Question

In: Accounting

   TAA, a multidivisional telecommunications corporation, has two completely independent profit centers considering a transfer, TAA will...

  1.    TAA, a multidivisional telecommunications corporation, has two completely independent profit centers considering a transfer, TAA will not dictate transfers or impose a transfer pricing policy on the divisions. Reward system is based on the total divisional profits reported by the profit centers.

One of TAA's divisions; Southwestern Ringer, produces telephone sets that it sells for $30 each. The standard absorptive manufacturing cost is $24, which includes $6 per unit in fixed overhead. Fixed overhead is allocated over its annual sales forecast of 50,000 telephone sets. Maximum production capacity is 75,000, sets annually.

Another division, Northeastern Tell, can use the telephone sets in an answering machine telephone-radio product it markets. As an alternative to buying telephone sets from Southwestern, Northeastern can enter into a contract for the 20,000 sets needed from a Mexican company, OLA, Inc. OLA has quoted a price of $25 per set for the same quality telephone. To produce the phone set Southern will incur additional cost of $2.5 per unit.

Required:

  1. Determine whether a transfer should take place between Southwestern Ringer and Northeastern Tell at current levels. What range of prices for a transfer if it is to occur?
  2. Should a transfer occur if Southwestern can increase sales and production volumes to 60,000 sets annually by dropping the sales price to $27.50? What is the range of prices if a transfer should occur?

Solutions

Expert Solution

Southwestern Ringer
Selling price of telephone to outside parties $30
Manufacturing cost $18
Maximum capacity =          75,000
Current sale forecast =          50,000
Transfer price till 25,000 telephone sets = $18
Northeastern Tell
Requirement of telephones          20,000 Telephones
Cost of telephone from outside party $25
(a) There is an excess capacity in Southwestern Ringer to the extend of 25,000 telephones, hence, Transfer can take place.
Transfer price range
Minimum transfer price $18
Maximum transfer price $25
(b) Maximum capacity =          75,000
Current production =          60,000
Excess capacity =          15,000
Transfer price till 15,000 telephones $18
Transfer price from 15,000 telephones to 20,000 telephones $27.50 (contribution lost)
Hence, Average Minimum transfer price
15000 unit transfer cost $270,000 (15000*18)
5000 unit transfer cost $137,500 (5000*27.5)
20,000 unit transfer cost $407,500
Average Transfer price $20.38 (407,500/20,000)
Hence, Range of transfer price
Minimum transfer price $20.38
Maximum transfer price $27.50

Related Solutions

Cable & Wireless Inc. a multidivisional telecommunications corporation has two completely independent profit centers considering a...
Cable & Wireless Inc. a multidivisional telecommunications corporation has two completely independent profit centers considering a transfer. Cable & Wireless Inc.subsidiaries operate within a decentralized environment. Cable & Wireless Inc.will not dictate transfers or impose a transfer pricing policy on the divisions. They must be free to decide whether they should transfer, and if so, they must negotiate a transfer price. Further, the Cable & Wireless Inc.reward system must be based on the total divisional profits reported by the profit...
Marian Corporation has two separate divisions that operate as profit centers. The following information is available...
Marian Corporation has two separate divisions that operate as profit centers. The following information is available for the most recent year: Black Division Navy Division Sales (net) $ 400,000 $ 350,000 Salary expense 23,000 43,000 Cost of goods sold 140,000 154,000 The Black Division occupies 22,000 square feet in the plant. The Navy Division occupies 33,000 square feet. Rent is an indirect expense and is allocated based on square footage. Rent expense for the year was $55,000. Compute departmental income...
34. Altoona Corporation has two divisions, Hinges and Doors, which are both organized as profit centers;...
34. Altoona Corporation has two divisions, Hinges and Doors, which are both organized as profit centers; the Hinge Division produces and sells hinges to the Door Division and to outside customers. The Hinge Division has total costs of $31, $20 of which are variable. The Hinge Division is operating significantly below capacity and sells the hinges for $46. The Door Division has received an offer from an outsider vendor to supply all the hinges it needs (26,000 hinges) at a...
The corporation is divided into two profit centers: the Audit Division and the Tax Division. Each...
The corporation is divided into two profit centers: the Audit Division and the Tax Division. Each division is composed of two cost centers. The Audit Division is composed of two cost-center departments: Public Company Audits and Private Company Audits. The Tax Division is composed of two cost-center departments also: Individual Tax and Business Tax. BOR, a decentralized organization, is interested in evaluating the performance of the two divisions. The stockholders are responsible for deciding on investment in the two divisions....
The Dylap Corporation has two service centers: IS (information systems) and accounting. The service centers provide...
The Dylap Corporation has two service centers: IS (information systems) and accounting. The service centers provide services to one another as well as to the three operating divisions: Dysap, Dynap and Dycap. The distribution of each service center’s output as well as its costs (in millions) is given as follows:                                         Fraction of Service Center Output Used Dysap Dynap Dycap Total IS Accounting Division Division Division Cost IS 0.15 0.22 0.23 0.15 0.25 $17.3 Accounting 0.04 0.16 0.38 0.27 0.15...
Wild Sun Airlines Inc. has two divisions organized as profit centers, the Passenger Division and the...
Wild Sun Airlines Inc. has two divisions organized as profit centers, the Passenger Division and the Cargo Division. The following divisional income statements were prepared: WILD SUN AIRLINES INC. Divisional Income Statements For the Year Ended December 31, 20Y9 1 Passenger Division Cargo Division 2 Revenues $3,065,000.00 $3,065,000.00 3 Operating expenses 2,425,000.00 2,754,000.00 4 Income from operations before service department charges $640,000.00 $311,000.00 5 Less service department charges: 6 Training $135,150.00 $135,150.00 7 Flight scheduling 97,200.00 97,200.00 8 Reservations 151,400.00...
Davis Corporation is faced with two independent investment opportunities. The corporation has an investment policy that...
Davis Corporation is faced with two independent investment opportunities. The corporation has an investment policy that requires acceptable projects to recover all costs within 3 years. The corporation uses the discounted payback method to assess potential projects and utilizes a discount rate of 10 percent. The cash flows for the two projects are: (Year; Project A; Project B) (0 ; -100,000 ; -80,000) (1 ; 40,000 ; 50,000) (2 ; 40,000 ; 20,000) (3 ; 40,000 ; 30,000) (4 ;...
CableTech Bell Corporation (CTB) operates in the telecommunications industry. CTB has two divisions: the Phone Division...
CableTech Bell Corporation (CTB) operates in the telecommunications industry. CTB has two divisions: the Phone Division and the Cable Service Division. The Phone Division manufactures telephones in several plants located in the Midwest. The product lines run from relatively inexpensive touch-tone wall and desk phones to expensive, high-quality cellular phones. CTB also operates a cable TV service in Ohio. The Cable Service Division offers three products: a basic package with 25 channels; an enhanced package, which is the basic package...
CableTech Bell Corporation (CTB) operates in the telecommunications industry. CTB has two divisions: the Phone Division...
CableTech Bell Corporation (CTB) operates in the telecommunications industry. CTB has two divisions: the Phone Division and the Cable Service Division. The Phone Division manufactures telephones in two plants located in the Midwest: (1) a conventional phone plant and (2) cellular phone plant. The product lines run from relatively inexpensive touch-tone wall and desk phones to expensive, high quality cellular phones. CTB also operates a cable TV service in Ohio. The Cable Service Division offers three products: a basic package...
CableTech Bell Corporation (CTB) operates in the telecommunications industry. CTB has two divisions: the Phone Division...
CableTech Bell Corporation (CTB) operates in the telecommunications industry. CTB has two divisions: the Phone Division and the Cable Service Division. The Phone Division manufactures telephones in two plants located in the Midwest: (1) a conventional phone plant and (2) cellular phone plant. The product lines run from relatively inexpensive touch-tone wall and desk phones to expensive, high quality cellular phones. CTB also operates a cable TV service in Ohio. The Cable Service Division offers three products: a basic package...
ADVERTISEMENT
ADVERTISEMENT
ADVERTISEMENT