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Law Incorporation [45]
3 years ago
13

Planet Corporation acquired 90 percent of Saturn Company’s voting shares of stock in 20X1. During 20X4, Planet purchased 52,000

Playday doghouses for $28 each and sold 37,000 of them to Saturn for $34 each. Saturn sold all of the doghouses to retail establishments prior to December 31, 20X4, for $49 each. Both companies use perpetual inventory systems.
Required:
Prepare all journal entries Planet recorded for the purchase of inventory and resale to Saturn Company in 20X4.
Business
1 answer:
Zepler [3.9K]3 years ago
7 0

Answer:

Purchase of Inventory by Planet (Parent)

Inventory $1,456,000 (debit)

Cash $1,456,000 (credit)

Sale of Inventory by Planet (Parent) to Subsidiary (Saturn)

Revenue $1,258,000 (debit)

Cost of Sales $1,258,000 (credit)

Sale to third Parties by Saturn

Cash $1,813,000 (debit)

Cost of Sales $1,036,000

Sales Revenue $1,813,000 (credit)

Inventory $1,036,000

Explanation:

Purchase of Inventory by Planet (Parent)

Inventory $1,456,000 (debit)

Cash $1,456,000 (credit)

<em>Inventory : 52,000 × $28 = $1,456,000</em>

Sale of Inventory by Planet (Parent)

<em>Note : This is an Intragroup transaction and need to be eliminated </em>

Revenue $1,258,000 (debit)

Cost of Sales $1,258,000 (credit)

<em>Revenue : 37,000 × $34  = $1,258,000</em>

Sale to third Parties by Saturn

Cash $1,813,000 (debit)

Cost of Sales $1,036,000

Sales Revenue $1,813,000 (credit)

Inventory $1,036,000

<em>Sales Revenue = 37,000 × $49 = $1,813,000</em>

<em>Cost of Sales = 37,000 × $28 = $1,036,000</em>

       

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Suppose the amounts presented here are basic financial information (in millions) from the 2022 annual reports of Nike and Adidas
aksik [14]

Answer:

1, Nike = 18,590 / [(2,614 + 2,746) / 2] = 7 days

Adidas = 9,784.8 / [(1,580+1400)/2] = 6.57 days

2. Nike = 365 / 6.94 days = 52 days

Adidas = 365 / 6.57 days = 55 days

Explanation:

A. Accounts receivable turnover for both companies.

1. To calculate the accounts receivable turnover, start by adding the beginning and ending accounts receivable and divide it by 2

2. to calculate the average accounts receivable for the period. Take the figure in 1 above and divide it into the net credit sales for the year for the average accounts receivable turnover.

Credit sales / [(opening receivables + closing receivables) / 2]

Nike = 18,590 / [(2,614 + 2,746) / 2] = 7 days

Adidas = 9,784.8 / [(1,580+1400)/2] = 6.57 days

2. Average collection Period = 365 / Average receivables Turnover ratio

Nike = 365 / 6.94 days = 52 days

Adidas = 365 / 6.57 days = 55 days

5 0
3 years ago
Appliance Possible Inc. (AP) is a manufacturer of toaster ovens. To improve control over operations, the president of AP wants t
joja [24]

Answer:

Appliance Possible Inc. (AP)

a) Flexible Budgets for productions level:

i) Production level of 90,000 units:

Unit variable cost = $13 $(7+4+2)

Total Variable Costs = 90,000 x $13 = $1,170,000

Fixed Costs = $225,000

Total Costs = $1,395,000

ii) Production level of 105,000 units:

Total Variable costs = 105,000 x $13 = $1,365,000

Fixed Costs = $225,000

Total Costs = $1,590,000

iii) Production level of 120,000 units:

Total Variable costs = 120,000 x $13 = $1,560,000

Fixed Costs = $225,000

Total Costs = $1,785,000

b) If AP sells the toaster ovens for $18 each, to make a profit of $309,000 before taxes, units to be sold are:

Break-even Point + Target Profit =  (Fixed Cost + Target Profit)/Contribution per unit

Contribution per unit = $18 - $13 = $5

= ($225,000 + $309,000)/ $5

= $534,000/$5

= 106,800 units

Explanation:

a) A flexible budget tries to change the level of output.  It is a technique used to assess performance under different volumes or activities.  It helps management to make the right decisions, given the fact that different levels of activity may call for different cost and revenue reflections.

b) To make a target profit, the fixed cost is added to the target profit and divided by the unit contribution.  This produces the number of units to be sold in order to achieve the target profit.

c) Contribution is the difference between the selling value and the variable costs.  It is the element that covers fixed costs and generates profit before taxes.

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Answer : true



Explanation:
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2 years ago
Providing an analysis for a company regarding adding a particular product line, retracting sales markets, or dealing with risks
strojnjashka [21]

Answer:

The correct answer is True.

Explanation:

The managerial accountant has to become a key pillar in the correct measurement of business performance, in the decision making of senior management and in the development of company strategies, to help it, not only to survive but to generate competitive advantages, in a globalized business world, increasingly growing and hostile.

Because, in addition to being a function of extreme importance, for any business organization, it faces tremendous challenges, such as technological changes and the intensification of international competition. Business leaders and executives are currently in the process of looking for new ways to manage and run their companies. However, it is not only the magnitude of the changes, which causes problems for organizations, but the increasing speed with which they are going.

In fact, Management Accounting systems emerged to provide information, support management and control of companies, and to promote efficiency in the organization.

------

NOTE: If you need to extend the explanation given, you can make a comment or add a new question. I will be very pleased to help you.

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2 years ago
Compare and contrast the three options from the perspective of cost. Which one do you believe will provide the most economical s
Anvisha [2.4K]

Incomplete question. The full question read:

Power Force Corporation Kip Himmer, executive vice president of operations of Power Force Corporation (PFC), is feeling stressed out. The producer of power tools for the do-it-yourself market is experiencing higher fulfillment costs as retailers change their buying patterns. They all seem to want smaller, more frequent shipments to a larger number of locations. And, the retailers' service expectations are on the rise. They are demanding advanced shipping notification, RFID tags on all products, and improved inventory visibility. Gone are the days when the retailers bought power tools by the truckload for delivery to a few regionally dispersed distribution centers. Instead, they are asking for smaller shipments to multiple distribution centers and direct delivery to stores. Some retailers are also inquiring about PFC's ability to deliver orders for individual customers direct to their homes. This drop-shipping strategy is completely new to PFC and Himmer worries that it could create major bottlenecks at the company's centralized delivery center that sits next to the factory in Louiseville Kentucky. And, all of these new requirements are accompanied by shorter order cycle time goals. Himmer feels that he is stuck between a rock and a hard place as the major home improvement chain stores (Home Depot, Lowe's, and True Value) account for more than 80 percent of PFC's sales. Although compliance is proving to be very expensive, PFC cannot afford to deny the requests. Doing so would have an unwelcome effect on revenues. After consulting with his fulfillment team, Himmer has come to the conclusion that he has three reasonable options to address the emerging marketplace requirements.

Option 1 - Upgrade the existing PFC distribution center in Kentucky to handle multiple order types and smaller shipments. Deploy warehouse automation to improve order fulfillment speed and efficiency.

Options 2 - Expand the PFC fulfillment network. Add regional distribution centers in Nevada and New Jersey to the existing Kentucky distribution center. Modify operational processes and flows so that orders for delivery centers, stores, and individual consumers can be fulfilled.

Options 3 - Outsource fulfillment to a capable third party logistics company so that PFC can focus its efforts on quality production, accurate demand planning, and lean inventory management.

Himmer's next step is to fully evaluate the three options and choose a path forward before his upcoming meeting with Marcia Avis, the owner of PFC. Avis will ask tough questions and Himmer must be confident in his recommendations.

<em>Compare and contrast the three options from the perspective of customer service. Which one do you believe will provide the most economical solution for PFC?</em>

Answer:

<u>Options 3 - Outsource fulfillment to a capable third party logistics company so that PFC can focus its efforts on quality production, accurate demand planning, and lean inventory management.</u>

Explanation:

In terms of cost, it will be preferable if Himmer outsourced the fulfillment objectives to another company that is capable because if for example, they decide to go with:

option 1: they will need to set aside large funds investing in physical infrastructure; such as upgrading the existing PFC distribution center in Kentucky, buying warehouse automation tools, etc. Or they chose;

option 2: It also requires even more funds to be able to expand and add new regional distribution centers in Nevada and New Jersey, etc.

7 0
2 years ago
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