Case Analysis 2.edited
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CASE ANALYSIS 1.
Davis is correct in his general method of computing the opportunity cost in terms of the physical units involved. The possible revenue loss from forgoing the production of other teams in order to fulfill the special order should be factored into the opportunity cost. WCD can ascertain the true opportunity cost by figuring out how many units it would have to pass up on selling to current clients. The production capacity and the number of units needed for the special order must be taken into account in order to calculate the quantity of PVRs that WCD would have to stop selling to current clients. WCD needs to locate the production bottleneck because its monthly production capacity is 1,000 hours for the image machine and 4,000 hours for the laser machine.
2.
WCD would have to forego selling 150 PVRs to existing customers in order to fill the special
order.
2
The quantity that WCD is able to produce in accordance with the laser machine's capacity units = 3,600 hours / $60 per unit
=60 units
Consequently, WCD's capacity to fulfill current orders is unaffected by producing up to 60 units. In order to satisfy Scottie Barnes Limited's special order for 250 units, WCD would have to give up selling 250 units – 60units = 190 units to its existing clients
3.
According to Schuster et al. (2021), Opportunity cost of accepting the special order = profit per unit* number of units WCD would have to forego selling to existing customers
Number of units WCD would have to forego selling to existing customers = (Selling Price - Manufacturing Cost).
=$80*190 units
=$15,200
Accepting the special order has a $15,200 opportunity cost.
4.
The net effect on profits of accepting the special order
To calculate the net profit effect of accepting the special order, we must consider both the revenue and the opportunity cost. Revenue from the special order = 250units * $280
=$70,000
The net effect on profits= revenue from special order - opportunity cost = $70,000-$15,200
3
=$54,800
As a result, accepting the special order would result in a net profit increase of $54,800
5.
If WCD is at capacity in December, the calculation of the minimum price they should accept
on the special order will be different. They would need to consider the opportunity cost based on the reduced capacity to determine the minimum price. Assume that the reduced capacity for both machines is 75% of the original capacity: Capacity of the laser machine= 4,000 hours *75% = 3,000 hours Capacity of the image machine= 1,000 hours * 75% = hours = 750 hours. The maximum number of units they can produce based on the machine with the least available capacity would be determined using the same calculation as in question 2.
In this scenario, let's assume they can produce 50 units. WCD would have to forego selling 250-50=200 units to existing customers in order to fill the special order of 250 units. As a result, they must calculate the minimum price WCD should accept on the special order based on the opportunity cost of not selling 200 units to existing customers.
In short, WCE has more capacity to fulfill the particular order without losing any sales to current clients if they are running at 75% of the total. Since any price above this would result in a profit, the lowest price they should be willing to accept is the cost to manufacture each unit.
6.
Several qualitative issues warrant consideration, including:
(i.)
Possibility of building a long-term relationship with Scottie Barnes Limited
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(ii.)
Effects on current customer partnership under the conditions to delay or reduce orders.
(iii.)
The image of Scottie Barnes Limited and its ramifications to that of WCE.
(iv.)
Inspection of the terms relating to the particular order, taking into account the delivery deadline and specified amount.
(v.)
Probability for further special orders or an increase from Scottie Barnes Limited
Reference
Schuster, P., Heinemann, M., & Cleary, P. (2021).
Management accounting
. Springer Nature.
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