n Torbalı, Izmir operate sells frozen vegetable n includes restaurants
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- Carleigh, Inc., is a pork processor. Its plants, located in the Midwest, produce several products from a common process: sirloin roasts, chops, spare ribs, and the residual. The roasts, chops, and spare ribs are packaged, branded, and sold to supermarkets. The residual consists of organ meats and leftover pieces that are sold to sausage and hot dog processors. The joint costs for a typical week are as follows: The revenues from each product are as follows: sirloin roasts, 68,000; chops, 71,000; spare ribs, 33,000; and residual, 9,800. Carleighs management has learned that certain organ meats are a prized delicacy in Asia. They are considering separating those from the residual and selling them abroad for 52,000. This would bring the value of the residual down to 2,650. In addition, the organ meats would need to be packaged and then air freighted to Asia. Further processing cost per week is estimated to be 27,500 (the cost of renting additional packaging equipment, purchasing materials, and hiring additional direct labor). Transportation cost would be 12,100 per week. Finally, resource spending would need to be expanded for other activities as well (purchasing, receiving, and internal shipping). The increase in resource spending for these activities is estimated to be 3,120 per week. Required: 1. What is the gross profit earned by the original mix of products for one week? 2. Should the company separate the organ meats for shipment overseas or continue to sell them at split-off? What is the effect of the decision on weekly gross profit?Teslum Inc. has a number of divisions, including the Machina Division, a producer of high-endespresso makers, and the Java Division, a chain of coffee shops.Machina Division produces the EXP-100 model espresso maker that can be used by JavaDivision to create various coffee drinks. The market price of the EXP-100 model is $950, andthe full cost of the EXP-100 model is $475.Required:1. If Teslum has a transfer pricing policy that requires transfer at full cost, what will thetransfer price be? Do you suppose that Machina and Java divisions will choose to transferat that price?2. If Teslum has a transfer pricing policy that requires transfer at market price, what wouldthe transfer price be? Do you suppose that Machina and Java divisions would choose totransfer at that price?3. Now suppose that Teslum allows negotiated transfer pricing and that Machina Divisioncan avoid $135 of selling expense by selling to Java Division. Which division sets theminimum transfer price, and what is it? Which…Cran Health Products is a cranberry cooperative that operates two divisions, a harvesting division and a processing division. Currently, all of harvesting’s output is converted into cranberry juice by the processing division, and the juice is sold to large beverage companies that produce cranberry juice blends. The processing division has a yield of 500 gallons of juice per 1,000 pounds of cranberries. Cost and market price data for the two divisions are as follows: Assume that Pat Borges, CEO of Cran Health, had mandated a transfer price equal to 225% of full cost. Now he decides to decentralize some management decisions and sends around a memo that states the following: “Effective immediately, each division of Cran Health is free to make its own decisions regarding the purchase of direct materials and the sale of finished products.” Q. Borges feels that a dual transfer-pricing policy will improve goal congruence. He suggests that transfers out of the harvesting division be made at…
- TourneSol Canada, Ltd. is a producer of high quality sunflower oil. The company buys raw sunflower seeds directly from large agricultural companies, and refines the seeds into sunflower oil that it sells in the wholesale market. As a by-product, the company also produces sunflower mash (a paste made from the remains of crushed sunflower seeds) that it sells into the market as base product for animal feed. The company has a maximum input capacity of 150 short tons of raw sunflower seeds every day (or 54,750 short tons per year). Of course the company cannot run at full capacity every day as it is required to shut down or reduce capacity for maintenance periods every year, and it experiences the occasional mechanical problem. The facility is expected to run at 90% capacity over the year (or on average 150 x 90% = 135 short tons per day). TourneSol is planning to purchase its supply of raw sunflower seeds from three primary growers, Supplier A, Supplier B, and Supplier C. Purchase prices…Great Oaks Farm grows organic vegetables and sells them to local restaurants after processing. The farms leading produce is Salad in a bag, which is mixed of organic salad green ingredients prepared ready to serve. The company sells a large bag to restaurants for $25. It calculates the variable cost per bag at $19, including $1. For delivery, and the average total cost per bag is $22. Because the vegetables are perishable and Great Oaks Farm is experiencing a large crop, the farm has extra capacity. Another company offers to purchase 2500 bags during the next month at $21 per bag. Delivery to the company cost $0.75 per bag. It can meet most of the request but would sacrifice 400 bags of regular sales to fill the special order. a. using differential analysi, what is the impact on profits of accepting this special order? b. What nonquantitative issues should management consider before making a final decision? c. How would the analysis change if the special order were for…Cran Health Products is a cranberry cooperative that operates two divisions, a harvesting division and a processing division. Currently, all of harvesting’s output is converted into cranberry juice by the processing division, and the juice is sold to large beverage companies that produce cranberry juice blends. The processing division has a yield of 500 gallons of juice per 1,000 pounds of cranberries. Cost and market price data for the two divisions are as follows: Q.Compute Cran Health’s operating income from harvesting 480,000 pounds of cranberries during June 2017 and processing them into juice.
- Otto Inc. specializes in chicken farming. Chickens are raised, packaged, and sold mostly to grocery chains. Chickens are accounted for in batches of 50,000. At the end of each growing period, the chickens are separated and sold by grades. Grades AA and A are sold to large grocery chains, and B and C are sold to other buyers. For costing purposes, Otto treats each batch of chicks as a joint product. The cost data for a batch of 50,000 chicks follow: Total joint costs for the batch were 125,000. Required: Compute the cost allocations for each product, using the sales value at split-off method. (Round sales value percentages to five decimal places.)Mossfort, Inc., has a division in Canada that makes long-lasting exterior wood stain. Mossfort has another U.S. division, the Retail Division, that operates a chain of home improvement stores. The Retail Division would like to buy the unique, long-lasting wood stain from the Canadian division, since this type of stain is not currently available. The Exterior Stain Division incurs manufacturing costs of 13.45 for one gallon of stain. If the Retail Division purchases the stain from the Canadian division, the shipping costs will be 1.40 per gallon, but sales commissions of 0.75 per gallon will be avoided with an internal transfer. The Retail Division plans to sell the stain for 32.80 per gallon. Normally, the Retail Division earns a gross margin of 35 percent above cost of goods sold. Required: 1. Which Section 482 method should be used to calculate the allowable transfer price? 2. Calculate the appropriate transfer price per gallon. (Round to the nearest cent.)The Atlantic Seafood Company (ASC) is a buyer and distributor of seafood products that are sold to restaurants and specialty seafood outlets throughout the Northeast. ASC has a frozen storage facility in New York City that serves as the primary distribution point for all products. One of the ASC products is frozen large black tiger shrimp, which are sized at 16 to 20 pieces per pound. Each Saturday, ASC can purchase more tiger shrimp or sell the tiger shrimp at the existing New York City warehouse market price. ASCs goal is to buy tiger shrimp at a low weekly price and sell it later at a higher price. ASC currently has 20,000 pounds of tiger shrimp in storage. Space is available to store a maximum of 100,000 pounds of tiger shrimp each week. In addition, ASC developed the following estimates of tiger shrimp prices for the next four weeks: ASC would like to determine the optimal buying/storing/selling strategy for the next four weeks. The cost to store a pound of shrimp for one week is 0.15, and to account for unforeseen changes in supply or demand, management also indicated that 25,000 pounds of tiger shrimp must be in storage at the end of week 4. Determine the optimal buying/storing/selling strategy for ASC. What is the projected four-week profit? (Hint: Define variables for buying, selling, and inventory held in each week. Then use a constraint to define the relationship between these: inventory from end of previous period + bought this period sold this period = inventory at end of this period. This type of constraint is referred to as an inventory balance constraint.)
- Zuzu is a large manufacturer of snack cakes. The company operates distribution centers in Chicago. The distribution center bakes and packages the snack cakes and ships them to grocery warehouses throughout the country. Because of the high standards set for both quality and appearance, there is a reasonable number of “seconds” that do not meet standards and are sold to company outlets for sale at reduced prices. In recent years, the company’s average yield has been 90% of first-quality products for sale to grocery warehouses. The remaining 10% is sent to the outlet store. Zuzu’s performance-evaluation system pays its distribution center managers substantial bonuses if the company achieves annual budgeted profit numbers. In the last quarter of 2017, Noah Spalding, Zuzu’s controller, noted a significant increase in yield percentage of the Chicago distribution center, from 90% to 98%. This increase resulted in a 10% increase in the center’s profits. During a recent trip to the Chicago…Zuzu is a large manufacturer of snack cakes. The company operates distribution centers in Chicago. The distribution center bakes and packages the snack cakes and ships them to grocery warehouses throughout the country. Because of the high standards set for both quality and appearance, there is a reasonable number of “seconds” that do not meet standards and are sold to company outlets for sale at reduced prices. In recent years, the company’s average yield has been 90% of first-quality products for sale to grocery warehouses. The remaining 10% is sent to the outlet store. Zuzu’s performance-evaluation system pays its distribution center managers substantial bonuses if the company achieves annual budgeted profit numbers. In the last quarter of 2017, Noah Spalding, Zuzu’s controller, noted a significant increase in yield percentage of the Chicago distribution center, from 90% to 98%. This increase resulted in a 10% increase in the center’s profits. During a recent trip to the Chicago…Mary Jones and Jack Smart have joined forces to start M&J Food Products, a processor of packaged shredded lettuce for institutional use. Jack has years of food processing experience, and Mary has extensive commercial food preparation experience. The process will consist of opening crates of lettuce and then sorting, washing, slicing, preserving, and finally packaging the prepared lettuce. Together, with help from vendors, they think they can adequately estimate demand, fixed costs, revenues, and variable cost per 5-pound bag of lettuce. They think a largely manual process will have monthly fixed cost of $50,000 and a variable cost of $2.50 per bag. They expect to sell 75,000 bags of lettuce per month. They expect to sell the shredded lettuce for $3.25 per 5-pound bag. Jack and Mary has been contacted by a vendor to consider a more mechanized process. This new process will have monthly fixed cost of $125,000 per month with a variable cost of $1.75 per bag. Based on the above…