South Dakota Microbrewery Case

To estimate variable costs, Tables F and I are needed. Table F shows the cost of goods sold averages 77.1% of sales (variable cost); Table I shows an average wholesale price for the seven competing brands of about $3.16 per six pack (about one gallon).

Brand plays a key role in the beer-purchasing process, along with taste, price, special occasion,

• This cost method does not provide the best system for JDCW’s cost allocation. By using only three overhead rates the present system grossly undermines the true production costs since other activities of the production process are not acknowledged.

Week 4: Costing Methods The week four individual paper addresses the implementation of Activity Based Costing (ABC) by Super Bakery, Inc., a virtual corporation founded by Franco Harris. Specifically, management strategies, the reasoning behind an ABC system, and the alternatives of a job order cost system or a process order cost

Week 4: Costing Methods The week four individual paper addresses the implementation of Activity Based Costing (ABC) by Super Bakery, Inc., a virtual corporation founded by Franco Harris. Specifically, management strategies, the reasoning behind an ABC system, and the alternatives of a job order cost system or a process order cost system are assessed for this enterprise.

Kayla Friedlander South Dakota Microbrewery Case Study 2/24/13 1. The total product and per bottle cost under allocation based on direct-labor hours for Buffalo Ale, Bismark Bock and Four Heads Stout is $450.86 and $0.85, $347.79 and $0.91 and $369.96 and $0.86, respectively. Under activity based costing the total product and per bottle cost for Buffalo Ale, Bismark Bock and Four Heads Stout is $317.58 and $0.60, $615.5 and $1.6 and $379.29 and $0.88, respectively. Calculations can be found in Appendix A.

TABLE 5. BREAK EVEN ANALYSIS (Best Case Scenario) Break even volume = $374,708 / ($4.82 - $3.72) = 340,643 gallons = 340,644 gallons Break even in dollar sales= $4.82 * 340,644 = $1,095,455.86 = $1,641,904 Break even in market share = Break even volume/Market Served size 340,644 gallons / (5,700,666 gallons * 0.089) = 340,644 gallons / 507,359 =0.6714 = 67.14% TABLE 5.1. BREAK EVEN ANALYSIS (Worst Case Scenario) Break even volume = $ 421,908 / ($4.63 - $3.87) = 555,142 gallons Break even in dollar sales= $4.63 * 555,142 = $ = $2,570,307 Break even in market share = 555,142 gallons / (507,359) = 1.09 = 109% In the worst case scenario, we assume there is a 5% fluctuation in unit sale price and unit variable

Under an ABC system, the allocation of costs to products is achieved through at least four analytical steps. Firstly, costs are grouped into activity levels. Secondly, cost drivers are

According to Epstein and Buhovac, (2014), costing system is a process designed to monitor the costs incurred in a certain business. Costing systems are meant to advise the management on how to choose the most appropriate course of action with cost efficiency and capability. According to Cardinaels and Labro (2009)

Boston Beer Company Case Study Analysis 1. Boston Beer’s strategy is primarily focused on growth through differentiation. The sources of its competitive advantage can be classified as a company that provides high quality beer with unique flavors, a market driven approach, and a very efficient contract brewing strategy.

Greaves Brewery: Bottle Replenishment Case Analysis Case Synopsis The following is an analysis of the case, Greaves Brewery: Bottle Replenishment. It details the growing beer operation of Greaves Brewery located in the Caribbean island of Trinidad. The purchasing manager for the company, Alex Benson, is uncertain about how many bottles to order from the company’s German glass supplier. His decision is complicated by the possibility of a new bottle design being introduced that would compromise his existing inventory of bottles. Additionally, he is faced with storage limitations and erratic sales, all of which are impacting his decision. He is also concerned about over ordering to avoid issues from an off year, impact from

manager, so But as the company grows, they will have to let go of this structure and culture. Even Peter wonders if this structure is suitable if the company will grow in the future. SOLUTION: By growing as a corporation in the future, the company should and will hire more and more employees, and as the personnel increases in number, the organizational structure and the culture will change.

Case Study (Knapp book): Dollar General Stores Questions 1-4 Weekly Assignment: Textbook (Boynton book): Complete and submit the following questions for grading: 14-26 14-28 15-23 15-27 16-24 16-33 14-26 (Analytical procedures) the following data was taken from the production and accounting records for Casuccio Manufacturing, Inc.

With this system each customer’s order cost the same amount to complete causing orders with high profit limits to subsidized orders with low profit limits making it difficult for Super Bakery to know the true cost for an order. The company changed to the activity-based costing (ABC) system allowing the managers the ability to recognize the cost and profit margins for each sale. The ABC system associates the costs with the activities allowing managers the opportunity to access a system that allocates overhead costs that uses multiple bases. Costs can be traced back to each individual’s account regardless of the product provider letting managers know which products are profitable and which ones are not. The traditional costing system allocates cost to departments or jobs instead of overhead cost pools. The traditional costing system makes it difficult to know which activity or product is making a profit.

Introduction The purpose of this paper is to answer a few important questions: Why do companies allocate costs? How do companies allocate costs? And how this cost allocation can affect the decision making of the company. It is important for the companies to find the proper method to allocate the costs. Cost allocation is an important issue in many companies because many of the costs associated with designing, producing and distributing products and services are not easily identified with the products and services that are created. It would have been easier for companies to allocate cost if costs were directly traceable with the products and the cost allocation would have been minor issue for the company. The decision-making