1 SIPPICAN CORPORATION CASE ANALYSYS 20229 Cost Management System 2 Executive Summary Company Overview Accounting method Production process Activities performed Q1. Should Sippican use a contribution margin approach? Explanation Q2. Capacity cost rates for resources Q3. a. Revised costs and profits b. Product costs and profitability analysis with the new allocation method. Cause of the shifts in values. Q4. What actions should the management take to improve
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Sippican Corporation Sippican Corporation Questions: 1. Given some of the apparent problems with Sippican’s cost system‚ should executives abandon overhead assignment to products entirely and adopt a contribution margin approach in which manufacturing overhead is treated as a period expense? Why or why not? Answer: Consider Sippican is a manufacturer company with multiple products‚ using simple cost accounting system that directly allocate factory overhead to unit of product entirely through
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Product Gross Margin Calculation vs. Product Contribution Margin Calculation Assigning the overhead costs to the products shows how profitable the products are after deducting all cost. However‚ it is important to find the appropriate method of overhead cost allocation. In Sippican’s case the traditional accounting method is used‚ which does not reflect the real resource usage of the different product lines. The correct method in this case would be to apply the time-driven ABC approach for cost
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The Sippican Corporation Cost System Analysis We were tasked with analyzing Sippican’s costing structure to determine if activity based costing can give a clearer picture of the company’s true costs. Currently‚ Sippican assigns overhead costs at a flat rate across all three products. (4-54c) Our analysis of cost and profitability reveals a dramatic difference between the cost to produce each product as reported using Sippican’s traditional costing structure and the detailed analysis
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Sippican Corporation According to the activity based costing‚ the manufacturing overhead should be apportioned in the following method The Direct Material cost per unit and the direct labour cost per unit for the valves‚ pumps and the flow controller is given below. Direct Material Direct Labour Total Units Cost/unit cost/unit Valves 7500 16 12.35 Pumps 12500 20 16.25 Flow Controller 4000 22 13 The total manufacturing overhead of $654600 should be apportioned based on the activity required for
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the number of units produced per production run- it is 375 for valves and 18 for flow controllers per production run. This shows the reason for high overheads cost too. Hence it calls for checking the cost allocation system of the company. Since Sippican produces three different products which comprise of different components‚ processes for all three need to be customised and refined to bring in any kind of standards. Variations in batch size owing to the machining constraints etc. are brought in
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Disclaimer: I worked with several study groups (which had several different answers). I decided to go with this answer after many hours of hitting my head against the wall. I can’t really say I understand this problem fully. 1) Sippican does need a new cost system. Sippican has calculated variable cost well but simply using variable cost for your cost system will lead to inaccurate outlook on their operations. They will not understand the profitability of their operation until they allocate both fixed
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The Sippican Corporation Case Study (A) Management Summary Sippican Corporation - a supplier of valves‚ pumps‚ and flow controllers to manufacturers of water purification equipment – faced concerns due to the fact that its competitors have been reducing the price of pumps‚ which was a major product line. According to Sippican’s cost accounting system further decrease in the price of pumps would not be acceptable as because of the past price reductions the margin on pumps have already declined from
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Chapter 5 |Activity-Based Cost Systems |[pic] | QUESTIONS 5-1 Traditional volume-based cost allocation systems that use only drivers that vary directly with the volume of products produced—such as direct labor dollars‚ direct labor hours‚ or machine hours—are likely to systematically distort product costs because they break the link between the cause for the costs and the basis for assignment
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This is an introductory case‚ and yet it introduces a powerful new approach for building an ABC model. Considerable theory is illustrated in how we build the Sippican time-driven ABC (TDABC) model. Also‚ the (B) case introduces an important link‚ previously recognized but not exploited‚ in how to embed an ABC model into the budgeting process‚ replacing line-item budgeting with an integrated‚ analytic approach. The case discussion provides insight and confidence about the feasibility of building a
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