供应链管理13-16供应链管理16

1、CHAPTER16Financial Controlof Logistics PerformanceQuestions Accounting System Must be Capable of AnsweringHow do logistics costs affect contribution by product, by territory, by customer, and by salesperson?What are the costs associated with providing additional levels of customer service? What trad

2、e-offs are necessary, and what are the incremental benefits or losses?What is the optimal amount of inventory? How sensitive is the inventory level to changes in warehousing patterns or to changes in customer service levels? How much does it cost to hold inventory?What mix of transport modes/carrier

3、s should be used?16-2 aMcGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.16-3 bQuestions Accounting System Must be Capable of Answering (cont.) 16-2 b How many field warehouses should be used and where should they be located?How many production setups are require

4、d? Which plants will be used to produce each product? What are the optimum manufacturing plant capacities based on alternative product mixes and volumes?What product packaging alternatives should be used?To what extent should the order processing system be automated?What distribution channels should

5、 be used?McGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc.All rights reserved.16-4AssigningCosts ToSegments 16-3 Is cost dependent on unit volume?Charge Applicable SegmentVariableYESNOIs resourcededicated to a specific productline?Charge Applicable SegmentNon-VariableYESNOPlace in c

6、ontribution poolIndirectMcGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc.All rights reserved.16-5Contribution Approach with a Charge For Assets Employed 16-4 Total Company Segment A Segment B Segment C Net salesCost of goods sold (variable manufacturing costs)Manufacturing contribut

7、ionVariable marketing and logistics costs Sales commissions TransportationWarehousing (handling in and out) Order processingCharge for investment in accountsreceivableSegment contribution margin Assignable nonvariable costsSalariesSegment-related advertising Bad debtsInventory carrying costs Segment

8、 controllable margin Charge for assets used by segment Net segment marginMcGraw-Hill/Irwin Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.16A-6Profitabilityby TypeOf Account: Contribution Approach 16-5 Type of AccountGrocery Chains$10,50050010,0004,800Total Company$42,5002,500

9、40,00020,000DepartmentStores$6,2502506,0002,500Drug Stores$19,7501,75018,0009,200Discount Stores$6,000-6,0003,500SalesLess discounts, returns and allowancesNet SalesCost of goods sold (variable manufacturing costs)Manufacturing contributionVariable selling and distribution costs: Sales commissionsTr

10、ansportation costs Warehouse handling Order-processing costsCharge for investment in accounts receivable20,0003,5005,2008,8002,5008002,5006004007001203101506020200225-35503601,795450280615120170-2515Contribution marginAssignable nonvariable costs(costs incurred specifically for the segment during th

11、e period):Sales promotion and slotting allowances AdvertisingBad debts Display racksInventory carrying costs15,0002,8404,6905,3002,1701,2505003002001,25060- 150620- 200400500300200800170- 100Segment controllable margin$11,500$2,630$3,870$3,100$1,900Segment controllable margin-to-sales ratio27.1%42.1

12、%36.9%15.7%31.7%Note: This approach could be modified to include a charge for the assets employed by each of the segments, as well as a deduction forthe change in market value of these assets. The result would be referred to as the net segment margin (residual income).McGraw-Hill/IrwinCopyright 2001

13、 by The McGraw-Hill Companies, Inc. All rights reserved.16-7Profitability By Type of Account: A Contribution Approach ($000)Type of Account 16-6 Drug Store Channel$19,750 1,75018,0009,2008,8003601,7954502806155,300National Drug Chains$4,2502504,0002,1001,90080120- 25201,655Regional Drug Chains$5,500

14、5005,0002,6002,40010020010055351,910Independent Pharmacies$10,000 1,0009,0004,5004,5001801,4753502005601,735SalesLess discounts, returns and allowancesNet SalesCost of goods sold (variable manufacturing costs)Manufacturing contributionVariable selling and distribution costs: Sales commissionsTranspo

15、rtation costs Warehouse handling Order-processing costsCharge for investment in accounts receivableContribution marginAssignable nonvariable costs(costs incurred specifically for the segment during the period):Sales promotion and slotting allowances AdvertisingBad debts Display racksInventory carryi

16、ng costsSegment controllable marginSegment controllable margin-to-sales ratio400500300200800$3,100 15.7%90- 80$1,485 34.9%110- 100$1,700 30.9%200500300200620($85)-Note: This approach could be modified to include a charge for the assets employed by each of the segments, as well as a deduction for the

17、 change in market value of these assets. The result would be referred to as the net segment margin (residual income).McGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.16-8 aShortcomings for Corporate Profitability ReportsFull manufactured costs (which sometimes i

18、nclude a profit for the plant) were used in calculating costs.Operating costs such as development, selling, and administration were fully allocated to products often on a percentage-of-sales basis.Costs such as transportation, warehousing, sales commissions, and sales promotions were not reported as

19、 separate line items.When marketing and logistics costs were identified explicitly as expenses, they usually were allocated to products on a percentage-of-sales basis. 16-7 a 1.2.3.4.McGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.16-9 bShortcomings for Corpora

20、te Profitability Reports (cont.) 16-7 b 5.Inconsistencies in terminology were common. When executives referred to contribution margins, often the numbers used were actually manufacturing contribution.Opportunity costs such as inventory carrying costs, a charge of accounts receivable, and a charge fo

21、r other assets employed did not appear on profitability reports.Reports that covered more than one year were not adjusted for inflation.Reports were not adjusted to reflect replacement costs.6.7.8.McGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.16-10Profitabili

22、ty By Type Of Account:A Full Cost Approach ($000)Type of Account 16-8Total Company$40,000 25,00015,000Dept. Stores$6,000 3,7502,250Grocery Chains$10,0006,2503,750Drug Stores$18,000 11,2506,750Discount Stores$6,000 3,7502,250Net SalesCost of goods sold (Full manufacturing costs)Manufacturing Margin L

23、ess Expenses:Sales commissions Transportation costs ($/case) Warehouse handling ($/cu. ft) Order-processing costs ($/order) Sales promotion (% of sales) Advertising (% of sales)Bad debts (% of sales)General Overhead and Administrative Expense (% of sales)Net Profit (before taxes) Profit-to-sales rat

24、io8002,5006004001,2505003006,150$2,500 6.3%12037590301877545922$406 6.8%20062515050312125751,538$675 6.8%3601,1252703005632251352,768$1,004 5.6%12037590201887545922$415 6.9%McGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc.All rights reserved.16-11Controlling Logistics Activities 16-9McGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc.All rights reserved.Standard costsBudgetsControl over logistics costs can be accomplished byProductivity standardsStatistical p