Question

QualSupport Corporation manufactures seats for automobiles, vans, trucks, and various recreational vehicles. The company has a number of plants around the world, including the Denver Cover Plant, which makes seat covers.

Ted Vosilo is the plant manager of the Denver Cover Plant but also serves as the regional production manager for the company. His budget as the regional manager is charged to the Denver Cover Plant.

Vosilo has just heard that QualSupport has received a bid from an outside vendor to supply the equivalent of the entire annual output of the Denver Cover Plant for $22.88 million. Vosilo was astonished at the low outside bid because the budget for the Denver Cover Plant’s operating costs for the upcoming year was set at $26.18 million. If this bid is accepted, the Denver Cover Plant will be closed down.

The budget for Denver Cover’s operating costs for the coming year is presented below.

Denver Cover Plant Annual Budget for Operating Costs
Materials				$	8,400,000
Labor:
Direct	$	7,600,000
Supervision		490,000
Indirect plant		1,400,000			9,490,000
Overhead:
Depreciation—equipment		1,700,000
Depreciation—building		3,100,000
Pension expense		1,800,000
Plant manager and staff		590,000
Corporate expenses*		1,100,000			8,290,000
Total budgeted costs				$	26,180,000

*Fixed corporate expenses allocated to plants and other operating units based on total budgeted wage and salary costs.

Additional facts regarding the plant’s operations are as follows:

1. Due to Denver Cover’s commitment to use high-quality fabrics in all of its products, the Purchasing Department was instructed to place blanket purchase orders with major suppliers to ensure the receipt of sufficient materials for the coming year. If these orders are canceled as a consequence of the plant closing, termination charges would amount to 25% of the cost of direct materials.
2. Approximately 340 plant employees will lose their jobs if the plant is closed. This includes all of the direct laborers and supervisors as well as the plumbers, electricians, and other skilled workers classified as indirect plant workers. Some would be able to find new jobs while many others would have difficulty. All employees would have difficulty matching Denver Cover’s base pay of $12.20 per hour, which is the highest in the area. A clause in Denver Cover’s contract with the union may help some employees; the company must provide employment assistance to its former employees for 12 months after a plant closing. The estimated cost to administer this service would be $0.71 million for the year.
3. Some employees would probably choose early retirement because QualSupport has an excellent pension plan. In fact, $0.68 million of the annual pension expense would continue whether Denver Cover is open or not.
4. Vosilo and his staff would not be affected by the closing of Denver Cover. They would still be responsible for administering three other area plants.
5. If the Denver Cover Plant were closed, the company would realize about $2.1 million salvage value for the equipment and building. If the plant remains open, there are no plans to make any significant investments in new equipment or buildings. The old equipment is adequate and should last indefinitely.

Required:

2. QualSupport Corporation plans to prepare a financial analysis that will be used in deciding whether or not to close the Denver Cover Plant. Management has asked you to identify:

a. The annual budgeted costs that are relevant to the decision regarding closing the plant.

b. The annual budgeted costs that are not relevant to the decision regarding closing the plant.

c. Any nonrecurring costs that would arise due to the closing of the plant.

3. Looking at the data you have prepared in (2) above,

a. Calculate the financial advantage (disadvantage) of closing the plant.

b. Should the plant be closed?

Answer 1

2a) Identifying the costs relevant to the decision regarding closing the plant

Costs that can be avoided by closing the plant are relevant to the decision regarding closing the plant. Historical and periodical costs that cannot be avoided even when the plant is closed are not relevant to the decision. Budgeted costs that cannot be avoided are relevant to the decision.

Therefore annual budgeted costs that are relevant to the decision are Pension costs.

2b) Identifying the costs not relevant to the decision regarding closing the plant

Historical and Periodical Costs that cannot be avoided even when the plant is closed are not relevant to the decision. Budgeted costs that can be avoided are not relevant to the decision.

Therefore annual budgeted costs not relevant to the decision of closing are Materials Costs, Labor Costs, Depreciation expenses, Plant manager and staff expenses and Corporate expenses.

2c) Non-recurring costs arising due to closure of the plant

Costs that are incurred only if the plant is closed are Termination charges paid to suppliers, Employment Assistance paid to Labor.

3a) The financial advantage of closing the plant

By closing the plant we can avoid certain expenses, incur some closure charges and realize salvage value.

Particulars	Amount	Remarks
Salvage Value	$ 2,100,000
Pension expense Incurred	($ 68,000)	Out of a total of $ 1.8 Million, $ 0.68 Million would continue even if the plant is closed. Hence 0.68 Million is relevant and considered.
Termination charges to suppliers	($ 2,100,000)	25% of the cost of materials. i.e., 8.4 Million * 25% = 2.1 Million
Employment Assistance costs	($ 710,000)
Financial Advantage/ (Disadvantage)	($ 778,000)

3b) Should the plant be closed

Since there is a financial disadvantage in closing the plant, it should not be closed.