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Article by Bernard Vallely FCCA MBA, relevant to the following subjects;
Professional 1: Managerial Finance
Relevant Costing and Decision Making A key function of a Financial Manager is to both facilitate and part take in the decision making process. There are many critical decisions to be made in all businesses such as;
deciding on pricing policy deciding whether or nor to make a capital investment
This article will concentrate specifically on how one-off (non-recurrent) decisions are made. Such decisions may include:
whether or not accept a one-off order whether to work an extra shift whether to further process an intermediate product in a process costing context whether or not to repair/overhaul or salvage an asset
Once the Board of Directors determine that a decision of import must be made, then the typical process by which such decisions are made and the role of the financial manager in this decision making process is best explained as the following number of successive steps.
Step 1 The Financial Manager is charged with identifying and comparing the relevant costs and revenues pertaining to the decision. A report setting out the ultimate financial impact of the decision and the assumptions made will be prepared for the Board’s consideration.
Step 2 The report prepared in step 1 will be included in the papers for the Board meeting at which the decision is expected to be made. The Financial Manager will typically be asked to be available for this agenda item (of the Board meeting), in order to answer any questions and/or clarify any matters relating to the report.
Step 3 The Board of Directors will then consider the wider qualitative factors which may be relevant to the decision such as the impact of the decision on customers, suppliers, staff, local communities, the organisation’s public image etc., whilst remaining mindful of the financial impact of the decision.
Step 4 The ultimate decision will be made and implemented (or otherwise).
In order for Step 1 to be carried out effectively, the Financial Manager will have to identify the relevant costs and revenues relating to the imminent decision. This process is often referred to as relevant costing. Relevant costing principles may at times seem counter-intuitive, but should be applied in all cases when making one-off decisions.
GENERAL PRINCIPLES
There are three general principles used for determining the relevant costs and revenues relating to a one off decision. These are:
Relevant costs/revenues are the: FUTURE. What is past and what is future is determined by reference to the time at which the decision is being made. INCREMENTAL. The word incremental refers to financial changes as a result of the decision at hand CASHFLOWS. Exclude any non-cash, or notional items from consideration e.g. depreciation.
SPECIFIC RULES In support of the three general principles for determining relevant costs, there are a number of specific rules that should be followed to help accurately determine the relevant costs and revenues pertaining to a decision. These include:
a) Sunk costs are irrelevant on the basis as relate to the past b) Committed costs are irrelevant on the basis that the decision will not change this commitment c) Fixed costs are generally irrelevant, unless the decision involves a stepping up/down in decision specific fixed costs. d) Variable costs are relevant as they are typically incremental e) When limiting factors exist there are two relevant elements, namely: the cost of factor resource itself and the opportunity cost i.e. the contribution (SP-VC) forgone. In effect, the price achieved in the next most profitable use of the limited resource. f) Apportioned/absorbed central costs are generally irrelevant as they are non- incremental g) Stock Costs. There are a three potential scenarios to be considered here, namely:
- If the stocks must be replaced (in constant use), the relevant cost is the replacement cost (irrespective of original cost)
- If the stocks are not to be replaced (not in constant use), and they have another economic value and/or residual value. The relevant cost is the higher of the economic value and/or residual value.
- If the stocks are not to be replaced (not in constant use), and they have no other economic value or residual value. The relevant cost is nil.
Suggested Solution
Cape PLC - Relevant Cost of Grain Silo Detail €000s Explanatory Note Steel 250000 Stock at replacement cost Wiring etc. -10000 Incremental cost saving Engineering Hours 300000 Cost of Hours Engineering Hours 30000 Opportunity Cost
Unskilled Hours (first 6000) 0
Committed cost, thus irrelevant Unskilled Hours (last 4000) 160000 Relevant as casual Variable Overhead 150000 Relevant as variable Fixed Overheads - Central Apportionment 0 Irrelevant as non-incremental Fixed Overheads - Specific 20000 Relevant as incremental TOTAL RELEVANT COST 900000 Add:20% Mark Up 180000 RELEVANT COST QUOTATION 1080000
Note: From an examination technique perspective, it is essential that the reasons for treating costs and revenues as relevant or irrelevant should be clearly and succinctly explained.
