Answer:
See below
Explanation:
Activity rate = Overhead costs/Estimated driver
Customer service : 175 per serv. req.
Project bidding : 400 per bid
Engineering support : 750 per design change
Activity costs allocated = Activity rate × Driver consumed
Activity costs
Gough industries. 39,800
Been inc. 47,150
The Martin group. 139,300
Artic Air inc.
Customer profitability report for the year ended, December 31
Gough industries Been inc. Martin Grou
Revenues
1,800,000 960,000 240,000
Cost of goods sold
840,000 448,000 112,000
Gross profit
960,000 512,000 128,000
Selling and administrative activities:
Customer service
6,300 4,900 20,300
Project bidding
20,000 16,000 38,000
Engineering support
13,500 26,250 81,000
Total selling and administrative support
39,800 47,150 139,300
Operating income(loss)
920,200 464,850 (11,300)
Answer:
The number of days' sales in receivables for Year 2 is 48.7
Explanation:
The formula that is applicable to this scenario is the accounts receivable divided by sales multiplied by 365 days
The number of days' sales in receivables=$11,000/$82,500*365=48.67
The correct option is D, since the 48.67 was simply rounded down to one decimal place.
Answer:
See explanation below as attached.
Explanation:
1. Predetermined overhead is 139% of direct labor hour
2. Under applied overhead is $6,200
Please find attached breakdown and solution to question 1, 2, 3, 4 and 5.
Answer:
The answer is: 4) More frequently than not, the three objectives are compatible.
Explanation:
Toyota is famous for its Just in Time (JIT) management. They are the absolute kings of efficient supply chain management and they were able to do it by making the three objectives compatible. That doesn't mean that they all have to be dealt with at the same time and with the same intensity.
Toyota's first goal was to reduce costs and in order to reduce costs they had to increase their inventory turnover. Then they discovered that in order to keep increasing inventory turnover, they had to compress their cycle time. When they were able to compress their cycle time, their turnover increased even more and their costs were lowered. The system produces continuous feedback and their efficiency keeps increasing.
I once visited one of their factories that produces almost 500 pickup trucks per day and every single work station had available inventory for only 4 trucks; only 4 engines, 16 doors, etc. It is amazing how they do it considering that every 3 minutes one truck is fully produced.
The three objectives are not only compatible, but they are absolutely necessary for the SCM to be effective.
Answer:
Quantity variance.
Explanation:
The difference between actual and standard cost caused by the difference between the actual quantity and the standard quantity is called the Quantity variance.
For instance, if Tony needs a standard quantity of 50 pounds of iron to construct a burglary, but only used 51 pounds, then the quantity variance is 1 pound of iron.
<em>Hence, the quantity variance is simply the difference between the actual quantity of materials that should be used and the quantity of materials that was used. </em>
