Turgo Company: Variable Costs Are 63% Of Sales And Fixed Cos
For Turgo Company Variable Costs Are63 Of Sales And Fixed Costs
For Turgo Company, variable costs are 63% of sales, and fixed costs are $177,300. Management’s net income goal is $78,740. Compute the required sales in dollars needed to achieve management’s target net income of $78,740.
The problem involves calculating the sales level needed to reach a specific net income, considering the proportion of variable costs and fixed costs. The contribution margin per dollar of sales is 37%, since variable costs are 63%, leaving 37% as contribution margin. The net income goal is $78,740, and fixed costs are $177,300. Using the contribution margin approach, we can compute the required sales as follows:
Required Sales = (Fixed Costs + Target Net Income) / Contribution Margin Ratio
Contribution Margin Ratio = 1 - Variable Cost Percentage = 1 - 0.63 = 0.37
Therefore,
Required Sales = ($177,300 + $78,740) / 0.37 = $256,040 / 0.37 ≈ $692,540.54
Thus, the required sales volume in dollars to meet the target net income is approximately $692,541.
For Kozy Company, actual sales are $1,138,000 and break-even sales are $773,840
Compute the margin of safety in dollars and the margin of safety ratio.
The margin of safety measures how much sales can drop before reaching the break-even point. It can be calculated as:
Margin of Safety (Dollars) = Actual Sales - Break-even Sales = $1,138,000 - $773,840 = $364,160
Margin of Safety Ratio = Margin of Safety (Dollars) / Actual Sales = $364,160 / $1,138,000 ≈ 0.32 or 32%
Therefore, Kozy Company has a margin of safety of $364,160, which is approximately 32% of its actual sales.
Montana Company produces basketballs. It incurred the following costs during the year. Direct materials $14,709 Direct labor $25,321 Fixed manufacturing overhead $9,748 Variable manufacturing overhead $32,344 Selling costs $20,870
What are the total product costs for the company under variable costing?
Under variable costing, only variable production costs are considered product costs. These include direct materials, direct labor, and variable manufacturing overhead.
Total Variable Product Costs = Direct Materials + Direct Labor + Variable Manufacturing Overhead
= $14,709 + $25,321 + $32,344 = $72,374
Therefore, the total product costs under variable costing amount to $72,374.
For the quarter ended March 31, 2012, Maris Company accumulates the following sales data for its product, Garden-Tools: $310,800 budget; $339,100 actual. Prepare a static budget report for the quarter.
Maris Company’s static budget report compares budgeted and actual sales, along with the variance, providing insight into sales performance. The report involves listing the budgeted sales, actual sales, and the difference (variance) for the period.
Sales Budget Report For the Quarter Ended March 31, 2012
- Product Line: Garden-Tools
- Budgeted Sales: $310,800
- Actual Sales: $339,100
- Difference: $339,100 - $310,800 = $28,300
Margin of safety and margin ratio are also part of the analysis:
Margin of Safety = Actual Sales - Budgeted Sales = $339,100 - $310,800 = $28,300
Margin of Safety Ratio = Margin of Safety / Actual Sales = $28,300 / $339,100 ≈ 0.084 or 8.4%
Gundy Company expects to produce 1,227,600 units of Product XX in 2012
Monthly production is expected to range from 84,500 to 130,920 units. Budgeted variable manufacturing costs per unit are: direct materials $4, direct labor $6, and overhead $9. Budgeted fixed manufacturing costs per unit for depreciation are $6 and for supervision are $2. Prepare a flexible manufacturing budget for the relevant range value using 23,210 unit increments.
The flexible budget calculates total costs at different activity levels within the relevant range, considering variable and fixed costs. It provides a detailed view of expected costs at various production volumes.
Variable costs per unit:
- Direct Materials: $4
- Direct Labor: $6
- Overhead: $9
Fixed costs per unit (depreciation): $6
Fixed costs per unit (supervision): $2
At each level of units produced, total costs are calculated as:
Total Variable Costs = Variable Cost per Unit × Number of Units
Total Fixed Costs = Fixed Cost per Unit × Number of Units (constant across activity levels)
For example, at 23,210 units:
- Variable costs: (4 + 6 + 9) × 23,210 = $19 × 23,210 = $441,990
- Fixed costs (depreciation): 6 × 23,210 = $139,260
- Fixed costs (supervision): 2 × 23,210 = $46,420
Total costs will then be the sum of variable and fixed costs for each production level, illustrating how costs vary within the relevant range. Repeating this calculation for each 23,210-unit increment allows management to analyze different scenarios and make informed operational decisions.
Paper For Above instruction
This comprehensive analysis addresses several key managerial accounting concepts, including cost-volume-profit analysis, budgeting, and cost behavior. Starting with the sales volume required to meet a specific net income goal for Turgo Company, the process exemplifies leveraging contribution margin ratios to determine necessary sales levels. The calculation demonstrates the practical application of break-even analysis and targeted profit planning, where fixed costs and desired net income are combined to find the sales required to achieve strategic financial objectives.
Moving to Kozy Company’s scenario, the focus shifts to evaluating its safety margin, both in dollar and ratio terms. The calculation illustrates the importance of the margin of safety as an indicator of risk, reflecting how much sales could decline before operations reach the break-even point. Such analysis helps managers understand their firm’s vulnerability to sales fluctuations and informs strategic decision-making to mitigate risk and buffer against unforeseen downturns.
The discussion of Montana Company’s product costs under variable costing emphasizes cost behavior and managerial decision-making. Fixed manufacturing overhead, under variable costing, is excluded from product costs, aligning with the managerial focus on variable costs that fluctuate with production levels. The computation confirms the total variable product costs, guiding inventory valuation and costing strategies within managerial accounts.
In the context of Maris Company’s budget reporting, the static budget comparison for sales provides insights into operational performance. Differences between budgeted and actual sales are essential for variance analysis, enabling management to identify favorable or unfavorable deviations. The inclusion of margin safety and ratio analysis further enriches this evaluation by quantifying the firm’s financial buffer, crucial for strategic planning and risk assessment.
Gundy Company’s flexible manufacturing budget illustrates how variable and fixed costs change with different production levels within a relevant range. Setting up cost structures at various activity levels offers a dynamic view of expected costs, supporting efficient resource allocation and operational planning. The calculation underscores the importance of understanding cost behavior in manufacturing processes, facilitating better budgeting and control strategies.
Overall, these scenarios exemplify core principles of managerial accounting: cost behavior analysis, budgeting, variance analysis, and financial planning. They underscore the importance of accurate cost allocation, strategic planning, and risk management in achieving financial and operational objectives. By integrating these concepts, firms can optimize their decision-making processes, improve profitability, and ensure sustainable growth in competitive environments.
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