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Joan Riley is the supply manager for Foxcroft Corporation, which is a division of a large U . S . industrial power equipment manufacturer located
Joan Riley is the supply manager for Foxcroft Corporation, which is a division of a
large US industrial power equipment manufacturer located in northern Virginia. Joan is
the responsible for all Foxcroft purchases. Her largest dollar expenditures are for
electrical components and other mechanical assemblies. Ms Riley reports to Andrew
Moore, the Division Manager at Foxcroft. Andrew has assigned Joan the responsibility
leading a team charged with analyzing whether Foxcroft should outsource or internally
manufacture a motor assembly. Recently, a Chinese supplier, who produces motors for
several Fortune companies, has submitted a very competitive quote. However, there
has been a strong bias against outsourcing the motor within the company, particularly
since there is a strong union presence in many of the facilities. The union employees are
extensively trained through an apprentice program. These training programs have
resulted in Foxcroft developing a reputation for outstanding quality. While disputes occur,
there is a spirit of cooperation between the plant employees and management.
This assembly in question controls a key function on a new line of power equipment.
As an initial step, Joans team is responsible for gathering the required information to
guide the firms decision process.
Foxcrofts marketing group estimates that volumes for the motor assembly are: Year
units, Year units, and Year units. The Chinese supplier of
electric motors has quoted a price of $ per unit, FOB shipping point, with price
decreases per year for years and Ms Riley assumes these price decreases are due
to productivity improvements from higher volumes, the positive effects of learning at the
supplier, and greater operating efficiencies. The supplier is not responsible for shipping
and handling costs. Joan estimates they will be $ per unit for all years.
If the new line of industrial power equipment that these motors become part of is
successful, it is estimated that the life cycle will be seven years. There is one motor per
unit of equipment. The volume of the equipment is forecasted to reach a peak of
units per year in Year with reductions per year in volume as the product reaches
the end of its product life cycle. It is estimated that the product will be completely phased
out at the end of year The industrial engineering department has provided Joans team with the following per
unit cost estimates for internally manufacturing and assembling the motors during year
of a threeyear planning cycle:
Direct labor $ Cost of receiving components $
Direct materials Indirect labor
Factory supplies Transfer price profit
In addition, initial tooling and line modification costs in Year would total approximately
$ Fringe benefits for direct labor are of direct labor rates, variable burden is
assigned at of direct labor rates, and fixed overhead is of direct labor rates.
Fringe benefits on indirect labor are assigned at of indirect labor rates.
Depreciation expense and engineeringdesign costs over the next three years are
$ and $ respectively, to be spread evenly across the first three years and
be based on unit volume.
In years and Joans buyer has a goal to achieve a annual decrease in material
costs. However, the new year union contract provides for a rise in direct and indirect
labor rates for years two and three but remains constant for years & Joan assumes
that this contract will increase the perunit direct and indirect labor costs by Finally,
Mr Vincent in accounting also claims that because the Foxcroft unit is manufactured by
their division and sold through another internal business unit, a transfer price should
be added to the final cost of production. Note: as a guide see pp in textbook
Assignment
Andrew has asked Joan and her team to prepare a threeyear insource or outsource
analysis on a perunit total cost analysis basis. Joan needs to be sure to include all
quantitative costs. pts
Further he has asked the team to prepare a sevenyear makeorbuy analysis that
looks at the total cost of each sourcing alternative.
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