chapter8-inventory

合集下载

财务会计学存货(Inventory)

财务会计学存货(Inventory)
(定期盘存制)
In a periodic inventory system, inventory entries are as
follows.
GENERAL JOURNAL
Date
Account Titles and Explanation Entry on Purchase Date
Purchases Accounts Payable
存货发出方法举例
某儿童玩具批发厂商从玩具加工厂购 进玩具,然后批发给商场,儿童用品 店或其他零售商,下表给出2002年3 月该企业近销儿童电动摩托车的情况:
存货计价方法
Slide 6-14
存货, 3月1日 购货 3月5日 购货 3月15日 出售 3月20日 购货 3月28日 可供销售存货 本年度内售出的存货
Inventory Accounts Payable
Debit
Credit
$$$$
$$$$
Entry on Sale Date Cost of Goods Sold
Inventory
$$$$
$$$$
Which Unit Did We Sell?
When identical units of inventory have different unit costs, a question naturally arises as to which of these costs should be used in recording a sale of inventory.
$ as goods are sold
$
存货等式
存货类别:原材料,半成品,产成品
期初存货+本期存货增加-本期存货减少=期末存货 利润表:商品 销售成本

Unit8-Inventory Management Translation

Unit8-Inventory Management Translation

第8单元库存管理TEXT1 库存简介什么是库存库存指的是为了特定目的而保留的产品存货,例如,为了再次销售和支持生产或组装流程而持有。

库存是供应链管理成功的关键问题所在。

顾客要求他们所下定单的产品能被完全、准确且及时地送到。

也就是在正确的时间正确的地点持有正确的库存。

库存适用于成品、原材料、零件和部件、MRO(维护/维修/操作)和WIP(半成品)。

它包括新产品和现有产品。

它还包罗了所有类型的商家——几乎所有行业的制造商、分销商、批发商、零售商和其它商家。

持有库存的理由满足需求当顾客需要产品时,零售商必须保证持有该商品。

如果产品“断货”(即顾客的订单不能立即被现有的库存所履行),顾客有可能向其他商家购买。

所以,如果一件商品没有库存是有可能造成销售损失的。

保证运营的持续进行制造商必须持有一定的采购项目(原材料、零部件、或组件)以便制造它的产品。

只要有一个项目缺货就有可能阻碍制造商顺利完成成品的生产。

提前期提前期是指从发出订单一直到实际收到产品之间的时间间隔。

如果供应商不能马上提供所需求的商品,则客户公司必须保持一定量所需产品的存货。

提前期越长,公司必须持有的产品数量就越多。

数量折扣当公司采购大批量的商品时,通常都会获得一个价格折扣。

这也是常常造成库存超过当前正被需求的产品数量的原因。

库存的分类由于库存的分类影响着库存管理的方式,所以理解几种关键的库存类型是非常重要的。

最常见的分类是将库存分为周期(基本)库存、安全(缓冲)库存、在途(供应线)库存,投机库存和滞销库存。

周期(基本)库存周期库存或基本库存指的是在一个订单周期中需要用来满足正常需求的库存。

如果需求和提前期是常数,则只需持有周期库存。

安全(缓冲)库存安全库存或缓冲库存指的是在周期库存基础上另外持有的,用来对抗需求不确定性或提前期不确定性的库存。

一般情况下,缓冲库存的水平越高,公司顾客服务质量越好。

这是因为公司更少会受到缺货的冲击。

很明显,顾客服务越好,顾客满意度也就越高。

会计学 企业决策的基础 财务会计分册 版 章答案

会计学 企业决策的基础 财务会计分册 版 章答案

Chapter 6Merchandising Activitie s Ex. 6.41PROBLEM 6.1AClaypool earned a gross profit rate of 32%, which is significantly higher than the industry average. Claypool’s sales were above the industry average, and it earned $77,968 more gross profit than the “average” store of its size. This higher gross profit was earned even though its cost of goods sold was $18,000 to $20,000 higher than the industry average because of the additional transportation charges.To have a higher-than-average cost of goods sold and still earn a much larger-than-average amount of gross profit, Claypool must be able to charge substantially higher sales prices than most hardware stores. Presumably, the company could not charge such prices in a highly competitive environment. Thus, the remote location appears to insulate it from competition and allow it to operate more profitably than hardware stores with nearby competitors.PROBLEM 6.5Ac. Yes. Sole Mates should take advantage of 1/10, n/30 purchase discounts, even if itmust borrow money for a short period of time at an annual rate of 11%. Bytaking advantage of the discount, the company saves 1% by making payment 20 days early. At an interest rate of 11% per year, the bank charges only 0.6%interest over a 20-day period (11% X 20/365 = 0.6%). Thus, the cost of passing up the discount is greater than the cost of short-term borrowing.Chapter 7 Financial assetsChapter 8 Inventories and the cost of goods soldSupplementary ProblemChapter 91617。

Inventory解析幻灯片课件

Inventory解析幻灯片课件
无限制
低 (可善用运输规模经济
的优点)
有限制
收货点有容量限制
规模经济 供应不确定 供货点容量有限制 季节性货品生产期间
● 存货管理方法调整之三大因素:
1.时间 调整式存货管理法必须依时间变动所带来的变化
, 做最适当的存货管理。 2.空间
调整式存货管理法必须具备依通路据点及阶层而 调整的能力。 3.产品
• 前言 • 存货的功能与原则 • 存货资源的规划(Planning the Inventory
Resource)
• 因应不确定性 • 存货管理 • 存货管理政策(Inventory Management Policy

• 存货管理程序 • 改进存货管理的方法
前言
● 从物流角度来看,存货策略具有高风险及高 影响。从成品买卖的观点来看(批发、零售 ),一但决定未来销售的存货品项类别后, 即有一连串的物流作业须要完成。
● 采购量多少? 采购量的决定乃在平衡采购成本及存货持有 成本间的互易关系。
$ 总成本 采购成本
最经济年度采购次数
持有成本 每年采购次数
图4-3 采购成本与存货持有成本互易关系
● 经济采购量(Economic order quantity,EQQ)
定义:使采购成本及存货持有成本加总值最 小的采 购量。适用于需求及成本都很稳定的情况。
● 制定存货管理政策及参数的作业程序
依第二步骤订出的存货策略,将相关政策及 参数确立,并建立执行所需的作业程序。
改进存货管理的方法
● 政策订定及修订 ● 存货管理培训 ● 信息整合 ● 专家系统的应用
谢谢大家!
这一个学期的努力与支持!
Are you ready? by Mr. Lee

供应链管理(英文课件)Chapter8-Supply Chain Integration

供应链管理(英文课件)Chapter8-Supply Chain Integration
• better utilizing resources such as production and distribution capacities
• minimizing inventory, transportation, and production costs.
– Supply Chain Planning processes are applied.
costs – more emergency production changeovers
Pull-Based Supply Chains
• Production and distribution are demand driven
– Coordinated with true customer demand rather than forecast demand.
Push-Based Supply Chains
• Longer reaction time to changing marketplace:
– Inability to meet changing demand patterns. – Obsolescence of supply chain inventory as
• Advantages and disadvantages of push and pull supply chains:
– new supply chain strategy that takes the best of both. – Push–pull supply chain strategy
Impact of the Push-Pull Strategy
• Pull portion
– High uncertainty – Simple supply chain structure – Short cycle time – Focus on service level. – Achieved by deploying a flexible and

Chapter Eight

Chapter Eight
ห้องสมุดไป่ตู้
11
Inventory Cost Flow
Illustration: Assume that at the end of the reporting period, the perpetual inventory account reported an inventory balance of $4,000. However, a physical count indicated inventory of $3,800 is actually on hand. The entry to record the necessary write-down is as follows. writeInventory Over and Short Inventory 200 200
See Illustration 8-2
5
Other current assets Total current assets
LO 1: Identify major classifications of inventory.
Inventory Issues
Inventory Cost Flow
Beginning Inventory Cost of Goods Available for Sale Cost of Goods Sold Ending Inventory Cost of Goods Purchased
4. End-of-period entries for inventory accounts, 400 units at $6 End-ofInventory (ending, by count) 2,400 Cost of Goods Sold 3,600 Purchases 5,400 Inventory (beginning) 600

双语版管理会计第八章

双语版管理会计第八章

Planning and Control
控制 –
包括管理层策略以 扩大目标实现的可 能性,同时计划得 以实行,组织内所 有成员都朝着目标 奋进 Control –
involves the steps taken by management to increase the likelihood that the objectives set down while planning are attained and that all parts of the organization are working together toward that goal.
8-9
Advantages of Self-Imposed Budgets
1. 1. Individuals Individuals at at all all levels levels of of the the organization organization are are viewed viewed as as members members of of the the team team whose whose judgments judgments are are valued valued by by top top management. management.
1. The act of preparing a budget is called budgeting. 2. The use of budgets to control an organization’s activities is known as budgetary control.
8-3
Measure actual results and compare with the plan

供应链管理第三版unit8习题与答案

供应链管理第三版unit8习题与答案

Chapter 8Aggregate Planning in the Supply ChainTrue/False1.The goal of aggregate planning is to satisfy demand in a way that minimizes profit.Answer: FalseDifficulty: Easy2.Aggregate planning is a process by which a company determines levels of capacity,production, subcontracting, inventory, stockouts, and even pricing over a specified time horizon.Answer: TrueDifficulty: Moderate3.Aggregate planning solves problems involving aggregate decisions rather than stockkeeping unit (SKU) level decisions.Answer: TrueDifficulty: Easy4.Traditionally, much of aggregate planning is focused within an enterprise and may notalways be seen as a part of supply chain management.Answer: TrueDifficulty: Moderate5.Aggregate planning is an important supply chain issue because, to be effective, itrequires inputs from throughout the supply chain, but its results have little impact onthe supply chain.Answer: FalseDifficulty: Moderate6.Short-term production serves as a broad blueprint for operations and establishes theparameters within which aggregate planning decisions are made.Answer: FalseDifficulty: Easy7.The aggregate planning problem is concerned with determining the production level,inventory level, and capacity level (internal and outsourced) for each period thatmaximizes the firm’s profit over the planning horizon.Answer: TrueDifficulty: Moderate8.To create an aggregate plan, a company must specify the planning horizon for the planand the duration of each period within the planning horizon.Answer: TrueDifficulty: Easy9. A planning horizon is usually between three and five years.Answer: FalseDifficulty: Moderate10. A poor aggregate plan can result in improved sales and profits if the available inventoryand capacity are unable to meet demand.Answer: FalseDifficulty: Easy11. A poor aggregate plan may result in a large amount of excess inventory and capacity,thereby raising costs.Answer: TrueDifficulty: Moderate12.The aggregate planner must make a trade-off between capacity, inventory, and backlogcosts.Answer: TrueDifficulty: Moderate13.An aggregate plan that increases one cost typically results in the increase of the othertwo.Answer: FalseDifficulty: Moderate14.The time flexible strategy is where the production rate is synchronized with the demandrate by varying machine capacity or hiring and laying off employees as the demand rate varies.Answer: FalseDifficulty: Hard15.The time flexible strategy is where workforce (capacity) is kept stable but the number ofhours worked is varied over time in an effort to synchronize production with demand.Answer: TrueDifficulty: Moderate16.The mixed strategy is where a stable machine capacity and workforce are maintainedwith a constant output rate with inventory levels fluctuating over time.Answer: FalseDifficulty: Hard17.Most strategies that an aggregate planner actually uses are in combination, and arereferred to as mixed strategies.Answer: TrueDifficulty: Easy18. A highly effective tool for a company to use when it tries to maximize profits while beingsubjected to a series of constraints is aggregate programming.Answer: FalseDifficulty: Moderate19.To improve the quality of these aggregate plans, forecast errors must be taken intoaccount when formulating aggregate plans.Answer: TrueDifficulty: Moderate20.Forecasting errors are dealt with in aggregate plans using either safety backlog or safetycapacity.Answer: FalseDifficulty: Moderate21.Safety inventory is defined as inventory held to satisfy demand that is higher thanforecasted.Answer: TrueDifficulty: Easy22.Safety capacity is defined as capacity used to satisfy demand that is lower thanforecasted.Answer: FalseDifficulty: Easypanies should work with downstream partners to produce forecasts and withupstream partners to determine constraints when doing aggregate planning.Answer: TrueDifficulty: Easy24.The aggregate plan should be viewed primarily as an in-house tool that does not need tobe communicated to supply chain partners.Answer: FalseDifficulty: Easy25.Given that forecasts are always wrong to some degree, the aggregate plan needs tohave some flexibility built into it if it is to be useful.Answer: TrueDifficulty: Moderate26. A manager should perform sensitivity analysis on the inputs into an aggregate plan tochoose the best solution for the range of possibilities that could occur.Answer: TrueDifficulty: Moderate27.As inputs into the aggregate plan change, managers do not need to make changes to theaggregate plan.Answer: FalseDifficulty: Easy28.As capacity utilization increases, it becomes less important to perform aggregateplanning.Answer: FalseDifficulty: ModerateMultiple Choice1.The process by which a company determines levels of capacity, production,subcontracting, inventory, stockouts, and even pricing over a specified time horizon isa.aggregate planning.b.detail planning.c.inventory planning.d.sales planning.e.all of the aboveAnswer: aDifficulty: Moderate2.The goal of aggregate planning is toa.dissatisfy customers in a way that maximizes profit.b.dissatisfy customers in a way that minimizes profit.c.satisfy demand in a way that maximizes profit.d.satisfy demand in a way that minimizes profit.e.none of the aboveAnswer: cDifficulty: Easy3.Aggregate planning solves problems involvinga.aggregate decisions and stock keeping unit (SKU) level decisions.b.aggregate decisions or stock keeping unit (SKU) level decisions.c.aggregate decisions rather than stock keeping unit (SKU) level decisions.d.stock keeping unit (SKU) level decisions rather than aggregate decisions.e. b and c onlyAnswer: cDifficulty: Easy4.Aggregate planning, to be effective, requires inputs froma.all customers.b.all departments.c.all suppliers.d.throughout the supply chain.e.throughout the company.Answer: dDifficulty: Moderate5.Much of aggregate planning has traditionally been focuseda.on short-term production scheduling.b.on customer relationship management.c.within an enterprise.d.beyond enterprise boundaries.e.all of the aboveAnswer: cDifficulty: Moderate6.Which of the following are not operational parameters the aggregate planner isconcerned witha.production rateb.workforcec.overtimed.backorderse.inventory on handAnswer: dDifficulty: Moderate7.The operational parameter concerned with the number of units completed per unit time(such as per week or per month) isa.production rate.b.workforce.c.overtime.d.backlog.e.inventory on hand.Answer: aDifficulty: Easy8.The operational parameter concerned with the number of workers/units of capacityneeded for production isa.production rate.b.workforce.c.overtime.d.backlog.e.inventory on hand.Answer: bDifficulty: Easy9.The operational parameter concerned with the amount of overtime production plannedisa.production rate.b.workforce.c.overtime.d.backlog.e.inventory on hand.Answer: cDifficulty: Easy10.The operational parameter concerned with demand not satisfied in the period in whichit arises, but carried over to future periods isa.production rate.b.workforce.c.overtime.d.backlog.e.inventory on hand.Answer: dDifficulty: Easy11.The operational parameter concerned with the planned inventory carried over thevarious periods in the planning horizon isa.production rate.b.workforce.c.overtime.d.backlog.e.inventory on hand.Answer: eDifficulty: Easy12.The operational parameter concerned with the number of units of machine capacityneeded for production isa.machine capacity level.b.subcontracting.c.overtime.d.backlog.e.inventory on hand.Answer: aDifficulty: Easy13.The operational parameter concerned with the subcontracted capacity required overthe planning horizon isa.machine capacity level.b.subcontracting.c.overtime.d.backlog.e.inventory on hand.Answer: cDifficulty: Easy14.The aggregate plana.serves as a broad blueprint for operations.b.establishes the parameters within which short-term production and distributiondecisions are made.c.allows the supply chain to alter capacity allocations and change supply contracts.d.all of the abovee. b and c onlyAnswer: dDifficulty: Moderate15.Aggregate planning is concerned with determininga.the production level, sales level, and capacity for each period.b.the demand level, inventory level, and capacity for each period.c.the production level, inventory level, and capacity for each period.d.the production level, staffing level, and capacity for each period.e.none of the aboveAnswer: cDifficulty: Moderate16.To create an aggregate plan, a company must specifya.the planning horizon for the plan.b.the duration of each period within the planning horizon.c.key information required.d.all of the abovee. a and b onlyAnswer: dDifficulty: Moderate17.The planning horizon isa.the time period over which the aggregate plan is to produce a solution.b.the duration of each time period in the aggregate plan.c.the length of time required to produce the aggregate plan.d.the solution to the aggregate plan.e.none of the aboveAnswer: aDifficulty: Easy18.The length of the planning horizon is usually betweena.one and three months.b.three and eighteen months.c.one and three years.d.three and five years.e.none of the aboveAnswer: bDifficulty: Moderate19.Which of the following is not information needed by the aggregate plannera.demand forecast for each period in the planning horizonb.production costsbor costsd.cost of subcontracting productione.cost of changing the demand forecastAnswer: eDifficulty: Moderate20.The cost of changing capacity includes thea.cost of adding machine capacity.b.cost of reducing machine capacity.c.cost of hiring workforce.d.cost of laying off workforce.e.all of the aboveAnswer: eDifficulty: Easy21.Which of the following is not a cost of changing capacitya.cost of adding machine capacityb.cost of hiring workforcec.cost of laying off workforced.cost of overtimee.cost of reducing machine capacityAnswer: dDifficulty: Moderate22.Which of the following is not a constraint the aggregate planner needs to considera.limits on stockouts and backlogsb.limits on overtimec.limits on sales commissionsd.limits on layoffse.limits on capital availableAnswer: cDifficulty: Moderate23. A poor aggregate plan can result ina.appropriate inventory levels.b.efficient use of capacity.c.better sales and lost profits.d.lost sales and lost profits.e.lost sales and better profits.Answer: dDifficulty: Hard24.The fundamental trade-offs available to an aggregate planner are betweena.capability, inventory, and backlog costs.b.capability, inventory, and sales costs.c.capacity, inventory, and backlog costs.d.capacity, inventory, and sales costs.e.none of the aboveAnswer: cDifficulty: Easy25.Which of the following is not a distinct aggregate planning strategy for achievingbalance between capacity, inventory, and backlog costsa.adjustable strategyb.Chase strategyc.level strategyd.mixed strategye.time flexible strategyAnswer: aDifficulty: Easy26.The strategy where the production rate is synchronized with the demand rate by varyingmachine capacity or hiring and laying off employees as the demand rate varies is thea.adjustable strategy.b.Chase strategy.c.level strategy.d.mixed strategy.e.time flexible strategy.Answer: bDifficulty: Moderate27.The strategy where workforce (capacity) is kept stable but the number of hours workedis varied over time in an effort to synchronize production with demand is thea.adjustable strategy.b.Chase strategy.c.level strategy.d.mixed strategy.e.time flexible strategy.Answer: eDifficulty: Moderate28.The strategy where a stable machine capacity and workforce are maintained with aconstant output rate, with inventory levels fluctuating over time, is thea.adjustable strategy.b.Chase strategy.c.level strategy.d.mixed strategy.e.time flexible strategy.Answer: cDifficulty: Hard29.Most strategies that an aggregate planner actually uses are in combination and arereferred to as thea.adjustable strategy.b.Chase strategy.c.level strategy.d.mixed strategy.e.time flexible strategy.Answer: dDifficulty: Easy30. A highly effective tool for a company to use when it tries to maximize profits while beingsubjected to a series of constraints isa.aggregate programming.b.distribution programming.c.production programming.d.linear programming.e.manufacturing programming.Answer: dDifficulty: Moderate31.When formulating aggregate plans,a.forecast errors have no impact.b.forecast errors must be taken into account.c.forecast accuracy is assumed.d.forecast accuracy is not a factor.e.none of the aboveAnswer: bDifficulty: Moderate32.Forecasting errors are dealt with usinga.safety backlog.b.safety capacity.c.safety inventory.d.all of the abovee. b and c onlyAnswer: eDifficulty: Moderate33.Inventory held to satisfy demand that is higher than forecasted isa.safety backlog.b.safety capacity.c.safety inventory.d.safety sales.e.safety workforce.Answer: cDifficulty: Easy34.Capacity used to satisfy demand that is higher than forecasted isa.safety backlog.b.safety capacity.c.safety inventory.d.safety sales.e.safety workforce.Answer: bDifficulty: Easy35.Which of the following is an approach a company can use to create a buffer for forecasterror using safety inventorya.overtimeb.carry extra workforce permanentlyc.build and carry extra inventoriesd.subcontractinge.purchase capacity or product from an open or spot marketAnswer: aDifficulty: Easy36.Which of the following is not an approach a company can use to create a buffer forforecast error using safety capacitya.overtimeb.carry extra workforce permanentlyc.build and carry extra inventoriesd.subcontractinge.purchase capacity or product from an open or spot marketAnswer: cDifficulty: Easy37.Aggregate planning should consider information froma.only the enterprise as its breadth of scope.b.downstream partners to produce forecasts.c.upstream partners to determine constraints.d.all of the abovee. b and c onlyAnswer: dDifficulty: Easy38.The quality of the aggregate plan can be improved by using information froma.only the local firm.b.only downstream partners.c.only upstream partners.d.all parts of the supply chain.e.none of the aboveAnswer: bDifficulty: Moderate39.The aggregate plan should be communicated toa.only the local firm.b.only downstream partners.c.only upstream partners.d.all supply chain partners who will be affected by it.e.none of the aboveAnswer: cDifficulty: Moderate40.The aggregate plan needs toa.be a final product because changes are disruptive to the supply chain.b.be considered fixed because forecasts are usually accurate.c.have some flexibility built into it because forecasts are always wrong.d.have some flexibility built into it because forecasts are usually right.e.none of the aboveAnswer: cDifficulty: Moderate41.How frequently should the aggregate plan be reruna.weeklyb.monthlyc.every 3 to 8 monthsd.as inputs to the aggregate plan changee.neverAnswer: dDifficulty: Hard42.As capacity utilization increases,a.it becomes less important to perform aggregate planning.b.it becomes more important to perform aggregate planning.c.it does not affect the importance of performing aggregate planning.d.it lessens the importance of aggregate planning.e.none of the aboveAnswer: bDifficulty: ModerateEssay/Problems1.Discuss the primary objective and operational parameters of aggregate planning.Answer: The goal of aggregate planning is to satisfy demand in a way that maximizesprofit. Aggregate planning is a process by which a company determines levels ofcapacity, production, subcontracting, inventory, stockouts, and even pricing over aspecified time horizon. The aggregate planner’s main objective is to identify thefollowing operational parameters over the specified time horizon:Production rate: the number of units completed per unit time (such as per week or per month).Workforce: the number of workers/units of capacity needed for production.Overtime: the amount of overtime production planned.Machine capacity level: the number of units of machine capacity needed for production.Subcontracting: the subcontracted capacity required over the planning horizon.Backlog: demand not satisfied in the period in which it arises but carried over to future periods.Inventory on hand: the planned inventory carried over the various periods in theplanning horizon.The aggregate plan serves as a broad blueprint for operations and establishes theparameters within which short-term production and distribution decisions are made.The aggregate plan allows the supply chain to alter capacity allocations and changesupply contracts.Difficulty: Moderate2.Discuss the information required for aggregate planning.Answer: An aggregate planner requires the following information:Demand forecast F t for each Period t in the planning horizon that extends over TperiodsProduction costsLabor costs, regular time ($/hour), and overtime costs ($/hour)Cost of subcontracting production ($/unit or $/hour)Cost of changing capacity; specifically, cost of hiring/laying off workforce ($/worker)and cost of adding or reducing machine capacity ($/machine)Labor/machine hours required per unitInventory holding cost ($/unit/period)Stockout or backlog cost ($/unit/period)Constraints:Limits on overtimeLimits on layoffsLimits on capital availableLimits on stockouts and backlogsConstraints from suppliers to the enterpriseThis information is used to create an aggregate plan that in turn helps a company make the following determinations:Production quantity from regular time, overtime, and subcontracted time: usedto determine number of workers and supplier purchase levels.Inventory held: used to determine how much warehouse space and workingcapital is needed.Backlog/stockout quantity: used to determine what the customer service levelswill be.Workforce hired/laid off: used to determine any labor issues that will beencountered.Machine capacity increase/decrease: used to determine if new productionequipment needs to be purchased or idled.The quality of an aggregate plan has a significant impact on the profitability of a firm. A poor aggregate plan can result in lost sales and lost profits if the available inventory and capacity are unable to meet demand. A poor aggregate plan may also result in a largeamount of excess inventory and capacity, thereby raising costs. Therefore, aggregateplanning is a very important tool in helping a supply chain maximize profitability.Difficulty: Hard3.Explain the basic strategies that an aggregate planner has available to balance thevarious costs and meet demand.Answer: There are essentially three distinct aggregate planning strategies for achieving balance between these costs. These strategies involve trade-offs between capitalinvestment, workforce size, work hours, inventory, and backlogs/lost sales. Moststrategies that a planner actually uses are a combination of these three and are referred to as mixed strategies. The three strategies are as follows:1. Chase strategy—using capacity as the lever: With this strategy, the production rate issynchronized with the demand rate by varying machine capacity or hiring and laying off employees as the demand rate varies. In practice, achieving this synchronization can be very problematic because of the difficulty in varying capacity and workforce on shortnotice. This strategy can be expensive to implement if the cost of varying machine orlabor capacity over time is high. It can also have a significant negative impact on themorale of the workforce. The Chase strategy results in low levels of inventory in thesupply chain and high levels of change in capacity and workforce. It should be usedwhen the cost of carrying inventory is very expensive and costs to change levels ofmachine and labor capacity are low.2. Time flexibility strategy—using utilization as the lever: This strategy may be used ifthere is excess machine capacity ., if machines are not used twenty four hours a day,seven days a week). In this case, the workforce (capacity) is kept stable but the number of hours worked is varied over time in an effort to synchronize production with demand.A planner can use variable amounts of overtime or a flexible schedule to achieve thissynchronization. Although this strategy does require that the workforce be flexible, itavoids some of the problems associated with the Chase strategy, most notably changing the size of the workforce. This strategy results in low levels of inventory but with lower average utilization. It should be used when inventory carrying costs are relatively highand machine capacity is relatively inexpensive.3. Level strategy—using inventory as the lever: With this strategy, a stable machinecapacity and workforce are maintained with a constant output rate. Shortages andsurpluses result in inventory levels fluctuating over time. Here production is notsynchronized with demand. Either inventories are built up in anticipation of futuredemand or backlogs are carried over from high- to low-demand periods. Employeesbenefit from stable working conditions. A drawback associated with this strategy is that large inventories may accumulate and customer orders may be delayed. This strategykeeps capacity and costs of changing capacity relatively low. It should be used wheninventory carrying and backlog costs are relatively low.Difficulty: Moderate4.Discuss key issues to be considered when implementing aggregate planning.Answer: 1. Think beyond the enterprise to the entire supply chain. Most aggregateplanning done today takes only the enterprise as its breadth of scope. However, thereare many factors outside the enterprise throughout the supply chain that candramatically impact the optimal aggregate plan. Therefore, avoid the trap of onlythinking about your enterprise when aggregate planning. Work with partnersdownstream to produce forecasts, with upstream partners to determine constraints,and with any other supply chain entities that can improve the quality of the inputs into the aggregate plan. As the plan is only as good as the quality of the inputs, using thesupply chain to increase the quality of the inputs will greatly improve the quality of the aggregate plan. Also make sure to communicate the aggregate plan to all supply chainpartners who will be affected by it.2. Make plans flexible because forecasts are always wrong. Aggregate plans are basedon forecasts of future demand. Given that these forecasts are always wrong to somedegree, the aggregate plan needs to have some flexibility built into it if it is to be useful.By building flexibility into the plan, when future demand changes, or other changesoccur, such as increases in costs, the plan can appropriately adjust to handle the new situation. A manager should perform sensitivity analysis on the inputs into an aggregate plan. Using sensitivity analysis on the inputs into the aggregate plan will enable the planner to choose the best solution for the range of possibilities that could occur.3. Rerun the aggregate plan as new data emerges. Aggregate plans provide a map for the next three to eighteen months. This does not mean that a firm should only run aggregate plans once every three to eighteen months. As inputs into the aggregate plan change, managers should use the latest values of these inputs and rerun the aggregate plan. By using the latest inputs, the plan will avoid suboptimization based on old data and will produce a better solution. For instance, as new demand forecasts become available, aggregate plans should be reevaluated.4. Use aggregate planning as capacity utilization increases. Surprisingly, many companies do not create aggregate plans and instead rely solely on orders from their distributors or warehouses to determine their production schedules. These orders are driven either by actual demand or through inventory management algorithms. If a company has no trouble efficiently meeting demand this way, then one could claim the lack of aggregate planning may not significantly harm the company. However, when utilization becomes high and capacity is an issue, relying on orders to set the production schedule can lead to capacity problems. When utilization is high, the likelihood of producing for all the orders as they arrive is very low. Planning needs to be done to best utilize the capacity to meet the forecasted demand. Therefore, as capacity utilization increases, it becomes more important to perform aggregate planning.Difficulty: Moderate。

(完整版)供应链管理第三版Unit8习题与答案

(完整版)供应链管理第三版Unit8习题与答案

Chapter 8Aggregate Planning in the Supply ChainTrue/False1. The goal of aggregate planning is to satisfy demand in a way that minimizesprofit.Answer: FalseDifficulty: Easy2. Aggregate planning is a process by which a company determines levels ofcapacity, production, subcontracting, inventory, stockouts, and even pricing overa specified time horizon.Answer: TrueDifficulty: Moderate3. Aggregate planning solves problems involving aggregate decisions rather thanstock keeping unit (SKU) level decisions.Answer: TrueDifficulty: Easy4. Traditionally, much of aggregate planning is focused within an enterprise andmay not always be seen as a part of supply chain management.Answer: TrueDifficulty: Moderate5. Aggregate planning is an important supply chain issue because, to be effective, itrequires inputs from throughout the supply chain, but its results have little impact on the supply chain.Answer: FalseDifficulty: Moderate6. Short-term production serves as a broad blueprint for operations and establishesthe parameters within which aggregate planning decisions are made.Answer: FalseDifficulty: Easy7. The aggregate planning problem is concerned with determining the productionlevel, inventory level, and capacity level (internal and outsourced) for each period that maximizes the firm’s profit over the planning horizon.Answer: TrueDifficulty: Moderate8. To create an aggregate plan, a company must specify the planning horizon forthe plan and the duration of each period within the planning horizon.Answer: TrueDifficulty: Easy9. A planning horizon is usually between three and five years.Answer: FalseDifficulty: Moderate10. A poor aggregate plan can result in improved sales and profits if the availableinventory and capacity are unable to meet demand.Answer: FalseDifficulty: Easy11. A poor aggregate plan may result in a large amount of excess inventory andcapacity, thereby raising costs.Answer: TrueDifficulty: Moderate12. The aggregate planner must make a trade-off between capacity, inventory, andbacklog costs.Answer: TrueDifficulty: Moderate13. An aggregate plan that increases one cost typically results in the increase of theother two.Answer: FalseDifficulty: Moderate14. The time flexible strategy is where the production rate is synchronized with thedemand rate by varying machine capacity or hiring and laying off employees asthe demand rate varies.Answer: FalseDifficulty: Hard15. The time flexible strategy is where workforce (capacity) is kept stable but thenumber of hours worked is varied over time in an effort to synchronize production with demand.Answer: TrueDifficulty: Moderate16. The mixed strategy is where a stable machine capacity and workforce aremaintained with a constant output rate with inventory levels fluctuating over time.Answer: FalseDifficulty: Hard17. Most strategies that an aggregate planner actually uses are in combination, andare referred to as mixed strategies.Answer: TrueDifficulty: Easy18. A highly effective tool for a company to use when it tries to maximize profits whilebeing subjected to a series of constraints is aggregate programming.Answer: FalseDifficulty: Moderate19. To improve the quality of these aggregate plans, forecast errors must be takeninto account when formulating aggregate plans.Answer: TrueDifficulty: Moderate20. Forecasting errors are dealt with in aggregate plans using either safety backlogor safety capacity.Answer: FalseDifficulty: Moderate21. Safety inventory is defined as inventory held to satisfy demand that is higher thanforecasted.Answer: TrueDifficulty: Easy22. Safety capacity is defined as capacity used to satisfy demand that is lower thanforecasted.Answer: FalseDifficulty: Easy23. Companies should work with downstream partners to produce forecasts and withupstream partners to determine constraints when doing aggregate planning.Answer: TrueDifficulty: Easy24. The aggregate plan should be viewed primarily as an in-house tool that does notneed to be communicated to supply chain partners.Answer: FalseDifficulty: Easy25. Given that forecasts are always wrong to some degree, the aggregate planneeds to have some flexibility built into it if it is to be useful.Answer: TrueDifficulty: Moderate26. A manager should perform sensitivity analysis on the inputs into an aggregateplan to choose the best solution for the range of possibilities that could occur.Answer: TrueDifficulty: Moderate27. As inputs into the aggregate plan change, managers do not need to makechanges to the aggregate plan.Answer: FalseDifficulty: Easy28. As capacity utilization increases, it becomes less important to perform aggregateplanning.Answer: FalseDifficulty: ModerateMultiple Choice1. The process by which a company determines levels of capacity, production,subcontracting, inventory, stockouts, and even pricing over a specified timehorizon isa. aggregate planning.b. detail planning.c. inventory planning.d. sales planning.e. all of the aboveAnswer: aDifficulty: Moderate2. The goal of aggregate planning is toa. dissatisfy customers in a way that maximizes profit.b. dissatisfy customers in a way that minimizes profit.c. satisfy demand in a way that maximizes profit.d. satisfy demand in a way that minimizes profit.e. none of the aboveAnswer: cDifficulty: Easy3. Aggregate planning solves problems involvinga. aggregate decisions and stock keeping unit (SKU) level decisions.b. aggregate decisions or stock keeping unit (SKU) level decisions.c. aggregate decisions rather than stock keeping unit (SKU) level decisions.d. stock keeping unit (SKU) level decisions rather than aggregate decisions.e. b and c onlyAnswer: cDifficulty: Easy4. Aggregate planning, to be effective, requires inputs froma. all customers.b. all departments.c. all suppliers.d. throughout the supply chain.e. throughout the company.Answer: dDifficulty: Moderate5. Much of aggregate planning has traditionally been focuseda. on short-term production scheduling.b. on customer relationship management.c. within an enterprise.d. beyond enterprise boundaries.e. all of the aboveAnswer: cDifficulty: Moderate6. Which of the following are not operational parameters the aggregate planner isconcerned with?a. production rateb. workforcec. overtimed. backorderse. inventory on handAnswer: dDifficulty: Moderate7. The operational parameter concerned with the number of units completed perunit time (such as per week or per month) isa. production rate.b. workforce.c. overtime.d. backlog.e. inventory on hand.Answer: aDifficulty: Easy8. The operational parameter concerned with the number of workers/units ofcapacity needed for production isa. production rate.b. workforce.c. overtime.d. backlog.e. inventory on hand.Answer: bDifficulty: Easy9. The operational parameter concerned with the amount of overtime productionplanned isa. production rate.b. workforce.c. overtime.d. backlog.e. inventory on hand.Answer: cDifficulty: Easy10. The operational parameter concerned with demand not satisfied in the period inwhich it arises, but carried over to future periods isa. production rate.b. workforce.c. overtime.d. backlog.e. inventory on hand.Answer: dDifficulty: Easy11. The operational parameter concerned with the planned inventory carried over thevarious periods in the planning horizon isa. production rate.b. workforce.c. overtime.d. backlog.e. inventory on hand.Answer: eDifficulty: Easy12. The operational parameter concerned with the number of units of machinecapacity needed for production isa. machine capacity level.b. subcontracting.c. overtime.d. backlog.e. inventory on hand.Answer: aDifficulty: Easy13. The operational parameter concerned with the subcontracted capacity requiredover the planning horizon isa. machine capacity level.b. subcontracting.c. overtime.d. backlog.e. inventory on hand.Answer: cDifficulty: Easy14. The aggregate plana. serves as a broad blueprint for operations.b. establishes the parameters within which short-term production anddistribution decisions are made.c. allows the supply chain to alter capacity allocations and change supplycontracts.d. all of the abovee. b and c onlyAnswer: dDifficulty: Moderate15. Aggregate planning is concerned with determininga. the production level, sales level, and capacity for each period.b. the demand level, inventory level, and capacity for each period.c. the production level, inventory level, and capacity for each period.d. the production level, staffing level, and capacity for each period.e. none of the aboveAnswer: cDifficulty: Moderate16. To create an aggregate plan, a company must specifya. the planning horizon for the plan.b. the duration of each period within the planning horizon.c. key information required.d. all of the abovee. a and b onlyAnswer: dDifficulty: Moderate17. The planning horizon isa. the time period over which the aggregate plan is to produce a solution.b. the duration of each time period in the aggregate plan.c. the length of time required to produce the aggregate plan.d. the solution to the aggregate plan.e. none of the aboveAnswer: aDifficulty: Easy18. The length of the planning horizon is usually betweena. one and three months.b. three and eighteen months.c. one and three years.d. three and five years.e. none of the aboveAnswer: bDifficulty: Moderate19. Which of the following is not information needed by the aggregate planner?a. demand forecast for each period in the planning horizonb. production costsc. labor costsd. cost of subcontracting productione. cost of changing the demand forecastAnswer: eDifficulty: Moderate20. The cost of changing capacity includes thea. cost of adding machine capacity.b. cost of reducing machine capacity.c. cost of hiring workforce.d. cost of laying off workforce.e. all of the aboveAnswer: eDifficulty: Easy21. Which of the following is not a cost of changing capacity?a. cost of adding machine capacityb. cost of hiring workforcec. cost of laying off workforced. cost of overtimee. cost of reducing machine capacityAnswer: dDifficulty: Moderate22. Which of the following is not a constraint the aggregate planner needs toconsider?a. limits on stockouts and backlogsb. limits on overtimec. limits on sales commissionsd. limits on layoffse. limits on capital availableAnswer: cDifficulty: Moderate23. A poor aggregate plan can result ina. appropriate inventory levels.b. efficient use of capacity.c. better sales and lost profits.d. lost sales and lost profits.e. lost sales and better profits.Answer: dDifficulty: Hard24. The fundamental trade-offs available to an aggregate planner are betweena. capability, inventory, and backlog costs.b. capability, inventory, and sales costs.c. capacity, inventory, and backlog costs.d. capacity, inventory, and sales costs.e. none of the aboveAnswer: cDifficulty: Easy25. Which of the following is not a distinct aggregate planning strategy for achievingbalance between capacity, inventory, and backlog costs?a. adjustable strategyb. Chase strategyc. level strategyd. mixed strategye. time flexible strategyAnswer: aDifficulty: Easy26. The strategy where the production rate is synchronized with the demand rate byvarying machine capacity or hiring and laying off employees as the demand rate varies is thea. adjustable strategy.b. Chase strategy.c. level strategy.d. mixed strategy.e. time flexible strategy.Answer: bDifficulty: Moderate27. The strategy where workforce (capacity) is kept stable but the number of hoursworked is varied over time in an effort to synchronize production with demand is thea. adjustable strategy.b. Chase strategy.c. level strategy.d. mixed strategy.e. time flexible strategy.Answer: eDifficulty: Moderate28. The strategy where a stable machine capacity and workforce are maintained witha constant output rate, with inventory levels fluctuating over time, is thea. adjustable strategy.b. Chase strategy.c. level strategy.d. mixed strategy.e. time flexible strategy.Answer: cDifficulty: Hard29. Most strategies that an aggregate planner actually uses are in combination andare referred to as thea. adjustable strategy.b. Chase strategy.c. level strategy.d. mixed strategy.e. time flexible strategy.Answer: dDifficulty: Easy30. A highly effective tool for a company to use when it tries to maximize profits whilebeing subjected to a series of constraints isa. aggregate programming.b. distribution programming.c. production programming.d. linear programming.e. manufacturing programming.Answer: dDifficulty: Moderate31. When formulating aggregate plans,a. forecast errors have no impact.b. forecast errors must be taken into account.c. forecast accuracy is assumed.d. forecast accuracy is not a factor.e. none of the aboveAnswer: bDifficulty: Moderate32. Forecasting errors are dealt with usinga. safety backlog.b. safety capacity.c. safety inventory.d. all of the abovee. b and c onlyAnswer: eDifficulty: Moderate33. Inventory held to satisfy demand that is higher than forecasted isa. safety backlog.b. safety capacity.c. safety inventory.d. safety sales.e. safety workforce.Answer: cDifficulty: Easy34. Capacity used to satisfy demand that is higher than forecasted isa. safety backlog.b. safety capacity.c. safety inventory.d. safety sales.e. safety workforce.Answer: bDifficulty: Easy35. Which of the following is an approach a company can use to create a buffer forforecast error using safety inventory?a. overtimeb. carry extra workforce permanentlyc. build and carry extra inventoriesd. subcontractinge. purchase capacity or product from an open or spot marketAnswer: aDifficulty: Easy36. Which of the following is not an approach a company can use to create a bufferfor forecast error using safety capacity?a. overtimeb. carry extra workforce permanentlyc. build and carry extra inventoriesd. subcontractinge. purchase capacity or product from an open or spot marketAnswer: cDifficulty: Easy37. Aggregate planning should consider information froma. only the enterprise as its breadth of scope.b. downstream partners to produce forecasts.c. upstream partners to determine constraints.d. all of the abovee. b and c onlyAnswer: dDifficulty: Easy38. The quality of the aggregate plan can be improved by using information froma. only the local firm.b. only downstream partners.c. only upstream partners.d. all parts of the supply chain.e. none of the aboveAnswer: bDifficulty: Moderate39. The aggregate plan should be communicated toa. only the local firm.b. only downstream partners.c. only upstream partners.d. all supply chain partners who will be affected by it.e. none of the aboveAnswer: cDifficulty: Moderate40. The aggregate plan needs toa. be a final product because changes are disruptive to the supply chain.b. be considered fixed because forecasts are usually accurate.c. have some flexibility built into it because forecasts are always wrong.d. have some flexibility built into it because forecasts are usually right.e. none of the aboveAnswer: cDifficulty: Moderate41. How frequently should the aggregate plan be rerun?a. weeklyb. monthlyc. every 3 to 8 monthsd. as inputs to the aggregate plan changee. neverAnswer: dDifficulty: Hard42. As capacity utilization increases,a. it becomes less important to perform aggregate planning.b. it becomes more important to perform aggregate planning.c. it does not affect the importance of performing aggregate planning.d. it lessens the importance of aggregate planning.e. none of the aboveAnswer: bDifficulty: ModerateEssay/Problems1. Discuss the primary objective and operational parameters of aggregate planning.Answer: The goal of aggregate planning is to satisfy demand in a way thatmaximizes profit. Aggregate planning is a process by which a companydetermines levels of capacity, production, subcontracting, inventory, stockouts,and even pricing over a specified time horizon. The aggregate planner’s mainobjective is to identify the following operational parameters over the specifiedtime horizon:• Production rate: the number of units completed per unit time (such as per week or per month).• Workforce: the number of workers/units of capacity needed for production.• Overtime: the amount of overtime production planned.• Machine capacity level: the number of units of machine capacity needed forproduction.• Subcontracting: the subcontracted capacity required over the planning horizon.• Backlog: demand not satisfied in the period in which it arises but carried over to future periods.• Inventory on hand: the planned inventory carried over the various periods in the planning horizon.The aggregate plan serves as a broad blueprint for operations and establishesthe parameters within which short-term production and distribution decisions are made. The aggregate plan allows the supply chain to alter capacity allocationsand change supply contracts.Difficulty: Moderate2. Discuss the information required for aggregate planning.Answer: An aggregate planner requires the following information:• Demand forecast F t for each Period t in the planning horizon that extends over T periods• Production cos ts• Labor costs, regular time ($/hour), and overtime costs ($/hour)• Cost of subcontracting production ($/unit or $/hour)• Cost of changing capacity; specifically, cost of hiring/laying off workforce($/worker) and cost of adding or reducing machine capacity ($/machine)• Labor/machine hours required per unit• Inventory holding cost ($/unit/period)• Stockout or backlog cost ($/unit/period)• Constraints:• Limits on overtime• Limits on layoffs• Limits on capital available• Limits on stockouts and ba cklogs• Constraints from suppliers to the enterpriseThis information is used to create an aggregate plan that in turn helps a company make the following determinations:• Production quantity from regular time, overtime, and subcontracted time:used to determine number of workers and supplier purchase levels.• Inventory held: used to determine how much warehouse space andworking capital is needed.• Backlog/stockout quantity: used to determine what the customer servicelevels will be.• Workforce hired/laid off: used to determine any labor issues that will beencountered.• Machine capacity increase/decrease: used to determine if newproduction equipment needs to be purchased or idled.The quality of an aggregate plan has a significant impact on the profitability of a firm. A poor aggregate plan can result in lost sales and lost profits if the available inventory and capacity are unable to meet demand. A poor aggregate plan mayalso result in a large amount of excess inventory and capacity, thereby raisingcosts. Therefore, aggregate planning is a very important tool in helping a supply chain maximize profitability.Difficulty: Hard3. Explain the basic strategies that an aggregate planner has available to balancethe various costs and meet demand.Answer: There are essentially three distinct aggregate planning strategies forachieving balance between these costs. These strategies involve trade-offsbetween capital investment, workforce size, work hours, inventory, andbacklogs/lost sales. Most strategies that a planner actually uses are acombination of these three and are referred to as mixed strategies. The threestrategies are as follows:1. Chase strategy—using capacity as the lever: With this strategy, the productionrate is synchronized with the demand rate by varying machine capacity or hiring and laying off employees as the demand rate varies. In practice, achieving thissynchronization can be very problematic because of the difficulty in varyingcapacity and workforce on short notice. This strategy can be expensive toimplement if the cost of varying machine or labor capacity over time is high. Itcan also have a significant negative impact on the morale of the workforce. TheChase strategy results in low levels of inventory in the supply chain and highlevels of change in capacity and workforce. It should be used when the cost ofcarrying inventory is very expensive and costs to change levels of machine andlabor capacity are low.2. Time flexibility strategy—using utilization as the lever: This strategy may beused if there is excess machine capacity (i.e., if machines are not used twentyfour hours a day, seven days a week). In this case, the workforce (capacity) iskept stable but the number of hours worked is varied over time in an effort tosynchronize production with demand. A planner can use variable amounts ofovertime or a flexible schedule to achieve this synchronization. Although thisstrategy does require that the workforce be flexible, it avoids some of theproblems associated with the Chase strategy, most notably changing the size of the workforce. This strategy results in low levels of inventory but with loweraverage utilization. It should be used when inventory carrying costs are relatively high and machine capacity is relatively inexpensive.3. Level strategy—using inventory as the lever: With this strategy, a stablemachine capacity and workforce are maintained with a constant output rate.Shortages and surpluses result in inventory levels fluctuating over time. Hereproduction is not synchronized with demand. Either inventories are built up inanticipation of future demand or backlogs are carried over from high- to low-demand periods. Employees benefit from stable working conditions. A drawback associated with this strategy is that large inventories may accumulate andcustomer orders may be delayed. This strategy keeps capacity and costs ofchanging capacity relatively low. It should be used when inventory carrying andbacklog costs are relatively low.Difficulty: Moderate4. Discuss key issues to be considered when implementing aggregate planning.Answer: 1. Think beyond the enterprise to the entire supply chain. Mostaggregate planning done today takes only the enterprise as its breadth of scope.However, there are many factors outside the enterprise throughout the supplychain that can dramatically impact the optimal aggregate plan. Therefore, avoidthe trap of only thinking about your enterprise when aggregate planning. Workwith partners downstream to produce forecasts, with upstream partners todetermine constraints, and with any other supply chain entities that can improve the quality of the inputs into the aggregate plan. As the plan is only as good asthe quality of the inputs, using the supply chain to increase the quality of theinputs will greatly improve the quality of the aggregate plan. Also make sure tocommunicate the aggregate plan to all supply chain partners who will be affected by it.2. Make plans flexible because forecasts are always wrong. Aggregate plans arebased on forecasts of future demand. Given that these forecasts are alwayswrong to some degree, the aggregate plan needs to have some flexibility builtinto it if it is to be useful. By building flexibility into the plan, when future demand changes, or other changes occur, such as increases in costs, the plan canappropriately adjust to handle the new situation. A manager should performsensitivity analysis on the inputs into an aggregate plan. Using sensitivityanalysis on the inputs into the aggregate plan will enable the planner to choosethe best solution for the range of possibilities that could occur.3. Rerun the aggregate plan as new data emerges. Aggregate plans provide amap for the next three to eighteen months. This does not mean that a firm should only run aggregate plans once every three to eighteen months. As inputs into the aggregate plan change, managers should use the latest values of these inputsand rerun the aggregate plan. By using the latest inputs, the plan will avoidsuboptimization based on old data and will produce a better solution. Forinstance, as new demand forecasts become available, aggregate plans shouldbe reevaluated.4. Use aggregate planning as capacity utilization increases. Surprisingly, manycompanies do not create aggregate plans and instead rely solely on orders from their distributors or warehouses to determine their production schedules. Theseorders are driven either by actual demand or through inventory managementalgorithms. If a company has no trouble efficiently meeting demand this way,then one could claim the lack of aggregate planning may not significantly harmthe company. However, when utilization becomes high and capacity is an issue, relying on orders to set the production schedule can lead to capacity problems.When utilization is high, the likelihood of producing for all the orders as theyarrive is very low. Planning needs to be done to best utilize the capacity to meet the forecasted demand. Therefore, as capacity utilization increases, it becomesmore important to perform aggregate planning.Difficulty: Moderate。

会计英语第8章

会计英语第8章
会计英语
Cew of Cost Accounting
8.1.1 Definition of Cost Accounting
Cost is the cash or cash equivalent value sacrificed or forgives for goods and service that are expected to bring a current or future benefit to the organization.
◦ Indirect costs are costs that are related to the particular cost object but cannot be traced to it easily and accurately.
2. Variable Costs, Fixed Costs and Mixed Costs
1. Direct Costs and Indirect Costs
◦ Direct costs are costs that are related to the particular cost object and can be traced to it easily and accurately.
8.2.1 Job-Order Costing
1. Overviews of Job-Order Costing When a company produces a wide variety of
products or services that are quite different from others and these products are usually large and high-cost, it is better to select joborder costing. The key feature of this costing method is that the cost of one job differs from that of another one, and must be recorded separately.

第八章 周转存货

第八章 周转存货

Economies of Scale Cycle Inventory
Supply / Demand Variability Safety Inventory
Figure Error! No text of
Seasonal Variability Seasonal Inventory
Role of Cycle Inventory in a Supply Chain
2D 2 100
Q 1000 500 2 2
Cycle inventory adds 5 days to the time a unit spends in the supply chain Lower cycle inventory is better because:
– Average flow time is lower – Working capital requirements are lower – Lower inventory holding costs
– Material cost = C – Fixed ordering cost = S – Holding cost = H = hC (h = cost of holding $1 in inventory for one year)
Primary role of cycle inventory is to allow different stages to purchase product in lot sizes that minimize the sum of material, ordering, and holding costs Ideally, cycle inventory decisions should consider costs across the entire supply chain, but in practice, each stage generally makes its own supply chain decisions – increases total cycle inventory and total costs in the supply chain

Financial Accounting Chapter 8

Financial Accounting Chapter 8

Managing Inventories
• Merchandise inventory is a current asset. (cont.)
– Management chooses an inventory system (periodic or perpetual), an inventory costing system (specific identification, average cost, FIFO, or LIFO), and a method of valuing inventory at market.
©2011 Cengage Learning All Rights Reserved. May not be scanned, copied or duplicate, or posted to a publicly accessible website, in whole or in part.
Figure 4: Merchandise in Transit
பைடு நூலகம்
Inventory Cost and Valuation
• Inventory cost includes purchase price less discounts; freight-in and insurance in transit; and taxes and tariffs.
Inventory Cost Under the Periodic Inventory System
Inventory Cost and Valuation
• Goods flows and cost flows
– Goods flow is the actual physical flow of goods into and out of the company. – Cost flow is an assumption made about costs for accounting purposes.

ACCAF3(7-8)学生ppt课件

ACCAF3(7-8)学生ppt课件
P 126 1.5 example
13
1 cost of goods sold
Opening inventory +
Purchase
Cost of goods sold
Closing inventory
可供销售 的存货
Income statement
Balance sheet
14
1.6 The cost of carriage inwards and outwards
their present location and condition
12
1 cost of goods sold Important equation :
Sales – cost of goods sold = gross profit
Opening inventory + purchase –closing inventory = cost of good sold.
• Cost of carriage inwards: (进货运费) – Is usually added to the cost of purchases.
• Cost of carriage outwards (销货运费) – Is a selling and distribution expense in the I/S
9
Chapter8 Inventory
Objectives:
– Understand the main provisions of IAS 2 – Deal with opening and closing inventory in the
ledger accounts of business. – Understand the use of continuous and period end

07.Inventory

07.Inventory

Introduction to Inventory
Retail Model 零售类型
Manufacturing Model
生产类型
Procurement 采购
Warehouse 仓库
Warehouse 仓库
Sales 销售
Production 生产
Introduction to Inventory
4
29
Hale Waihona Puke 113NRVLower of cost and NRV
$
$
32
27
8
8
55
43
40
29
135
107
It would be incorrect to compare total cost of $113 with total NRV of $135 and state inventories as $113.
This would be accounted for by the journal entry:
$
$
Dr Inventories (SOFP)
107
Cr Cost of sales (SPL)
107
Method of estimating cost ---- FIFO & Weighted average
$
$
Sales
1,050
Cost of sales
Opening inventories
140
Purchases
1,000
Less: closing inventories (440) (700)
Gross profit
350
The trading account shows a profit of $350 which relates to 35 phones sold at a profit of $10 per phone ($30 sales price - $20 purchase price)

会计学-存货(外文版)

会计学-存货(外文版)

The journal
Dr inventory Cr capital 2000 2000 Dr purchase 4300 Cr trade payables Dr trade payables 3600 Cr cash at bank 4300
3600
Dr trade receivables 8000 Cr sales 8000 Dr cash at bank 3200 Cr trade receivables Dr non-current asset Cr cash at bank Dr other expense Cr cash at bank
Purchasing
Paying
Raw materials /Supplies Work in process
Producing
For a manufacturer
Collecting Selling
made
Finished goods
Purchasing
Paying
For a trader
Goods purchased and held for resale Work in process
No
Collecting Selling
No
Finished goods
2 Accounting for opening and closing inventory

£ Opening inventory value x
Q1 Q2
plus: cost of purchases x • How do you manage to get a precise count of what isof held at anyinwards one time? inventory plus: cost carriage x

《会计专业英语》习题答案人大版Chapter 8

《会计专业英语》习题答案人大版Chapter  8

Chapter 8 Financial Statements and Financial Statement AnalysisMultiple Choice Questions1. A2. C3. B4. B5. D6. C7. B8. D9. A 10. B 11. A 12. C 13.D 14. A 15. A 16. A 17. B 18. B 19. B 20. DDiscussion Questions1. Is the measurement of net income absolutely accurate? Why or why not?The measurement of net income is not absolutely accurate due to the assumptions and estimates in the accounting process. An Income Statement has certain limitations. For example, the amounts shown for depreciation expense are based upon estimates of the useful lives of the company’s tool, equipment, and building. In addition, the Income Statement includes only those events that have been evidenced by actual business transactions. Perhaps during the year, the company’s advertising has caught the attention of many potential customers, who may be the sources of future income. However, the Income Statement cannot reflect the unrealized revenue. Only after the real transactions take place, can the sales revenues be recognized.2. What are the three types of business activities? Give examples of each type of activity.The three types of business activities include operating, investing, and financing activities. Operating activities include the cash effects of transactions that create revenues and expenses in normal course of business. This category is the most important. It shows the cash provided by company operations, which is generally considered to be the best measure of a company’s ability to generate sufficient cash to continue as a going concern. They include sales of goods and services, payments to supplies of merchandise and services.Investing activities include the cash effects of transactions involving plant assets, intangible assets, and investments. They include purchase of property, plant, andequipment, investments in debt or equity securities of other entities.Financing activities involve liability and owners’ equity items. They include: (1) obtaining resources from owners and providing them with a return on their investments, and (2) borrowing money from creditors and repaying the amounts borrowed.3. What types of information are presented in the notes to the financial statements?A set of financial statements is normally accompanied by several notes. Notes to the financial statements are the means of explaining the items presented in the main body of financial statements. Notes disclose information useful in interpreting the statements and are an integral part of the financial statements.Many items are disclosed in notes accompanying the financial statements. Among the most useful are the followings:(1) Accounting policies and methods;(2) Unused lines of credit;(3) Significant commitments and loss contingencies;(4) Dividends in arrears;(5) Assets pledged to secure specific liabilities;(6) Changes in accounting policies and methods.4. Distinguish between trend change analysis and component percentage analysis. Which will be better suited for analyzing the changes in sales over several years?Trend changes are the changes in financial statement items from a base year to the following or preceding years. To compute trend change, a base year is firstly selected and each item in the financial statements for the base year is given a weight of 100 percent. Then, each item in the financial statements for the following or preceding years is expressed as a percentage of the base-year amount.Component percentage analysis is the proportional expression of each financial statement item in a given period to a base amount within the financial statement.Trend change analysis is better for analyzing the changes in sales over several years.5. Explain the ratios used to evaluate profitability. Explain briefly how each is computed.Profitability ratios measure the degree of success or failure of a company in a given year. Usually the key ratios include gross profit ratio, profit margin on sales, return on assets, return on equity, earnings per share, price-earnings ratio, and payout ratio.(1) Gross profit ratio.Gross profit ratio is computed by dividing gross profit by net sales. Gross profit (also known as gross margin) is the difference between net sales and the cost of goods sold.Gross profit = Net sales - Cost of goods soldGross profit ratio = Gross profitNet sales(2) Profit margin on sales.Profit margin on sales is computed as dividing net income by net sales. Net income is the difference between net sales and all expenses (including cost of goods sold). A company can improve its profit margin on sales by increasing its gross profit rate and/or by controlling its operating expense and other expenses.Profit margin on sales = Net incomeNet sales(3) Return on assets (ROA).ROA is computed by dividing net income by average total assets. Average total assets are computed by adding the beginning and ending values of total assets and dividing the total by two.ROA = Net incomeAverage total assets(4) Return on common owners equity (ROE).ROE equals net income less preferred dividends, divided by average common owners’ equity. Average common owners’ equity is computed by adding the beginning and ending values of total common owners’ equity and dividing the total by two.ROE = Net income-PreferreddividendsAverage common owners’ equity(5) Earnings per share (EPS).EPS equals net income less preferred dividends, divided by weighted-average number of shares outstanding in the same year. The weighted-average number of shares outstanding for the year is determined by multiplying the number of shares outstanding by the fraction of the year in which the number of shares outstanding remained unchanged.EPS = Net income-PreferreddividendsWeighted-average number ofshares outstanding(6) Price-earnings ratio (P/E ratio).P/E ratio is computed by dividing the current market price per share of a company’s stock by its annual EPS.P/E ratio = Stock price pershareEarning pershare(7) Payout ratio.Payout ratio equals cash dividends paid to common stockholders divided by net income (less preferred dividends).Payout ratio = Cash dividendsNet income -Preferreddividends6. Why might earnings per share be more significant to a stockholder in a large corporation than the total amount of net income?Earnings per share shows the dollars earned by each share of common stock. EPS equals net income less preferred dividends, divided by weighted-average number of shares outstanding in the same year. That is, a stockholder can know the net income he earns on the share of common stocks he owns.However, based on the total amount of net income, a stockholder cannot know how much he earns from his shares.7. Company C has a current ratio of 3 to pany D has a current ratio of 2 to 1. Does this mean that company C’s operating cycle is longer than company D’s? Why or why not?No, this does not mean that company C’s operating cycle is longer than company D’s. A company’s operating cycle is calculated as”Operating cycle=days to collect accounts receivable + days to sell inventoryDays to collect accounts receivable = 365Accounts receivable turnover rateDays to sell inventory = 365Inventory turnover rateAlthough Company C has a higher current ratio, we cannot calculate days to Days to collect accounts receivable and Days to sell inventory based on the information.8. Which ratio or ratios do you think should be of the greatest interest to:(1) A bank contemplating a short-term loan?A bank contemplating a short-term loan should be interested in such financial ratios as working capital, current ratio, quick ratio, and current cash debt coverage ratios.(2) An investor in common stock?An investor in common stock should be interested in such financial ratio as gross profit ratio, profit margin on sales, return on assets, return on equity, return on investment, earnings per share, price-earnings ratio, and payout ratio.9. Mr. Wang, the chief marketing officer, wants to reduce the selling price of his company’s products by 10% to increase market share. He says, “I know this will reduce our gross profit rate, but the increased number of units sold will make up for the lost margin.” Before this action is taken, what other factors does the company need to consider?Gross profit rate = Gross profitNet salesGross profit = Net sales - Cost of goods soldFrom the above, we know that gross profit rate is determined both by net sales and cost of goods sold. Reducing the net sales does not always lead to a reduced gross profit rate. If cost of goods sold greatly reduces, it is possible that gross profit ratio increases. If cost of goods sold increases, it is possible that the increased number of units sold will not make up for the lost margin. Therefore, before this action is taken, the company needs to consider cost of goods sold of his company’s products.10. Mr. Gao, the chief executive officer (CEO), is puzzled. During last year,his company experienced a net loss of $960,000, yet its cash increased by $540,000in the same year. Explain to the CEO how this could occur.Profit is the difference between revenues and expenses for a specified period oftime. If expenses are greater than revenues, the difference is net loss. Net income/netloss is measured on an accrual basis, while cash flows are measured on a cash basis.Under accrual basis of accounting, companies report revenue when earned, even if cashhas not been received, and they report expenses when incurred, even if cash has notbeen paid. As a result, net income/net loss is not the same as net cash.In this case, the net loss of $960,000 is the result of revenues minus expensesduring last year. It is measured on an accrual basis. However, the increased cash of $540,000 is the net cash from operating, investing, and financing activities during lastyear. It is measured on a cash basis. So, it is not strange that his company experienceda net loss of $960,000, and its cash increased by $540,000 in the same year.ProblemsProblem 8-1A condensed balance sheet for Company E prepared at the end of the year is as follows:AssetsCash $ 90,000Accounts receivable 168,000 Accounts payable 85,000 Inventory 350,000 Long-term liabilities 300,000 Prepaid expenses 75,000 Capital stock ($3 par) 330,000 Plant and equipment (net) 520,000 Retained earnings 563,000 Other assets 105,000Total $1,308,000 Total $1,308,000During the year the company earned a gross profit of $1,550,000 on sales of$3,200,000. Accounts receivables, inventory, and plant assets remained almost constantin amount through the year, so year-end figures may be used rather than the average.This company issued no preferred stocks. (红字标黄色是更正信息)RequiredCompute the following: (Carry to two decimal places)(1) Current ratioCurrent assets = cash + accounts receivable + inventory + prepaid expenses = $90,000+$168,000+$350,000+$75,000= $683,000Current liabilities = notes payable + accounts payable= $30,000 + $85,000= $115,000Current ratio = Current assets Current liabilities = $683,000$115,000 = 5.94(2) Quick ratioQuick assets = cash + accounts receivable= $90,000 + $168,000= $258,000Current liabilities = notes payable + accounts payable= $30,000 + $85,000= $115,000Quick ratio = Quick assets Current liabilities = $258,000$115,000 = 2.24(3) Working capitalCurrent assets = cash + accounts receivable + inventory + prepaid expenses = $90,000 + $168,000 + $350,000 + $75,000= $683,000Current liabilities = notes payable + accounts payable= $30,000 + $85,000= $115,000Working capital = current assets - current liabilities= $683,000 - $115,000= $568,000(4) Debt ratioTotal assets = $1,308,000Total liabilities = notes payable + accounts payable + long-term liabilities = $30,000 + $85,000 + $300,000= $415,000Debt ratio = Total liabilitiesTotal assets = $415,000$1,308,000= 31.72%(5) Accounts receivable turnover (all sales were on credit) Net sales = $3,200,000Average accounts receivable = $168,000Accounts receivable turnover rate = Net salesAverage (net) accounts receivable=$3,200,000$168,000=19.05 times per year(6) Inventory turnoverCost of goods sold = net sales – gross profit= $3,200,000 - $1,550,000= $1,650,000Average inventory = $350,000Inventory turnover rate = Cost of goods soldAverage (net) inventory= $1,650,000$350,000= 4.71 times per year(7) Profit margin on salesNet sales = $3,200,000Net income = retained earnings = $563,000Profit margin on sales = Net incomeNet sales = $563,000$3,200,000= 17.59%(8) Return on assetsNet income = retained earnings = $563,000 Average total assets = $1,308,000ROA = Net incomeAverage total assets = $563,000$1,308,000= 43.04%(9) Return on equity (this company issued no preferred stocks) Net income = retained earnings = $563,000Average common owners’ equity = capital stock + retained earnings= $330,000 + $563,000= $893,000ROE = Net income-Preferreddividends Average common owners’ equity = $563,000$893,000= 63.05%(10) Earnings per share (this company issued no preferred stocks)Net income = retained earnings = $563,000Weighted-average number of shares outstanding = $330,000/$3 = 110,000 sharesEPS = Net income-PreferreddividendsWeighted-average number ofshares outstanding =$563,000110,000= $5.12 per shareProblem 8-2The following selected data are from a recent annual report of company F. Dollar amounts are stated in millions.Beginning of the year End of the yearTotal current assets $9,230 $9,378Total current liabilities 4,836 5,902Total assets 31,125 33,561Total owners’ equity16,028 17,162Operating income 4,280Net income $3,735The company has long-term liabilities that bear interests at annual rate from 7 percent to 10 percent.Required1. Compute the company’s current ratio at: (1) the beginning of the year and, (2) the end of the year. (Carry to two decimal places)(1) Current ratio at the beginning of the yearTotal current assets = $9,230Total current liabilities = $4,836Current ratio = Current assetsCurrent liabilities = $9,230$4,836= 1.91(2) Current ratio at the end of the year Total current assets = $9,378Total current liabilities = $5,902Current ratio = Current assetsCurrent liabilities = $9,378$5,902= 1.592. Compute the company’s working capital at: (1) the beginning of the year and, (2) the end of the year. (Express dollar amounts in thousands)(1) Working capital at the beginning of the yearTotal current assets = $9,230Total current liabilities = $4,836Working capital = current assets - current liabilities= $9,230 - $4,836= $4,394(2) Working capital at the end of the yearTotal current assets = $9,378Total current liabilities = $5,902Working capital = current assets - current liabilities= $9,378 - $5,902= $3,4763. Is the company’s short-term, debt-paying ability improving or deteriorating? Company F’s short-term debt-paying ability has declined, as evidenced by its lower current ratio at the end of the year (1.59 vs. 1.91). The dollar amount of working capital has also decreased ($4,394 million to $3,476 million) which means that the company has a lesser ‘cushion’ between its currently-maturing obligations and its most liquid assets.4. Compute the company’s (1) return on average total assets and (2) return on average total owners’ equity. (Round the average assets and average equity to the nearest dollar and final computations to the nearest 1 percent)(1) Return on average total assetOperating income = $4,280Average total assets = ($31,125 + $33,561)/2 = $32,343ROA = Net incomeAverage total assets = $4,280$32,343= 13.23%(2) Return on average total owners’ equity Net income = $3,735Average owners’ equity = ($16,028 + $17,162)/2= $16,595ROE = Net income-Preferreddividends Average common owners’ equity = $3,735$16,595= 22.51%e. As an equity investor, do you think that company F’s management is utilizing the company’s resources in a reasonably efficient manner? Explain.Yes, company F’s management is using the company’s assets to generate a strong return on both assets (13.23%) and owners’ equity (22.51%), while maintaining strong liquidity with which to satisfy its obligations as they mature.Problem 8-3The following selected data for company M and company N for the year end are as follows:company M company NNet credit sales $1,600,000 $1,500,000Cost of goods sold 1,250,000 1,120,000Cash 175,000 89,000 Accounts receivable (net) 180,000 155,000 Inventory 72,000 218,000Current liabilities $210,000 $190,000Assume that the year-end balances shown for accounts receivable and for inventory also represent the average balances of these items throughout the year.Required1. For each of the two companies, compute the following:(1) Working capitalCompany M:Total current assets = cash + accounts receivable + inventory= $175,000 + $180,000 + $72,000= $427,000Total current liabilities = $210,000Working capital = current assets - current liabilities= $427,000 - $210,000= $217,000Company N:Total current assets = cash + accounts receivable + inventory= $89,000 + $155,000 + $218,000= $462,000Total current liabilities = $190,000Working capital = current assets - current liabilities= $462,000 - $190,000= $272,000(2) Current ratio Company M:Total current assets = $427,000 Total current liabilities = $210,000Current ratio = Current assetsCurrent liabilities = $427,000$210,000 = 2.03 Company N:Total current assets = $462,000 Total current liabilities = $190,000Current ratio = Current assetsCurrent liabilities = $462,000$190,000 = 2.43(3) Quick ratio Company M:Total quick assets = cash + accounts receivable= $175,000 + $180,000 = $355,000Total current liabilities = $210,000Quick ratio = Quick assetsCurrent liabilities = $355,000$210,000 = 1.69 Company N:Total quick assets = cash + accounts receivable= $89,000 + $155,000 = $244,000Total current liabilities = $190,000Quick ratio = Quick assetsCurrent liabilities = $244,000$190,000 = 1.28(4) Number of times inventory turned over during the year and the average number of days required to turn over inventory (round computation the nearestday)Company M:Cost of goods sold = $1,250,000 Average inventory = $72,000Inventory turnover rate = Cost of goods soldAverage (net) inventory = $1,250,000$72,000= 17.36 times per yearDays to sell inventory = 365Inventory turnover rate = 36517.36= 21 daysCompany N:Cost of goods sold = $1,120,000 Average inventory = $218,000Inventory turnover rate = Cost of goods soldAverage (net) inventory = $1,120,000$218,000= 5.14 times per yearDays to sell inventory = 365Inventory turnover rate = 3655.14= 71 days(5) Number of times accounts receivable turned over during the year and the average number of days required to collect account receivable (round computation the nearest day)Company M:Net credit sales = $1,600,000Average accounts receivable = $180,000Accounts receivable turnover rate = Net salesAverage (net) accounts receivable=$1,600,000$180,000=8.89 times per yearDays to collect accounts receivable = 365Accounts receivable turnover rate =3658.89= 41 daysCompany N:Net credit sales = $1,500,000Average accounts receivable = $155,000Accounts receivable turnover rate = Net salesAverage (net) accounts receivable=$1,500,000$155,000= 9.68 times per yearDays to collect accounts receivable = 365Accounts receivable turnover rate =3659.68= 38 days2. From the viewpoint of short-term creditor, comment on the quality of each company’s working capital. To which company would you prefer to sell $65,000 in merchandise on a 30-day open account?As Company M’s working capital ($217,000) is more than company N’s working capital ($272,000), from the viewpoint of short-term creditor, the quality of company N’s working capital is better than that of company M’s.I prefer to sell $65,000 in merchandise on a 30-day open account to company M,as company M spends less days (21 days) to sell inventory than company N (71 days).Problem 8-4The following data are selected from the financial statements of company G, a retail store:From the balance sheet:AssetsCash $46,000 Accounts receivable (net) 205,000 Inventory (at cost) 295,000 Plant & equipment (net of depreciation) 605,000 Current liabilities 210,000 Total owners’ equity600,000 Total assets 1,700,000 From the income statement:Net sales $3,000,000 Cost of goods sold 2,250,000 Operating expenses 525,000 Interest expense 85,000 Income tax expense 22,400 Net income 117,600 From the statement of cash flows:Net cash provided by operating activities $62,000 (including interest paid of $65,000) (68,000) Net cash used in investing activitiesFinancing activities:Amounts borrowed$52,000 Repayment of amounts borrowed (23,000) Dividends paid(21,000)Net cash provided by financing activities 8,000 Net increase in cash during the year$2,000Assume that the year-end balances shown for total assets and total owners’ equity also represent the average balances of these items throughout the year. This company issued no preferred shares. Required1. Explain how the interest expense shown in the income statement could be $85,000, when the interest payment appearing in the statement of cash flows is only $65,000.In the statement of cash flows, amounts are reported on a cash basis, whereas in the income statement, they are reported under the accrual basis. Apparently $20,000 of the interest expense incurred during the year had not been paid as of year-end. This amount should be included among the accrued expenses appearing as a current liability in the company’s balance sheet.2. Compute the following ratios/Dollar Amounts (round to one decimal place): (1) Current ratioTotal current assets = = cash + accounts receivable + inventory= $46,000 + $205,000 + $295,000 = $546,000Total current liabilities = $210,000Current ratio = Current assetsCurrent liabilities = $546,000$210,000 = 2.6(2) Working capitalTotal current assets = = cash + accounts receivable + inventory= $46,000 + $205,000 + $295,000= $546,000Total current liabilities = $210,000Working capital = Total current assets - Total current liabilities= $546,000 - $210,000= $336,000(3) Quick ratioTotal quick assets = = cash + accounts receivable= $46,000 + $205,000= $251,000Total current liabilities = $210,000Quick ratio = Quick assetsCurrent liabilities = $251,000$210,000= 1.2(4) Debt ratioTotal liabilities = total assets – total owners’ equity= $1,700,000 - $600,000= $1,100,000Total assets = $1,700,000Debt ratio = Total liabilitiesTotal assets = $1,100,000$1,700,000=64.7%(5) Times interest earnedIncome before income taxes and interest expense= net income + income taxes + interest expense= $117,600 + $22,400 + $85,000= $225,000Interest expense = $85,000Times interest earned = Income before income taxes and interestexpenseInterestexpense= $225,000$85,000= 2.6 times(6) Cash debt coverage ratioNet cash provided by operating activities = $62,000Average total liabilities = $1,100,000Cash debt coverage ratio = Net cashprovided by operating activitiesAverage total liabilities=$62,000$1,100,000= 0.06 times3. Comment on these measurements and evaluate Company G’s short-term debt-paying ability.By traditional measures, company G’s current ratio (2.6 to 1) and quick ratio (1.2 to 1) appear quite adequate. The company also generates a positive cash flow from operating activities ($62,000) which is about triple the amount of its dividend payments to stockholders ($21,000).4. Compute the following ratios:(1) Gross profit rateGross profit = Net sales - Cost of goods sold = $3,000,000 - $2,250,000 = $750,000 Net sales = $3,000,000Gross profit ratio = Gross profitNet sales = $750,000$3,000,000= 25%(2) Profit margin on sales Net income = $117,600 Net sales = $3,000,000Profit margin on sales = Net incomeNet sales = $117,600$3,000,000= 3.9%(3) Return on assetsNet income = $117,600 Average total assets = $1,700,000ROA = Net incomeAverage total assets = $117,600$1,700,000= =6.9%(4) Return on equityThis company issued no preferred shares. Net income = $117,600Average common owners’ equity = $600,000ROE = Net income-Preferreddividends Average common owners’ equity = $117,600$600,000= 19.6%(5) Payout ratioThis company issued no preferred shares. Net income = $117,600Cash dividends = $21,000Payout ratio = Cash dividendsNet income -Preferreddividends = $21,000$117,600= 17.9%5. Comment on Company G’s performance under these measurements.Company G’s profit margin on sales is 3.9%, indicating that one dollar of net sales results in net income of 3.9 cents. Investors and management can assess the company’s profitability by comparing its profit margin ratio with its competitors’ in the same industry. Profit margin on sales vary across industries. Retail stores generally experience lower profit margins.The 6.9% return on assets is not adequate by traditional standards to a retail store. However, the 19.6% return on equity is high. The problem arises because of company G’s relatively large interest expense, which is stated as $85,000 for the year.At year-end, company G has total liabilities of $1,100,000 ($1,700,000 total assets less $600,000 in owners’ equity). But $210,000 of these are current liabilities, most of which do not bear interest. Thus, company G has about $890,000 in interest-bearing debt.Interest expense of $85,000 on $890,000 of interest-bearing debt indicates an interest rate of approximately 9.55%. Obviously, it is not profitable to borrow moneyat 9.55%, and then reinvest these borrowed funds to earn a pretax return of only 6.9%. If company G cannot earn a return on assets that is higher than the cost of borrowing, it should not borrow money.Company G has a payout ratio of 17.9%, indicating that it has decided that it can and should pay 17.9% of its earnings to its owners. A higher percentage could mean that it has more cash than it has business opportunities to use that cash. A lower percentage could mean that it has very little cash to spare due to a declining business, or, very little cash to spare because it has many internal opportunities to invest that same cash.6. Discuss the safety of long-term creditors’ claims.Long-term creditors do not appear to have a high margin of safety. The debt ratio of 64.7% is high for American (or Chinese) industry. Also, debt is continuing to rise. During the current year, the company borrowed an additional $52,000, while repaying only $23,000 of existing liabilities. In the current year, interest payments alone ($65,000) was more than the net cash flow from operating activities ($62,000).A general rule of thumb is that a cash debt coverage ratio below 0.20 times is cause for additional examination. Company G’s cash debt coverage ratio is 0.06 times, below the 0.20 threshold, suggesting that the company is not solvent.。

现代物流-英文版测试题-第八章存货管理

现代物流-英文版测试题-第八章存货管理

TEST BANKCHAPTER 8: INVENTORY MANAGEMENTMultiple Choice Questions (correct answers are bolded)1. ___________ refers to stocks of goods and materials that are maintained for many purposes, the most common being to satisfy normal demand patterns.a. Logisticsb. Supply chain managementc. Inventoryd. Production[LO: Beginning of chapter material; Easy; Concept; AACSB Category 3: Analytical thinking] 2. Holding high levels of inventory results in ___________ inventory carrying costs and___________ stockout costs.a. high; highb. high; lowc. low; highd. low; low[LO: Beginning of chapter material: Moderate; Application; AACSB Category 3: Analytical thinking]3. Holding low levels of inventory results in ___________ inventory carrying costs and___________ stockout costs.a. high; highb. high; lowc. low; highd. low; low[LO: Beginning of chapter material: Moderate; Application; AACSB Category 3: Analytical thinking]4. ___________ stock refers to inventory that is needed to satisfy normal demand during the course of an order cycle.a. Baseb. Speculativec. Pipelined. Safety[LO 8.1: To learn about the ways that inventory can be classified; Easy; Concept; AACSB Category 3: Analytical thinking]5. ___________ stock refers to inventory that is held in addition to cycle stock to guard against uncertainty in demand and/or lead time.a. Baseb. Pipelinec. Speculatived. Buffer[LO 8.1: To learn about the ways that inventory can be classified; Easy; Concept; AACSB Category 3: Analytical thinking]6. Another name for safety stock is ___________ stock.a. baseb. bufferc. cycled. speculative[LO 8.1: To learn about the ways that inventory can be classified; Easy; Concept; AACSB Category 3: Analytical thinking]7. ___________ stock refers to inventory that is en route between various nodes in a logistics system.a. Pipelineb. Safetyc. Speculatived. Cycle[LO 8.1: To learn about the ways that inventory can be classified; Easy; Concept; AACSB Category 3: Analytical thinking]8. ___________ stock refers to inventory that is held for several reasons, to include seasonal demand, projected price increases, and potential shortages of product.a. Baseb. Safetyc. Pipelined. Speculative[LO 8.1: To learn about the ways that inventory can be classified; Easy; Concept; AACSB Category 3: Analytical thinking]9. ___________ stock is carried to stimulate demand.a. Baseb. Psychicc. Speculatived. Attractive[LO 8.1: To learn about the ways that inventory can be classified; Moderate; Concept; AACSB Category 3: Analytical thinking]10. Inventory costs in the United States in the twenty-first century represent approximately___________ of total logistics costs.a. one-fifthb. one-fourthc. one-thirdd. one-half[LO 8.2: To discuss inventory costs and the trade-offs that exist among them; Moderate; Application; AACSB Category 3: Analytical thinking]11. Which of the following statements if false?a. The importance of individual carrying costs factors (categories) is generally consistent from product to product.b. Inventory carrying costs consist of a number of different components or factors.c. In general, companies prefer to carry less inventory as carrying costs increase.d. In general, inventory carrying costs are expressed in percentage terms.[LO 8.2: To discuss inventory costs and the trade-offs that exist among them; Difficult; Synthesis; AACSB Category 3: Analytical thinking]12. Inventory carrying costs in the United States since 2010 have ranged between ___________ and ___________ percent.a. 4; 5b. 9; 10c. 14; 15d. 19; 20[LO 8.2: To discuss inventory costs and the trade-offs that exist among them; Difficult; Application; AACSB Category 3: Analytical thinking]13. Inventory shrinkage ___________.a. refers to another name for inventory turnoverb. refers to the fact that more items are recorded entering than leaving warehousing facilitiesc. refers to situations where the size and/or volume of inventory is decreased over timed. refers to a technique of stabilizing unit loads by using shrink wrap packaging[LO 8.2: To discuss inventory costs and the trade-offs that exist among them; Moderate; Concept; AACSB Category 3: Analytical thinking]14. Each of the following is a component of inventory carrying cost except:a. accounting cost.b. storage cost.c. shrinkage cost.d. interest cost.[LO 8.2: To discuss inventory costs and the trade-offs that exist among them; Moderate; Synthesis; AACSB Category 3: Analytical thinking]15. In the United States, ___________ has traditionally provided a convenient starting point when estimating the interest charges associated with maintaining inventory.a. Gross Domestic Product growthb. Consumer Price Indexc. the prime rate of interestd. the yield on U.S. Treasury bills[LO 8.2: To discuss inventory costs and the trade-offs that exist among them; Moderate; Synthesis; AACSB Category 3: Analytical thinking]16. Which of the following costs is not a component of ordering (order) costs?a. preparing invoicesb. receiving ordersc. verifying inventory availabilityd. transporting orders[LO 8.2: To discuss inventory costs and the trade-offs that exist among them; Difficult; Synthesis; AACSB Category 3: Analytical thinking]17. Which of the following situations is likely the most damaging (costly) with respect to a stockout?a. The customer buys a substitute product that yields a higher profit for the seller.b. The customer buys a substitute product that yields a lower profit for the seller.c. The customer goes to a competitor for a purchase.d. T he customer says, “Call me when it’s in.”[LO 8.2: To discuss inventory costs and the trade-offs that exist among them; Difficult; Synthesis; AACSB Category 3: Analytical thinking]18. Which of the following statements is false?a. With respect to stockouts, a delayed sale is virtually costless to a company because of the customer’s brand loyalty.b. Stockouts are generally less costly than having too many items in stock.c. The higher the average cost for a stockout, the more inventory (safety stock) that should be held.d. Trade-offs exist between carrying costs and stockout costs.[LO 8.2: To discuss inventory costs and the trade-offs that exist among them; Difficult; Synthesis; AACSB Category 3: Analytical thinking]19. With respect to determining the average cost of a stockout, the higher the probability of a delayed sale, the ___________ the average stockout costs and the ___________ the inventory that needs to be held.a. higher; higherb. lower; lowerc. higher; lowerd. lower; higher[LO 8.2: To discuss inventory costs and the trade-offs that exist among them; Difficult; Application; AACSB Category 3: Analytical thinking]20. Under conditions of certainty, a reorder point is equal to ___________.a. average daily demand times the length of the replenishment cycleb. safety stock plus an economic order quantity (EOQ)c. two times base stockd. base stock minus safety stock[LO 8.3: To identify when to order and how much to order, with a particular emphasis on the economic order quantity; Moderate; Application; AACSB Category 3: Analytical thinking]21. The economic order quantity (EOQ) deals with calculating the proper order size with respect to ___________ costs and ___________ costs.a. ordering; stockoutb. stockout; carryingc. accounting; carryingd. carrying; ordering[LO 8.3: To identify when to order and how much to order, with a particular emphasis on the economic order quantity; Moderate; Application; AACSB Category 3: Analytical thinking]22. The economic order quantity (EOQ) determines ___________.a. the point at which a company should reorderb. the point at which carrying costs equal ordering costsc. the point at which the sum of carrying costs and ordering costs is maximizedd. the relevant inventory flow for a particular time period[LO 8.3: To identify when to order and how much to order, with a particular emphasis on the economic order quantity; Moderate; Application; AACSB Category 3: Analytical thinking]23. Which of the following is not an assumption associated with the basic economic order quantity (EOQ) model?a. no inventory in transitb. an infinite planning horizonc. stockouts are permittedd. a constant and known replenishment or lead time[LO 8.3: To identify when to order and how much to order, with a particular emphasis on the economic order quantity; Difficult; Synthesis; AACSB Category 3: Analytical thinking] 24. Concerning the EOQ model, if demand or annual usage increases by 10 percent, then the EOQ will ___________.a. It depends on the particular product.b. increasec. decreased. stay unchanged[LO 8.3: To identify when to order and how much to order, with a particular emphasis on the economic order quantity; Difficult; Application; AACSB Category 3: Analytical thinking] 25. Concerning the EOQ model, if the ordering costs increase by 10 percent and the product value increases by 10 percent, then the EOQ will ___________.a. stay unchangedb. increasec. decreased. It depends on the particular product.[LO 8.3: To identify when to order and how much to order, with a particular emphasis on the economic order quantity; Difficult; Application; AACSB Category 3: Analytical thinking]26. Inventory flow diagrams illustrate that safety stock can prevent two problem areas,___________ and ___________.a. decreased rate of demand; longer-than-normal replenishmentb. increased rate of demand; shorter-than-normal replenishmentc. decreased rate of demand; shorter-than-normal replenishmentd. increased rate of demand; longer-than-normal replenishment[LO 8.4: To differentiate the various inventory flow patterns; Moderate; Synthesis; AACSB Category 3: Analytical thinking]27. ___________ recognizes that all inventories are not of equal value to a firm and thus all inventories should not be managed in the same way.a. Vendor-managed inventoryb. Inventory turnoverc. Inventory classificationd. ABC analysis of inventory[LO 8.5: To discuss special concerns with inventory management; Easy; Concept; AACSB Category 3: Analytical thinking]28. ABC analysis of inventory ___________.a. applies activity-based costing to managing inventoryb. recognizes that inventories are not of equal value to a firmc. is synonymous with vendor-managed inventoryd. is an alternative to the EOQ model[LO 8.5: To discuss special concerns with inventory management; Moderate; Concept; AACSB Category 3: Analytical thinking]29. Dead inventory (dead stock) refers to a product for which there are no sales during a___________-month period.a. 3b. 6c. 12d. 24[LO 8.5: To discuss special concerns with inventory management; Moderate; Application; AACSB Category 3: Analytical thinking]30. All of the following are suggestions for dealing with dead stock (inventory) except:a. aggressive marketing.b. donating to charities.c. make to stock.d. throwing it away.[LO 8.5: To discuss special concerns with inventory management; Difficult; Synthesis; AACSB Category 3: Analytical thinking]31. ___________ refers to the number of times inventory is sold in a one-year period.a. Churnb. Inventory turnoverc. Cost of goods soldd. Average inventory[LO 8.5: To discuss special concerns with inventory management; Easy; Concept; AACSB Category 3: Analytical thinking]32. Inventory turnover can be calculated by ___________.a. dividing the cost of goods sold by average inventoryb. dividing average inventory by the cost of goods soldc. multiplying average inventory by 1.5d. adding beginning and ending inventory and then dividing by 2[LO 8.5: To discuss special concerns with inventory management; Moderate; Synthesis; AACSB Category 3: Analytical thinking]33. ___________ items refer to those that are used or distributed together.a. Psychic stockb. Substitutec. Co-branded product mixd. Complementary[LO 8.5: To discuss special concerns with inventory management; Easy; Concept; AACSB Category 3: Analytical thinking]34. ___________ products refer to those that customers view as being able to fill the same need or want as another product.a. Psychic stockb. Complementaryc. Substituted. Co-branded[LO 8.5: To discuss special concerns with inventory management; Easy; Concept; AACSB Category 3: Analytical thinking]35. Which of the following is not an example of a lean inventory approach?a. just-in-time (JIT)b. collaborative planning, forecasting, and replenishmentc. efficient consumer response (ECR)d. quick response (QR)[LO 8.6: To identify several contemporary approaches to managing inventory; Moderate; Application; AACSB Category 3: Analytical thinking]36. Which of the following statements about the lean approach and just-in-time (JIT) is false?a. JIT tends to focus on product movement from manufacturer to retailer.b. Organizations should give careful consideration before adopting a lean philosophy.c. The lean approach views inventory as waste.d. Trucking is an important mode of transportation in JIT systems.[LO 8.6: To identify several contemporary approaches to managing inventory; Difficult; Synthesis; AACSB Category 3: Analytical thinking]37. Efficient consumer response (ECR) tends to focus on ___________.a. movement of materials and component parts from supplier to producerb. product movement from manufacturer to retailerc. last mile deliveriesd. filling large orders[LO 8.6: To identify several contemporary approaches to managing inventory; Moderate; Application; AACSB Category 3: Analytical thinking]38. Which of the following statements about service parts logistics is false?a. Customer expectations for service parts logistics continues to increase.b. Some organizations outsource their service parts logistics to companies that specialize in this area.c. Service parts logistics creates a variety of potential challenges for logisticians.d. It is relatively easy to forecast the demand for the necessary parts.[LO 8.6: To identify several contemporary approaches to managing inventory; Difficult; Synthesis; AACSB Category 3: Analytical thinking]39. Under ___________, the size and timing of replenishment orders are the responsibility of the manufacturer.a. quick response (QR)b. supply chain managementc. vendor-managed inventoryd. efficient consumer response (ECR)[LO 8.6: To identify several contemporary approaches to managing inventory; Moderate; Concept; AACSB Category 3: Analytical thinking]40. Which of the following statements about vendor-managed inventory (VMI) is false?a. Vendors might be more proficient than customers at managing inventories.b. Vendors have more control over when and how inventory is shipped to customers.c. There may be inadequate sharing of data between the relevant parties.d. VMI will produce immediate benefits.[LO 8.6: To identify several contemporary approaches to managing inventory; Difficult; Synthesis; AACSB Category 3: Analytical thinking]True-False Questions1.Inventories are stocks of goods and materials that are maintained for many purposes. (True) [LO: Beginning of chapter material; Easy; Concept; AACSB Category 3: Analytical thinking]2.Different organizational functions, such as marketing and production, tend to have similarinventory management objectives. (False)[LO: Beginning of chapter material; Moderate; Synthesis; AACSB Category 3: Analytical thinking]3.Inventory carries its greatest costs after value has been added through manufacturing andprocessing. (True)[LO: Beginning of chapter material; Moderate; Synthesis; AACSB Category 3: Analytical thinking]4.Buffer stock is also referred to as cycle stock. (False)[LO 8.1: To learn about the ways that inventory can be classified; Moderate; Concept; AACSB Category 3: Analytical thinking]5.Safety stock refers to inventory that is held in addition to cycle stock to guard againstuncertainty in demand and/or lead time. (True)[LO 8.1: To learn about the ways that inventory can be classified; Easy; Concept; AACSB Category 3: Analytical thinking]6.Pipeline stock is inventory that is en route between various fixed facilities in a logisticssystem. (True)[LO 8.1: To learn about the ways that inventory can be classified; Easy; Concept; AACSB Category 3: Analytical thinking]7.Psychic stock is associated with retail stores. (True)[LO 8.1: To learn about the ways that inventory can be classified; Moderate; Synthesis; AACSB Category 3: Analytical thinking]8.Inventory tends to be one of the largest assets (in term s of dollar value) on a company’sbalance sheet. (True)[LO 8.2: To discuss inventory costs and the trade-offs that exist among them; Easy; Synthesis; AACSB Category 3: Analytical thinking]9.As a general rule, companies prefer to carry less inventory as the carrying cost percentagedecreases. (False)[LO 8.2: To discuss inventory costs and the trade-offs that exist among them; Moderate; Synthesis; AACSB Category 3: Analytical thinking]10.Inventory shrinkage refers to the fact that products lose value through time. (False)[LO 8.2 To discuss inventory costs and the trade-offs that exist among them; Moderate; Concept; AACSB Category 3: Analytical thinking]11.Obsolescence costs are one component of inventory carrying costs. (True)[LO 8.2: To discuss inventory costs and the trade-offs that exist among them; Moderate; Application; AACSB Category 3: Analytical thinking]12.The trade-off that exists between carrying costs and ordering costs is that they respond inopposite ways to the number of orders or size of orders. (True)[LO 8.2: To discuss inventory costs and the trade-offs that exist among them; Moderate; Synthesis; AACSB Category 3: Analytical thinking]13.Not having enough items in inventory can be as bad as, and sometimes worse than, havingtoo many items in inventory. (True)[LO 8.2: To discuss inventory costs and the trade-offs that exist among them; Moderate; Synthesis; AACSB Category 3: Analytical thinking]14.The higher the average cost of a stockout, the more likely a company is going to want to holdsome amount of inventory (safety stock) to protect against stockouts. (True)[LO 8.2: To discuss inventory costs and the trade-offs that exist among them; Moderate; Application; AACSB Category 3: Analytical thinking]15.A reorder point is equal to average daily demand divided by the length of the replenishmentcycle. (False)[LO 8.3: To identify when to order and how much to order, with a particular emphasis on the economic order quantity; Moderate; Application; AACSB Category 3: Analytical thinking] 16.One requirement of a fixed order quantity system is that the inventory must be constantlymonitored. (True)[LO 8.3: To identify when to order and how much to order, with a particular emphasis on the economic order quantity; Moderate; Synthesis; AACSB Category 3: Analytical thinking]17.A fixed order quantity system is more susceptible to stockouts than is a fixed order intervalsystem. (False)[LO 8.3: To identify when to order and how much to order, with a particular emphasis on the economic order quantity; Moderate; Synthesis; AACSB Category 3: Analytical thinking]18.The economy order quantity (EOQ) is the point at which carrying costs equal ordering costs.(True)[LO 8.3: To identify when to order and how much to order, with a particular emphasis on the economic order quantity; Easy; Concept; AACSB Category 3: Analytical thinking19.One assumption of the basic economy order quantity (EOQ) model is a continuous, constant,and known rate of demand. (True)[LO 8.3: To identify when to order and how much to order, with a particular emphasis on the economic order quantity; Moderate; Synthesis; AACSB Category 3: Analytical thinking]20.The economy order quantity (EOQ) can only be calculated with respect to the number ofunits to be ordered. (False)[LO 8.3: To identify when to order and how much to order, with a particular emphasis on the economic order quantity; Moderate; Application; AACSB Category 3: Analytical thinking 21.The economy order quantity (EOQ) cannot be modified to account for one or moreconditions of uncertainty. (False)[LO 8.3: To identify when to order and how much to order, with a particular emphasis on the economic order quantity; Moderate; Synthesis; AACSB Category 3: Analytical thinking]22.Inventory flow diagrams graphically depict the demand for, and replenishment of, inventory.(True)[LO 8.4: To differentiate the various inventory flow patterns; Easy; Concept; AACSB Category 3: Analytical thinking]23.Safety stock can prevent against two problem areas: an increased rate of demand and longer-than-normal replenishment. (True)[LO 8.4: To differentiate the various inventory flow patterns; Moderate; Synthesis; AACSB Category 3: Analytical thinking]24.ABC analysis recognizes that all inventories should not be managed in the same way. (True) [LO 8.5: To discuss special concerns with inventory management; Easy; Application; AACSB Category 3: Analytical thinking]25.In terms of ABC analysis of inventory, no more than 25 percent of items should be classifiedas A items.” (False)[LO 8.5: Inventory management: special concerns; Moderate; Application; AACSB Category 3: Analytical thinking]26.Dead stock (inventory) refers to product for which there are no sales during a six-monthperiod. (False)[LO 8.5: To discuss special concerns with inventory management; Moderate; Concept; AACSB Category 3: Analytical thinking]27.One way of dealing with dead stock (inventory) is for companies to simply throw it away.(True)[LO 8.5: To discuss special concerns with inventory management; Moderate; Synthesis; AACSB Category 3: Analytical thinking]28.The number of times that inventory is sold in one year is referred to as average inventory.(False)[LO 8.5: To discuss special concerns with inventory management; Moderate; Concept; AACSB Category 3: Analytical thinking]29.Inventory turnover can be calculated by dividing cost of goods sold by average inventory.(True)[LO 8.5: To discuss special concerns with inventory management; Moderate; Application; AACSB Category 3: Analytical thinking]30.High inventory turnover indicates that a company is taking longer to sell its inventory. (False) [LO 8.5: To discuss special concerns with inventory management; Moderate; Application; AACSB Category 3: Analytical thinking]plementary products can be defined as inventories that can be used or distributedtogether, such as razor blades and razors. (True)[LO 8.5: To discuss special concerns with inventory management; Easy; Concept; AACSB Category 3: Analytical thinking]32.Many grocery chains target in-stock rates of 90 percent for individual stores so that sufficientsubstitutes exist for a customer to purchase a substitute item rather than go to a competing store. (False)[LO 8.5: To discuss special concerns with inventory management; Moderate; Application; AACSB Category 3: Analytical thinking]33.The lean concept focuses on the elimination of waste. (True)[LO 8.6: To identify several contemporary approaches to managing inventory; Easy; Application; AACSB Concept 3: Analytical thinking]34.Because of smaller, more frequent orders and closer supplier location, trucking tends to be animportant mode of transportation in the just-in-time (JIT) approach. (True)[LO 8.6: To identify several contemporary approaches to managing inventory; Moderate; Synthesis; AACSB Concept 3: Analytical thinking]35.Efficient consumer response (ECR) and collaborative planning, forecasting, andreplenishment (CPFR) are examples of lean inventory approaches. (False)[LO 8.6: To identify several contemporary approaches to managing inventory; Moderate; Application; AACSB Concept 3: Analytical thinking]36.A confluence of events, such as increasing global sourcing, suggests that organizationsshould carefully consider the potential trade-offs before adopting a lean inventory philosophy.(True)[LO 8.6: To identify several contemporary approaches to managing inventory; Moderate; Synthesis; AACSB Concept 3: Analytical thinking]37.Service parts logistics has decreased in importance in recent years. (False)[LO 8.6: To identify several contemporary approaches to managing inventory; Moderate; Synthesis; AACSB Concept 3: Analytical thinking]38.One logistical challenge with service parts logistics is that it can be extremely difficult toforecast the demand for the necessary parts. (True)[LO 8.6: To identify several contemporary approaches to managing inventory; Moderate; Synthesis; AACSB Concept 3: Analytical thinking]39.In vendor-managed inventory, the size and timing of replenishment orders are theresponsibility of the manufacturer. (True)[LO 8.6: To identify several contemporary approaches to managing inventory; Moderate; Application; AACSB Concept 3: Analytical thinking]40.Vendor-managed inventory can only be applied to consumer, and not industrial, products.(False)[LO 8.6: To identify several contemporary approaches to managing inventory; Moderate; Synthesis; AACSB Concept 3: Analytical thinking]。

Chapter 7 Inventory Assets(存货)

Chapter  7  Inventory  Assets(存货)

Timing of Computation of COGS-2
Perpetual inventory system
BI
EI
A purchase
Dr. Inventory Cr. Cash
A sale
Dr. A/R Cr. Revenue
Dr. COGS Cr. Inventory
A sale
Dr. A/R Cr. Revenue
2 units 6 unit*$6 = $36 10 units *$5 = $50
Total EI: 16 Units
Total EI in dollar: $36 + 50 =$86
COGS = Goods available for sale - EI
$323 – 86 = $237
Inventory costing method: Weighted average
Our focus here is on purchased inventory. The accounting for manufactured inventory follows the
same rules.
In any given period, the firm starts the period with some inventory (beginning inventory, BI), it then purchases more inventory during the period (new purchases), and sells some inventory (sales). The firm ends the year with some inventory (ending inventory, EI).

8inventory1

8inventory1

Question
• • • •



Concept and Impact of Inventory 库存概述和库存作用 Concept of Inventory Inventory is a large and costly investment. Better management of firm inventories can improve cash flow and return on investment. The inventory requirements of a firm depend on the network structure and the desired level of customer service. Theoretically, a firm could stock every item sold in a facility dedicated to serve each customer, few Business operations could afford such a large inventory commitment because the risk and total cost would be prohibitive. The objective is to achieve the desired customer service with the minimum inventory, consistent with lowest total cost. Inventory management is risky, and risk varies depending upon a firm's position in the distribution channel. The typical measures of inventory exposure are time duration, depth and width of commitment.
  1. 1、下载文档前请自行甄别文档内容的完整性,平台不提供额外的编辑、内容补充、找答案等附加服务。
  2. 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
  3. 3、如文档侵犯您的权益,请联系客服反馈,我们会尽快为您处理(人工客服工作时间:9:00-18:30)。
The cost of goods sold is calculated as: Opening inventory + purchases – closing inventory. Closing inventory: Goods not sold at the period end and so still be held in inventory as a current asset. The purchase cost of these goods should not be included in the cost of sales of the period. Goods brought forward from the previous period are opening inventory. This is added to purchases in the cost of sales calculation in the income statement.
Example 2: closing inventory (p.125)
Question: We shall continue the example of the Umbrella Shop into its next accounting year, 1 October 20X5 to 30 September 20X6. During the course of this year, Perry P Louis purchased 40,000 umbrellas at a total cost of $95,000. During the year he sold 45,000 umbrellas for $230,000. At 30 September 20X6 he had 5,000 umbrellas left in inventory, which had cost $12,000. What was his gross profit for the year?
Solution:
Example 2: closing inventory (p.125)
In this accounting year, he purchased 40,000 umbrellas to add to the 10,000 he already had in inventory at the start of the year. He sold 45,000, leaving 5,000 umbrellas in inventory at the year end. Once again, gross profit should be calculated by matching the value of 45,000 units of sales with the cost of those 45,000 units. The cost of sales is the value of the 10,000 umbrellas in inventory at the beginning of the year, plus the cost of the 40,000 umbrellas purchased, less the value of the 5,000 umbrellas in inventory at the year end. $ $ Sales (45,000 units) 230,000 Opening inventory (10,000 units) * 20,000 Add purchases (40,000 units) 95,000 115,000 Less closing inventory (5,000 units) 12,000 Cost of sales (45,000 units) 103,000 Gross profit 127,000
Example 1: closing inventory (p.124)
Question: Perry P Louis, trading as the Umbrella Shop, ends his financial year on 30 September each year. On 1 October 20X4 he had no goods in inventory. During the year to 30 September 20X5, he purchased 30,000 umbrellas costing $60,000 from umbrella wholesalers and suppliers. He resold the umbrellas for $5 each, and sales for the year amounted to $100,000 (20,000 umbrellas). At 30 September there were 10,000 unsold umbrellas left in inventory, valued at $2 each. What was Perry P Louis's gross profit for the year?
Example: Cost of goods sold and variations in inventory levels (p.126)
Solution:
The cost of carriage inwards and outwards
Carriage inwards is included in the cost of purchases.
Cost of goods sold
Formula:
Example: Cost of goods sold and variations in inventory levels (p.126)
Question: On 1 January 20X6, the Grand Union Food Stores had goods in inventory valued at $6,000. During 20X6 its proprietor purchased supplies costing $50,000. Sales for the year to 31 December 20X6 amounted to $80,000. The cost of goods in inventory at 31 December 20X6 was $12,500. Calculate the gross profit for the year.
Example 1: closing inventory (p.124)
Solution:
Perry P Louis purchased 30,000 umbrellas, but only sold 20,000. Purchase costs of $60,000 and sales of $100,000 do not represent the same quantity of goods. The gross profit for the year should be calculated by 'matching' the sales value of the 20,000 umbrellas sold with the cost of those 20,000 umbrellas. The cost of sales in this example is therefore the cost of purchases minus the cost of goods in inventory at the year end. $ $ Sales (20,000 units) 100,000 Purchases (30,000 units) 60,000 Less closing inventory (10,000 units @ $2) 20,000 Cost of sales (20,000 units) 40,000 Gross profit 60,000
Carriage outwards is a selling expense.
Example: carriage inwards and carriage outwards (p.126-127)
Question:
Gwyn Tring, trading as Clickety Clocks, imports and resells clocks. He pays for the costs of delivering the clocks from his supplier in Switzerland to his shop in Wales. He resells the clocks to other traders throughout the country, paying the costs of carriage for the consignments from his business premises to his customers. On 1 July 20X5, he had clocks in inventory valued at $17,000. During the year to 30 June 20X6 he purchased more clocks at a cost of $75,000. Carriage inwards amounted to $2,000. Sales for the year were $162,100. Other expenses of the business amounted to $56,000 excluding carriage outwards which cost $2,500. Gwyn Tring took drawings of $20,000 from the business during the course of the year. The value of the goods in inventory at the year end was $15,400. Required Prepare the income statement of Clickety Clocks for the year ended 30 June 20X6.
相关文档
最新文档