2.
Balance ordering costs with carrying costs using the economic-order-quantity (EOQ) decision model
3.
Identify and reduce conflicts that can arise between EOQ decision model and models used for
performance evaluation
4.
5.
Differentiate materials requirements planning (MRP) systems from just-in-time (JIT) systems for
manufacturing
6.
7.
8.
Describe different ways backflush costing can simplify traditional job-costing systems
CHAPTER OVERVIEW
Chapter 20 looks at a specific aspect of accounting for productsthat of inventory. Both the accounting
for products from the perspective of the retailer as well as that of the manufacturer are examined.
Resources represented by inventory account for the largest cost in many retail companies. Managers
understand the effect they have upon profitability. Management accountants provide necessary
information for the managing of inventory. Basic types of information are described within the chapter:
types of costs associated with inventory, key decisions about managing goods, challenges in estimating
costs and their effects, and manufacturing systems to better manage inventory. The two key questions for
a retailer for managing inventory are those of how much to order and when to order. These same
questions are crucial for a manufacturer but are placed in terms of the supply chain with the manufacturer
dependent upon that retailer, causing some differences in how to manage under conditions of uncertainty.
The chapter provides a look at the accounting system for manufacturing products using a just-in-time
(JIT) processing system. The manufacturing system is described and the accounting for such a system is
detailed using the concept of backflush costing. This study provides another example of how the
accounting system describes the underlying operations for the manufacturing of a product. The just-intime system is compared to the system of materials requirements planning (MRP), a push-through
systems as opposed to the demand-pull system of JIT. A section on Enterprise Resource Planning has
been added. These systems are examined by their effect(s) on inventories managed by a company.
CHAPTER OUTLINE
I.
Inventory management
270
Assignment after L. O. 2.
ii. Demand, ordering costs, and carrying costs known with certainty as is purchase-order
lead time: time between placing an order and its delivery
iii. Purchasing costs unaffected by quantity ordered
iv. No stockout occurs
v. Quality costs only considered to extent they affect ordering or carrying costs
b. EOQ formula:
i.
EOQ
2DP
C
RTC
D
Q
x P
Q
2
x C
DP
Q
QC
2
[Exhibit 20-1]
Annual relevant costs at minimum amount where relevant ordering costs and relevant
carrying costs are equal (EOQ)
271
i.
Definition: quantity level of the inventory on hand that triggers a new order
ii. Formula: Reorder point = Number of units sold per unit of time x Purchase-order lead
time [Exhibit 20-2]
b. Safety stock [Exhibit 20-3]
i.
Definition: Inventory held at all times regardless of the quantity of inventory ordered
using the EOQ model
ii. Used as a buffer against unexpected increases in demand, uncertainty about lead time and
unavailability of stock from suppliers
iii. Computed using demand forecastsusually based on experience
iv. Computed to minimize sum of annual relevant stockout costs and carrying costs
III. Estimating inventory-related costs and their effects
A. Considerations in obtaining estimates of relevant costs
1. Obtaining accurate estimates of the EOQ cost parameters
a. Relevant incremental costs
i.
Step 1: Compute the monetary outcome from the best action that could be taken, given
the actual amount of the cost input
ii. Step 2: Compute the monetary outcome from the best action based on the incorrect
amount of the predicted cost input
iii. Step 3: Compute the difference between the monetary outcomes from steps 1 and 2
b. Square root in EOQ model reduces sensitivity of the ordering decision to errors in
predicting its parameters
272 Chapter 20
Learning Objective 3:
Identify and reduce conflicts that can arise between EOQ decision model and models used for
performance evaluation
B. Evaluation of managers and goal congruence issues
1. Opportunity cost of investment tied up in inventory a key input in EOQ decision model
2. No opportunity costs recorded in financial accounting system so inconsistency in decision
model of EOQ and performance evaluation model using financial accounting numbers
3. Can include opportunity costs when evaluating managers, so EOQ decision model consistent
with performance evaluation model
Do multiple choice 2 6.
Assign Exercises 20-16, 17, 18, 19, 20, and Problems 20-26, 27, 28.
273
a. EOQ model designed to only emphasize trade-off between carrying costs and ordering
costs
b. Inventory management includes purchasing costs, stockout costs, and quality costs
2. Illustrated by comparison of traditional policy with JIT purchasing [Exhibit 20-5]
D. Supplier evaluation and relevant costs of quality and timely deliveries
1. Timely delivery of quality product crucial to JIT purchasing
2. Selection and development of long-run supplier partnerships
3. Consideration of relevant costs of quality and also the relevant costs of failing to deliver on
time
4. Sales of high-quality merchandise has nonfinancial and qualitative benefits
5. Illustration to compare suppliers: issues and concerns [Exhibit 20-6]
Assign Exercises 20-21 and 20-22 and Problems 20-29 and 20-30.
IV. Inventory management and supply-chain analysis [Surveys of Company Practice]
Learning Objective 4:
Use a supply-chain approach to inventory management
A. Level of inventories held by retailers influenced by demand patterns of customers and supply
relationships with distributors, manufacturers, and suppliers to suppliers and so on
1. Flow of goods, services, and information from initial sources of materials and services to
delivery of products to consumerssupply chain [Chapter 1, Enhancing the Value of
Management Accounting Systems, Exhibit 1-5]
2. Variability of demand quantities throughout supply chain called bullwhip effect or
whiplash effect and, consequently, higher levels of inventory held at all stages in supply
chain
3. Supply chain approach allows companies to coordinate their activities and reduce inventories
through the supply chainsome companies have supplier or vendor-managed inventory
B. Inventory management and manufacturing companies
Assign Problems 20-31 and 20-32.
Learning Objective 5:
Differentiate materials requirements planning (MRP) systems from just-in-time (JIT) systems for
manufacturing
274 Chapter 20
ii. Output of each department pushed through the production line whether it is needed or not
iii. Result of push-through approach may be accumulation of inventory at workstations not
yet ready to process next group
b. Challenge in MRP system is inventory management
i.
ii. Management accountant also helps in estimates of setup cost for production lines
Costs of setting up matched with size of batches to balance costs of setups with
costs of carrying inventory (large costs, large batch sizes or small costs, small
batch sizes)
Costs of downtime matched with running time of production line (high downtime
costs, continuous production)
Demand triggers each step of the production process, starting with customer demand for
finished product at the end of process and working all way back to demand for direct
materials at beginning of process
ii. Demand-pull feature achieves close coordination among workstations in the process
275
Learning Objective 6:
Identify the features of a just-in-time production system
b. Five main features in JIT production system [Concepts in Action]
i.
ii.
iii.
iv.
v.
Comprises a single database that collects and feeds data into applications supporting
all of a companys business activities
ii.
iii.
276 Chapter 20
Feedback that is rapid and meaningful necessary to detect and solve problems
quickly due to lack of buffer from inventories
Do multiple choice 7.
f.
277
ii. Example 2 with two trigger points [Exhibits 20-7 and 8, Panel B]
iii. Example 3 with two trigger points [Exhibits 20-7 and 8, Panel C]
Two inventory accounts: (1) Materials and In-Process and (2) Finished Goods
ii. Actual conversion costs recorded in Conversion Costs (allocated to products at trigger
points)
iii. Steps to assign costs to units sold and to inventories
278 Chapter 20
Step 1: Record the direct materials purchased during the accounting period
Step 3: Determine the number of good finished units manufactured during the
accounting period
Step 5: Record the cost of good finished goods completed during the accounting
period
Step 6: Record the cost of goods sold during the accounting period
iv. Accounting for variancesbasically same under all standard costing systems
b. Example 2: Costs reported similarly to sequential tracking when WIP and finished goods
minimal
i.
One inventory account: Inventorycombines direct materials and any direct materials in
WIP and finished goods
ii. Conversion costs treated as period costs, not inventoried
iii. Accounting justified for two reasons
c. Example 3: Costs reported similarly to sequential tracking when direct materials and
WIP minimal
i.
Could be used with only one trigger pointStage D: Sale of finished goods
ii. Could be used with only one trigger pointStage D: Sale of finished goods
maintains no inventory accounts so used with JIT system with minimal inventories
5. Special consideration of backflush costing
a. Accounting procedures illustrated in Examples 1, 2, and 3 do not strictly adhere to
generally accepted accounting principles (use constraint of materiality)
b. Adjusting entries used to account for material amounts in inventory, if needed
c. Adopting of backflush costing not limited to JIT production methods
d. Absence of audit trails focus of criticism
e. Compatible with activity-based costing
i.
Simplifying production process makes more of the costs direct and reduces extent of
overhead cost allocations
279
ii. Using ABC systems gives more accurate budgeted conversion costs per unit for different
products in backflush costing
Do multiple choice 8 10.
Assign Exercise 20-23, 24, 25, and Problems 20-33, 34, 35, and 36.
280 Chapter 20
CHAPTER QUIZ
1. Which of the following categories of costs are important when managing inventories of goods for sale
according to the authors of the text?
a.
b.
c.
d.
b. $2,000.
c. $1,600.
d. $1,333.
3. [CMA Adapted] The estimated total setup cost for the flag displays for the coming year is
a. $2,000.
b. $3,000.
c. $8,000.
d. $12,500.
4. [CMA Adapted] If Liberty Celebrations were to schedule 30 equal production runs of the flag display
for the coming year, instead of 60 equal runs, the sum of carrying costs and setup costs for the coming
year would increase (decrease) by
a. $(166).
b. $-0-.
c. $166.
d. $1,500.
5. [CMA Adapted] The number of production runs per year of the flag displays that would minimize the
sum of carrying costs and setup costs for the coming year is
a. 50.
b. 40.
c. 30.
d. 20.
6. [CMA Adapted] A safety stock of a 3-day supply of flag displays would increase Liberty
Celebrations planned average inventory in units by
a. 1,200.
b. 800.
c. 400.
d. zero.
281
19,800
19,750
$800,000
$496,000
1,287,000
1,287,000
1,000
792,000
495,000
792,000
496,000
800,000
495,000
1,000
1,296,000
d. No entry.
9. The January ending total for all inventory balances is
a. $16,250.
b. $12,250.
c. $11,250.
d. $10,000.
c. $1,286,000.
d. $1,296,000.
282 Chapter 20
b. $1,284,750.
WRITING/DISCUSSION EXERCISES
1.
Compare costs included for Cost of Goods Sold in financial accounting with costs
associated with goods for sale in the chapter. In financial accounting, costs included in the
Cost of Goods Sold section of a multiple-step income statement would be the purchase costs as
described in this chapter. The other four categories of ordering costs, carrying costs, stockout costs, and
quality costs would not be found within the Cost of Goods Sold category for financial accounting.
Ordering and carrying costs would be included in operating expense. Stockout costs of expediting might
be chargeable to the customer or absorbed in operating costs. Lost contribution margins are an
opportunity cost and not included in the normal accounting system. Quality costs could be added to
purchase costs in some instances or be part of operating costs.
2.
Balance ordering costs with carrying costs using the economic-order-quantity (EOQ) decision
model
Using an exercise or illustration from the text, show the costs of carrying and ordering
for different order quantities to highlight how EOQ balances those costs.
Using the Self-Study Problem at the end of the chapter, the following could be shown:
Number of Deliveries
Carrying costs [(5200 # of Del.)/2] x $5.00
Ordering costs
# of Del. x $250
Sum of costs
EOQ
7.2
$2,166
$1,857
$1,800
$1,787
$1,590
$1,500
$3,666
$1.750
$3,607
$1,800
$3,600
*
$2,000
$3,787
$2,250
$3,840
As noted in the text problem, the number of deliveries would be eight because deliveries have to be made
in total, not in part. The company would use eight deliveries rather than seven deliveries in consideration
of stockouts.
3.
Identify and reduce conflicts that can arise between EOQ decision model and models used for
performance evaluation
Why arent opportunity costs included in the accounting system? One of the key
management accounting guidelines in Chapter 1 was different costs for different purposes. The
characteristics that define and govern financial accounting lead to accounting for what was. Management
accounting includes financial accounting though it extends beyond that particular arena to provide
relevant information for making decisions, both of a financial and a nonfinancial nature. The accounting
system would not include accounting for what might have been. Management accountants would
include such opportunity costs in reports to managers for making decisions in which those costs were
relevant.
283
Can a company adopt a just-in-time system for inventory management and have a
materials requirements planning approach to operations? Does the inventory
management system become a broad management tool also? Materials requirements
planning and just-in-time were originally considered for managing inventory. Because inventory is an
integral part of the manufacturing system, these approaches expanded to company-wide planning and
control activities. Inventory management requires the answers to the key questionshow much
(quantity) and when (timing). MRP is one side of the cointhe need to do good planningand JIT is the
other side of the same cointhe need to do good execution. A company has to understand which system
is most appropriate to their use. Hybrid systems can be developed using aspects of each of the two, MRP
or JIT.
5. Identify the features of a just-in-time production system
284 Chapter 20
Discuss the use of the term backflush to describe this costing system.
As noted in Step 5 for assigning costs to units completed (Example 1 illustrating backflush costing in the
chapter), the output trigger point reaches back and pulls the standard costs of direct materials from
Inventory: Raw and In-process and the standard conversion costs for manufacturing the finished goods.
Journal entries would have been made for conversion costs actually incurred. (Dr. Conversion Costs
Control; Cr. Various accounts) The completion point is the first point in the accounting system to
recognize conversion costs as part of the cost of the producta delayed costing. The delay occurs in
recording changes to the status of a product being produced until good finished units appear. When the
good finished units appear, budgeted or standard costs are used to work backward to flush out
manufacturing costs for the units produced. The credit to Conversion Costs Allocated in the entry at
completion reflects the use of budgeted or standard costs. Comparing the Conversion Costs Allocated
account to the Conversion Costs Control account determines the variance.
Entries may have been made when direct materials were purchased if that was a trigger point. If the
purchase of direct materials was not a trigger point, an entry would not have been made for their purchase
(Example 3 with the one trigger point is such a case.). This accounting is appropriate when the lag time
between the receipt of the direct materials and the output of the completed unit is very short. The
accounting for purchases of direct materials is not suspended under backflush, but is abbreviated to reflect
the change in the production process. Similarly, the lack of journalization for work in process is not
omission but recognition that inventories are almost nonexistent.
8.
Describe different ways backflush costing can simplify traditional job-costing systems
How can backflush costing account for the conversion of a raw material into a finished
product when only one journal entry is made in the costing system?
Significant changes to the production process, such as adoption of just-in-time, should signal possible
changes to the accounting system that tells the story of that process. Backflush costing developed in
response to streamlined production processes. Companies wanted a simple accounting system rather than
detailed tracking of direct costs through each step of the production process. With changes to the
production process that virtually eliminated inventories, managers did not want to spend resources
tracking costs through the accounts Work in Process, Finished Goods, and Cost of Goods Sold. Also,
backflush costing and sequential tracking produce approximately the same results when inventory is
present, provided inventories maintain stable values. Managers wanted to eliminate nonvalue-added
activities from the cost accounting systems and sequential tracking was nonvalue-added accounting
activity. Generally accepted accounting principles do not require companies track work in process when
the amounts involved are immaterial.
Backflush costing does require that each product have a set of budgeted or standard costs in order to be
used.
285
SUGGESTED READINGS
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2001) p.30 [4p].
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Journal of Business Forecasting Methods and Systems (Winter 2000/2001) p.10 [6p].
Eshelman, R., Juras, P. and Taylot, T., When Small Companies Implement Big Systems, Strategic
Finance (February 2001) p.28 [5p].
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Accounting (June 1987) p.19 [7p].
Hornyak, S., The Big E-Payback, Management Accounting (February 1999) p.22 [5p].
Jeffrey, S., The Power of B2B e-Commerce, Strategic Finance (September 1999) p.22 [6p].
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Karmarkar, U., Getting Control of Just-in-Time, Harvard Business Review (September-October 1989)
p.122 [10p].
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286 Chapter 20