How does capacity affect transfer pricing decisions?

Short Answer

Expert verified

In case of operation at full capacity, the transfer price equals to market selling price, however in case of operation below capacity, than transfer price equals to variable cost per unit.

Step by step solution

01

Definition of Transfer Price

Transfer Price is defined as the transaction amount of one unit of goods when the transaction occurs between the different divisions of the same company, and the process is known as the transfer pricing.

02

 Effect of capacity on transfer pricing decisions

If any division is operating at capacity, it means the company is selling all the goods without expanding the facility and adding more employees. In this case, the company has to make a choice about whom to sell the product. So, the transfer price should be a market-based transfer price.

If any division is operating below capacity, it means the division should be willing to sell the product at an amount equal to or higher than the variable cost of the product. It is a cost-based transfer price. In this situation, the manager can negotiate a transfer price that is satisfactory to both divisions.

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Most popular questions from this chapter

Zims, a national manufacturer of lawn-mowing and snow-blowing equipment, segments its business according to customer type: professional and residential. The following divisional information was available for the past year:

Net Sales Revenue Operating Income Average Total Assets

Residential \( 550,000 \) 65,280 $ 192,000

Professional 1,090,000 164,820 402,000

Management has a 26% target rate of return for each division.

Requirements

1. Calculate each division’s ROI. Round all of your answers to four decimal places.

2. Calculate each division’s profit margin ratio. Interpret your results.

3. Calculate each division’s asset turnover ratio. Interpret your results.

4. Use the expanded ROI formula to confirm your results from Requirement 1. What can you conclude?

Consider the following key performance indicators, and classify each according to the balanced scorecard perspective it addresses. Choose from financial perspective, customer perspective, internal business perspective, or learning and growth perspective.

a. Number of employee suggestions implemented

b. Revenue growth

c. Number of on-time deliveries

d. Percentage of sales force with access to real-time inventory levels

e. Customer satisfaction ratings

f. Number of defects found during manufacturing

g. Number of warranty claims

h. Return on investment

i. Variable cost per unit

j. Percentage of market share

k. Number of hours of employee training

l. Number of new products developed

m. Yield rate (number of units produced per hour)

n. Average repair time

o. Employee satisfaction

p. Number of repeat customers

What are the goals of a performance evaluation system?

Refer to the information in Short Exercise S24-7.

Requirements

1. Compute each division’s asset turnover ratio (round to two decimal places). Interpret your results.

2. Use your answers to Requirement 1, along with the profit margin ratio, to recalculate ROI using the expanded formula. Do your answers agree with the basic ROI in Short Exercise S24-7?

Explain the difference between a controllable and a non-controllable cost.

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