Corporate Policy at Weber Pty Ltd Requires That All Transfers

question 89

Multiple Choice

Corporate policy at Weber Pty Ltd requires that all transfers between divisions be recorded at variable cost as a transfer price. Divisional managers have complete autonomy in choosing their sources of customers and suppliers. The Milling Division sells a product called RK2. Forty per cent of the sales of RK2 are to the Products Division, while the remainder of the sales are to outside customers. The manager of the Milling Division is evaluating a special offer from an outside customer for 10 000 units of RK2 at a per unit price of $15. If the special offer were accepted, the Milling Division would be unable to supply those units to the Products Division. The Products Division could purchase those units from another supplier for $17 per unit. Annual capacity for the Milling Division is 25 000 units. The 2014 budget information for the Milling Division, based on full capacity, is presented below.
Assuming the Milling Division manager agrees to the special offer, what is the effect of the decision on the gross margin of Weber as a whole?

• A) $20 000 decrease
• B) $50 000 decrease
• C) $30 000 increase
• D) $50 000 increase

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Definitions:

Flexible Overhead Budget

A budget that adjusts overhead costs based on changes in activity levels or other factors, allowing for more accurate cost management.

Standard Input Measure

A benchmark for the amount of resources (materials, labor, and overhead) expected to be consumed in producing goods or services.

Direct Labour Hours

The total hours worked by employees directly involved in the production process of goods or delivery of services.

Machine Hours

A measure of production time, quantified in hours, that machinery is operational and actively working on manufacturing products.