Description of this paper

BG 615 Final Exam - Three Problems




Question;Submit your exam in a single Excel file, with a separate tab for each of the three questions selected. Number the tabs according to the number of the problem in the exam below (1 through 4). Where calculations are required, it must be readily apparent to the grader how you arrived at your answer. Verbal answers should be expressed clearly and concisely.You may use as reference, without citation, your lecture notes, class materials, and the Tracy and Hilton books. Use of other sources is allowable, but not necessary. Complete citation of such other resources must be provided. Place such citations at the end of each question, not at the end of the file. Your answers should be in your own words. A limited amount of direct quotation is allowable, if properly attributed.IMPORTANT: It is expected that you will work independently of others on the exam, and the work you submit will be your own. Violation of this expectation will result in potentially severe consequences.Answer any three (3) of the following four items. Each item counts 20 points.DO NOT answer all four items.1. Hinds Industries, Inc. is a manufacturer of soup and condiment products under its own standard and premium labels. The company has been in business for many years, and is a ?household name?. Their Denver soup plant has a capacity of 120,000 cases/mo, but has been operating at a normal volume of 85,000 cases/mo. Hinds has been approached by Mondo Mart, a large discount retailer, about producing a line of soups under a Mondo Mart house label. Mondo would initially place an order for 15,000 cases/mo, with the understanding that the order will be expanded if the product is successful. The initial order would be for a reduced line of four relatively simple soups, following Hinds? normal recipes. All of these soups have essentially the same production cost of $31 per case, as follows: ingredients and packaging, $17, direct labor, $3, overhead, $11. The overhead is 55% fixed manufacturing costs, 25% variable manufacturing costs, and 20% allocated general corporate overhead. Hinds would incur $6,000/mo additional setup costs if the order is accepted. Packaging would cost twenty cents/case less because of a cheaper label used by Mondo.Hinds normally sells these soups for $38/case. Mondo Mart has offered $29/case, arguing that the steep discount is necessary for them to price the product in conformity with their pricing philosophy and customer expectations.The regional marketing director is inclined to reject the offer, because it is below cost, and therefore Hinds will lose money on the contract. The ultimate decision is up to the regional director of operations. Discuss the factors that the operations director should consider in making the decision.2. Ajax Company manufactures a variety of industrial products sold throughout the United States. Harley Davidson has been manager of Southwest Division for the past three years. In years 2 and 3, he was able to qualify for an annual bonus of $50,000 by meeting a target growth rate of 10% of gross sales. Income statements for the division (in $thousands):Year 1 Year 2 Year 3Gross sales 30,200 33,300 36,700Returns and allowances 150 285 370Net sales 30,050 33,015 36,330COGS 15,210 17,820 19,770Gross profit 14,840 15,195 16,560Expenses:Sales commissions 3,020 3,330 3,670Manager salary/bonus 100 150 150Advertising 460 780 975Other division overhead 4,050 4,890 5,630General and administrative 6,040 6,660 7,34013,670 15,810 17,765Net income/loss 1,170 (615) (1,205)All advertising is local to the division and controlled by the manager. General and administrative expense represents corporate overhead which is allocated at the rate of 20% of gross sales.Required:1) Comment on the effectiveness of the bonus plan used by Ajax.2) Because Southwest Division is showing increasing losses, a senior vice president has suggested that the division be closed. Comment.4. If this item is selected, answer BOTH parts (10 points each)a.Preston Company has budgeted the following sales for the first four months of next year:January $400,000February $430,000March $370,000April $410,000Actual sales for November of this year were $430,000, and for December $420,000. Gross profit is 60% of sales.The pattern of accounts receivable collection is: 45% in month of sale, 38% in first month following, 14% in second month following, remainder uncollectible.Preston has a policy of having an ending inventory each month equal to the following month?s budgeted sales. Trade accounts payable are paid 50% in the month of purchase and 50% in the following month. Cash operating expenses of $20,000 are paid each month.Prepare a schedule of budgeted cash receipts and disbursements, by month, for the first quarter of next year.b.Poudre Industries is a diversified manufacturing company with a decentralized management structure. Each division is treated as a profit center. One of these divisions is Wellington Processing, which produces a variety of products at a single plant. Wellington operates below capacity. Wellington?s biggest customer for a major product, XB42, is Eaton Industries, another division of Poudre. At the normal production level of 30,000 units, XB42 costs $840 to produce: direct materials, $310, direct labor, $80, overhead, $450. The composition of the overhead cost is 60% fixed and 40% variable. The current selling price of XB42 is $1,120/unit. Eaton has been paying $1,075/unit, with the discount reflecting lower transaction costs for Wellington. Eaton has found another supplier for XB42 at a price of $690/unit. Wellington?s president refuses to meet this price, as it is below cost and she will lose money on the sale. As CEO of Poudre, discuss the factors to be considered in resolving the pricing dispute between Wellington and Eaton.


Paper#41152 | Written in 18-Jul-2015

Price : $22