Akuntansi Biaya Chapter 15
Madison Electric Pump Corporation manufactures electric pumps for commercial use. The company
produces three models, designated as regular, advanced, and deluxe. The company uses a job-order cost
accounting system with manufacturing overhead applied on the basis of direct-labor hours. The system
has been in place with little change for 25 years. Product costs and annual sales data are as follows:
Regular Model Advanced Model Deluxe Model
Annual Sales 20,000 1,000 10,000
Product costs:
Direct material $20 $50 $84
Direct labor 20 (1hr. at $20) 40 (2hr. at $20) 40 (2hr. at $20)
Manufacturing OH 170 (1hr at. $170) 340(2hr. at $170) 340(2hr. at $170)
Manufacturing - overhead budget:
Depreciation, machinery 2,960,000
Maintanance, machinery 240,000
Depreciation, taxes, and insurance for factory 600,000
Engineering 700,000
Purchasing, receiving and shipping 500,000
Inspection and repair of defects 750,000
Material handling 800,000
Miscellanous manufacturing overhead costs 590,000
Total $7,140,000
Direct-labor budget:
Regular Model : 20,000 hours
Advanced Model : 2,000 hours
Deluxe Model : 20,000 hours
Total : 42,000 hours
Predetermined overhead rate : Budgeted overhead / Budgeted direct-labor hours = $7,140,000 / 42,000 hours = $170 per hours
For the past 10 years the company's pricing formula has been to set each product's target price at
110 percent of its full product cost. Recently, however, the regular-model pump has come under increas-
ing price pressure from offshore competitors. The result was that the price on the regular mode! has been lowered to $220.
The company president recently asked the controller, "'Why can't we compete with these other
companies? They're selling pumps just like our regular model for $212. That's only two bucks more than our production cost. Are we really that inefficient? What gives?''
The controller responded by saying, 'I think this is due to an outmoded product-costing system. As
you may remember, I raised a red flag about our system when I came on board last year. But the decision was to keep our current system in place. In my judgment, our product-costing system is distorting our product costs. Let me run a few numbers to demonstrate what I mean."
Getting the president's go-ahead, the controller compiled the basic data needed to implement an activity-based costing system. These data are displayed in the following table. The percentages are the proportion of each cost driver consumed by each product line.
Product Lines
Activity Cost Pool Cost Driver Regular Model Advanced Model Deluxe Model
I : Depreciation, machinery Machine Time 39% 13% 48%
Maintenance, machinery
II: Engineering Engineering hours 47% 6% 47%
Inspection and repair of defects
III: Purchasing, receiving,
and shipping Number Number of materials order 47% 8% 45%
of material orders
Material handling
IV: Depreciation, taxes, and Factory space usage 42% 15% 43%
insurance for factory Factory
space usage
Miscellaneous manufacturing
overhead
Write a memo to the company president explaining what has been happening as a result of the firm's traditional volume-based product-costing system.
Date Today
To President Madison Electric Pump Coorporation From I.M.Student
Subject Product Costing
Berdasarkan data biaya dari sistem biaya produk tradisional berbasis volume kami, model reguler kami tidak sangat menguntungkan. Margin kontribusi aktual yang dilaporkan hanya $ 10 ($ 220 - $ 210). Namun, validitas kesimpulan ini bergantung pada keakuratan biaya produk yang dilaporkan oleh sistem biaya produk kami. Pesaing kami menjual motor seperti model standar kami seharga $ 212.
Harga ini menunjukkan bahwa biaya produk mereka jauh di bawah biaya yang kami laporkan sebelumnya sebesar $ 210. Sistem penetapan biaya berbasis aktivitas baru kami mengungkapkan distorsi biaya produk yang serius yang berasal dari sistem penetapan biaya lama kami. Sistem penetapan biaya baru menunjukkan bahwa model biasa hanya berharga $ 192,02, yang berarti harga target $ 211,22.
Harga ini lebih rendah dari harga jual aktual kami saat ini dan secara kasar konsisten dengan harga yang dikenakan pesaing kami. Sebaliknya, sistem penetapan biaya produk baru kami mengungkapkan bahwa biaya produk model lanjutan adalah $ 875,50, bukan biaya yang dilaporkan sebelumnya sebesar $ 430. Biaya produk baru menyarankan harga target $
(1.190.000 x 42%)/20.000 (1.190.000 x 15%)/1.000 (1.190.000 x 43%)/10.000
= 24,99 = 178,5 = 51,17
963,05 untuk model lanjutan, bukan $ 473, yang merupakan harga target kami sebelumnya untuk model lanjutan.
What strategic options does management have? What do you recommend, and why?
Perusahaan harus mengadopsi dan memelihara sistem penetapan activity-based costing system. Harga model biasa harus diturunkan menjadi $ 212. Menurunkan harga harus memungkinkan perusahaan mendapatkan kembali posisi kompetitifnya di pasar untuk model reguler. Pemotongan harga lebih lanjut harus dipertimbangkan jika studi pemasaran menunjukkan bahwa langkah tersebut akan meningkatkan permintaan.
Harga model lanjutan harus ditetapkan mendekati harga target $ 963,05. Jika model lanjutan tidak menjual pada harga ini, manajemen harus mempertimbangkan untuk menghentikan lini produk tersebut. Masukan dari staf pemasaran harus dicari sebelum tindakan semacam itu diambil. Pertimbangan penting adalah sejauh mana penjualan di pasar model reguler dan model deluxe bergantung pada penawaran perusahaan untuk lini produk yang lengkap.
Sedikit penurunan harga harus dipertimbangkan untuk model deluxe (dari $ 510,40 menjadi $ 500,96). Namun, distorsi biaya produk dari sistem penetapan biaya lama tidak mempengaruhi model ini seserius dua lainnya.
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