1. Describe divisional organizational structure and critically analyse the advantages and disadvantages of disadvantages of divisionalisation (use academic papers).

2. Bounce Ltd is a leading manufacturer and retailer of one type of product, ProdX. It has divided its operations into three divisions i.e.

Division A: Supply rubber

Division B: Compound rubber with chemicals to produce finished rubber

Division C: Produce ProdX

Division B has offered to buy 65,000 meters of rubber per annum from Division A at a price of 45 per meter. Although the total capacity of the Division A is 135,000 meters per annum, its normal production levels are 118,000 meters per annum. The production costs per meter (under normal production of 118,000 meters) of rubber are as follows:

Direct material: 17

Direct labour: 13

Variable overhead: 6

Fixed overhead (i.e. total fixed overheads/118,000): 16

Total: 53

Division A has been selling its finished products i.e. rubber to outside buyers at 62 per meter. Division B has been buying rubber from outside suppliers at 59 per meter.

Required:

a) Presuming each divisional manager aims to optimize their divisions financial performance; discuss with reason(s) whether the manager of Division A will accept a purchase offer of 45 per meter. Calculate the financial implication of accepting or rejecting the offer on Division A.

b. Will the internal transfer result in the financial gain or loss for the company? Explain the reason(s) behind this gain or loss. Calculate the financial implication of the internal transfer on Bounce Ltd.

Note: For (a) and (b) above, please use numerical evidence to justify your answer.

c. If division A loses its excess capacity, show with reasons, the maximum transfer price Division B would be willing to pay and the minimum transfer price Division A would be willing to accept.

d. If Division A loses its excess capacity, will Bounce Ltd benefit from future internal transfers?

3. Division C of Bounce Ltd currently purchases a fixed quantity finished rubber from Division B for 76 per meter. The manager of Division B is considering the prospects of raising the prices of the finished rubber from 76 to 90 per meter; a proposal which is strongly opposed by Division C. Division C is able to purchase finished rubber at 80 per meter in the open market. The cost of production per meter in the Division B is as follows:

Direct materials: 47 (Includes 44 paid to Division A + other direct materials)

Direct labour: 15

Variable overhead: 4

Fixed overhead per meter: 12

Total: 78

If Division B stopped supplying rubber to Division C, they will be able to save one-fourth of the fixed overheads per meter. Currently, Division B does not have any alternative use for its spare capacity.

Required:

1. Calculate the maximum transfer price Division C would be willing to pay and the minimum transfer price Division B would be willing to accept.
2. From the perspective of Bounce Ltd, examine whether Division C should purchase steel from Division B or if it should purchase from the open market.