The Harris Company is decentralized, and divisions are considered investment centers. Harris has one division that manufactures oak dining room chairs with upholstered seat cushions. The Chair Division cuts, assembles, and finishes the oak chairs and then purchases and attaches the seat cushions. The Chair Division currently purchases the cushions for \(22 from an outside vendor. The Cushion Division manufactures upholstered seat cushions that are sold to customers outside the company. The Chair Division currently sells 800 chairs per quarter, and the Cushion Division is operating at capacity, which is 800 cushions per quarter. The two divisions report the following information:

Chair Division Cushion Division

Sales Price per Chair \) 85 Sales Price per Cushion \( 32

Variable Cost (other than cushion) 42 Variable Cost per Cushion 13

Variable Cost (cushion) 22

Contribution Margin per Chair \) 21 Contribution Margin per Cushion $ 19

Requirements

1. Determine the total contribution margin for Harris Company for the quarter.

2. Assume the Chair Division purchases the 800 cushions needed from the Cushion Division at its current sales price. What is the total contribution margin for each division and the company?

3. Assume the Chair Division purchases the 800 cushions needed from the Cushion Division at its current variable cost. What is the total contribution margin for each division and the company?

4. Review your answers for Requirements 1, 2, and 3. What is the best option for Harris Company?

5. Assume the Cushion Division has capacity of 1,600 cushions per quarter and can continue to supply its outside customers with 800 cushions per quarter and also supply the Chair Division with 800 cushions per quarter. What transfer price should Harris Company set? Explain your reasoning. Using the transfer price you determined, calculate the total contribution margin for the quarter.

Short Answer

Expert verified

Question

Contribution of Chair division

Contribution of Cushion division

Contribution of Company

1.

$16,800

$15,200

$32,000

2.

$8,800

$15,200

$24,000

3.

$24,000

$0

$24,000

4.

Purchase from outside

Sold to outside

5.

Transfer price $32 per unit

$8,800

$30,400

$39,200

Step by step solution

01

Computation of total contribution margin

Contributionmarginbychairdivision=Totalsalesrevenue-Totalvariablecost=($85×800)-($42+$22×800)=$68,000-$51,200=$16,800

Contributionmarginbycushiondivision=Totalsalesrevenue-Totalvariablecost=($32×800)-($13×800)=$25,600-$10,400=$15,200

TotalcontributionmarginforHarrisCompany=Contributionmarginbychaircompany+Contributionmarginbycushioncompany=$16,800+$15,200=$32,000

02

Contribution margin in case of transfer between divisions at the selling price

NewContributionmarginbychairdivision=Totalsalesrevenue-Totalvariablecost=($85×800)-($42+$32×800)=$68,000-$59,200=$8,800

Contributionmarginbycushiondivision=CurrentContributionperunit×No.ofunitssold=$19×800=$15,200

03

Contribution margin in case of transfer between divisions at variable cost

NewContributionmarginbychairdivision=Totalsalesrevenue-Totalvariablecost=($85×800)-($42+$13×800)=$68,000-$44,000=$24,000


NewContributionmarginbycushiondivision=Totalsalesrevenue-Totalvariablecost=($13×800)-($13×800)=$0

TotalcontributionmarginforHarrisCompany=Contributionmarginbychaircompany+Contributionmarginbycushioncompany=$24,000+$0=$24,000

04

Best option for Harris Company

After computing the contribution margin from all the case i.e. –

a) Purchase from outside

b) Purchase from the division at selling price, and

c) Purchase from the division at variable, and

it comes to the notice that each division earns almost the same contribution margin under the first case and the total contribution margin for the company is also highest under the first case.

Under the second case, the contribution margin for the cushion division remains constant but the contribution margin for the chair division and the total contribution margin decrease.

Under the third case, the contribution margin for the chair division increases but the overall contribution margin for the company decreases and the cushion division earns zero margins.

Thus the best option for the company is to purchase the cushion from an outside vendor. By doing so, each division would earn a satisfactory contribution margin and the overall contribution margin for the company would also increase.

05

Computation of transfer price

As given the revised capacity for the cushion, the division is 1,600 units and the division is operating at capacity by selling units to vendors and to the chair division.

Thus in this case, the transfer price should be equal to the selling price i.e.- $32 per unit. The reason for this is that if the cushion department charges less transfer price from the chair department then the contribution margin for the division would decrease and the company too would encounter a decreased contribution margin due to the operating at capacity by the cousin division.

Thus the transfer price = $32

Computation of contribution margin under this case

NewContributionmarginbychairdivision=Totalsalesrevenue-Totalvariablecost=($85×800)-($42+$32×800)=$68,000-$59,200=$8,800

NewContributionmarginbycushiondivision=CurrentContributionperunit×No.ofunitssold=$19×1,600=$30,400

TotalcontributionmarginforHarrisCompany=Contributionmarginbychaircompany+Contributionmarginbycushioncompany=$8,800+$30,400=$39,200

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Most popular questions from this chapter

List the advantages of decentralization.

List the disadvantages of decentralization.

How does capacity affect transfer pricing decisions?

Decentralization divides company operations into various reporting units. Most decentralized subunits can be described as one of four different types of responsibility centers.

Requirements

1. Explain why companies decentralize. Describe some typical methods of decentralization.

2. List the four most common types of responsibility centers, and describe their responsibilities.

One subunit of Track Sports Company had the following financial results last month:

Subunit X Actual Results Flexible Budget Flexible Budget % Variance

Variance (F or U) (F or U)

Net Sales

Revenue \( 474,000 \) 455,000

Variable

Expenses 261,000 255,000

Contribution

Margin 213,000 200,000

Traceable

Fixed Expenses 38,000 29,000

Divisional

Segment Margin \( 175,000 \) 171,000

Requirements

1. Complete the performance evaluation report for this subunit (round to two decimal places).

2. Based on the data presented and your knowledge of the company, what type of responsibility center is this subunit?

3. Which items should be investigated if part of management’s decision criteria is to investigate all variances equal to or exceeding \(8,000 andexceeding 10% (both criteria must be met)?

4. Should only unfavorable variances be investigated? Explain.

5. Is it possible that the variances are due to a higher-than-expected sales volume? Explain.

6. Will management place equal weight on each of the variances exceeding \)8,000? Explain.

7. Which balanced scorecard perspective is being addressed through this performance report? In your opinion, is this performance report a lead or a lag indicator? Explain.

8. List one key performance indicator for the three other balanced scorecard perspectives. Make sure to indicate which perspective is being addressed by the indicators you list.

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