Short Term Decisions Flashcards

1
Q

What are the three criteria that must be met in order for a cost to qualify as a relevant cost?

A
  1. Future
  2. Cash Flow
  3. Incremental (specific to the decision)
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2
Q

Relevant costs can also be categorised as what?

A
  1. opportunity costs

2. avoidable costs

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3
Q

What is opportunity cost?

A

Opportunity cost is defined as the benefit foregone as a result of choosing one course of action over another.

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4
Q

What are avoidable costs?

A

Specific costs of an activity/sector of a business that would be avoided if the activity/sector didn’t exist.

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5
Q

What type of decisions are associated with avoidable costs?

A

Shutdown decisions

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6
Q

What main costs can not be classified as relevant costs?

A
  • Sunk costs
  • Committed costs
  • Notional costs (non cash items i.e. accounting adjustments)
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7
Q

What are the 6 main decision types?

A
  1. Accept or reject
  2. Make or buy
  3. Outsource
  4. Shutdown
  5. Minimum Price of an order/job/contract
  6. Further processing decisions
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8
Q

Relevant cost of materials:

If materials are not in stock and we have to purchase more what is the relevant cost?

A

Current replacement cost

- i.e. market price

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9
Q

Relevant cost of materials:

If materials are in stock and in continual use for us we need to replace the materials we use. What is the relevant cost?

A

Current replacement cost

- i.e. market price

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10
Q

Relevant cost of materials:

If materials are in stock and we have no other use for them, we will not replace them. What is the relevant cost?

A

Use for free if just using for our own product

OR

Current resale/scrap value if we can sell on

OR

Nil if we can’t sell it.

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11
Q

Relevant cost of materials:

If materials are in stock but are scarce and we cannot replace the materials once we have taken from the stock, what is the relevant cost?

A

Opportunity cost

- account for lost revenue from other areas of the business.

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12
Q

What is the first question we should be asking when deriving the relevant cost of materials?

A

Whether or not the materials are in stock.

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13
Q

True or False: Historic costs are taken into account when deriving the relevant cost of materials.

A

False - we NEVER take into consideration historic costs.

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14
Q

Relevant cost of labour:

What is the first question we should be asking ourselves when we are assessing the relevant cost of labour?

A

Whether we have spare capacity or are at full capacity in our current labour force.

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15
Q

Relevant cost of labour:

If we have spare capacity in our labour force we can therefore undertake additional work. What is the relevant cost of labour.

A

Nil - we can utilise the spare time of our existing workforce.

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16
Q

Relevant cost of labour:

If we are at full capacity what are the two options we must consider when trying to derive the relevant cost?

A

Whether we can hire more staff or we cannot hire more staff.

17
Q

Relevant cost of labour:

If we are at full capacity, additional work cannot be undertaken by our current workforce. If we hire more staff, what is the relevant cost?

A

The current rate of pay.

18
Q

Relevant cost of labour:

If we are at full capacity, additional work cannot be undertaken by our existing workforce. If we cannot hire more staff, what is the relevant cost?

A

Opportunity cost = Variable cost + lost contribution.

19
Q

What is included in the relevant cost when calculating minimum price?

A

Relevant cost ONLY!!

do not include apportionment of overheads or a mark u.

20
Q

What are the downfalls of using the minimum price decision type?

A
  • okay for one offs but doesn’t cover fixed costs or contribute to profit
  • how would we price repeat orders? - higher price infers higher expectation of quality.
21
Q

How do we make a decision under the accept or reject policy?

A

Accept projects with a positive return

Reject projects with a negative return

22
Q

In which circumstances may we accept a project with a negative return?

A
  • undercutting a competitor
  • gaining market share
  • attracting new customers
23
Q

If we are not told that we can access more labour then what do we assume?

A

That no additional labour is available to us.

24
Q

In make or buy decision making, what is the ultimate factor in the decision process?

A
  • Which is cheaper - make or buy?

- Buy in if cost effective

25
Q

What are the other key considerations in make or buy decision making?

A
  • Quality of bought in product
  • Reliability of supplier
  • Becoming dependent on supplier?
  • Likelihood of future price increases
  • How to use spare capacity
  • Confidentiality issues
  • Delivery timings
  • Staff morale
  • Redundancies
  • Feasibility if need to bring back in-house
26
Q

How are further processing decisions made?

A
  1. Joint costs not relevant
  2. SP now vs. NRV (NRV = SP later - further costs)
  3. Does market exist before and after further processing?
27
Q

What is the main financial factor to consider in shutdown decisions?

A

Lost contribution and specific fixed costs (avoidable costs)

28
Q

What are the main non-financial factors to consider in shutdown decisions?

A
  • Impact on customers
  • Impact on other products
  • Competitor reactions
  • Impact on employees
  • Impact on supplier negotiations