management accounting by horngren 11th edition chapter 22
TRANSCRIPT
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Management Control Systems,
Transfer Pricing, andMultinational Considerations
Chapter 22
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Learning Objective 1
Describe a management
control system and its
three key properties.
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Management Control Systems
A management control system is a means
of gathering and using information.It guides the behavior of managers and employees.
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Management Control Systems
Financial data
Formal control system
Nonfinancial data
Informal control system
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Evaluating Management
Control Systems
Motivation Goal congruence Effort
Lead to rewards
Monetary Nonmonetary
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Learning Objective 2
Describe the benefits and
costs of decentralization.
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Organization Structure
Total decentralization
Total centralization
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Benefits of Decentralization
Creates greater responsiveness to local needs
Leads to gains from quicker decision making
Increases motivation of subunit managers
Assists management development and learning
Sharpens the focus of subunit managers
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Costs of Decentralization
Suboptimal decision making may occur
Focuses the manager’s attention on the subunit rather than the organization as a whole
Increases the costs of gathering information
Results in duplication of activities
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Decentralization in
Multinational Companies
Decentralization enables country managers to
make decisions that exploit their knowledgeof local business and political conditions.
Multinational corporations often rotate
managers between foreign locationsand corporate headquarters.
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Responsibility Centers
Cost
center
Revenue
center
Investmentcenter
Profitcenter
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Learning Objective 3
Explain transfer prices and four
criteria used to evaluate them.
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Transfer Pricing
A transfer price is the price one subunit charges
for a product or service supplied to anothersubunit of the same organization.
Intermediate products are the products
transferred between subunits of an organization.
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Transfer Pricing
Transfer pricing should help achieve
a company’s strategies and goals. – fit the organization’s structure
– promote goal congruence
– promote a sustained high level
of management effort
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Learning Objective 4
Calculate transfer prices using
three different methods.
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Transfer-Pricing Methods
Market-based transfer prices
Cost-based transfer prices
Negotiated transfer prices
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Transfer-Pricing
Methods Example
Lomas & Co. has two divisions:
Transportation and Refining.
Transportation purchases
crude oil in Alaska and
sends it to Seattle.
Refining processes
crude oil
into gasoline.
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Transfer-Pricing
Methods Example
External market price for supplying
crude oil per barrel: $13
Transportation Division:
Variable cost per barrel of crude oil $ 2
Fixed cost per barrel of crude oil 3
Total $ 5
The pipeline can carry 35,000 barrels per day.
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Transfer-Pricing
Methods Example
External purchase price for
crude oil per barrel: $23
Refining Division:
Variable cost per barrel of gasoline $ 8
Fixed cost per barrel of gasoline 4
Total $12
The division is buying 20,000 barrels per day.
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Transfer-Pricing
Methods Example
The external market price to outside
parties is $60 per barrel.The Refining Division is operating
at 30,000 barrels capacity per day.
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Transfer-Pricing
Methods Example
What is the market-based transfer price
from Transportation to Refining?
$23 per barrel
What is the cost-based transfer price
at 112% of full costs?
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Transfer-Pricing
Methods Example
Purchase price of crude oil $13
Variable costs per barrel of crude oil 2
Fixed costs per barrel of crude oil 3
Total $18
1.12 × $18 = $20.16
What is the negotiated price?
Between $20.16 and $23.00 per barrel.
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Transfer-Pricing
Methods Example
Assume that the Refining Division buys
1,000 barrels of crude oil from the
Transportation Division.The Refining Division converts these 1,000
barrels of crude oil into 500 gallons of
gasoline and sells them.What is the Transportation Division operating
income using the market-based price?
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Transfer-Pricing
Methods Example
Transportation Division:
Revenues: ($23 × 1,000) $23,000Deduct costs: ($18 × 1,000) 18,000
Operating income $ 5,000
What is the Refining Division’s operating income using the market-based price?
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Transfer-Pricing
Methods Example
Refining Division:
Revenues: ($60 × 500) $30,000Deduct costs:
Transferred-in ($23 × 1,000) 23,000
Division variable ($8 × 500) 4,000
Division fixed ($4 × 500) 2,000
Operating income $ 1,000
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Transfer-Pricing
Methods Example
What is the operating income of both
divisions together?Transportation Division $5,000
Refining Division 1,000
Total $6,000
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Transfer-Pricing
Methods Example
What is the Transportation Division’s operating
income using the 112% of full cost price?
Transportation Division:Revenues: ($20.16 × 1,000) $20,160
Deduct costs: ($18.00 × 1,000) 18,000
Operating income $ 2,160
What is the Refining Division operating
income using the full cost price?
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Transfer-Pricing
Methods Example
Refining Division:
Revenues ($60 × 500) $30,000Deduct costs:
Transferred-in ($20.16 × 1,000) 20,160
Division variable ($8.00 × 500) 4,000
Division fixed ($4.00 × 500) 2,000
Operating income $ 3,840
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Transfer-Pricing
Methods Example
What is the operating income of both
divisions together?Transportation Division $2,160
Refining Division 3,840
Total $6,000
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Learning Objective 5
Illustrate how market-based
transfer prices promote goal
congruence in perfectly
competitive markets.
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Market-Based Transfer Prices
By using market-based transfer prices
in a perfectly competitive market, a
company can achieve the following:
Goal congruence
Management effortSubunit performance evaluation
Subunit autonomy
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Market-Based Transfer Prices
Market prices also serve to evaluate the
economic viability and profitabilityof divisions individually.
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Market-Based Transfer Prices
When supply outstrips demand, market prices
may drop well below their historical average. Distress prices are the drop in prices
expected to be temporary.
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Learning Objective 6
Avoid making suboptimal
decisions when transfer
prices are based on full
cost plus a markup.
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Cost-Based Transfer
Prices Example
The Refining Division of Lomas & Co. is
purchasing crude oil locally for $23 a barrel.The Refining Division located an independent
producer in Alaska that is willing to sell 20,000
barrels of crude oil per day at $17 per barreldelivered to the pipeline (Transportation Division).
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Cost-Based Transfer
Prices Example
The Transportation Division has excess
capacity and can transport the crude oil
at its variable costs of $2 per barrel.
Should Lomas purchase from the
independent supplier?
Yes.
There is a reduction in total costs of $80,000.
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Cost-Based Transfer
Prices Example
Alternative 1:
Buy 20,000 barrels from thelocal supplier at $23 per barrel.
The total cost to Lomas is:
20,000 × $23 = $460,000
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Cost-Based Transfer
Prices Example
Alternative 2:
Buy 20,000 barrels from the independentsupplier in Alaska at $17 per barrel and
transport it to Seattle at $2 per barrel.
The total cost to Lomas is:20,000 × $19 = $380,000
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Cost-Based Transfer
Prices Example
Suppose the Transportation Division’s
transfer price to the Refining Divisionis 112% of full cost.
What is the cost to the Refining Division?
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Cost-Based Transfer
Prices Example
Purchase price of crude oil $17
Variable costs per barrel of crude oil 2Fixed costs per barrel of crude oil 3
Total $22
1.12 × $22 = $24.64$24.64 × 20,000 = $492,800
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Cost-Based Transfer
Prices Example
What is the maximum transfer price?
It is the price that the Refining Division canpay in the local external market ($23).
What is the minimum transfer price?
The minimum transfer price is $19 per barrel.
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22 - 42©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Learning Objective 7
Understand the range over
which two divisions negotiate
the transfer price when
there is unused capacity.
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Prorating
Lomas & Co. may choose a transfer price
that splits on some equitable basis thedifference between the maximum transfer
price and the minimum transfer price.
$23 – $19 = $4Suppose that variable costs are chosen as
the basis to allocate this $4 difference.
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Prorating
The Transportation Division’s variable
costs are $2 × 1,000 = $2,000.The Refining Division’s variable costs to
refine 1,000 of crude oil into 500 barrels
of gasoline are $8 × 500 = $4,000.
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Prorating
The Transportation Division gets to keep
$2,000 ÷ $6,000 × $4 = $1.33.
The Refining Division gets to keep
$4,000 ÷ $6,000 × $4 = $2.67.
What is the transfer price from theTransportation Division?
$17.00 + $2.00 + $1.33 = $20.33
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22 - 46©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Dual Pricing
An example of dual pricing is for Lomas & Co.
to credit the Transportation Division with112% of the full cost transfer price of $24.64
per barrel of crude oil.
Debit the Refining Division with the market-basedtransfer price of $23 per barrel of crude oil.
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22 - 47©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Negotiated Transfer Prices
Negotiated transfer prices arise from the
outcome of a bargaining process between
selling and buying divisions.
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22 - 48©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Learning Objective 8
Construct a general guideline
for determining a minimum
transfer price.
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22 - 49©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Comparison of Methods
Achieves Goal Congruence
Market Price: Yes, if markets competitive
Cost-Based: Often, but not always
Negotiated: Yes
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Comparison of Methods
Useful for Evaluating Subunit Performance
Market Price: Yes, if markets competitive
Cost-Based:Difficult, unless transfer
price exceeds full cost
Negotiated: Yes
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22 - 51©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Comparison of Methods
Motivates Management Effort
Market Price: Yes
Cost-Based:
Yes, if based on budgeted
costs; less incentive if
based on actual cost
Negotiated: Yes
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22 - 52©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Comparison of Methods
Preserves Subunit Autonomy
Market Price: Yes, if markets competitive
Cost-Based: No, it is rule based
Negotiated: Yes
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22 - 53©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Comparison of Methods
Other Factors
Market Price: No market may exist
Cost-Based:Useful for determining
full-cost; easy to implement
Negotiated:Bargaining takes time and
may need to be reviewed
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22 - 54©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
General Guideline
Minimum transfer price= Incremental costs per unit incurred
up to the point of transfer
+ Opportunity costs per unit to the selling division
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22 - 55©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
General Guideline
Assume a perfectly competitive market,
with no idle capacity.
Transportation Division can sell all the crude oil
it transports to the external market in Seattle
for $23 per barrel.
What is the minimum transfer price?
($19 + $4) or ($13 + $2 + $8) = $23 = Market price
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22 - 56©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
General Guideline
Assume that an intermediate market exists
that is not perfectly competitive, and the
selling division has idle capacity.
If the Transportation Division has idle
capacity, its opportunity cost of transferring
the oil internally is zero.
What is the minimum transfer price?
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22 - 57©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
General Guideline
It would be $15 per barrel for oil purchased
under the long-term contract, or...$19 per barrel for oil purchased and
transported from the independent
supplier in Alaska.
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22 - 58©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Learning Objective 9
Incorporate income tax
considerations in
multinational
transfer pricing.
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End of Chapter 22