(Analyzing inventory reductions at Supervalu) In a narrative format, answer all question presented in the case. Mention some ways other than cost cutting that will improve company operations. On January 12, 2010, Supervalu, Inc., announced it was planning to reduce the number of different items it carries in its inventory by as much as 25 percent. Supervalu is one of the largest grocery store companies in the United States. It operates more than 2,400 stores under 14 different brand names, including Albertsons, Farm Fresh, Jewel-Osco, and Save-A-Lot. The company also has a segment that provides third-party supply-chain services. The planned reduction in inventory items was going to be accomplished more by reducing the number of different package sizes than by reducing entire product brands. The new approach Relevant Information for Special Decisions 299 was also intended to allow the company to get better prices from its vendors and to put more emphasis on its own store brands. a. Identify some costs savings Supervalu might realize by reducing the number of items it carries in inventory by 25 percent. Be as specific as possible and use your imagination. b. Consider the additional information presented below, which is hypothetical. All dollar amounts are in thousands; unit amounts are not. Assume that Supervalu decides to eliminate one product line, Sugar-Bits, for one of its segments that currently produces three products. As a result, the following are expected to occur: (1) The number of units sold for the segment is expected to drop by only 40,000 because of the elimination of Sugar-Bits, since most customers are expected to purchase a Fiber-Treats or Carbo-Crunch product instead. The shift of sales from Sugar-Bits to Fiber-Treats and Carbo-Crunch is expected to be evenly split. In other words, the sales of Fiber-Treats and Carbo-Crunch will each increase by 100,000 units. (2) Rent is paid for the entire production facility, and the space used by Sugar-Bits cannot be sublet. (3) Utilities costs are expected to be reduced by $24,000. (4) The supervisors for Sugar-Bits were all terminated. No new supervisor will be hired for Fiber-Treats or Carbo-Crunch. (5) The equipment being used to produce Sugar-Bits is also used to produce the other two products. The company believes that as a result of eliminating Sugar-Bits it can eliminate equipment that has a remaining useful life of five years, and a projected salvage value of $20,000. Its current market value is $35,000. (6) Facility-level costs will continue to be allocated between the product lines based on the number of units produced. Product-line Earnings Statements (Dollar amounts are in thousands) Annual Costs of Operating Fiber- Carbo- Sugar- Each Product Line Treats Crunch Bits Total Sales in units 480,000 480,000 240,000 1,200,000 Sales in dollars $ 480,000 $ 480,000 $ 240,000 $1,200,000 Unit-level costs: Cost of production 48,000 48,000 26,400 122,400 Sales commissions 6,000 6,000 2,400 14,400 Shipping and handling 10,800 9,600 4,800 25,200 Miscellaneous 3,600 2,400 2,400 8,400 Total unit-level costs 68,400 66,000 36,000 170,400 Product-level costs: Supervisors salaries 4,800 3,600 1,200 9,600 Facility-level costs: Rent 48,000 48,000 24,000 120,000 Utilities 60,000 60,000 30,000 150,000 Depreciation on equipment 192,000 192,000 96,000 480,000 Allocated company-wide expenses 12,000 12,000 6,000 30,000 Total facility-level costs 312,000 312,000 156,000 780,000 Total product cost 385,200 381,600 193,200 960,000 Profit on products $ 94,800 $ 98,400 $ 46,800 $ 240,000 Prepare revised product-line earnings statements based on the elimination of Sugar-Bits. It will be necessary to calculate some per-unit data to accomplish this.