I need some help with this revision work I've been assigned.

Referring to the following case: -

1. What are the implications of reducing each of the cost component in the manufacturing budget? For each cost component, indicate how the cost can be reduced and the possible implication(s) of the action.

Blue Jay Private Limited manufactures ergonomic devices for offices. Some of their popular products include back support, keyboard stand with wrist rests and foot stool. Over the last five years, new manufacturers of ergonomic products started to join the industry, with new products. As a result, sales of Blue Jay Private Limited have declined somewhat.

The company operates on a calendar-year basis. It begins the annual budgeting process in late August when the CEO establishes targets for the total dollar sales and net income before taxes for the next year. From this budget, sales quotas by product line in units and dollars are established for each of the companys sales districts. The marketing manager also estimates the cost of the marketing activities required to support the target sales volume and prepares a tentative marketing expense budget.

The executive vice CEO uses the sales and profit targets, the sales budget by the product line, and the tentative marketing expense budget to determine the dollar amounts that can be devoted to manufacturing and corporate office expense. The executive vice CEO prepares the budget for corporate expenses. She then forwards to the production department the product-line sales budgets in units and the total dollar amounts that can be devoted to manufacturing.

The production manager meets with the factory managers to develop a manufacturing plan that will produce the required units when needed within the cost constraints set by the executive vice CEO. The budgeting process usually comes to a halt at this point because the production department does not consider the financial resources allocated to be adequate.

When this standstill occurs, the vice CEO of finance, the executive vice CEO, the marketing manager, and the production manager meet together to determine the final budgets for each of the areas. This normally results in a modest increase in the total amount available for manufacturing costs and cuts in the marketing expense corporate office expense budgets. The total sales and net income figures proposed by the CEO are seldom changed. Although the participants are seldom pleased with the compromise, these budgets are final. Each executive then develops a new detailed budget for the operations in his or her area.

None of the areas has achieved its budget in recent years. Sales often run below the target. When budgeted sales are not achieved, each area is expected to cut costs to that the CEOs profit target can be met. The most recent results have shown that sales decreased more than was expected for the back support. As a results, the company may have a shortage of funds. Top management has therefore asked that all expenses be reduced 10% to compensate for the reduced sales. However, the profit target is seldom met because costs are not cut enough. In fact, costs often run above the original budget in all functional areas.

The CEO is disturbed that the company has not been able to meet the sales and profit targets. A hired consultant reviewed the budgets for the past 5 years and concluded that the product line sales budgets were reasonable and that the cost and expense budgets were adequate for the budgeted sales and production levels. Cost components in the manufacturing budgets include: direct materials, direct labour, insurance, depreciation, machine repairs, sales salaries, office salaries, and indirect labour.