CHAPTER 9

DISCUSSION QUESTIONS

Q9-1. The most frequently used documents in the

procurement and use of materials are purchase requisitions, purchase orders, receiving reports, materials requisitions, bills of
materials, and materials ledger records.
Q9-2. The invoice should be routed to the
Accounting Department immediately upon
receipt. A copy of the purchase order and a
copy of the receiving report with an inspection
report should be compared by the accounting
clerk. When the invoice is found to be correct
in all aspects or has been adjusted for errors
or rejects, the accounting clerk approves the
invoice, attaches it to the underlying documents if they are in hard-copy form, and
sends these documents to another clerk for
the preparation of the voucher.
Q9-3. Inventoriable cost should include all costs
incurred to get the product ready for sale to the
customer. It includes not only the net purchase
price but also the other associated costs,
such as freight-in, incurred up to the time
products are ready for sale to the customer.
Q9-4. No, administration costs are assumed to
expire with the passage of time and do not
attach to the product. Furthermore, administrative costs do not relate directly to inventories, but are incurred for the benefit of all
functions of the business.
Q9-5. The three key questions to answer in designing an inventory control system are:
(a) how much to ordereconomic order
quantity
(b) when to orderorder point
(c) safety stock required
Q9-6. The firm benefits from these techniques by
having a consistent, standardized approach
to its inventory management. Inventory costs
and service to customers will be optimally
balanced.
Q9-7. The purpose of an economic order quantity
model is to determine the optimum quantity
to order or produce when filling inventory
needs. The optimum quantity is defined as
that quantity that minimizes the cost of inventory management.

Q9-8. The decision concerning how much to order

or produce at a given time involves a compromise between inventory carrying costs and
ordering or setup costs. Examples of inventory carrying costs are: interest on the money
invested in inventories that could have been
invested elsewhere, property tax and insurance, warehousing or storage, handling, deterioration, and obsolescence. Ordering costs
include the cost of preparing the requisition
and purchase order, receiving the order, and
accounting for the order. Setup costs involve
the costs of setting up equipment to make the
actual production runs. For all these costs,
only those that vary with activity are relevant
to the EOQ model.
Q9-9. The consequences of maintaining inadequate
inventory levels include higher purchasing,
handling, and transportation costs, loss of
quantity discounts, production disruptions,
inflation-related price increases when purchases are deferred, and lost sales and customer goodwill.
Measurement of the costs of lost orders
and lost repeat business is not easy because
measurement may be largely subjective. On
the other hand, the other factors listed can be
measured with fair certainty and greater ease.
Q9-10. In computing optimum production run size, CO
represents an estimate of the setup cost and
CU is the variable manufacturing cost per unit.
Q9-11. (a) The order point is the low point of stock
level that, when reached, means a
replenishing order should be placed.
(b) Lead time is the interval between placing
an order and delivery of the ordered
goods.
(c) Safety stock is the minimum inventory
that provides a cushion against reasonably expected maximum demands and
against variations in lead time.
Q9-12. Materials requirements planning (MRP) is a
computer simulation that integrates each
products bill of materials, inventory status,
and manufacturing process into a feasible
production plan.

9-1

9-2

Q9-13. Effective utilization of capital, which includes

investment in inventory, is the responsibility of
general management; therefore, the primary
interest is in financial control. Although general or top-level management is interested in
providing customers with good products and
services, the scheduling of production
involves unit control primarily and is the
responsibility of production and purchasing
departments.
Q9-14. In the control of materials, the opposing
needs are the maintenance of an inventory of
sufficient size and diversity for efficient operations, and the maintenance of an investment
in inventory at a level that will maximize earnings and minimize costs.
Q9-15. When a relatively few materials items account
for a considerable portion of total inventory
investment, selective control is indicated.
High value items would be under tight control,
while low-value items would be under simple
physical controls.
Automatic control refers to ordering when a
materials record shows that the balance on
hand has dropped to the order point. At this
time, the quantity to order is automatic, having been determined by balancing the cost to
order with the cost to carry inventory.
Automatic control is most effective in companies that use an EDP system.

Chapter 9

Q9-16. Appendix The average cost method assumes

that each batch taken from the
storeroom is composed of uniform
quantities from each shipment in
stock at the date of issue. The fifo
method is based on the assumption
that the first goods received are the
first issued. The lifo method is
based on the assumption that the
latest goods received are the first
issued.
Q9-17. Appendix In an inflationary economy, lifo provides a better matching of current
costs with current revenue
because costs of inventory issued
are at more recent purchase
prices. Net cash inflow is generally
increased because taxable income
is generally decreased, resulting in
payment of lower income tax.
Q9-18. Appendix Fifo. The higher costs of the earlier
purchases would be charged
against cost of goods sold.
CGA-Canada (adapted). Reprint with permission.
Q9-19. Appendix (a) fifo
(b) fifo
(c) fifo
(d) lifo
(e) fifo
(f) lifo
CGA-Canada (adapted). Reprint with permission.

Chapter 9

9-3

EXERCISES
E9-1
(1)

Freight allocated to materials based on cost:

$280 = $.016 per dollar of cost
$17,500
Part A:
Part B:
Part C:

(2)

$ 8,600
5,060
3,840
$17,500

$.016 = $137.60

.016 =
80.96

.016 =
61.44
$280.00

Freight allocated to materials based on shipping weight:

$280
= $.20
1 400 kilograms
Part A:
Part B:
Part C:

630kg
440
330
1 400kg

$.20 =
.20 =
.20 =

$126
88
66
$280

E9-2

Units
September production .................................................
October production ......................................................
November production ..................................................
Desired Inventory, November 30 .................................
Total to be provided ............................................
Quantity on hand, September 1 ..................................
On order for September delivery ................................
On order for October delivery .....................................
Quantity to order for November delivery ...................

4,200
4,400
4,700
3,600
16,900
4,400
3,600
4,500

12,500
4,400

9-4

Chapter 9

E9-3
(1)

Forecast usage:
January ...........................................................
February..........................................................
March...............................................................
Desired March 31 inventory level
(6,000 80%) ............................................
Total to be provided ...........................
Scheduled supply:
January 1 inventory .................................
On order:
January delivery.................................
February delivery ...............................
Quantity to order for March delivery ...........

(2)

4,800 units
5,000
5,600
15,400 units
4,800
20,200 units
6,000 units
3,800
4,600

14,400
5,800 units

January 1 inventory........................................................................
On order for January and February delivery ...............................

6,000 units
8,400
14,400 units

Forecast usageJanuary and February......................................

(a) March 1 inventory ..................................................................
To order for March delivery (requirement (1)) ....................

9,800
4,600 units
5,800
10,400 units

Forecast usageMarch ........................................................

March 31 inventory ................................................................

5,600
4,800 units

(b)
E9-4

(1)

EOQ =

2 100 $5
1, 000
=
= 121 = 11 units
$55 15%
8.25

(2)

EOQ =

54, 000
2 2,250 $12
=
= 90, 000 = 300 Ajets
.60
$3 20%

(3)

EOQ =

2 (1,200 3) $200
1, 440, 000
=
$25
25

= 57,600 = 240 units

Chapter 9

9-5

E9-4 (Continued)
(4)

(a)

EOQ =

2 25, 000 $20

1, 000, 000
=
= 500, 000
$8 25%
2

= 707 cartons
(b)

25, 000
Annual required units
=
= 35 orders per year
Economic order quantity
707
365 days
= 10.4 or every 10 days orders should be placed
35 orders

(5)

(a)

EOQ =

540, 000
2 18,000 $15
=
$15 20%
3

= 180,000 = 424
(b)

18, 000
= 42..45 or approximately 42 orders per year
424
365 days
= 8.7 or approximately one order every 9 days
42 orders

(c)

EOQ =

2 18, 000 $15

540, 000
=
$6 20%
1.20

= 450, 000 = 671

(6)

(a)

EOQ =

2 18, 000 $15

540, 000
=
= 360, 000
$7.50 20%
1 .5

= 600 units
(b)

(c)

18,000
= 30 orders per year
600
365 days in year
= 12.167 or approximately
30 orderrs per year one order every 12 days

EOQ =

2 18, 000 $15

540, 000
=
= 1, 080, 000
$2.50 20%
.50

= 1, 039 units

9-6

Chapter 9

E9-4 (Continued)

(7)

(a)

EOQ =

2 48, 000 $10

960, 000
=
= 400, 000
$20 12%*
2.40

= 632 dozen baseballs

*$.40
+ 10% return on investment = 12%
$20
(b)

RU CO 48, 000 $10

=
= $600
EOQ
800
CU CC EOQ
Annual carrying cost =
2
$20 12% 800
=
960
=
2
Total annual inventory cost to sell 48,000
dozen baseballs ...............................................
$1,560
Annual ordering cost =

EOQ =

(8)

2 5, 000 $1, 000

10, 000, 000
=
$8 20%
1 .6

= 6, 250, 000 = 2,500 columns

(9)

(a)

EOQ =

2 12, 000 $16

384, 000
=
=
$9 20%
1.80

213, 333

= 462 units
(b)

The frequency of order placement:

12,000 annual usage
= 26 orders per year
462 EOQ
365 days
= 14 days
26 orders

(c)

EOQ =

2 8, 000 $16
256, 000
=
=
1.98
$9 22%

= 360 units

129, 293

Chapter 9

9-7

E9-4 (Concluded)

(10)

(a)

EOQ =

2 500 $6
6, 000
=
=
$10 .25
2.50

2, 400 = 49 units

500 $6 $10 .25 49

+
49
2
= $61.22 + $61.25 = $122.47 total ordering and carrying
cost perr year
(b)

49 + (49 .10) = 54 units per order

500 $6 $10 .25 54
+
= $55.5
56 + $67.50 = $123.06
54
2
The effect is small because the total cos
st curve is relatively flat
around the optimum level.

(11)

To compare the two alternatives, the carrying cost and the production initiation cost must be calculated for each alternative. These two amounts are calculated as follows:
Carrying cost = Annual cost of carrying (20%) manufacturing cost ($50)
average annual inventory.
Production initiation cost = Number of runs cost to initiate a run ($300)
Current situation: 2 production runs of 3,000 units per run
Average inventory: 3,000 units 2 = 1,500 units
Present costs:
Carrying cost (.20 $50 1,500) .....................
Production initiation cost (2 $300)................

$15,000
600
$15,600

Proposed situation:
The EOQ formula can be used to determine production run quantities
by substituting cost per order with production initiation cost.
Production quantity:
2 6, 000 $300
$50 .2
=

3, 600, 000
= 360, 000 = 600 units
10

Average inventory: 600 2 = 300 units

Number of runs:
6,000 600 = 10 runs
Proposed costs:
Carrying cost (.20 $50 300)..............................
Production initiation cost (10 $300) ...................
Expected annual savings .......................................

$3,000
3,000
$6,000
$9,600

9-8

Chapter 9

E9-5
(1)
EOQ =
(2)

2 (12 1, 500) $50

1, 800, 000
=
= 1, 500, 000 = 1, 225 units
$3 .40
1.20

Lots of 2,000 units should be ordered, based on the following computations:

QUANTITATIVE DATA
Order size.................................................................
Number of orders per year.....................................
Average inventory ...................................................
COST DATA
Cost of placing orders at $50 ...............................
Cost of carrying inventory:
612.5 $3.00 .40.............................................
1,000 $2.85 .40.............................................
Discounts lost (12 1,500 $3 .05) ...................
Cost to order and carry ..........................................

1,225 units
14.7
612.5 units

2,000 units
9
1,000 units

$735

$450

735
1,140
2,700
$4170

$1,590

E9-6
(1)

Ordering and carrying costs under current policy:

12

500
= $2, 280 + $250 = $2, 530
$380+ $1
2

2

(2)

Economic orde
er quantity and the related ordering and carrying costs:
380
2 3, 000 $3
= 2, 280, 000 = 1, 510 units
$1
3,000

1, 510
$380+ $1
= $755 + $755 = $1, 510 related ordering

2 and carrying costs

1,510

Chapter 9

9-9

E9-6 (Concluded)
(3)

The company should decide to order in quantities of 3,000 units, based on the
following computations:
QUANTITATIVE DATA
Order size.................................................................
1,510 units
Number of orders per year..................................... 1.9868
Average inventory ...................................................
755 units
COST DATA
Cost of placing orders at $380...............................
Cost of carrying inventory:
$1 755 ..............................................................
($1 $.05) 1,500 .............................................
Discount lost (3,000 $5 .05) .............................
Cost to order and carry ..........................................

$ 755

3,000 units
1
1,500 units

$ 380

755
1,425
750
$2,260

$1,805

CGA-Canada (adapted). Reprint with permission.

E9-7

E9-8
(1)

9,600 240 = 40 units daily usage

Normal lead time usage (20 days 40 units) ..............................
Safety stock ((35 days 20 days) 40 units) ..............................
Order point ......................................................................................
Maximum use per day....................................
Normal use per day........................................
Safety stock (maximum) ................................

800
600
1,400

600 units
500
100 units 5 days of lead
time = 500 units

(2)

Normal use per day (500) days of lead time (5) .......................
Safety stock ....................................................................................
Order point ......................................................................................

2,500 units
500
3,000 units

(3)

Order point ......................................................................................

Normal use during lead time (500 5) .........................................
On hand at time order received ....................................................
Quantity ordered.............................................................................
Normal maximum inventory ..........................................................

3,000 units
2,500
500 units
3,500
4,000 units

9-10

Chapter 9

E9-8 (Concluded)
(4)

Order point ......................................................................................

Minimum use during lead time (100 5)......................................
On hand at time order received ...................................................
Quantity ordered ............................................................................
Absolute maximum inventory .......................................................

3,000
500
2,500
3,500
6,000

units
units
units
units

CGA-Canada (adapted). Reprint with permission.

E9-9
(1)

Maximum use per day.............................................

Normal use per day.................................................
Safety stock (maximum) .........................................

200 units
120
80 units 12 days of
lead time = 960 units

(2)

Normal use per day (120) days of lead time (12) .....................
Safety stock ....................................................................................
Order point ......................................................................................

1,440 units
960
2,400 units

(3)

Order point ......................................................................................

Normal use during lead time (120 12) ......................................
On hand at time order received ....................................................
Quantity ordered ............................................................................
Normal maximum inventory ..........................................................

2,400 units
1,440
960 units
3,000
3,960 units

(4)

Order point ......................................................................................

Minimum use during lead time (80 12)......................................
On hand at time order received ....................................................
Quantity ordered ............................................................................
Absolute maximum inventory .......................................................

2,400 units
960
1,440 units
3,000
4,440 units

CGA-Canada (adapted). Reprint with permission.

E9-10
Annual
Safety
Number
Probability
Stock Level
of
of
(Units)
Orders Stockout
10
5
.4
20
5
.2
40
5
.08
80
5
.04

Expected
Annual
= Stockouts
2
1
.4
.2

Cost
Annual
per
Stockout
Stockout =
Cost
+
$75
$150.00
75
75.00
75
30.00
75
15.00

The recommended level of safety stock is 40 units.

Annual
Safety
Stock
Carrying
Cost ($1
per unit)
$10
20
40
80

Annual
Combined
=
Cost
$160.00
95.00
70.00
95.00

Chapter 9

9-11

E9-11 APPENDIX
(1)

Average costing:

Date
Jan. 1
6
10
15
25
27
(2)

Received
Quan- Unit
tity Cost
200 $1.25
400
1.30
500

1.40

Issued
Inventory
Total Quan- Unit Total Quan- Unit
Cost
tity
Cost Cost
tity
Cost
500 $1.20
$250
700
1.21
520
1,100
1.25
560
$1.25 $700
540
1.25
700
1,040
1.32
400
1.32
528
640
1.32

Balance
$ 600
850
1,370
670
1,370
842

Fifo costing:

Date
Jan. 1
6
10

Received
Quan- Unit
tity Cost
200 $1.25
400

1.30

500

1.40

15
25

27

Issued
Inventory
Total Quan- Unit Total Quan- Unit Total
Cost
tity
Cost Cost
tity
Cost Cost Balance
500 $1.20 $600 $ 600
$250
500
1.20 600
200
1.25 250
850
520
500
1.20 600
200
1.25 250
400
1.30 520
1,370
500
$1.20 $600
140
1.25 175
60
1.25
75
400
1.30 520
695
700
140
1.25 175
400
1.30 520
500
1.40 700
1,395
140
1.25
175
140
1.30 182
260
1.30
338
500
1.40 700
882

9-12

Chapter 9

E9-11 APPENDIX (Concluded)

(3)

Lifo costing:

Date
Jan. 1
6
10

Received
Quan- Unit
tity Cost
200 $1.25
400

1.30

500

1.40

15
25

27

Issued
Inventory
Total Quan- Unit Total Quan- Unit Total
Cost
tity
Cost Cost
tity
Cost Cost Balance
500 $1.20 $600 $ 600
$250
500
1.20 600
200
1.25 250
850
520
500
1.20 600
200
1.25 250
400
1.30 520
1,370
400
$1.30 $520
500
1.20 600
160
1.25
200
40
1.25
50
650
700
500
1.20 600
40
1.25
50
500
1.40 700
1,350
400
1.40
560
500
1.20 600
40
1.25
50
100
1.40 140
790

Chapter 9

9-13

PROBLEMS
P9-1
(1)

Budgeted acquisition cost = $ 18,000 = 12.5% applied acquisition

Budgeted purchases
$144,000
costing rate for the month

(2)

$148,500 net purchases 12.5% applied

acquisition = $18,562.50 applied cost added
costing
to materials
rate
purchased during
the month

(3)

The overapplied acquisition cost of $362.50 ($18,562.50 applied cost $18,200

actual cost) should be credited to Cost of Goods Sold or prorated to Cost of
Goods Sold and inventories.

P9-2
2 24, 000 $1.20
57, 600
=
= 240 units
$10 10%
1

(1)

EOQ =

(2)

Annual requirements 24, 000

=
= 100 orders needed per year
EOQ
240

(3)

(4)

Annual requirements Ordering cost

EOQ Carrying cost
+
r
unit
per order
pe
EOQ
2
240
24, 000
=
($
$10 10%) +
($1.20) = $120 + $120 = $240 total cost of
2
240
orderring and carrying
blades for the year
The next order should be placed in three days. This conclusion is arrived at as
follows:
(a)

Number of days supply in each order:

360
Days in year
=
= 3.6 days
Orders per year 100

(b)

Number of days supply left in inventory:

Units in inventory Days supply 400

=
3.6 days = 6 days
EOQ
in each order 240
supply left

(c)

Days before ne
ext order should be placed:
(Days supply left) (Delivery lead time) = 6 days 3 days = 3

9-14

Chapter 9

P9-2 (Concluded)
(5)

Some of the difficulties most firms have in attempting to apply the EOQ formula
to inventory problems are:
(a) Inventory is not always used at a constant rate; the constant usage
assumption is implicit in the EOQ formula.
(b) The EOQ formula requires estimates of (1) annual requirements, (2) ordering cost, (3) purchase price per unit, and (4) cost of carrying inventories.
These estimates may be extremely difficult to obtain with accuracy.

P9-3
(1)

Normal use per day (200) days of lead time (10) .....................
Safety stock ....................................................................................
Order point ......................................................................................

2,000 units
300
2,300 units

(2)

Order point ......................................................................................

Normal use during lead time (200 10) .......................................
On hand at time order received ....................................................
Quantity ordered.............................................................................
Normal maximum inventory ..........................................................

2,300 units
2,000
300 units
4,000
4,300 units

(3)

Order point ......................................................................................

Minimum use during lead time (150 10)....................................
On hand at time order received ....................................................
Quantity ordered.............................................................................
Absolute maximum inventory .......................................................

2,300 units
1,500
800 units
4,000
4,800 units

(4)

Let S equal cost of storing one unit for one year.

EOQ =
4, 000 =

2 RU CO
CU CC
2 (200 250) $80
S

8, 000, 000
S
8, 000, 000
16, 000, 000 =
S
8, 000, 000
S =
= $.50
16, 000, 000
4, 000 =

CGA-Canada (adapted). Reprint with permission.

10
20
30
40
50
55

Units of
Safety
Stock

P9-4

$3
3
3
3
3
3

Carrying
=
Cost
per Unit

$ 30
60
90
120
150
165

Safety Stock
+
Carrying
Cost

5
5
5
5
5
5

Orders
per Year

50%
40
30
20
10
3

Probability of
Running out of
Safety Stock

$80
80
80
80
80
80

$200
160
120
80
40
12

Stockout
Cost per = Stockout
Cost
Occurence

$230
220
210
200
190
177 lowest cost

= Total
Cost

Chapter 9
9-15

9-16

Chapter 9

P9-5 APPENDIX
(1) Fifo:

Date
March 1
3

Received
Quan- Unit
tity Cost
400 $19.50

5
12

350 21.50

15
18

500 22.00

22
26

550 21.00

28
31

200 20.00

Issued
Total Quan- Unit
Total QuanCost
tity Cost
Cost
tity
750
$ 7,800
750
400
600 $20.00 $12,000
150
400
7,525
150
400
350
150 20.00 3,000
50
350 19.50 6,825
350
11,000
50
350
500
50 19.50
975
350 21.50 7,525
500
11,550
500
550
500 22.00 11,000
150 21.00 3,150
400
4,000
400
200

Inventory
Unit
Total
Cost
Cost
$20.00 $15,000
20.00 15,000
19.50
7,800
20.00
3,000
19.50
7,800
20.00
3,000
19.50
7,800
21.50
7,525
19.50
975
21.50
7,525
19.50
975
21.50
7,525
22.00 11,000

Balance
$15,000
22,800
10,800

18,325
8,500

19,500

22.00
22.00
21.00

11,000 11,000
11,000
11,550 22,550

21.00
21.00
20.00

8,400 8,400
8,400
4,000 12,400

31

28

26

22

18

15

12

Date
March 1
3

(2) Lifo:

200

550

500

350

400

20.00

21.00

22.00

21.50

$19.50

Received
QuanUnit
tity
Cost

P9-5 APPENDIX (Continued)

4,000

11,550

11,000

7,525

$ 7,800

Total
Cost

550
100

400

350
150

400
200

Quantity

21.00
22.00

22.00

21.50
20.00

$19.50
20.00

Issued
Unit
Cost

11,550
2,200

8,800

7,525
3,000

$ 7,800
4,000

Total
Cost

400
400
200

400
400
500
400
100
400
100
550

550
550
350

Quantity
750
750
400

20.00
20.00
20.00

20.00
20.00
22.00
20.00
22.00
20.00
22.00
21.00

20.00
20.00
21.50

8,000
8,000
4,000

8,000
8,000
11,000
8,000
2,200
8,000
2,200
11,550

11,000
11,000
7,525

Inventory
Unit
Total
Cost
Cost
$20.00
$15,000
20.00
15,000
19.50
7,800

12,000

8,000

21,750

10,200

19,000

8,000

18,525

11,000

22,800

Balance
$15,000

Chapter 9
9-17

Date
March 1
3
5
12
15
18
22
26
28
31

(3) Average:

$19.50

21.50

22.00

21.00

20.00

400

350

500

550

200

Received
QuanUnit
tity
Cost

P9-5 APPENDIX (Concluded)

4,000

11,550

11,000

7,525

$ 7,800

Total
Cost

650

400

500

600

Quantity

Total
Cost

21.154

21.323

20.477

13,750.10

8,529.20

10,238.50

$19.826 $11,895.60

Issued
Unit
Cost

Inventory
QuanUnit
tity
Cost
750
$20.000
1,150
19.826
550
19.826
900
20.477
400
20.477
900
21.323
500
21.323
1,050
21.154
400
21.154
600
20.769

Balance
$15,000.00
22,800.00
10,904.40
18,429.40
8,190.90
19,190.90
10,661.70
22,211.70
8,461.60
12,461.60

9-18
Chapter 9

Chapter 9

9-19

P9-6 APPENDIX
(1)

Cost of the ending inventory under the fifo method when a periodic inventory
system is used:
100 units @ $17 = $1,700
100
@ 14 = 1,400
100
@ 12 = 1,200
$4,300

(2)

Cost of the ending inventory under the lifo method:

(a)

When a periodic inventory system is used:

200 units @ $10 = $2,000
100
@ 11 = 1,100
$3,100

(b)

When a perpetual inventory system is used:

Date
Jan. 1
12

Received
Quan- Unit
tity Cost
100

$11

Feb.1
April 16

200

12

May 1
July 15

100

14

Nov. 10
Dec. 5

100

17

Issued
Total Quan- Unit Total QuanCost
tity
Cost Cost
tity
200
$1,100
200
100
100
$11 $1,100
100
10
1,000
100
2,400
100
200
100
12
1,200
100
100
1,400
100
100
100
100
14
1,400
100
100
1,700
100
100
100

Inventory
Unit
Total
Cost
Cost Balance
$10 $2,000 $2,000
10
2,000
11
1,100 3,100
10
10
12
10
12
10
12
14
10
12
10
12
17

1,000
1,000
2,400
1,000
1,200
1,000
1,200
1,400
1,000
1,200
1,000
1,200
1,700

1,000
3,400
2,200

3,600
2,200

3,900

CGA-Canada (adapted). Reprint with permission.

(1)

Date
Jan. 2
15
31
Feb. 2
15
28
Mar. 2
15
31
Apr. 2
15
30

(a)

1,200

1,500

1,900

Received
QuanUnit
tity
Cost
2,000
$5

Average method:

P9-7 APPENDIX

13,300

12,000

7,200

Total
Cost
$10,000
500
700

700
700

600
800
7.096
7.096

7.400
7.400

5.600
5.600

$5.000
5.000

Quantity

600
900

Issued
Unit
Cost

4,967.20
4,967.20

4,440.00
5,920.00

3,360.00
5,040.00

$2,500.00
3,500.00

Total
Cost

Quantity
2,000
1,500
800
2,000
1,400
500
2,000
1,400
600
2,500
1,800
1,100

Inventory
Unit
Cost
$5.000
5.000
5.000
5.600
5.600
5.600
7.400
7.400
7.400
7.096
7.096
7.096

Balance
$10,000.00
7,500.00
4,000.00
11,200.00
7,840.00
2,800.00
14,800.00
10,360.00
4,440.00
17,740.00
12,772.80
7,805.60

9-20
Chapter 9

Chapter 9

9-21

P9-7 APPENDIX (Continued)

(b)

First-in, first-out method:

Received
Issued
Quan- Unit
Total Quan- Unit Total QuanDate
tity Cost
Cost
tity
Cost Cost
tity
Jan. 2 2,000 $5 $10,000
2,000
15
500
$5 $2,500 1,500
31
700
5 3,500
800
800
Feb. 2 1,200
6
7,200
1,200
15
600
5 3,000
200
1,200
28
200
5 1,000
700
6 4,200
500
500
Mar. 2 1,500
8
12,000
1,500
15
500
6 3,000
100
8
800 1,400
31
800
8 6,400
600
600
Apr. 2 1,900
7
13,300
1,900
15
600
8 4,800
100
7
700 1,800
30
700
7 4,900 1,100

Inventory
Unit
Total
Cost
Cost Balance
$5
$10,000
5
7,500
5
4,000
5 $ 4,000
6
7,200 11,200
5
1,000
6
7,200 8,200
6
6
8

3,000
3,000
12,000 15,000

8
8
8
7

11,200
4,800
4,800
13,300 18,100

7
7

12,600
7,700

9-22

Chapter 9

P9-7 APPENDIX (Concluded)

(c)

Last-in, first-out method:

Received
Issued
Quan- Unit
Total Quan- Unit Total QuanDate
tity Cost
Cost
tity
Cost Cost
tity
Jan. 2 2,000 $5 $10,000
2,000
15
500
$5 $2,500 1,500
31
700
5 3,500
800
800
Feb. 2 1,200
6
7,200
1,200
15
600
6 3,600
800
600
28
600
6 3,600
300
5 1,500
500
500
Mar. 2 1,500
8
12,000
1,500
15
600
8 4,800
500
900
31
800
8 6,400
500
100
500
100
Apr. 2 1,900
7
13,300
1,900
15
700
7 4,900
500
100
1,200
30
700
7 4,900
500
100
500

Inventory
Unit
Total
Cost
Cost Balance
$5
$10,000
5
7,500
5
4,000
5 $ 4,000
6
7,200 11,200
5
4,000
6
3,600 7,600
5
5
8
5
8
5
8
5
8
7
5
8
7
5
8
7

2,500
2,500
12,000 14,500
2,500
7,200 9,700
2,500
800 3,300
2,500
800
13,300 16,600
2,500
800
8,400 11,700
2,500
800
3,500 6,800

(2)
Fifo
Average
Sales (5,500 units @ $10).................................. $55,000.00 $55,000
Cost of goods sold:
Purchases..................................................... $42,500.00 $42,500
Less inventory, April 30...............................
7,805.60
7,700
$34,694.40 $34,800
Gross profit ........................................................ $20,305.60 $20,200

Lifo
$55,000
$42,500
6,800
$35,700
$19,300

CGA-Canada (adapted). Reprint with permission.

Chapter 9

9-23

CASES
C9-1
(1)

(a)

Topp Desk Company would be attempting to minimize total setup cost

and total carrying cost.

(b)

Variable manufacturing costs per unit:

Direct materials ...................................................................
Direct labor ..........................................................................
Variable factory overhead ..................................................
Total variable manufacturing cost per unit ......................
Number of desks destroyed.....................................................
Total setup cost.........................................................................

$ 30
14
6
$ 50
12
$600

Optimum production run:

2 18, 000 units $600 setup cost
21, 600, 000
=
=
5.40
$50 * 10.8%
4, 000, 000 = 2, 000 desks
*Variable manufacturing cost per unit

(2)

(c)

Numberr of production runs per year:

18, 000
Annual demand
=
= 9 production runs
2, 000
Optimum productiion run

(a)

The following factors affect the desired size of the safety stock for any
inventory item.
(1) Variability of product demand
(2) Variability of lead time
(3) Stockout costs
(4) Carrying costs

(b)

The minimum safety stock level that could be maintained without being
worse off than being unable to fill orders equal to an average days
demand is the level at which the safety stock carrying cost equals the
cost of a stockout, i.e.,
Stockout cost
$2, 295
$2, 295
= 425 desks
=
=
$5.40
Per unit carrying cost $50 10.8%

9-24

Chapter 9

C9-2
(1)

Equipment Maintenance Department costs:

Salaries (2 5 $9)................................................
Employee benefits ($90 20%) .............................
Production department costs:
Salaries (5 5 $7.50)...........................................
Variable factory overhead:
Direct labor hours base (25 $2.75) ..............
Machine hours base (1 $5) ...........................
Direct materials ($200 $50) .......................................
Estimate of Model JE 40 setup costs .........................

$ 90.00
18.00

$108.00

$187.50
68.75
5.00

261.25
150.00
$519.25

Explanation of costs:
(a)
The full cost of the maintenance salaries and employee benefits is
included because the $10.80 [$9.00 + ($9.00 20%)] incurred per labor
hour is incurred solely for the purpose of effecting the changeover.
(b)
The other costs of the Equipment Maintenance Department are not
included in the estimate because they are fixed costs of the department
and will be incurred regardless of the maintenance workers activities.
(c)
The salaries of the 5 production workers for the full 5 hours each are
included in the setup cost because they must be in attendance all of the
time, though they are needed only part of the time. If the workers could
have been assigned to other jobs during the changeover, then the full
amount would not be charged to setup.
(d)
The variable factory overhead costs of the production department
applied on the direct labor hours base are incurred as a function of the
direct labor hours; therefore, a full 25 hours of cost are assigned to the
setup cost.
(e)
The variable factory overhead costs of the production department
applied on the machine hours base are incurred as a function of the operation of the machinery; therefore, 1 hour is assigned to setup cost for the
1 hour the machinery is used in testing.
(f)
All production department fixed factory overhead costs (both those
applied on the basis of direct labor and those applied on the basis of
machine hours) are not included in the setup cost because they would be
incurred regardless of the activity in the department.
(g)
The net materials cost of $150 is included because it represents the
unsalvageable portion of the materials used for the setup and not for the
production of a salable desk.

Chapter 9

9-25

C9-2 (Concluded)
(2)

The cost items that would be included in an estimate of Pointer Furniture

Companys cost of carrying desks in inventory include:
(a)
All costs related to warehousing and handling the desks in inventory that
vary in amount by the number of items stored.
(b)
The cost of the funds committed to the investment in inventory.

C9-3
(1)

Circumstances necessary to shift raw materials inventory carrying costs to the

supplier include:
(a)
Reliability of the supplier. Will the supplier ship products on a more rigorous timetable and be willing to keep inventory within its own storage
facilities?
(b)
Adequate alternative supply sources. A large number of qualified alternative suppliers will increase the possibility for favorable contract terms.
(c)
Careful control of inventory requirements. Are production schedules
clearly defined to reduce the potential for stockouts?

(2)

Circumstances necessary to shift finished goods inventory carrying costs to

the customer include:
(a)
Understanding customers. Are customers willing to take the risk of
inventory storage for an extended period of time?
(b)
Closer production planning. Can production schedules be refined to
such an extent that delays in the sale and distribution of the finished
inventory are minimized?
(c)
Careful control of inventory requirements. Are customer orders carefully
monitored and anticipated to reduce the probability of finished goods
stockouts?