Jason Ackerman is the management accountant for Central Restaurant Supply (CRS). Beth Donaldson, the VRS sales manager, and Jason are meeting to discuss the profitability of one of the customers, Mama Leone’s Pizza. Jason hands Beth the following analysis of Mama Leone’s activity during the last quarter, taken from Central’s activity- based costing system:
Sales......................... $ 23,400
Cost of goods sold (all variable)............. 14,025
Order processing (25 orders processed at $ 300 per order).... 7,500
Delivery (2,500 miles driven at $ 0.75 per mile) ........ 1,875
Rush orders (3 rush orders at $ 165 per rush order) ....... 495
Sales calls (3 sales calls at $ 150 per call) ........... 450
Operating income ................... $ (945)

Beth looks at the report and remarks, “I’m glad to see all my hard work is paying off with Mama Leone’s. Sales have gone up 10% over the previous quarter!” Jason replies, “Increased sales are great, but I’m worried about Mama Leone’s margin, Beth. We were showing a profit with Mama Leone’s at the lower sales level, but now we’re showing a loss. Gross margin percentage this quarter was 40%, down five percentage points from the prior quarter. I’m afraid that corporate will push hard to drop them as a customer if things don’t turn around.” “ That’s crazy,” Beth responds. “A lot of that overhead for things like order processing, deliveries, and sales calls would just be allocated to other customers if we dropped Mama Leone’s. This report makes it look like we’re losing money on Mama Leone’s when we’re not. In any case, I am sure you can do something to make its profitability look closer to what we think it is. No one doubts that Mama Leone’s is a very good customer.”

1. Assume that Beth is partly correct in her assessment of the report. Upon further investigation, it is deter-mined that 10% of the order processing costs and 20% of the delivery costs would not be avoidable if CRS were to drop Mama Leone’s. Would CRS benefit from dropping Mama Leone’s? Show your calculations.
2. Beth’s bonus is based on meeting sales targets. Based on the preceding information regarding gross margin percentage, what might Beth have done last quarter to meet her target and receive her bonus? How might CRS revise its bonus system to address this?
3. Should Jason rework the numbers? How should he respond to Beth’s comments about making Mama Leone’s look more profitable?

  • CreatedJanuary 15, 2015
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