Recently, the sales and marketing manager for Pasifika Company, Mr. Reece Rooney couldn't understand the result...

 

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Recently, the sales and marketing manager for Pasifika Company, Mr. Reece Rooney couldn't understand the result of two bids that the firm has submitted. According to the company's policy, a 50 percent mark-up is added to the full manufacturing cost when calculating the bid. One particular job (Job A01) had been rejected by a prospective customer since the proposed bid was $4 per unit higher than the winning bid. However, a customer has accepted a second job (Job B01) and was pleased with the favorable bid. This customer revealed that Pasifika's price was $44 per unit lower than the next-lowest bid. Recce knew that the implementation of the cost leadership strategy has resulted in Pasifika's competitive advantage, therefore he assumed that the issue must be related to cost allocation procedures. When Reece further investigated the matter, he found that Pasifika used a pre-determined plantwide overhead rate based on direct labor hours. The budgeted data used to calculate this rate follows: Department A Department B $1,400,000 S5 per MH 50,000 120,000 Fixed Overhead Total $1,700,000 $300,000 Sl per DLH 200,000 20,000 Variable Overhead Direct labor hours 250,000 140,000 Machine hours Additional information on the two jobs are as follows: Job A01 Department A 5,000 Department B 1,000 Total Direct labor hours 6,000 Machine hours 200 500 700 $100,000 14,400 $120,000 14,400 Prime costs $20,000 Units produced 14,400 Job B01 Department A Department B Total Direct labor hours 1,000 400 600 3,000 $40,000 Machine hours 200 3,200 $50,000 Prime costs S10,000 Units produced 1,500 1,500 1,500 In his attempt to investigate the costing of the two jobs, Mr. Rooney discovered that the overhead costs in the two departments are different. In particular, the overhead costs of Department B were higher than Department A since it uses more equipment and therefore has higher maintenance, higher power consumption, higher depreciation, and higher setup costs. Additionally, he did some reading on overhead cost allocation methods and found that allocating support department cost appropriately can result to increase accuracy of the product cost. Hence he collected the following information on four support departments as follows: Maintenance Power Setups General Dept. A Dept. Factory $400,000 $120,000 $100,000 $500,000 $100,000 S650,000 Fixed overhead Variable overhead $100,000 $105,000 $50,000 $125,000 $100,000 $150,000 Maintenance hours 1,500 500 1,000 10,000 7,000 50,000 50,000 Kilowatt-hours 4,500 10,000 15,000 8,000 Direct labor hours 12,000 6,000 200,000 Number of setups Square feet 40 160 25,000 40,000 5,000 15,000 35,360 94,640 The following allocation bases (cost drivers) seemed reasonable: Support Department Allocation Base Maintenance Maintenance hours Power Kilowatt-hours Setups General Factory Number of setups Square feet REQUIRED 1. Advise Mr. Rooney on potential strategies he would implement to compete effectively on cost leadership strategy. 2. Calculate the unit bids for the two jobs using a plantwide OH rate based on direct labour hours. 3. ) Using the sequential (step-down) method, calculate the departmental overhead rates using direct labor hours for Department A and machine hours for Department B. (ii) What would the unit bids for Job A0land Job A02 have been if these overhead rates had been in effect? (Round-off the allocation ratios to 3 decimal places before you allocate the support department costs 4. Discuss any recommendations you would give to Rooney regarding the method of allocating overhead cost. Recently, the sales and marketing manager for Pasifika Company, Mr. Reece Rooney couldn't understand the result of two bids that the firm has submitted. According to the company's policy, a 50 percent mark-up is added to the full manufacturing cost when calculating the bid. One particular job (Job A01) had been rejected by a prospective customer since the proposed bid was $4 per unit higher than the winning bid. However, a customer has accepted a second job (Job B01) and was pleased with the favorable bid. This customer revealed that Pasifika's price was $44 per unit lower than the next-lowest bid. Recce knew that the implementation of the cost leadership strategy has resulted in Pasifika's competitive advantage, therefore he assumed that the issue must be related to cost allocation procedures. When Reece further investigated the matter, he found that Pasifika used a pre-determined plantwide overhead rate based on direct labor hours. The budgeted data used to calculate this rate follows: Department A Department B $1,400,000 S5 per MH 50,000 120,000 Fixed Overhead Total $1,700,000 $300,000 Sl per DLH 200,000 20,000 Variable Overhead Direct labor hours 250,000 140,000 Machine hours Additional information on the two jobs are as follows: Job A01 Department A 5,000 Department B 1,000 Total Direct labor hours 6,000 Machine hours 200 500 700 $100,000 14,400 $120,000 14,400 Prime costs $20,000 Units produced 14,400 Job B01 Department A Department B Total Direct labor hours 1,000 400 600 3,000 $40,000 Machine hours 200 3,200 $50,000 Prime costs S10,000 Units produced 1,500 1,500 1,500 In his attempt to investigate the costing of the two jobs, Mr. Rooney discovered that the overhead costs in the two departments are different. In particular, the overhead costs of Department B were higher than Department A since it uses more equipment and therefore has higher maintenance, higher power consumption, higher depreciation, and higher setup costs. Additionally, he did some reading on overhead cost allocation methods and found that allocating support department cost appropriately can result to increase accuracy of the product cost. Hence he collected the following information on four support departments as follows: Maintenance Power Setups General Dept. A Dept. Factory $400,000 $120,000 $100,000 $500,000 $100,000 S650,000 Fixed overhead Variable overhead $100,000 $105,000 $50,000 $125,000 $100,000 $150,000 Maintenance hours 1,500 500 1,000 10,000 7,000 50,000 50,000 Kilowatt-hours 4,500 10,000 15,000 8,000 Direct labor hours 12,000 6,000 200,000 Number of setups Square feet 40 160 25,000 40,000 5,000 15,000 35,360 94,640 The following allocation bases (cost drivers) seemed reasonable: Support Department Allocation Base Maintenance Maintenance hours Power Kilowatt-hours Setups General Factory Number of setups Square feet REQUIRED 1. Advise Mr. Rooney on potential strategies he would implement to compete effectively on cost leadership strategy. 2. Calculate the unit bids for the two jobs using a plantwide OH rate based on direct labour hours. 3. ) Using the sequential (step-down) method, calculate the departmental overhead rates using direct labor hours for Department A and machine hours for Department B. (ii) What would the unit bids for Job A0land Job A02 have been if these overhead rates had been in effect? (Round-off the allocation ratios to 3 decimal places before you allocate the support department costs 4. Discuss any recommendations you would give to Rooney regarding the method of allocating overhead cost. Recently, the sales and marketing manager for Pasifika Company, Mr. Reece Rooney couldn't understand the result of two bids that the firm has submitted. According to the company's policy, a 50 percent mark-up is added to the full manufacturing cost when calculating the bid. One particular job (Job A01) had been rejected by a prospective customer since the proposed bid was $4 per unit higher than the winning bid. However, a customer has accepted a second job (Job B01) and was pleased with the favorable bid. This customer revealed that Pasifika's price was $44 per unit lower than the next-lowest bid. Recce knew that the implementation of the cost leadership strategy has resulted in Pasifika's competitive advantage, therefore he assumed that the issue must be related to cost allocation procedures. When Reece further investigated the matter, he found that Pasifika used a pre-determined plantwide overhead rate based on direct labor hours. The budgeted data used to calculate this rate follows: Department A Department B $1,400,000 S5 per MH 50,000 120,000 Fixed Overhead Total $1,700,000 $300,000 Sl per DLH 200,000 20,000 Variable Overhead Direct labor hours 250,000 140,000 Machine hours Additional information on the two jobs are as follows: Job A01 Department A 5,000 Department B 1,000 Total Direct labor hours 6,000 Machine hours 200 500 700 $100,000 14,400 $120,000 14,400 Prime costs $20,000 Units produced 14,400 Job B01 Department A Department B Total Direct labor hours 1,000 400 600 3,000 $40,000 Machine hours 200 3,200 $50,000 Prime costs S10,000 Units produced 1,500 1,500 1,500 In his attempt to investigate the costing of the two jobs, Mr. Rooney discovered that the overhead costs in the two departments are different. In particular, the overhead costs of Department B were higher than Department A since it uses more equipment and therefore has higher maintenance, higher power consumption, higher depreciation, and higher setup costs. Additionally, he did some reading on overhead cost allocation methods and found that allocating support department cost appropriately can result to increase accuracy of the product cost. Hence he collected the following information on four support departments as follows: Maintenance Power Setups General Dept. A Dept. Factory $400,000 $120,000 $100,000 $500,000 $100,000 S650,000 Fixed overhead Variable overhead $100,000 $105,000 $50,000 $125,000 $100,000 $150,000 Maintenance hours 1,500 500 1,000 10,000 7,000 50,000 50,000 Kilowatt-hours 4,500 10,000 15,000 8,000 Direct labor hours 12,000 6,000 200,000 Number of setups Square feet 40 160 25,000 40,000 5,000 15,000 35,360 94,640 The following allocation bases (cost drivers) seemed reasonable: Support Department Allocation Base Maintenance Maintenance hours Power Kilowatt-hours Setups General Factory Number of setups Square feet REQUIRED 1. Advise Mr. Rooney on potential strategies he would implement to compete effectively on cost leadership strategy. 2. Calculate the unit bids for the two jobs using a plantwide OH rate based on direct labour hours. 3. ) Using the sequential (step-down) method, calculate the departmental overhead rates using direct labor hours for Department A and machine hours for Department B. (ii) What would the unit bids for Job A0land Job A02 have been if these overhead rates had been in effect? (Round-off the allocation ratios to 3 decimal places before you allocate the support department costs 4. Discuss any recommendations you would give to Rooney regarding the method of allocating overhead cost. Recently, the sales and marketing manager for Pasifika Company, Mr. Reece Rooney couldn't understand the result of two bids that the firm has submitted. According to the company's policy, a 50 percent mark-up is added to the full manufacturing cost when calculating the bid. One particular job (Job A01) had been rejected by a prospective customer since the proposed bid was $4 per unit higher than the winning bid. However, a customer has accepted a second job (Job B01) and was pleased with the favorable bid. This customer revealed that Pasifika's price was $44 per unit lower than the next-lowest bid. Recce knew that the implementation of the cost leadership strategy has resulted in Pasifika's competitive advantage, therefore he assumed that the issue must be related to cost allocation procedures. When Reece further investigated the matter, he found that Pasifika used a pre-determined plantwide overhead rate based on direct labor hours. The budgeted data used to calculate this rate follows: Department A Department B $1,400,000 S5 per MH 50,000 120,000 Fixed Overhead Total $1,700,000 $300,000 Sl per DLH 200,000 20,000 Variable Overhead Direct labor hours 250,000 140,000 Machine hours Additional information on the two jobs are as follows: Job A01 Department A 5,000 Department B 1,000 Total Direct labor hours 6,000 Machine hours 200 500 700 $100,000 14,400 $120,000 14,400 Prime costs $20,000 Units produced 14,400 Job B01 Department A Department B Total Direct labor hours 1,000 400 600 3,000 $40,000 Machine hours 200 3,200 $50,000 Prime costs S10,000 Units produced 1,500 1,500 1,500 In his attempt to investigate the costing of the two jobs, Mr. Rooney discovered that the overhead costs in the two departments are different. In particular, the overhead costs of Department B were higher than Department A since it uses more equipment and therefore has higher maintenance, higher power consumption, higher depreciation, and higher setup costs. Additionally, he did some reading on overhead cost allocation methods and found that allocating support department cost appropriately can result to increase accuracy of the product cost. Hence he collected the following information on four support departments as follows: Maintenance Power Setups General Dept. A Dept. Factory $400,000 $120,000 $100,000 $500,000 $100,000 S650,000 Fixed overhead Variable overhead $100,000 $105,000 $50,000 $125,000 $100,000 $150,000 Maintenance hours 1,500 500 1,000 10,000 7,000 50,000 50,000 Kilowatt-hours 4,500 10,000 15,000 8,000 Direct labor hours 12,000 6,000 200,000 Number of setups Square feet 40 160 25,000 40,000 5,000 15,000 35,360 94,640 The following allocation bases (cost drivers) seemed reasonable: Support Department Allocation Base Maintenance Maintenance hours Power Kilowatt-hours Setups General Factory Number of setups Square feet REQUIRED 1. Advise Mr. Rooney on potential strategies he would implement to compete effectively on cost leadership strategy. 2. Calculate the unit bids for the two jobs using a plantwide OH rate based on direct labour hours. 3. ) Using the sequential (step-down) method, calculate the departmental overhead rates using direct labor hours for Department A and machine hours for Department B. (ii) What would the unit bids for Job A0land Job A02 have been if these overhead rates had been in effect? (Round-off the allocation ratios to 3 decimal places before you allocate the support department costs 4. Discuss any recommendations you would give to Rooney regarding the method of allocating overhead cost. Recently, the sales and marketing manager for Pasifika Company, Mr. Reece Rooney couldn't understand the result of two bids that the firm has submitted. According to the company's policy, a 50 percent mark-up is added to the full manufacturing cost when calculating the bid. One particular job (Job A01) had been rejected by a prospective customer since the proposed bid was $4 per unit higher than the winning bid. However, a customer has accepted a second job (Job B01) and was pleased with the favorable bid. This customer revealed that Pasifika's price was $44 per unit lower than the next-lowest bid. Recce knew that the implementation of the cost leadership strategy has resulted in Pasifika's competitive advantage, therefore he assumed that the issue must be related to cost allocation procedures. When Reece further investigated the matter, he found that Pasifika used a pre-determined plantwide overhead rate based on direct labor hours. The budgeted data used to calculate this rate follows: Department A Department B $1,400,000 S5 per MH 50,000 120,000 Fixed Overhead Total $1,700,000 $300,000 Sl per DLH 200,000 20,000 Variable Overhead Direct labor hours 250,000 140,000 Machine hours Additional information on the two jobs are as follows: Job A01 Department A 5,000 Department B 1,000 Total Direct labor hours 6,000 Machine hours 200 500 700 $100,000 14,400 $120,000 14,400 Prime costs $20,000 Units produced 14,400 Job B01 Department A Department B Total Direct labor hours 1,000 400 600 3,000 $40,000 Machine hours 200 3,200 $50,000 Prime costs S10,000 Units produced 1,500 1,500 1,500 In his attempt to investigate the costing of the two jobs, Mr. Rooney discovered that the overhead costs in the two departments are different. In particular, the overhead costs of Department B were higher than Department A since it uses more equipment and therefore has higher maintenance, higher power consumption, higher depreciation, and higher setup costs. Additionally, he did some reading on overhead cost allocation methods and found that allocating support department cost appropriately can result to increase accuracy of the product cost. Hence he collected the following information on four support departments as follows: Maintenance Power Setups General Dept. A Dept. Factory $400,000 $120,000 $100,000 $500,000 $100,000 S650,000 Fixed overhead Variable overhead $100,000 $105,000 $50,000 $125,000 $100,000 $150,000 Maintenance hours 1,500 500 1,000 10,000 7,000 50,000 50,000 Kilowatt-hours 4,500 10,000 15,000 8,000 Direct labor hours 12,000 6,000 200,000 Number of setups Square feet 40 160 25,000 40,000 5,000 15,000 35,360 94,640 The following allocation bases (cost drivers) seemed reasonable: Support Department Allocation Base Maintenance Maintenance hours Power Kilowatt-hours Setups General Factory Number of setups Square feet REQUIRED 1. Advise Mr. Rooney on potential strategies he would implement to compete effectively on cost leadership strategy. 2. Calculate the unit bids for the two jobs using a plantwide OH rate based on direct labour hours. 3. ) Using the sequential (step-down) method, calculate the departmental overhead rates using direct labor hours for Department A and machine hours for Department B. (ii) What would the unit bids for Job A0land Job A02 have been if these overhead rates had been in effect? (Round-off the allocation ratios to 3 decimal places before you allocate the support department costs 4. Discuss any recommendations you would give to Rooney regarding the method of allocating overhead cost. Recently, the sales and marketing manager for Pasifika Company, Mr. Reece Rooney couldn't understand the result of two bids that the firm has submitted. According to the company's policy, a 50 percent mark-up is added to the full manufacturing cost when calculating the bid. One particular job (Job A01) had been rejected by a prospective customer since the proposed bid was $4 per unit higher than the winning bid. However, a customer has accepted a second job (Job B01) and was pleased with the favorable bid. This customer revealed that Pasifika's price was $44 per unit lower than the next-lowest bid. Recce knew that the implementation of the cost leadership strategy has resulted in Pasifika's competitive advantage, therefore he assumed that the issue must be related to cost allocation procedures. When Reece further investigated the matter, he found that Pasifika used a pre-determined plantwide overhead rate based on direct labor hours. The budgeted data used to calculate this rate follows: Department A Department B $1,400,000 S5 per MH 50,000 120,000 Fixed Overhead Total $1,700,000 $300,000 Sl per DLH 200,000 20,000 Variable Overhead Direct labor hours 250,000 140,000 Machine hours Additional information on the two jobs are as follows: Job A01 Department A 5,000 Department B 1,000 Total Direct labor hours 6,000 Machine hours 200 500 700 $100,000 14,400 $120,000 14,400 Prime costs $20,000 Units produced 14,400 Job B01 Department A Department B Total Direct labor hours 1,000 400 600 3,000 $40,000 Machine hours 200 3,200 $50,000 Prime costs S10,000 Units produced 1,500 1,500 1,500 In his attempt to investigate the costing of the two jobs, Mr. Rooney discovered that the overhead costs in the two departments are different. In particular, the overhead costs of Department B were higher than Department A since it uses more equipment and therefore has higher maintenance, higher power consumption, higher depreciation, and higher setup costs. Additionally, he did some reading on overhead cost allocation methods and found that allocating support department cost appropriately can result to increase accuracy of the product cost. Hence he collected the following information on four support departments as follows: Maintenance Power Setups General Dept. A Dept. Factory $400,000 $120,000 $100,000 $500,000 $100,000 S650,000 Fixed overhead Variable overhead $100,000 $105,000 $50,000 $125,000 $100,000 $150,000 Maintenance hours 1,500 500 1,000 10,000 7,000 50,000 50,000 Kilowatt-hours 4,500 10,000 15,000 8,000 Direct labor hours 12,000 6,000 200,000 Number of setups Square feet 40 160 25,000 40,000 5,000 15,000 35,360 94,640 The following allocation bases (cost drivers) seemed reasonable: Support Department Allocation Base Maintenance Maintenance hours Power Kilowatt-hours Setups General Factory Number of setups Square feet REQUIRED 1. Advise Mr. Rooney on potential strategies he would implement to compete effectively on cost leadership strategy. 2. Calculate the unit bids for the two jobs using a plantwide OH rate based on direct labour hours. 3. ) Using the sequential (step-down) method, calculate the departmental overhead rates using direct labor hours for Department A and machine hours for Department B. (ii) What would the unit bids for Job A0land Job A02 have been if these overhead rates had been in effect? (Round-off the allocation ratios to 3 decimal places before you allocate the support department costs 4. Discuss any recommendations you would give to Rooney regarding the method of allocating overhead cost.

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1 There are several potential strategies that Mr Romney can adopt to effectively compete cost leadership strategy He can start by minimizing the expenses on raw materials Eliminating the materials tha... View the full answer