a)
To determine: Material cost and percentage change in material cost using supply chain strategy for a profit of $25,000 in Company KF.
Introduction:
a)
Answer to Problem 3P
Using supply chain strategy 5.71% decrease in material cost is required to yield profit of $25,000.
Explanation of Solution
Given information:
Particulars | Amount | Percentage |
Sales | $250,000 | 100% |
Cost of supply chain purchases | $175,000 | 70% |
Production cost | $30,000 | 12% |
Fixed cost | $30,000 | 12% |
Profit | $15,000 | 6% |
Supply chain strategy:
Supply chain strategy | Amount | Percentage increase or decrease |
Sales | $250,000 | |
Material cost | $165,000 | -5.71 |
Production cost | $30,000 | 12% |
Fixed cost | $30,000 | 12% |
Profit | $25,000 | 66.67% |
Calculation of percentage changes using supply chain strategy:
Company KF is expected to increase its profit from $15,000 to $25,000.
Percentage of material cost for profit of $25,000:
For an expected profit for $25,000 from $10,000, the estimated percentage of material cost is 66%.
Material cost for an expected profit $25,000:
Percentage change in material cost for an expected profit $25,000:
The material cost decreased by 5.71%.
Change in profit percentage:
The percentage change in profit, when profit rises from $15,000 to $25,000 is 66.67%.
Hence, by using supply chain strategy 5.71% decrease in material cost is required to yield profit of $25,000.
b)
To determine: Sales and percentage change in sales using sales strategy for a profit of $25,000 in Company KF.
b)
Answer to Problem 3P
By using sales strategy 22.22% increase in sales is required to yield profit of $25,000.
Explanation of Solution
Given information:
Particulars | Amount | Percentage |
Sales | $250,000 | 100% |
Cost of supply chain purchases | $175,000 | 70% |
Production cost | $30,000 | 12% |
Fixed cost | $30,000 | 12% |
Profit | $15,000 | 6% |
Sales Strategy:
Sales strategy | Amount | Percentage increase or decrease |
Sales | $175,000 | 75% |
Material cost | $105,000 (70%) | 75% |
Production cost | $35,000(12%) | 75% |
Fixed cost | $10,000 | 0% |
Profit | $25,000 | 150% |
Calculation of percentage changes using sales strategy:
Calculate the percentage increase in the sales:
Hence, the sales increase to $305,555 when profit is $25,000.
Change in material cost:
For an estimated profit of $25,000, the sales changes to $305,555 and hence due to change in sales there is also change in material cost. Material cost is 70% of sales. Therefore for sales of $305,555, the material cost is $213,889.
Percentage change in material cost:
The percentage change in material cost is 22.22% when the sales increase to $305,555.
Change in production cost:
For an estimated profit of $25,000, the sales changes to $305,555 and hence due to change in sales there is also change in production cost. Production cost is 12% of sales. Therefore for sales of $305,555, the production cost is $36,666.
Percentage change in production cost:
The percentage change in production cost is 22.22% when the sales increase to $305,555.
Change in sales percentage:
The percentage change in sales, when profit rises from $15,000 to $25,000 is 22.22%.
Hence, by using sales strategy 22.22% increase in sales is required to yield profit of $25,000.
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Chapter 11 Solutions
PRIN.OF OPERATIONS MANAGEMENT-MYOMLAB
- Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?arrow_forwardScenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. 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