedCosts,Units100,000100,000Variablecost$150,000