Chapter 11

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1
Decision Model
A formal method of making a choice that often involves both quantitative and qualitative analyses.
2
Steps of a Decision Model
  • Identify the problem and uncertainties
  • Obtain information
  • Make predictions about the future
  • Make decisions by choosing among alternatives
  • Implement the decision, evaluate performance, and learn
3
Relevant Costs
Expected future costs that differ among the alternative courses of action being considered.
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Relevant Revenues
Expectured future revenues that differ among the alternative courses of action being considered.
5
Sunk Costs
Past costs, they are unavoidable and cannot be changed no matter what action is taken.
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Quantitative Factors
Outcomes that are measured in numerical terms. Examples include cost of direct materials, direct manufacturing labor, and marketing.
7
Qualitative Factors
Outcomes that are difficult to measure accurately in numerical terms. Examples include employee morale.
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One-Time-Only Special Order
Orders that have no long-run implications.
9
Business Function Costs
The sum of all costs (variable and fixed) in a particular business function of the value chain, such as manufacturing costs or marketing costs.
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Full Costs of the Product
The sum of all variable and fixed costs in all business functions of the value chain (R&D, design, production, marketing, distribution, and customer service).
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Outsourcing
Purchasing goods and services from outside vendors rather than producing the same goods or providing the same services within an organization.
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Insourcing
Producing goods or providing services within an organization rather than purchasing goods and services from outside vendors.
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Make-or-Buy Decisions
Decisions about whether a producer of goods or services will insource or outsource.
14
Incremental Cost
The additional total cost incurred for an activity.
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Differential Cost
The difference in total (relevant) cost between two alternatives.
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Incremental Revenue
The additional total revenue from an activity.
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Differential Revenue
The difference in total revenue between two alternatives.
18
Opportunity Cost
Is the contribution to operating income that is forgone by not using a limited resource in its next-best alternative use.
19
Product-Mix Decisions
The decisions managers make about which products to sell and in what quantities. These decisions usually have only a short-run focus because they typically arise in the context of capacity constraints that can be relaxed in the long-run.
20
Theory of Constraints (TOC)
Describes methods to maximize operating income when faced with some bottleneck and some nonbottleneck operations.
21
Throughput Margin
Equals revenues minus the direct material cost of the goods sold.
22
Book Value
Original cost minus accumulated depreciation.
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