Superior Manufacturing Company

Although the company did show an increased gross profit of $8,255,000 with $6,358,000 less Net Sales in 2013 versus 2012, that increase is due to the reduction in product Cost of Goods Sold by $14,613,000. Since increases in product price will negatively affect sales, one of management’s primary goals is to keep prices stable. This objective is achieved through implementation of cost cutting programs, investing in more efficient equipment, and automation of more steps in the production process.

As we continue to move toward the end our quarterly objectives. I wanted to take the time to explain some of our costs. In our particular field of designing and manufacturing products, we are always engaging in ways that we can mitigate loss and improve our processes. Performing such changes will give a stronger presence in the market by allowing us to remain competitive.

Actual sales = 1686 (in million €) and Break even sales = 1126.61(in million €)

After closely reviewing the financial and production data, our accounting team has found that your traditional cost allocation is faulty and misleading. The costs of products A and C were over allocated and products B and D were under allocated causing deceptive information on the true profits of the company. Also, product B appears to be

2. Considering your answer to item 1, the first three exhibits, and related introductory discussion, is it likely that the accounting system may distort product profit significantly? Why? (Ignore general, selling, and admin expense.)

2) Evaluate Boston Beer’s performance relative to its peers (Compare BBC's ratios to the ratios of its peers in exhibit 4). (Hint: how do differences in operating strategies translate into differences in financial ratios? Are there

2) Evaluate Boston Beer’s performance relative to its peers (Compare BBC's ratios to the ratios of its peers in exhibit 4). (Hint: how do differences in operating strategies translate into differences in financial ratios? Are there

Based on the Excel Problem of chapter one, if the total capacity for this business is 725 will you stay in it? If you want to stay in it what price you need to obtain a break even point of 725?

Breakeven Analysis for Product Tylenol Approach 1 - Same price as Tylenol Approach 2a - Cheaper than Tylenol Approach 2b - Cheaper w/lowered trade cost $ $ $ $ Unit Cost (Variable Cost) 0.60 0.60 0.60 0.60 Trade Cost (Selling Price to Retailers) $ 1.69 $ 1.69 $ 1.05 $ 0.70 Fixed Cost (Advertising) 2,000,000 6,000,000 6,000,000 6,000,000 Break-Even Quantity [Fixed Cost/(Trade Cost-Unit Cost)] 1,834,862 5,504,587 13,333,333 60,000,000 Contribution Margin (Unit) 64% 64% 43% 14%

If product 103 is terminated, there will be a greater loss since Superior has to continue to pay fixed costs. Fixed costs include Rent, Property Tax, Property Insurance, Indirect Labor, Light & Heat, Building Service, Selling Expense, SGA, Depreciation, Interest and Other Income. Loss of

1. It is a fact that item 345 has lost market share and as the product manager I would be concerned about it. By retaining FF20 price I can gain market share only if competition increases their price to FF20. At the outset this seems unlikely because competition has

One can calculate the change in sales volume necessary for the price change to be profitable by using the following Basic Breakeven

In the worst case scenario, we assume there is a 5% fluctuation in unit sale price and unit variable

Do you agree with Water’s decision to keep product 103? Continue Production End Production Sales (Net) $ 26,670,000 $ - (Less) Rent $ 1,882,000 $ 1,882,000 Property Taxes $ 401,000 $ 401,000 Property Insurance $ 534,000 $ 534,000 Compensation Ins. $ 458,000 $ - Direct Labor $ 6,879,000 $ - Indirect Labor $ 2,309,000 $ - Power $ 302,000 $ - Light and Heat $ 106,000 $ - Building Service $ 75,000 $ 75,000 Materials $ 4,851,000 Supplies $ 350,000 $ - Repairs $

Michigan Manufacturing Corporation's Heavy Equipment Division (HED), headquartered in Pontiac is a large scale manufacturer of axles (both on-highway and off-highway applications) and brakes. The division has been underperforming and has been under the corporate radar regarding its long term alignment with the company’s long term business strategy. As of 1987, the division has 9 plants operating on-stream, and 1 (Fremont) under