Part-1 | ||||||||||
Solution-1 | ||||||||||
(a) | Calculation of overhead rate using traditional approach | |||||||||
Predetermined overhead rate | = | Total Overheads/Total direct labor costs | ||||||||
= | $960,000/($180,000+$420,000) | |||||||||
= | 1.60 | |||||||||
Allocation of overheads to products | ||||||||||
Particulars | VegieGrow | Flower Food | ||||||||
Diret labor costs | = | 1,80,000 | 4,20,000 | |||||||
Predetermined overhead rate | = | 1.6 | 1.6 | |||||||
Allocated overheads | = | 2,88,000 | 6,72,000 | |||||||
(b) | Calculation of overhead rate & allocation of costs to products using ABC approach | |||||||||
Cost Pool | Overhead costs | Cost drivers | Volume of cost drivers | Cost per driver | Allocation of cost | |||||
VegieGrow | Flower Food | Total | VegieGrow | Flower Food | Total | |||||
Processing | 6,40,000 | No. of kilograms | 1,92,000 | 3,20,000 | 5,12,000 | 1.25 | 2,40,000 | 4,00,000 | 6,40,000 | |
Packaging | 3,20,000 | No. of units packaged | 90,000 | 1,10,000 | 2,00,000 | 1.60 | 1,44,000 | 1,76,000 | 3,20,000 | |
Total | 9,60,000 | 3,84,000 | 5,76,000 | 9,60,000 | ||||||
Part-1 | ||||||||||
Solution-2 | ||||||||||
(a) | Calculation of overhead rate & allocation of costs to products using ABC approach | |||||||||
Cost Pool | Overhead costs | Cost drivers | Volume of cost drivers | Cost per driver | Allocation of cost | |||||
Commercial | Residential | Total | Commercial | Residential | Total | |||||
Scheduling & travel | 85,000 | Hours of travel | 750 | 500 | 1,250 | 68.00 | 51,000 | 34,000 | 85,000 | |
Setup time | 90,000 | No. of setups | 350 | 250 | 600 | 150.00 | 52,500 | 37,500 | 90,000 | |
Supervision | 60,000 | Direct labor costs | 1,00,000 | 3,00,000 | 4,00,000 | 0.15 | 15,000 | 45,000 | 60,000 | |
Total | 2,35,000 | 1,18,500 | 1,16,500 | 2,35,000 | ||||||
(b) | Calculation of Operating Income (using ABC) | |||||||||
Particulars | Commercial | Residential | ||||||||
Revenues | $ 3,00,000 | $ 4,80,000 | ||||||||
Direct Material Costs | $ 30,000 | $ 50,000 | ||||||||
Direct Labor Costs | $ 1,00,000 | $ 3,00,000 | ||||||||
Overhead costs | $ 1,18,500 | $ 1,16,500 | ||||||||
Operating Income / (loss) | $ 51,500 | $ 13,500 | ||||||||
(c) | The finance controller should adopt ABC approach as both the lines are profitable. This is because of incorrect allocation of overheads, that Residential line is seems to be non-profitable. | |||||||||
Part-2 | ||||||||||
Solution-1 | ||||||||||
(a) | Calculation of net income for Oceanic Ltd. | |||||||||
Particulars | Spotter | Snooker | Stunner | Total | ||||||
Sales | 3,00,000 | 5,00,000 | 2,00,000 | 10,00,000 | ||||||
Variable expenses | 1,50,000 | 2,00,000 | 1,45,000 | 4,95,000 | ||||||
Contribution margin | 1,50,000 | 3,00,000 | 55,000 | 5,05,000 | ||||||
Common Fixed expenses | 90,000 | 1,50,000 | 60,000 | 3,00,000 | ||||||
Additional fixed costs | 30,000 | 80,000 | 35,000 | 1,45,000 | ||||||
Net income | 30,000 | 70,000 | (40,000) | 60,000 | ||||||
(b) | Calculation of net income for Oceanic Ltd. if the company discontinues the Stunner product line | |||||||||
Particulars | Spotter | Snooker | Total | |||||||
Sales | 3,00,000 | 5,00,000 | 8,00,000 | |||||||
Variable expenses | 1,50,000 | 2,00,000 | 3,50,000 | |||||||
Contribution margin | 1,50,000 | 3,00,000 | 4,50,000 | |||||||
Common Fixed expenses | 1,12,500 | 1,87,500 | 3,00,000 | |||||||
Additional fixed costs | 30,000 | 80,000 | 1,10,000 | |||||||
Net income | 7,500 | 32,500 | 40,000 | |||||||
(c) | The company should not discontinue the Stunner Line as the total profit is higher by $20,000 if stunner is continued. | |||||||||
Part-2 | ||||||||||
Solution-2 | ||||||||||
(a) | Equivalent Units of Production | |||||||||
Units accounted for as follows: | ||||||||||
Transferred Out | 900 | |||||||||
Work in process, ending | 600 | |||||||||
Total units accounted for | 1,500 | |||||||||
Equivalent Units: | Materials | Conversion | ||||||||
Transferred Out | 900 | 900 | ||||||||
Work in process, ending (40%) | 600 | 240 | ||||||||
Total | 1,500 | 1,140 | ||||||||
Units cost of production | ||||||||||
CostsFor Equivalent Units: | Materials | Conversion | Total | |||||||
Work in process, beginning | $750 | $600 | $1,350 | |||||||
Cost added by the department | $2,400 | $2,820 | $5,220 | |||||||
Total Cost to Account For | $3,150 | $3,420 | $6,570 | |||||||
Cost per Equivalent Unit | $2.10 | $3.00 | ||||||||
Assignment of costs to products | ||||||||||
Cost accounted for as follows: | Materials | Conversion | Total | |||||||
Cost of Units Completed and Transferred Out | $1,890 | $2,700 | $4,590 | |||||||
Work in process, ending: | $1,260 | $720 | $1,980 | |||||||
Total Costs Accounted For | $3,150 | $3,420 | $6,570 | |||||||
(b) | Production Cost Report for the month of July | |||||||||
Units to be accounted for: | ||||||||||
Work in process, beginning | 500 | |||||||||
Started into production | 1,000 | |||||||||
Total units to be accounted for | 1,500 | |||||||||
Units accounted for as follows: | ||||||||||
Transferred Out | 900 | |||||||||
Work in process, ending | 600 | |||||||||
Total units accounted for | 1,500 | |||||||||
Equivalent Units: | Materials | Conversion | ||||||||
Transferred Out | 900 | 900 | ||||||||
Work in process, ending | 600 | 240 | ||||||||
Total | 1,500 | 1,140 | ||||||||
CostsFor Equivalent Units: | Materials | Conversion | Total | |||||||
Work in process, beginning | $750 | $600 | $1,350 | |||||||
Cost added by the department | $2,400 | $2,820 | $5,220 | |||||||
Total Cost to Account For | $3,150 | $3,420 | $6,570 | |||||||
Cost per Equivalent Unit | $2.10 | $3.00 | ||||||||
Cost accounted for as follows: | Materials | Conversion | Total | |||||||
Cost of Units Completed and Transferred Out | $1,890 | $2,700 | $4,590 | |||||||
Work in process, ending: | $1,260 | $720 | $1,980 | |||||||
Total Costs Accounted For | $3,150 | $3,420 | $6,570 |
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