Steve Murningham, manager of an electronics division, was considering an offer by Pat Sellers, manager of a sister division. Pat's division was operating below capacity and had just been given an opportunity to produce 8,000 units of one of its products for a customer in a market not normally served. The opportunity involves a product that uses an electrical component produced by Steve's division. Each unit that Pat's division produces requires two of the components. However, the price that the customer is willing to pay is well below the price that is usually charged. To make a reasonable profit on the order, Pat needs a price concession from Steve's division. Pat had offered to pay full manufacturing cost for the parts. So Steve would know that everything was above board, Pat supplied the following unit cost and price information concerning the special order, excluding the cost of the electrical component: Selling price $32 Less costs: Direct materials 17 Direct labor 7 Variable overhead 2 Fixed overhead 3 Operating profit $ 3 The normal selling price of the electrical component is $2.30 per unit. Its full manufacturing cost is $1.85 ($1.05 variable and $0.80 fixed). Pat argued that paying $2.30 per component would wipe out the operating profit and result in her division showing a loss. Steve was interested in the offer because his division was also operating below capacity (the order would not use all the excess capacity). Required: 1. Conceptual Connection: Should Steve accept the order at a selling price of $1.85 per By how much will his division's profits be changed if the order is accepted? By how much will the profits of Pat's division change if Steve agrees to supply the part at full cost? 2. If Pat accepts the price, what is the change in profits for Steve's division? $ Increase 3. Conceptual Connection: Assume that Steve's division is operating at full capacity and that Steve refuses to supply the part for less than the full price. Should Pat still accept the special order? There will be an increase in profits for Pat's division of $.
Accept or Reject a Special Order
Steve Murningham, manager of an electronics division, was considering an offer by Pat Sellers, manager of a sister division. Pat's division was operating below capacity and had just been given an opportunity to produce 8,000 units of one of its products for a customer in a market not normally served. The opportunity involves a product that uses an electrical component produced by Steve's division. Each unit that Pat's division produces requires two of the components. However, the price that the customer is willing to pay is well below the price that is usually charged. To make a reasonable profit on the order, Pat needs a price concession from Steve's division. Pat had offered to pay full
| Selling price | $32 |
| Less costs: | |
| Direct materials | 17 |
| Direct labor | 7 |
| Variable overhead | 2 |
| Fixed overhead | 3 |
| Operating profit | $ 3 |
The normal selling price of the electrical component is $2.30 per unit. Its full manufacturing cost is $1.85 ($1.05 variable and $0.80 fixed). Pat argued that paying $2.30 per component would wipe out the operating profit and result in her division showing a loss. Steve was interested in the offer because his division was also operating below capacity (the order would not use all the excess capacity).
Required:
1. Conceptual Connection: Should Steve accept the order at a selling price of $1.85 per
By how much will his division's profits be changed if the order is accepted?
By how much will the profits of Pat's division change if Steve agrees to supply the part at full cost?
2.
If Pat accepts the price, what is the change in profits for Steve's division?
$ Increase
3. Conceptual Connection: Assume that Steve's division is operating at full capacity and that Steve refuses to supply the part for less than the full price. Should Pat still accept the special order?
There will be an increase in profits for Pat's division of $.
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