经典教材成本会计第11章(CMA必备)

CHAPTER11DecisionMakingandRelevantInformationDecisionModelsAdecisionmodelisaformalmethodofmakingachoice,ofteninvolvingbothquantitativeandqualitativeanalysesManagersoftenusesomevariationoftheFive-StepDecision-MakingProcessFive-Step

Decision-MakingProcessRelevanceRelevantInformationhastwocharacteristics:ItoccursinthefutureItdiffersamongthealternativecoursesofactionRelevantCosts–expectedfuturecostsRelevantRevenues–expectedfuturerevenuesIrrelevanceHistoricalcostsarepastcoststhatareirrelevanttodecisionmakingAlsocalledSunkCostsTypesofInformationQuantitativefactorsareoutcomesthatcanbemeasuredinnumericaltermsQualitativefactorsareoutcomesthataredifficulttomeasureaccuratelyinnumericalterms,suchassatisfactionArejustasimportantasquantitativefactorseventhoughtheyaredifficulttomeasureTerminologyIncrementalCost–theadditionaltotalcostincurredforanactivityDifferentialCost–thedifferenceintotalcostbetweentwoalternativesIncrementalRevenue–theadditionaltotalrevenuefromanactivityDifferentialRevenue–thedifferenceintotalrevenuebetweentwoalternativesTypesofDecisionsOne-Time-OnlySpecialOrdersInsourcingvs.OutsourcingMakeorBuyProduct-MixCustomerProfitabilityBranch/Segment:AddingorDiscontinuingEquipmentReplacementOne-Time-OnlySpecialOrdersAcceptingorrejectingspecialorderswhenthereisidleproductioncapacityandthespecialordershavenolong-runimplicationsDecisionRule:doesthespecialordergenerateadditionaloperatingincome?Yes–acceptNo–rejectOne-Time-OnlySpecialOrdersComparesrelevantrevenuesandrelevantcoststodetermineprofitabilityPotentialProblemswith

Relevant-CostAnalysisAvoidincorrectgeneralassumptionsaboutinformation,especially:“Allvariablecostsarerelevantandallfixedcostsareirrelevant〞TherearenotableexceptionsforbothcostsPotentialProblemswith

Relevant-CostAnalysisProblemswithusingunit-costdata:IncludingirrelevantcostsinerrorUsingthesameunit-costwithdifferentoutputlevelsFixedcostsperunitchangewithdifferentlevelsofoutputAvoidingPotentialProblemswith

Relevant-CostAnalysisFocusonTotalRevenuesandTotalCosts,nottheirper-unitequivalentsContinuallyevaluatedatatoensurethattheymeettherequirementsofrelevantinformationInsourcingvs.OutsourcingInsourcing–producinggoodsorserviceswithinanorganizationOutsourcing–purchasinggoodsorservicesfromoutsidevendorsAlsocalledthe“MakeorBuy〞decisionDecisionRule:Selecttheoptionthatwillprovidethefirmwiththelowestcost,andthereforethehighestprofit.QualitativeFactorsNonquantitativefactorsmaybeextremelyimportantinanevaluationprocess,yetdonotshowupdirectlyincalculations:QualityRequirementsReputationofOutsourcerEmployeeMoraleLogisticalConsiderations–distancefromplant,etc.OpportunityCostsOpportunityCostisthecontributiontooperatingincomethatisforgonebynotusingalimitedresourceinitsnext-bestalternativeuse“Howmuchprofitdidthefirm‘loseouton’bynotselectingthisalternative?〞SpecialtypeofOpportunityCost:HoldingCostforInventory.FundstiedupininventoryarenotavailableforinvestmentelsewhereProduct-MixDecisionsThedecisionsmadebyacompanyaboutwhichproductstosellandinwhatquantitiesDecisionRule(withaconstraint):choosetheproductthatproducesthehighestcontributionmarginperunitoftheconstrainingresourceAddingorDroppingCustomersDecisionRule:Doesaddingordroppingacustomeraddoperatingincometothefirm?Yes–addordon’tdropNo–dropordon’taddDecisionisbasedonprofitabilityofthecustomer,nothowmuchrevenueacustomergeneratesAddingorDiscontinuing

BranchesorSegmentsDecisionRule:Doesaddingordiscontinuingabranchorsegmentaddoperatingincometothefirm?Yes–addordon’tdiscontinueNo–discontinueordon’taddDecisionisbasedonprofitabilityofthebranchorsegment,nothowmuchrevenuethebranchorsegmentgeneratesEquipment-ReplacementDecisionsSometimesdifficultduetoamountofinformationathandthatisirrelevant:Cost,AccumulatedDepreciation,andBookValueofexistingequipmentAnypotentialGainorLossonthetransaction–aFinancialAccountingphenomenononlyDecisionRule:SelectthealternativethatwillgeneratethehighestoperatingincomeBehavioralImplicationsDespitethequantitativenatureofsomeaspectsofdecisio