In: Accounting
A while later Manny comes into your office with another proposal that came past his desk. As part of GT’s mining operations, GT produces its own mine excavator tracks. A Japanese consortium, KoBI Engineering, has approached GT to produce the excavator tracks for GT.
You pull out your general ledger report, and you review the expenses for tracks last year. GT will typically produce its 90 excavator tracks, with a cost to the end of last year as follows:
Direct Materials: $175,000
Labour for employees working directly on the tracks: $300,000
Overhead for Factory workshop:
Annual Rent: $100,000
Annual Depreciation on factory machinery: $12,000
Factory Machine parts: $50,000
Factory Utilities: $30,000
Kobi has offered to sell GT the excavator tracks at $6,100/ unit.
The workshop is used for a number of functions outside of the manufacturing of tracks.
Requirement:
Undertake an analysis of the above costs and advise Manny on which option should be taken from a purely financial perspective
Question 2(b):
GT has three products that it sells: Copper, Bauxite, and Gravel. Results of the fourth quarter are presented below:
Copper Bauxite Gravel Total
Tonnage Sold 10,000 20,000 20,000
Revenue $22,000,000 $40,000,000 $23,000,000 $85,000,000
Variable costs 17,000,000 22,000,000 12,000,000 51,000,000
Direct fixed costs 1,000,000 3,000,000 2,000,000 6,000,000
Allocated fixed costs 8,000,000 8,000,000 8,000,000 24,000,000
Net income (loss) $ (4,000,000) $ 7,000,000 $ 1,000,000 $ 4,000,000
The allocated fixed costs are unavoidable. Demand of individual products is not affected by changes in other product lines.
Requirement
Do a financial analysis of what will happen to profits if GT sells the copper division?
Question 2(c):
Use the financial information provided to you in part 2(b). Please do a break-even analysis on each product to confirm the level of production needed for each product line.
Answer to 2(a): | ||||
Make or Buy Decision | ||||
Calculation of Cost of Manufacturing Excavator | ||||
Particulars | Amount | |||
Direct Materials | $1,75,000 | |||
Labour | $3,00,000 | |||
Overheads: | ||||
Annual Rent | $1,00,000 | |||
Annual Depreciation | $12,000 | |||
Factory Machine Parts | $50,000 | |||
Factory Utilities | $30,000 | |||
Cost of Manufacturing Excavators | $6,67,000 | |||
No of Excavators | $90 | |||
Cost Per Unit | $7,411 | |||
Purchase Cost From Kobi | $6,100 | |||
From Financial perspective Purchasing from Kobi Excavators is better as Cost is less. | ||||
Answer to 2(b): | ||||
Overall Net Profit/(Loss) | $40,00,000 | |||
If Copper Division is Sold then Overall Profit / (Loss) | ||||
Total Revenue | $6,30,00,000 | |||
Less: Variable Costs | $3,40,00,000 | |||
Less: Direct Fixed Costs | $50,00,000 | |||
Less: Allocated Fixed Costs Unavoidable | $2,40,00,000 | |||
Overall Net Profit/(Loss) | $0 | |||
So, if Copper Division is Sold then Overall Profit will be 0 So it is not advisable to Sell Copper Division | ||||
Answer to 2©: | ||||
Break Even Points | ||||
Copper | Bauxite | Gravel | ||
Revenue | $2,20,00,000 | $4,00,00,000 | $2,30,00,000 | |
Less: Variable Costs | $1,70,00,000 | $2,20,00,000 | $1,20,00,000 | |
Contribution | $50,00,000 | $1,80,00,000 | $1,10,00,000 | |
Contribution % | 22.73 | 45.00 | 47.83 | |
Fixed Costs: | ||||
Direct | $10,00,000 | $30,00,000 | $20,00,000 | |
Allocated | $80,00,000 | $80,00,000 | $80,00,000 | |
Total | $90,00,000 | $1,10,00,000 | $1,00,00,000 | |
Break Even Point | $3,96,00,000 | $2,44,44,444 | $2,09,09,091 | |
(Fixed Cost/Contribution %) |