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Management Decision Making

Management Decision Making. Supplement – Break Even Analysis. Break-Even Analysis. Technique for evaluating process and equipment alternatives Objective is to find the point in dollars and units at which cost equals revenue Requires estimation of fixed costs, variable costs, and revenue.

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Management Decision Making

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  1. Management Decision Making Supplement – Break Even Analysis

  2. Break-Even Analysis • Technique for evaluating process and equipment alternatives • Objective is to find the point in dollars and units at which cost equals revenue • Requires estimation of fixed costs, variable costs, and revenue

  3. Break-Even Analysis • Fixed costs are costs that continue even if no units are produced • Depreciation, taxes, debt, mortgage payments • Variable costs are costs that vary with the volume of units produced • Labor, materials, portion of utilities • Contribution is the difference between selling price and variable cost

  4. Break-Even Analysis Assumptions • Costs and revenue are linear functions • Generally not the case in the real world • We actually know these costs • Very difficult to accomplish • There is no time value of money

  5. – 900 – 800 – 700 – 600 – 500 – 400 – 300 – 200 – 100 – – Total revenue line Total cost line Break-even point Total cost = Total revenue Profit corridor Cost in dollars Variable cost Loss corridor Fixed cost | | | | | | | | | | | | 0 100 200 300 400 500 600 700 800 900 1000 1100 Volume (units per period) Break-Even Analysis Figure S7.6

  6. BEPx = break-even point in units BEP$ = break-even point in dollars P = price per unit (after all discounts) x = number of units produced TR = total revenue = Px F = fixed costs V = variable cost per unit TC = total costs = F + Vx F P - V BEPx = Break-Even Analysis Break-even point occurs when TR = TC or Px = F + Vx

  7. BEPx = break-even point in units BEP$ = break-even point in dollars P = price per unit (after all discounts) x = number of units produced TR = total revenue = Px F = fixed costs V = variable cost per unit TC = total costs = F + Vx BEP$ = BEPx P = P = = F P - V F 1 - V/P F (P - V)/P Break-Even Analysis Profit = TR - TC = Px - (F + Vx) = Px - F - Vx = (P - V)x - F

  8. BEP$= = F 1 - (V/P) $10,000 1 - [(1.50 + .75)/(4.00)] Break-Even Example Fixed costs = $10,000 Material = $.75/unit Direct labor = $1.50/unit Selling price = $4.00 per unit

  9. BEP$= = F 1 - (V/P) = = $22,857.14 BEPx= = = 5,714 $10,000 1 - [(1.50 + .75)/(4.00)] $10,000 .4375 $10,000 4.00 - (1.50 + .75) F P - V Break-Even Example Fixed costs = $10,000 Material = $.75/unit Direct labor = $1.50/unit Selling price = $4.00 per unit

  10. 50,000 – 40,000 – 30,000 – 20,000 – 10,000 – – Revenue Break-even point Total costs Dollars Fixed costs | | | | | | 0 2,000 4,000 6,000 8,000 10,000 Units Break-Even Example

  11. F BEP$= ∑1 - x (Wi) Vi Pi Break-Even Example Multiproduct Case where V = variable cost per unit P = price per unit F = fixed costs W = percent each product is of total dollar sales i = each product

  12. Annual Forecasted Item Price Cost Sales Units Sandwich $2.95 $1.25 7,000 Soft drink .80 .30 7,000 Baked potato 1.55 .47 5,000 Tea .75 .25 5,000 Salad bar 2.85 1.00 3,000 Multiproduct Example Fixed costs = $3,500 per month

  13. Annual Forecasted Item Price Cost Sales Units Sandwich $2.95 $1.25 7,000 Soft drink .80 .30 7,000 Baked potato 1.55 .47 5,000 Tea .75 .25 5,000 Salad bar 2.85 1.00 3,000 Annual Weighted Selling Variable Forecasted % of Contribution Item (i) Price (P) Cost (V) (V/P) 1 - (V/P) Sales $ Sales (col 5 x col 7) Sandwich $2.95 $1.25 .42 .58 $20,650 .446 .259 Soft drink .80 .30 .38 .62 5,600 .121 .075 Baked 1.55 .47 .30 .70 7,750 .167 .117 potato Tea .75 .25 .33 .67 3,750 .081 .054 Salad bar 2.85 1.00 .35 .65 8,550 .185 .120 $46,300 1.000 .625 Multiproduct Example Fixed costs = $3,500 per month

  14. F BEP$= ∑ 1 - x (Wi) Vi Pi Annual Forecasted Item Price Cost Sales Units Sandwich $2.95 $1.25 7,000 Soft drink .80 .30 7,000 Baked potato 1.55 .47 5,000 Tea .75 .25 5,000 Salad bar 2.85 1.00 3,000 .446 x $215.38 $2.95 $3,500 x 12 .625 = = $67,200 Annual Weighted Selling Variable Forecasted % of Contribution Item (i) Price (P) Cost (V) (V/P) 1 - (V/P) Sales $ Sales (col 5 x col 7) $67,200 312 days Daily sales = = $215.38 Sandwich $2.95 $1.25 .42 .58 $20,650 .446 .259 Soft drink .80 .30 .38 .62 5,600 .121 .075 Baked 1.55 .47 .30 .70 7,750 .167 .117 potato Tea .75 .25 .33 .67 3,750 .081 .054 Salad bar 2.85 1.00 .35 .65 8,550 .185 .120 $46,300 1.000 .625 = 32.6  33 sandwiches per day Multiproduct Example Fixed costs = $3,500 per month

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