X sells 'mu-50' to its customers. It purchases mu-50 from Y @ 140 per unit. Y pays all freight to X. No incoming inspection is necessary because Y has a superb reputation for delivery of quality merchandise. Annual demand of X is 13,000 units. X requires 15% annual ROI. The purchase order lead time is 2 weeks. The purchase order is passed through EDI and it costs 2 per order. The relevant insurance, material handling etc. * 3.10 per unit per year. X has to decide whether or not to shift to JIT purchasing. Y agrees to deliver 100 units of mu-50-130 times per year (5 times every two weeks) instead of existing delivery system of 1,000 units→ 13 times a year with additional amount of * 0.02 per unit. X incurs no stock out under its current purchasing policy. It is estimated X incurs stock out cost on 50 units under a JIT purchasing policy. In the event of a stock out, X has to rush order which costs 4 per unit.

X sells 'mu-50' to its customers. It purchases mu-50 from Y @ 140 per unit. Y pays all freight to X. No incoming inspection is necessary because Y has a superb reputation for delivery of quality merchandise. Annual demand of X is 13,000 units. X requires 15% annual ROI. The purchase order lead time is 2 weeks. The purchase order is passed through EDI and it costs 2 per order. The relevant insurance, material handling etc. * 3.10 per unit per year. X has to decide whether or not to shift to JIT purchasing. Y agrees to deliver 100 units of mu-50-130 times per year (5 times every two weeks) instead of existing delivery system of 1,000 units→ 13 times a year with additional amount of * 0.02 per unit. X incurs no stock out under its current purchasing policy. It is estimated X incurs stock out cost on 50 units under a JIT purchasing policy. In the event of a stock out, X has to rush order which costs 4 per unit.

Cornerstones of Cost Management (Cornerstones Series)

4th Edition

ISBN:9781305970663

Author:Don R. Hansen, Maryanne M. Mowen

Publisher:Don R. Hansen, Maryanne M. Mowen

Chapter20: Inventory Management: Economic Order Quantity, Jit, And The Theory Of Constraints

Section: Chapter Questions

Problem 2CE: Sterling Corporation has an EOQ of 5,000 units. The company uses an average of 500 units per day. An...

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Ottis, Inc., uses 640,000 plastic housing units each year in its production of paper shredders. The cost of placing an order is 30. The cost of holding one unit of inventory for one year is 15.00. Currently, Ottis places 160 orders of 4,000 plastic housing units per year. Required: 1. Compute the economic order quantity. 2. Compute the ordering, carrying, and total costs for the EOQ. 3. How much money does using the EOQ policy save the company over the policy of purchasing 4,000 plastic housing units per order?
Jansen Crafters has the capacity to produce 50,000 oak shelves per year and is currently selling 44,000 shelves for $32 each. Cutrate Furniture approached Jansen about buying 1,200 shelves for bookcases it is building and is willing to pay $26 for each shelf. No packaging will be required for the bulk order. Jansen usually packages shelves for Home Depot at a price of $1.50 per shell. The $1.50 per-shelf cost is included in the unit variable cost of $27, with annual fixed costs of $320.000. However, the $130 packaging cost will not apply in this case. The fixed costs will be unaffected by the special order and the company has the capacity to accept the order. Based on this information, what would be the profit if Jansen accepts the special order? A. Profits will decrease by $1,200. B. Profits will increase by $31,200. C. Profits will increase by $600. D. Profits will increase by $7,200.
Markson and Sons leases a copy machine with terms that include a fixed fee each month plus acharge for each copy made. Markson made 9,000 copies and paid a total of $480 in January. In April, they paid $320 for 5,000 copies. What is the variable cost per copy if Markson uses the high-low method to analyze costs?
Kaune Food Products Company manufactures canned mixed nuts with an average manufacturing cost of 52 per case (a case contains 24 cans of nuts). Kaune sold 150,000 cases last year to the following three classes of customer: The supermarkets require special labeling on each can costing 0.04 per can. They order through electronic data interchange (EDI), which costs Kaune about 61,000 annually in operating expenses and depreciation. Kaune delivers the nuts to the stores and stocks them on the shelves. This distribution costs 45,000 per year. The small grocers order in smaller lots that require special picking and packing in the factory; the special handling adds 25 to the cost of each case sold. Sales commissions to the independent jobbers who sell Kaune products to the grocers average 8 percent of sales. Bad debts expense amounts to 9 percent of sales. Convenience stores also require special handling that costs 30 per case. In addition, Kaune is required to co-pay advertising costs with the convenience stores at a cost of 15,000 per year. Frequent stops are made to each convenience store by Kaune delivery trucks at a cost of 30,000 per year. Required: 1. Calculate the total cost per case for each of the three customer classes. (Round unit costs to four significant digits.) 2. Using the costs from Requirement 1, calculate the profit per case per customer class. Does the cost analysis support the charging of different prices? Why or why not? 3. What if Kaune charged the average price per case to all customer classes? How would that affect the profit percentages?
Zena Technology sells arc computer printers for $55 per unit. Unit product costs are: A special order to purchase 15,000 arc printers has recently been received from another company and Zena has idle capacity to fill the order. Zena will incur an additional $2 per printer for additional labor costs due to a slight modification the buyer wants made to the original product. One-third of the manufacturing overhead costs is fixed and will be incurred no matter how many units are produced. When negotiating the price, what is the minimum selling price that Zena should accept for this special order?
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Charlotte sells widgets that cost $50 each to purchase and prepare for sale. Annual sales are 10,000 widgets, carrying costs are 15% of inventory costs, and Charlotte incurs a cost of $25 each time an order is placed. (a) What is the EOQ? (b) What will be the total inventory costs if the EOQ amount is ordered? (c) Suppose that Charlotte's supplier decides to offer a 3% cash discount if products are ordered in increments of 1250. How many widgest should Charlotte order each time an order is placed to minimize total inventory costs?
Charlotte sells widgets that cost $50 each to purchase and prepare for sale. Annual sales are 10,000 widgets, carrying cost are 15% of invenory costs and Charlotte incurs a cost of $25 each time an order is placed. Suppose that Charlottes' supplier decides to offer a 3% cash discount if products are ordered in increments of 1250. How many WIDGETS should Charlotte order each time an order is placed to minimize total inventory costs?
ABC Corporation resells one type of candle. It has 250 working days. Each day, it sells an average of 500 boxes but maysometimes sell a maximum of 600 boxes. The supplier takes an average of 5 days to deliver the order. During busier times, thesupplier may take 7 days.Based on ABC’s records, ordering cost average P400 per order. Storage cost per box average P5 per year. There is also anopportunity cost of 1% per year for every peso invested in inventories. Each box of candles costs P450. If ABC would continue its current inventory management policy, it would keep 10,000 boxes as safety stock and order ten-days-worth of inventory. (B) Economic Order Quantity 1. How much would the ordering cost for the year be on average if the economic order quantity was followed?2. What would the average number of boxes be if the economic order quantity was used (excluding safety stock)?Round off to two decimal places.3. How much would the carrying cost for the year if the economic order quantity was…