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II. Multiple Choice 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. D A C D B D C D D B 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. D C A D A A C C D B 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. D B D A D C D C B D 31. D 32. D 33. D
Supporting Computations: 1. Cash conversion cycle = Inventory conversion period + Receivables 16-1
Chapter 16
conversion period - Payables deferral period = 60 days + 35 days - 28 days = 67 days 2. Average sales per day = P972,000 / 360 = P2,700.
Average investment in receivables = P2,700 (35) = P94,500 3. Currently, Francisco has 4(P250,000) = P1,000,000 in unavailable collections. If lockboxes were used, this could be reduced to P750,000. Thus, P250,000 would be available to invest at 8 percent, resulting in an annual return of 0.08(P250,000) = P20,000. If the system costs P25,000, Francisco would lose P5,000 per year by adopting the system. 4. 0.3(10 days) + 0.4(30 days) + 0.3(40 days) = 27 days 5. Receivables = (ACP) (Sales/360) = 27(P1,200,000/360) = P90,000 6. The incremental change in receivables investment would be calculated as follows: Old credit policy: (ACP) (Sales per day) (Variable cost ratio) (40) ( ) (0.6) = P133,333.
New credit policy: (ACP) (Sales per day) (Variable cost ratio) (30) (
P2,000,000 ) (0.6) = P87,500. 360
Sales Less discounts Net sales Production costs Gross profit before credit costs Credit related costs: Cost of carrying receivables Collection expenses Bad debt losses Gross profit Tax (40%) Net income 8. EOQ = =
P144,000,000 P100
1,200 units
9. Maximum inventory = EOQ + Safety stock = 1,200 + 500 = 1,700 units 10. Average inventory = EOQ/2 + Safety stock = 600 + 500 = 1,100 units 16-2
Chapter 16
(F) (S) Q
3.60 days
The firm must place one order every 3.60 days. 12. TIC = = = (C) (P) (Q/2) + 0.2 (P500) (1,200 / 2) + P60,000 + P60,000 (120,000) P600 = P120,000
1,200 P600 (120,000)
Note that total carrying costs equal total ordering costs at the EOQ. 13. Now, the average inventory is EOQ/2 + Safety stock = 1,200 units rather than EOQ/2 = 600 units. 1,100 TIC = = 0.2 (P500) (1,100) + P110,000 + P60,000 = P170,000 120,000 units per year 1,200 units per order 360 days per year 100 orders per order
Note that a safety stock increases the cost of carrying inventories. 14. Average inventory with turnover of nine times is (P90,000,000 9) Average inventory with turnover of 12 times is (P90,000,000 12) Reduction in inventory Savings (P2,500,000 x .10) P10,000,000 7,500,000 P 2,500,000 P 250,000
III. Problems PROBLEM 1 (MACAPUNO INDUSTRIES) (1) C* = 45,000 (2) 22,500 (3) 100 16-3
Chapter 16
PROBLEM 2 (UBE COMPANY) Under the current credit policy, the Ube Company has no discounts, has collection expenses of P50,000, has bad debt losses of (0.02) (P10,000,000) = P200,000, and has average accounts receivable of (DSO) (Average sales per day) = (30) (P10,000,000/360) = P833,333. The firms cost of carrying these receivables is (Variable cost ratio) (A/R) (Cost of capital) = (0.80) (P833,333) (0.16) = P106,667. It is necessary to multiply by the variable cost ratio because the actual investment in receivables is less than the peso amount of the receivables. Proposal 1: Lengthen the credit period to net 30 so that 1. Sales increase by P1 million. 2. Discounts = P0. 3. Bad debts losses = (0.02) (P10,000,000) + (0.04) (P1,000,000) = P200,000 + P40,000 = P240,000 4. DSO = 45 days on all sales 5. New average receivables = (45) (P11,000,000/360) = P1,375,000. 6. Cost of carrying receivables = (v) (k) (Average accounts receivable) = (0.80) (0.16) (P1,375,000) = P176,000 7. Collection expenses = P50,000 Analysis of proposed change:
Income Statement under Current Policy Income Statement under New Policy
Effect of Change
Gross sales Less discounts Net sales Production costs (80%) Profit before credit costs and taxes Credit-related costs Cost of carrying receivables Collection expenses Bad debt losses Profit before taxes Tax rate (40%) Net income
P10,000,000 0 P10,000,000 8,000,000 P 2,000,000 106,667 50,000 200,000 P 1,643,333 657,333 P 986,000
P11,000,000 0 P11,000,000 8,800,000 P 2,200,000 176,000 50,000 240,000 P 1,734,000 693,600 P 1,040,400
The proposed change appears to be a good one, assuming the assumptions are correct. Proposal 2: Shorten the credit period to net 20 so that 1. Sales decrease by P1 million. 2. Discounts = P0. 3. Bad debts losses = (0.01) (P9,000,000) = P90,000 4. DSO = 22 days 5. New average receivables = (22) (P9,000,000/360) = P550,000. 16-4
Chapter 16
6. Cost of carrying receivables = (v) (k) (Average accounts receivable) = (0.80) (0.16) (P550,000) = P70,400 7. Collection expenses = P50,000 Analysis of proposed change:
Income Statement under Current Policy Income Statement under New Policy
Q Gross sales 2 Less discounts Net sales Production costs (80%) Profit before credit costs and taxes Credit-related costs Cost of carrying receivables Collection expenses Bad debt losses Profit before taxes Tax rate (40%) Net income
S P10,000,000 Q 0 P10,000,000 8,000,000 510,000 2 P 2,000,000 106,667 50,000 200,000 P 1,643,333 657,333 P 986,000
Effect of Change
(P1,000,000) P9,000,000 0 0 (P1,000,000) P9,000,000 ( 800,000) 2,600,000 7,200,000 510,000 ( P200,000) P 1,800,000 ( ( (P ( (P 36,267) 0 110,000) 53,733) 21,493) 32,240) 70,400 50,000 90,000 P 1,589,600 635,840 P 953,760
This change reduces net income, so it should be rejected. Ube will increase profits by accepting Proposal 1 to lengthen the credit period from 25 days to 30 days, assuming all assumptions are correct. This may or may not be the optimal, or profit-maximizing, credit policy, but it does appear to be a movement in the right direction. PROBLEM 3 (STRAWBERRY BREAD COMPANY) (1) EOQ = = = 509,902 bushels.
Because the firm must order in multiples of 2,000 bushels, it should order in quantities of 510,000 bushels. (2) Average weekly sales Reorder point = = = =
2 (F) (S) (C) (P) 6 weeks sales + Safety stock
= =
Chapter 16
TIC
CP
+ F
=(0.02) (P5)
(4) Ordering costs would be reduced by P3,500 to P1,500. By ordering 650,000 bushels at a time, the firm can bring its total inventory cost to P58,500: TIC = (0.02) (P5) + (0.02) (P5) (200,000) = = P32,500 + P6,000 + P20,000 P58,500. + (P1,500)
Because the firm can reduce its total inventory costs by ordering 650,000 bushels at a time, it should accept the offer and place larger orders. (Incidentally, this same type of analysis is used to consider any quantity discount offer.)
650,000 2
2,600,000 650,000
PROBLEM 4 (MAG CORP.) a. Contribution margin of lost sales (20,000 units) Revenue Variable costs Cost of sales Selling and administration Total variable costs Unit contribution margin Volume of lost sales Total contribution margin of lost sales Overtime premiums (overtime cost is less than the additional contribution margin of lost sales: 15,000 x P6.50 = P97,500 > P40,000 Rental savings 16-6 P 12.00 4.50 1.00 P 5.50 6.50 x 20,000 P(130,000) P( 40,000) 60,000 P
Chapter 16
Rental income from owned warehouse (12,0000 x .75 x P1.50) Elimination of insurance and property taxes Opportunity costs of funds released from inventory investment Investment in inventory 600,000 Interest before tax Estimated before-tax peso savings .20
13,500 14,000
120,000 P 37,500
b. Conditions that should exist in order for a company to install just-in-time inventory successfully include the following. Top management must be committed and provide the necessary leadership support in order to ensure a company-wide, coordinated effort. A detailed system for integrating the sequential operations of the manufacturing process needs to be developed and implemented. Raw materials must arrive when needed for each subassembly so that the production process functions smoothly. Accurate sales forecasts are needed for effective finished goods planning and production scheduling. Products should be designed to use standardized parts to reduce manufacturing time and reduce costs. Reliable vendors who can deliver quality raw materials on time with minimum lead time must be obtained.
.12 1 .40
16-7