Answered: discount. Assess the problems that this…

discount. Assess the problems that this parallel import has on you. How would this parallel export problem affect Lafuma

Managerial Accounting

15th Edition

ISBN:9781337912020

Author:Carl Warren, Ph.d. Cma William B. Tayler

Publisher:Carl Warren, Ph.d. Cma William B. Tayler

Chapter13: Lean Manufacturing And Activity Analysis

Section: Chapter Questions

Problem 2E

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Suppy chain management The following is an excerpt from an article discussing supplier relationships with the Big Three North American automakers. The Big Three select suppliers on the basis of lowest price and annual price reductions, said Neil De Koker, president of the Original Equipment Suppliers Association. They look globally for the lowest parts prices from the lowest cost countries, De Koker said. There is little trust and respect. Collaboration is missing Japanese automakers want long-term supplier relationships. They select suppliers as a person would a mate. The Big Three are quick to beat down prices with methods such as electronic auctions or rebidding work to a competitor. The Japanese are equally tough on price but are committed to maintaining supplier continuity. They work with you to arrive at a competitive price, and they are willing to pay because they want long-term partnering, said Carl Code, a vice president at Ernie Green Industries. They [Honda (HMC) and Toyota (TM)] want suppliers to make enough money to stay in business, grow, and bring them innovation The Big Three's supply chain model is not much different from the one set by Henry Ford. In 1913, he set up the system of independent supplier firms operating at arm's length on short-term contracts. One consequence of the Big Three's low-price-at-all-costs mentality is that suppliers are reluctant to offer them their cutting-edge technology out of fear the contract will be resourced before the research and development costs are recouped. Source: Robert Sherefkin and Amy Wilson, Suppliers Prefer Japanese Business Model," Rubber Plastics News, March 17, 2003, Vol. 24, No. 11. A. Contrast the Japanese supply chain model with that of the Big Three. B. Why might a supplier prefer the Japanese model? C. What benefits might accrue to the Big Three by adopting the Japanese supply chain practices?
Global Reach, Inc., is considering opening a new warehouse to serve the Southwest region. Darnell Moore, controller for Global Reach, has been reading about the advantages of foreign trade zones. He wonders if locating in one would be of benefit to his company, which imports about 90 percent of its merchandise (e.g., chess sets from the Philippines, jewelry from Thailand, pottery from Mexico, etc.). Darnell estimates that the new warehouse will store imported merchandise costing about 16.78 million per year. Inventory shrinkage at the warehouse (due to breakage and mishandling) is about 8 percent of the total. The average tariff rate on these imports is 5.5 percent. Required: 1. If Global Reach locates the warehouse in a foreign trade zone, how much will be saved in tariffs? Why? (Round your answer to the nearest dollar.) 2. Suppose that, on average, the merchandise stays in a Global Reach warehouse for nine months before shipment to retailers. Carrying cost for Global Reach is 6 percent per year. If Global Reach locates the warehouse in a foreign trade zone, how much will be saved in carrying costs? What will the total tariff-related savings be? (Round your answers to the nearest dollar.) 3. Suppose that the shifting economic situation leads to a new tariff rate of 13 percent, and a new carrying cost of 6.5 percent per year. To combat these increases, Global Reach has instituted a total quality program emphasizing reducing shrinkage. The new shrinkage rate is 7 percent. Given this new information, if Global Reach locates the warehouse in a foreign trade zone, how much will be saved in carrying costs? What will the total tariff-related savings be? (Round your answers to the nearest dollar.)
Davao has a potential foreign customer that has offered to buy 1,500 tons at P450 per ton. Assume that all of Davao’s costs would be at the same levels and rates as last year. What net income after taxes would Davao make if it took this order and rejected some business from regular customers so as not to exceed capacity? Without prejudice to your answers to previous questions, and assume that Davao plans to market its product in a new territory. Davao estimates that an advertising and promotion program costing P61,500 annually would need to be undertaken for the next two or three years. In addition, a P25 per ton sales commission over and above the current commission to the sales force in the new territory would be required. How many tons would have to be sold in the new territory to maintain Davao’s current after-tax income of P94,500? If the sales volume is estimated to be 2,100 tons in the next year, and if the prices and costs stay at the same levels and amounts next year, the…
Davao has a potential foreign customer that has offered to buy 1,500 tons at P450 per ton. Assume that all of Davao’s costs would be at the same levels and rates as last year. What net income after taxes would Davao make if it took this order and rejected some business from regular customers so as not to exceed capacity? Answer: 221,500 Without prejudice to your answers to previous questions, and assume that Davao plans to market its product in a new territory. Davao estimates that an advertising and promotion program costing P61,500 annually would need to be undertaken for the next two or three years. In addition, a P25 per ton sales commission over and above the current commission to the sales force in the new territory would be required. How many tons would have to be sold in the new territory to maintain Davao’s current after-tax income of P94,500? Answer: 307.5
Seller: You are trying to sell a leather jacket to a foreign visitor for maximum profit. You have sold seven of these jackets to foreigners in the last few days. The lowest price you received was 300,000 units, the highest price 800,000 units. Most foreigners did not even haggle with you. The jacket cost you 200,000 units. You know that you can buy them more cheaply with foreign currency than your own, which is shaky on the exchange market. In fact, 30 units of the Buyer's currency would buy you another jacket. You are determined however to make a good profit on this deal.What is the least that the seller could accept for the jacket while still earning a profit?
1.Davao has a potential foreign customer that has offered to buy 1,500 tons at P450 per ton. Assume that all of Davao’s costs would be at the same levels and rates as last year. What net income after taxes would Davao make if it took this order and rejected some business from regular customers so as not to exceed capacity? 2. If the sales volume is estimated to be 2,100 tons in the next year, and if the prices and costs stay at the same levels and amounts next year, the after-tax income that Davao can expect for next year is ? 3. The breakeven volume in tons of product for the year is ?
a) The Business and Financial Times currently has given the following quotes between ¢:$ as:Spot = 0.7200 – 0.72501 month forward = 0.0014 – 0.0016 premium1 month forward rate = 0.7186 – 0.7234 i. Your company currently has GH¢32,500 and wishes to import goods from America. Assuming you are the financial advisor of such company, what will be your advice? ii. Should they import now or a month’s time, assuming prices will remain constant? b) Agency problem is pervasive and exists in practically every organization whether a business, church, club, or government. Organizations try to solve it by instituting measures but no organization can remedy it completely.How would you analyze this statement within the context of a limited liability company and what are the possible remedies to this problem?
Please explain all options 1) HST is A) Applicable on all invoices you issue but not on vendor invoices B) Applicable on all invoices you pay but not on invoices issued c) 13% is uniformly paid to the federal government in Canada d) A tax you include in your payments to your contractors 2) Competitive advantage can be gained through a) Skimming pricing strategy b) Focusing on distribution of your products in large retail stores c) Customer service enhancements d) Strategically following a low cost strategy 3) Which of the following is not a cash outflow a) Taxes b) Payments for future purchases c) Depreciation d) Payroll costs 4) If cost of goods sold is high relative to sales, it implies a) High variable costs b) That it does not matter c) High profit margin d) High fixed costs 5) Which one of the following is not true about franchising? a) Franchising contracts can include area developers b)Franchisee has full operational freedom c) Franchisor supports the operations of the…
Please answer this question *Explain and discuss the direct and indirect impact of economic exposure on a UK department store (seller of a wide range of iterns; clothes, gifts, toys, electrical goods, etc.) if there were an * unexpected downward movement in the UK & that was expected to last for some vears. The department store has 80% of its stores in the UK and 20% of its stores in France
a. Davao had a potential foreign customer that has offered to buy 1,500 tons at 450 per ton. Assume that all of Davao's costs would bet at the same levels and rates as last year. What net incomr after taxes would Davao make if it took this order and rejected some business from regular customers so as not to exceed capacity? b. Without prejudice to your answers to peevious questions, and assume that Davao plans to market its product in a new territory. Davao estimated that an advertising and promotion program costing 61,500 annually would need to be undertaken for the next two or three years. In addition l, a 25 per ton sales commission over and above the current commission to the sales force in the new territory would be required. How many tons would have to be sold in the new territory to maintain Davao's current after-tax income of 94,500.
Transfer Pricing and Ethical Issues Paterson Company, a US -based company, manufactures and sells electronic components worldwide. Virtually all its manufacturing takes place in the United States. The company has marketing divisions throughout Europe, including France. Debbie Kishimoto, manager of this division, was hired from a competitor 3 years ago. Debbie, recently informed of a price increase in one of the major product lines, requested a meeting with Jeff Philips, marketing vice president. Their conversation follows: Debbie: "Jeff, I simply don't understand why the price of our main product has increased from $5 to $5.50 per unit. We negotiated an agreement earlier in the year with our manufacturing division in Philadelphia for a price of $5.00 for the entire year. I called the manager of that division. He said that the original price was still acceptable - that the increase was a directive from headquarters. That's why I wanted to meet with you. I need some…
You are a supply chain manager at a UK firm. In 2010, a volcano broke out in Iceland, disrupting air travel across Europe. On the one hand, you are considering switching to local suppliers in the UK. On the other hand, you feel bad about abandoning your Asian suppliers, with whom you have built a pleasant personal and business relationship, and who – in the long run – may be able to deliver products much cheaper. Yet, your tightly coordinated production cannot afford to miss one supply shipment. How do you proceed?