Pile cp7

7
Transfer Pricing
Question 1
Tycon Ltd. has two manufacturing departments organized into separate profit centres known
as Textile unit and Process House. The Textile unit has a production capacity of 5 lacs
metres cloth per month, but at present its sales is limited to 50% to outside market and 30% to
process house.
The transfer price for the year 2004 was agreed at ` 6 per metre. This price has been fixed in
line with the external wholesale trade price on 1st January, 2004. However, the price of yarn
declined, which was the raw material of textile unit, with effect, that wholesale trade price
reduced to ` 5.60 per metre with effect from 1st June, 2004. This price was however not made
applicable to the sales made to the processing house of the company. The textile unit turned
down the processing house request for revision of price.
The Process house refines the cloth and packs the output known as brand Rayon in bundles
of 100 metres each. The selling price of the Rayon is ` 825 per bundle. The process house
has a potential of selling a further quantity of 1,000 bundles of Rayon provided the overall
prices is reduced to ` 725 per bundle. In that event it can buy the additional 1,00,000 metres
of cloth from textile unit, whose capacity can be fully utilised. The outside market has no
further scope.
The cost data relevant to the operations are:
Raw material (per metre) on 1st June, 2004

Variable cost
Fixed cost (per month)
You are required to:
(i)
Textile unit
Process house
3.00
Transfer price
1.20 (per metre)
80 (per bundle)
4,12,000
1,00,000
Prepare statement showing the estimated profitability for June, 2004 for Textile unit and
Process house and company as a whole on the following basis:
(a) At 80% and 100% capacity utilisation of the Textile unit at the market price and the
transfer price to the Processing house of ` 6 per metre.
The Institute of Chartered Accountants of India
Transfer Pricing
7.2
(b) At 80% capacity utilisation of the Textile unit at the market price of ` 5.60 per metre
and the transfer price to the Processing house of ` 6 per metre.
(c) At 100% capacity utilisation of the Textile unit at the market price of ` 5.60 per
metre and the transfer price to the Processing house of ` 5.60 per metre.
(ii)
Comment on the effect of the companys transfer pricing policy on the profitability of
Processing house.
(11 Marks)(Nov., 2004)
Answer
(i)
(a) At 80% level (in ` )

-Textile unit
Sales (4,00,000 6)
Less
Raw material (4,00,000 3)
Variable cost (4,00,000 1.2)
Fixed cost
Profit
-Process house
24,00,000 Sales(1,50,000/100) 825
Less
12,00,000 Transfer Price (1,50,000 6)
4,80,000 Variable cost (1,500 80)
4,12,000 Fixed cost
3,08,000 Profit
12,37,500
9,00,000
1,20,000
1,00,000
1,17,500
Overall profit = 3,08,000 + 1,17,500 = ` 4,25,500

At 100% level
Sales (5,00,000 6)
Less
Fixed cost
Profit
30,00,000 Sales (2,50,000/100) 725

Less
15,00,000 Transfer Price (2,50,000 6)
6,00,000 Variable cost
4,12,000 Fixed cost
4,88,000 Profit
18,12,500
15,00,000
2,00,000
1,00,000
12,500
Overall profit = 4,88,000+12,500 = ` 5,00,500

(b) At 80% level (market price 5.60 and transfer price 6/-) (in ` )
Textile unit
Sale (2,50,000 5.6)
(1,50,000 6.0)
Less
Fixed cost
Profit
Process house
1400000
900000
23,00,000
12,00,000
4,80,000
4,12,000
2,08,000
Overall profit = 2,08,000+1,17,500 =` 3,25,500
Profit
1,17,500
7.3
Advanced Management Accounting

(c) Sales 100% level at (5.60) (in ` )
Sale (5,00,000 5.6)
28,00,000 Sales(2,50,000 725)
Less
18,12,500
Less
15,00,000 Transfer Profit (2,50,000 5.6)
14,00,000
6,00,000 Variable cost (2,500 80)
2,00,000
Fixed cost
4,12,000 Fixed cost
1,00,000
Profit
2,88,000 Profit
1,12,500
Overall profit = 2,88,000 + 1,12,500 =4,00,500

(ii) Comments on the profitability of processing units:Transfer price (`)
Profit (`)
80% capacity
6.00
1,17,500
100% capacity
6.00
12,500
(b)
80% capacity
6.00
1,17,500
(c)
100% capacity
5.60
1,12,500
(a)
Processing house will not be interested to buy more than 1,50,000 meters from textile
units.
Question 2
AB Cycles Ltd. has 2 divisions, A and B which manufacture bicycle. Division A produces
bicycle frame and Division B assembles rest of the bicycle on the frame. There is a market for
sub-assembly and the final product. Each division has been treated as a profit centre. The
transfer price has been set at the long-run average market price. The following data are
available to each division:
Estimated selling price of final product
Long run average market price of sub-assembly
Incremental cost of completing sub-assembly in division B
Incremental cost in Division A
Required:
` 3,000 p.u.
` 2,000 p.u.
` 1,500 p.u.
` 1,200 p.u.
(i)
If Division As maximum capacity is 1,000 p.m. and sales to the intermediate are now 800
units, should 200 units be transferred to B on long-term average price basis.
(ii)
What would be the transfer price, if manager of Division B should be kept motivated?
(iii) If outside market increases to 1,000 units, should Division A continue to transfer 200
units to Division B or sell entire production to outside market?
(9 Marks)(May 2005)
Transfer Pricing
7.4
Answer
(i)
In this case there are two options available

`
(a) Sell at the sub assembly stage (after completion of Div. A) @ ` 2000/Incremental cost in Div. A
Contribution
(b) Sell at the final product stage
Cost at Div. A and Div. B ` (1200+1500)
1,200/800/3,000
2,700
Contribution
300
Therefore it is profitable to sell at the subassembly stage because of higher contribution,
provided there is a market.
Hence, if there is market at intermediate stage, first priority is to sell intermediary (sub
assembly).Therefore, 800 units should be sold as sale of intermediary.
The balance capacity available of (1000 800) = 200 units should be transferred to B
and B should complete the assembly and sell as final product, since the company can
earn ` 300 per unit for each unit of such sale.
(ii) If B Div. receives the subassembly at market price of ` 2,000, plus its own incremental
cost of ` 1,500 will give total cost of ` 3,500, thereby yielding a loss of ` 3500 ` 3000
= ` 500 per unit, whereas the company makes a profit of ` 300 per unit.
In order to keep the manager of Div. B motivated, the profit earned of ` 300 per unit
should be shared between A and B. Hence transfer price will be variable cost of Div. A +
50% of profit earned in the final product = 1200 + 150 = ` 1,350
(iii) Both Div. A and the Company make higher contribution by selling to intermediate market.
If the market demand increases to 1,000 units, the full quantity should be sold outside as
intermediary and nothing should be transferred to Div. B.
Question 3
A Company is organised into two divisions. Division X produces a component, which is used
by division Y in making of a final product. The final product is sold for ` 540 each. Division X
has capacity to produce 2,500 units and division Y can purchase the entire production. The
variable cost of division X in manufacturing each component is ` 256.50.
Division X informed that due to installation of new machines, its depreciation cost had gone up
and hence wanted to increase the price of component to be supplied to division Y to ` 297 ,
however division Y can buy the component from out side the market at ` 270 each. The
variable cost of division Y in manufacturing the final product by using the component is `
202.50 (excluding component cost).
7.5
Present the statement indicating the position of each Division and the company as whole
taking each of the following situations separately:
(i)
If there is no alternative use for the production facility of X, will the company benefit, if
division Y buys from outside suppliers at ` 270 per component.
(ii)
If internal facilities of X are not otherwise idle and the alternative use of the facilities will
bring an annual cash saving of ` 50,625 to division X, should division Y purchase the
component from outside suppliers ?
(iii) If there is no alternative use for the production facilities of division X and the selling price
for the component in the outside market drops by ` 20.25, should division Y purchase
from outside supplier?
(iv) What transfer price would be fixed for the component in each of the above
circumstances?
(12 Marks)(Nov. 2005)
Answer
(i)
(a) When component is purchased by division Y from outside

`
Division Y sales 2500540
(`)
13,50,000
Less: cost of purchase 2500270
6,75,000
Variable cost 2500202.50
5,06,250
11,81,250
Division Y contribution
1,68,750
Division X contribution
Nil
Total contribution
1,68,750
(b) When component is purchased from division X

(`)
(`)
Division X
Sales 2500297
7,42,500
Less variable cost 2500256.50
6,41,250
1,01,250
Division Y
Sales 2500540
13,50,000
Less: Variable cost

Purchase cost 2500297
7,42,500
Variable cost of division Y 2500202.50
5,06,250
1,01,250
Total contribution
2,02,500
Thus it will be beneficial for the company as whole to buy component from
division X.
Transfer Pricing
7.6
(ii) When there is alternative use of Division X with given cash saving
(` .)
Division X Contribution from alternative use of facilities
50,625
13,50,000
Less: Cost of purchase 2500270
6,75,000
Variable cost 2500202.50
5,06,250
Division Y contribution
1,68,750
Companys total contribution

2,19,375
(iii) When there is no alternative use of Division X & selling price of component
reduces in the market
`
13,50,000
Less: Cost of purchase 2500249.75
6,24,375
Variable cost 2500,*202.20
5,06,250
Total contribution
It is beneficial to buy component from outside.
2,19,375
(iv) Transfer price

(a) Where there is no alternative use of capacity of division X, then variable cost i.e.
` 256.50 per component will be charged
(b) If facilities of division X can be put to alternative use then variable cost ` 256.50+
opportunity cost ` 20.25 =` 276.75 will be transfer price.
(c) If market price gets reduced to ` 249.75 and there is no alternative use of facilities
of Division X the variable cost ` 256.50 per component should be charged.
Question 4
What are some goals of a transfer-pricing system in an organization?
(4 Marks)(May 2006)
Answer
The goals of transfer pricing are that it should:
1.
provide information that motivates divisional managers to take good economic decisions
which will improve the divisional profits and ultimately the profits of the company as a
whole.
2.
provide information which will be useful for evaluating the divisional performance.
3.
seek to achieve goal congruence.
4.
ensure that divisional autonomy is not undermined.
7.7
Question 5
Hardware Ltd. Manufactures computer hardware products in different divisions which operate
as profit centres. Printer Division makes and sells printers. The Printer Divisions budgeted
income statement, based on a sales volume of 15,000 units is given below. The Printer
Divisions Manager believes that sales can be increased by 2,400 units, if the selling price is
reduced by ` 20 per unit from the present price of ` 400 per unit, and that, for this additional
volume, no additional fixed costs will be incurred.
Printer Division presently uses a component purchased from an outside supplier at ` 70 per
unit. A similar component is being produced by the Components Division of Hardware Ltd.
And sold outside at a price of ` 100 per unit. Components Division can make this component
for the Printer Division with a small modification in the specification, which would mean a
reduction in the Direct Material cost for the Components Division by ` 1.5 per unit. Further,
the Component Division will not incur variable selling cost on units transferred to the Printer
Division. The Printer Divisions Manager has offered the Component Divisions Manager a
price of ` 50 per unit of the component.
Component Division has the capacity to produce 75,000 units, of which only 64,000 can be
absorbed by the outside market.
The current budgeted income statement for Components Division is based on a volume of
64,000 units considering all of it as sold outside.
Printer
Division
Component
Division
` 000
` 000
6,000
6,400
Component
1,050
Other direct materials, direct labour and variable OH
1,680
1,920
480
704
Total manufacturing cost
3,210
2,624
Gross margin
2,790
3,776
Variable marketing costs
270
384
Fixed marketing and Admn. OH
855
704
1,125
1,088
Sales revenue
Manufacturing cost:
Fixed OH
Non-manufacturing cost
Operating profit
1,665
2,688
(i) Should the Printer Division reduce the price by ` 20 per unit even if it is not able to
procure the components from the Component Division at ` 50 per unit?
Transfer Pricing
(ii)
7.8
Without prejudice to your answer to part (i) above, assume that Printer Division needs
17,400 units and that, either it takes all its requirements from Component Division or all
of it from outside source. Should the Component Division be willing to supply the Printer
Division at ` 50 per unit?
(iii) Without prejudice to your answer to part (i) above, assume that Printer Division needs
17,400 units. Would it be in the best interest of Hardware Ltd. for the Components
Division to supply the components to the Printer Division at ` 50?
Support each of your conclusions with appropriate calculations. (12 Marks) (May, 2007)
Answer
Printer Division
Components Division
Existing
price
Reduction
in selling
price
If
component
is
purchased
internally
Selling price
400
380
380
Component cost
70
70
50
Other
direct
materials, labour
and
Variable
overhead
112
112
Variable marketing
cost
18
Contribution
Particulars
Existing If transfer is effected
100
50
112
30
28.50
18
18
200
180
200
64
21.50
Volume units
15,000
17,400
17,400
64,000
17,400
Total contribution
(000)
3,000
3,132
3,480
4,096
374.10
Volume lost in the

market
Contribution lost
(i)
6,400 units
6,40064 = 409.60
Yes, Printer Division should institute the ` 20 price reduction on its printer units because
net income would increase by ` 1,32,000 (` 31,32,000 ` 30,00,000).
7.9

Alternatively by incremental approach the net increase can be computed as follows:
`.
(ii)
Contribution margin of sales increase (` 180 2,400)
4,32,000
Loss in contribution margin on original volume arising from decrease in

selling price (15,000 ` 20)
3,00,000
Increase in operating profit
1,32,000
No, the Component Division should not sell all 17,400 units to Printer Division for ` 50. If
the Component Division does sell all 17,400 units to Printer, Component Division will only
be able to sell 57,600 units to outside customers instead of 64,000 units due to the
capacity restrictions. This would decrease Component Divisions profit before taxes by
` 35,500. Supporting calculations are as follows:
`.
Contribution from sales to printer (` 21.50 17,400)
3,74,100
Loss in contribution from loss of sales to outsiders (` 64 6,400)
4,09,600
Decrease in operating profit
35,500
(iii) Yes, it would be in the best interest of Hardware Ltd. for the Component Division to sell
the units to the Printer division at ` 50 each. The net advantage to the Hardware Ltd. is
` 3,12,500 as shown below. The net Advantage is the result of the cost savings from
purchasing the Component unit internally and the contribution margin lost from 6,400
units that the Component Division otherwise would sell to outsiders.
Total Company
` 000s
Incremental contribution if the component is transferred within
(` 000) (3,480 3,132)
348.00
Contribution to the Component Division
374.10
Total incremental contribution
722.10
Less: Contribution lost by the Component Division
409.60
Net contribution gain
312.50
Question 6
X Ltd. has two divisions, A and B, which manufacture products A and B respectively. A and B
are profit centres with the respective Divisional Managers being given full responsibility and
credit for their performance.
The following figures are presented:
Transfer Pricing
Division A
Division B
` Per Unit
` Per Unit
Direct material cost
50
24*
Material A, if transferred from Division A
144
Material A, if purchased from outside
160
Direct labour
25
14
Variable production overhead
20
Variable selling overhead
13
26
Selling price in outside market
160
300
Selling price to B
144
250
Selling price to S Ltd.
7.10
*(other than A)
Other Information:
To make one unit of B, one unit of component A is needed. If transferred from A, B presently
takes product A at ` .144 per unit, with A not incurring variable selling overheads on units
transferred to B.
Product A is available in the outside market at ` 160 per unit from competitors.
B can sell its product B in the external market at ` 300 per unit, whereas, if it supplied to X
Ltd.s subsidiary, S Ltd., it supplies at ` 250 per unit, and need not incur variable selling
overhead on units transferred to S Ltd. S Ltd. requires 6,000 units and stipulates a condition
that either all 6,000 units be taken from B or none at all.
A(units)
B(units)
Manufacturing capacity
20,000
28,000
Demand in external market
18,000
26,000
6,000
S Ltd.s demand
or zero
Assume that Divisions A and B will have to operate during the year.
What is the best strategy for:
(i)
Department A?
(ii)
Department B, given that A will use its best strategy?
(iii) For X Ltd. As a whole?
(14 Marks) (May 2008)
7.11
Answer
Div A
` / unit
` / unit
` / unit
Direct Material (Other than A)
50
24
Direct Labour
25
14
Variable Overhead (Production)
20
Variable Production Cost (excl. A)
95
40
From A
40
144
From Outside
Variable production Cost / unit
____
160
184
200
Selling Price
From outside
160
300
13
26
Net Selling Price (outside)
147
274
Net Selling Price to B
144
Less: Selling Overhead
Net Selling Price to S
250
Net Selling Price (outside)
147
274
274
Variable Production Cost
95
184
200
Contribution / unit (outside)
52
90
74
(Sale to B & S respectively)
144
250
250
Variable Production Cost
95
184
200
49
66
50
Contribution / unit
Best strategy for A:
A = Maximise Production; Sell maximum no. of units @

52 / unit (outside)
18,000 52 = 9,36,000
(To B) remaining units
2,000 49 =
Total Contribution for A
98,000
10,34,000
Best strategy for B:

Maximise contribution / unit by selling outside and procuring from A 90 / unit
Contribution 2,000 units
Balance units can yield contribution of either 74/ unit for outside or ` 50 / unit to S Ltd.
Production Capacity = 28,000.
Transfer Pricing
Option I
Option II
Outside Sales
Sales to S
20,000 74 = 14,80,000
6,000 50
Outside Sales contribution /

unit
24,000 74 = 17,76,000
= 3,00,000
2,000 90 = 1,80,000
2,000 90 = 1,80,000
16,60,000
Total Contribution
7.12
3,00,000
(16,60,000 + 3,00,000)19,60,000
19,56,000
(B) Choose Option I i.e. get 2,000 units from A, sell 6,000 units to S and 20,000 to outside.
Make 28,000 units @ full capacity. Total Contribution ` 19,60,000.
If A and B are allowed to act independent of the group synergy,
`.
Total contribution
A 10,34,000
B 19,60,000
29,94,000
Total contribution for X Ltd.
Cost from X Ltd.s Perspective

Variable Cost of production
Div A
` 95
Div B
Variable cost of production other than A
40
A supplied by Division
A Variable Cost
95
A purchased
Option I
40
____
160
135
200
Outside 26,000 units
Option II
Outside 20,000 (274 135)
27,80,000
20,000 (274 135)
27,80,000
2,000 (274 200)
1,48,000
6,000 (274 200)
4,44,000
22,000
S Ltd. 6,000 units (250 200)
3,00,000
_________
32,28,000
32,24,000
Choose Option I
Contribution = ` 32,28,000 for X Ltd. as a whole
Transfer
(2,000 units)
Make A transfer all output to B. Sell 6,000 units of B to S and 22,000 units to outside market.
This will make X Ltd. better off by 32,28,000 29,94,000 = ` 2,34,000
7.13
(i.e. 18,000 units of A sold to outside increases contribution to A by 3 ` / unit and decreases
contribution to B by 16 ` / unit Net negative effect = 13 18,000
= ` .2,34,000).
Question 7
A large business consultancy firm is organized in to several divisions. One of the divisions is
the Information Technology (IT) division which provides consultancy services to its clients as
well as to the other divisions of the firm. The consultants in the IT divisions always work in a
team of three professional consultants on each day of consulting assignment. The external
clients are charged a fee at the rate of ` 4,500 for each consulting day. The fee represents the
cost plus 150% profit mark up. The break up of cost involved in the consultancy fee is
estimated at 80% as being variable and the balance is fixed.
The textiles division of the consultancy firm which has undertaken a big assignment requires
the services of two teams of IT consultants to work five days in a week for a period of 48
weeks. While the director of the textiles division intends to negotiate the transfer price for the
consultancy work, the director of IT division proposes to charge the textiles division at ` 4,500
per consulting day.
In respect of the consulting work of the textiles division, IT division will be able to reduce the
variable costs by ` 200 per consulting day. This is possible in all cases of internal
consultations because of the use of specialized equipment.
You are required to explain the implications and set transfer prices per consulting day at which
the IT division can provide consultancy services to the textiles division such that the profit of
the business consultancy firm as a whole is maximized in each of the following scenarios:
(i)
Every team of the IT division is fully engaged during the 48 week period in providing
consultancy services to external clients and that the IT division has no spare capacity of
consultancy teams to take up the textiles division assignment.
(ii)
IT division will be able to spare only one team of consultants to provide services to the
textiles division during the 48 week period and all other teams are fully engaged in
providing services to external clients.
(iii) A new external client has come forward to pay IT division a total fee of ` 15,84,000 for
engaging the services of two teams of consultants during the aforesaid period of 48
weeks.
(11 Marks) (Nov., 2008)
Answer
Transfer Price is ` 4,500 for each consulting day.
Profit mark-up = 150%
Let cost = x
Transfer Pricing
150
100
=x
Profit
7.14
= 1.5x
Cost + profit
= Transfer price
x + 1.5x
= 4,500
2.5x
= 4,500
4,500
= 1,800
2.5
Cost
= ` 1,800
and profit
= 1.5x = 1.5 1,800

= ` 2,700
Variable cost (80%) = ` 1,800 80%

= ` 1,440
Fixed cost (20%)
= ` 1,800 20%
= ` 360.
Scenario (i):
Every consultancy team is fully engaged. There is no idle time or spare capacity.
Hence, transfer price = Marginal cost plus opportunity cost
Marginal cost
= ` 1,440
Saving for internal work = ` 200

Net Marginal Cost
= ` 1,240
Opportunity cost is the lost contribution.

Lost contribution
= Contribution from external client

= Fee charged from external client Variable cost
= ` (4,500 1,440)
= ` 3,060.
Transfer price
= ` 1,240 + 3,060
= ` 4,300 per consulting day per team.
Scenario (ii):
One team is idle. Idle time has no opportunity cost. Variable cost for internal work is ` 1,240
per consulting day. Second team is busy. Hence opportunity cost is relevant in case of
7.15
second team. Hence charge of second team is ` 4,300 per consulting day per team.
Average of charge of two teams = ` (1,240 + 4,300) / 2
Scenario (iii):
New client offers a fee of ` 15,84,000
Duration: 5 days of 48 weeks 2 teams
= 480 days
Fee per day 15,84,000 / 480
= ` 3,300
Variable cost
= ` 1,440
Contribution ` (3,300 1,440)
= ` 1,860
Fee for consulting day for internal work:

Variable cost
= ` 1,240
Contribution lost
= ` 1,860
Fee to be charged
Question 8
Tripod Ltd. has three divisions X, Y and Z, which make products X, Y and Z respectively.
For division Y, the only direct material is product X and for Z, the only direct material is
product Y. Division X purchases all its raw material from outside. Direct selling overhead,
representing commission to external sales agents are avoided on all internal transfers.
Division Y additionally incurs ` 10 per unit and ` 8 per unit on units delivered to external
customers and Z respectively. Y also incurs ` 6 per unit picked up from X, whereas external
suppliers supply at Ys factory at the stated price of ` 85 per unit.
Additional information is given below:
Figures ` /unit
X
Direct materials (external supplier rate)
40
85
135
Direct labour
30
50
45
Sales Agents commission
15
15
10
Selling price in external market
110
170
240
Production capacity
20,000
30,000
40,000 units
External demand
14,000
26,000
42,000 units
You are required to discuss the range of negotiation for Managers X, Y and Z, for the number
of units and the transfer price for internal transfers.
(11 Marks) (Nov. 2008)
Transfer Pricing
7.16
Answer
Analysis of range of negotiation for Manager of Division X
(Figures in `)
Division X
Outside sales
Selling Price
Sales to Y (Range)
110
70
() Commission
15
Net Selling Price
95
70
79
Variable Cost
70
70
70
Contribution per unit
25
6,000
6,000
54,000
Units
14,000
79
Total contribution
(Units Contribution per unit)
3,50,000
Analysis of Range of negotiation for Manager of Division Y

(Figures in `)
Division
Outside Sales
From
X
Price range
Add: Transport
Add: Direct Labour
Add: Delivery cost
Add:
Sales
Commission
Sale to Z
From outside
From
X
From
outside
70
79
85
70
79
85
76
85
85
76
85
85
50
50
50
50
50
50
126
135
135
126
135
135
10
10
10
136
145
145
134
143
143
15
15
15
7.17
Total Cost
151
160
160
134
143
143
Selling Price
170
170
170
135
135
135
Contribution
19
10
10
+1
() 8
() 8
Range of Negotiations:
Manager of division X will sell 14,000 units outside at 110 ` per unit and earn contribution of `
3.50 lakhs.
Excess capacity of 6,000 units can be offered to Y at a price between 70 (the variable
manufacturing cost at X) and ` 95 (the maximum amount to equal outside contribution). But Y
can get the material outside @ 85. So, y will not pay to X anything above (` 85 6) = ` 79 to
match external available price.
X will be attracted to sell to Y only in the range of 71 79 ` per unit at a volume of 6,000
units.
At ` 70, X will be indifferent, but may offer to sell to Y to use idle capacity.
Z will not buy from Y at anything above 135. If X sells to Y at 70 per unit, Y can sell to Z at
134 and earn no contribution, only for surplus capacity and if units transferred by X to Y at `
70 per unit.
Y
Provided X sells to Y
at ` 70 per unit
Sell 4,000 units to Z at 134 Buy 4,000 units from y at

(Indifferent)
134 (attracted)
Sell 4,000 units to Z at 135 (willingly
for a contribution of Re. 1)
Indifferent, since market

price is also 135
For buying from X at 71 79 price range, Y will be interested in selling to Z only at prices 136
143, which will not interest Z.
Thus Y will sell to Z only if X sells to Y at ` 70 per unit and Y will supply to Z maximum 4,000
units.
Question 9
Bearings Ltd. makes three products, A, B and C in Divisions A, Band C respectively. The
following information is given:
A
Direct
Materials
(excluding
material A for Divisions B and C)
15
20 ` /u
Direct Labour
4 ` /u
Variable overhead
1 ` /u
Transfer Pricing
Selling price to outside customers
15
40
Existing Capacity
5,000
2,500
2,500 (No. of units)
Maximum External demand
3,750
5,000
Additional fixed costs that would

be incurred to install additional
capacity
24,000
6,000
Maximum Additional units that can

be produced by additional capacity
5,000
1,250
7.18
50 ` /u
18,700
B and C need material A as their input. Material A is available outside at ` 15 per unit.
Division A supplies the material free from defects. Each unit of B and C requires one unit of A
as the input material.
If B purchases from outside, it has to pay ` 15 per unit. If B purchases from A, it has to incur
in addition to the transfer price, ` 2 per unit as variable cost to modify it.
B has sufficient idle capacity to inspect its inputs without additional costs.
If C gets material from A, it can use it directly, but if it gets material from outside, which is at
` 15, it has to do one of the following:

(i)
Inspect it at its own shop floor at ` 3 per unit

Or
(ii)
Get the supplier to supply inspected products and pay the supplier ` 2 p. u. as inspection
charges.
Or
(iii) A has enough idle labour, which it can lend to C to inspect at Re. 1 p.u. even though
C purchases from outside.
A has to fix a uniform transfer price for both B and C. The transfer price will not be known
to outsiders and is at the discretion of the Divisional Managers.
What is the best strategy for each division and the company as a whole?
(12 Marks)(June, 2009)
Answer
B will not pay A anything more than 13, because at 13, it will incur additional cost of ` 2/- to
modify it, 13 + 2 = 15, the outside cost.
7.19

A
19
25
Transfer from A
13
13
Modification
Outside
sale
Transfer to
B&C
Divisional variable cost of production
Total Variable Cost of production
34
38
Selling Price
15
13
40
50
Contribution
12
Option for C, Purchase all units from A @ 13: Any other option is costlier.
A
Maximum external demand
3,750
5,000
4,000
Exiting capacity
5,000
2,500
2,500
Maximum capacity that can be

added
5,000
1,250
2,250
Total maximum that can be

produced
10,000
3,750
4,750
Additional
expansion
24,000
6,000
18,700
Units that must be sold/transfer

to get this amount as
contribution
24,000
4,000
6
6,000
1,000
6
18,700
1,558.33
6
External demand not covered by

existing capacity
2,500
1,500
Decision
fixed
cost
on
Expand
make
10,000
units
3,750 outside
3,750 B 2,500
C
Expand make Do not expand

2,500 + 1,250 make only 2,500
units.
= 3,750 units
Units
Outside
sale
Transfer to B & C
3,750
3,750 + 2,500 = 6,250
3,750
2,500
Transfer Pricing
7.20
Contribution / unit
12
Contribution (` )
30,000
37,500
22,500
30,000
67,500
22,500
30,000
Additional Fixed Cost
24,000
6,000
Net revenue addition
43,500
16,500
30,000
Individual strategy is the Companys best strategy.

Question 10
Optically Ltd. makes two kinds of products, P (lenses) and Q (swimming goggles) in divisions
P and Q respectively. P is an input for Q and two units of P are needed to make one unit of
Q.
The following data is given to you for a period :
P
` /u of P
` /u of Q
Direct Materials
20
25 (excluding P)
Direct Labour
30
35
Variable Overhead
10
20
External Demand (units)
3,000
3,000
Capacity (units)
7,000
2,500
100
410
Selling Price ` /u (outside market)

If Q buys P from outside, it has the following costs:
For order quantity 2,499 or less
` 90 per unit for the entire quantity ordered.
For order quantity 2,500 5,000
For order quantity more than 5,000
You are required to:

(i)
Evaluate the best strategies for Division P and Q.
(ii)
Briefly explain the concept of goal congruence.
(12 Marks)(Nov., 2009)
Answer
(i)
Optically Ltd manufactures P (lenses) and Q (swimming goggles ).

Division P has option to supply to Division Q or sell to outside market.
Division Q has option to buy from Division P or purchase from outside market.
However, both divisions have to work within their individual capacity.
7.21

Variable Cost for product P in Division P = ` 60.
Variable cost for product Q in Division Q ( excluding 2 Nos P's) = ` 80.
Division P has better market price of its product P than the market price offered to Q
division.
For maximizing profit of the organization :
P division should optimise its profit by selling maximum units to outside

market.
Contribution per unit for sale to outside for division P
40
Contribution per unit for Div Q as follows :

Sale price - Variable cost ( excluding lenses)
330
Max Contribution per unit ( if procured from P div at its variable cost i.e `
60)
210
Min Contribution per unit ( if procured at ` 90 per unit from outside)
150
Contribution per unit at transfer price of ` 70 i.e minimum market price
190
Option 1 : Division Q buys 5001 units from market @ ` 70 and meets its capacity.
Division P sells 3000 units to outside market @ ` 100
Sale / Transfer
Contrib.
/unit
Contribution
in thousand
rupees
` P Div
DivP :Sale of 3000 units to outside market @ `
100
40
DivQ: Sale of 2500 units with P from market @ `

70
190
120
Less : cost of rejection of one unit of product P

Total
Q Div
120
Total
120
475
475
-0.07
-0.07
474.9
3 594.93
Option 2 : Division P sells 3000 units to outside market, transfer 4000 units to div Q and
Division Q buys 1000 units from outside market to work within the capacity
P Division agrees to a transfer price so that profitability of Q is not affected. To maintain
the same profitability of Q, contribution required from 2000 units for Div Q is ` 400,000
i.e contribution per unit ` 200 i.e transfer price per unit of P is ` 65 per unit to make
cost of lences ` 130
Transfer Pricing
Sale / Transfer
Contrib.
/unit
Contribution
in thousand
rupees
` P Div Q Div
Div P : Sale of 3000 units to outside market
Div P : Transfer of 4000 units to div Q at ` 65
7.22
Total
40
120
120
20
20
Div Q :Sale of 2000 units with P from P div @ `

65
200
400
400
Div Q : Sale of 500 units with P from market @ `

90
150
75
75
475
615
Total
140
Under Option 1, both divisions worked dis-jointly without caring for capacity utilization
resulting lower profitability of the organization.
Under Option 2, both divisions worked with mutual advantages for optimizing their
individual profits and overall profit for the organization has gone up by effective utilization
of capacity.
Product P from Division P fetches higher price from open market indicating good quality
of product. Moreover, supply from P division is well assured in the long run which is the
justification of establishment of two parallel divisions.
Hence, Option 2 is suggested.
(ii) Division functioning as profit centers strive to achieve maximum divisional profits, either
by internal transfers or from outside purchase. This may not match with the
organisations objective of maximum overall profits. Divisions may be commercial to
advice overall objects objectives, where divisional decisions are in line with the overall
best for the company, and this is goal congruence. Divisions at a disadvantage may be
given due weightage while appraising their performance. Goal incongruence defeats the
purpose of divisional profit centre system.
Question 11
In a company, division A makes product A and Division B makes product B.
One unit of a needs one unit of B as input. State the unit transfer price to be adapted by the
transferring Division A to B in each of the following independent situations:
(i)
There is a ready market for A. There are no constraints for production or demand for A
and A does not incur any external selling cost.
7.23
(ii)

Supply is more than demand for A. External market resorts to distress price for A and this
is expected to last for a temporary period. The product cannot be stocked until better
times.
(iii) Product A is highly specialized. Internal specifications are too many that B has to opnly
buy from A.
(iv) A has excess capacity. It can transfer any quantity to B. Goal congruence is to be
achieved.
(v) A has no spare capacity, has adequate demand in a competitive market.
(vi) A has no spare capacity and has adequate demand in a competitive market. But on units
transferred to B, it incurs ` 10 per unit as additional transport cost and
` 10,000 as fixed expenses irrespective of the number of units transferred.
(8 Marks)(Nov,, 2011)
Answer
Transfer Price
(i)
Market Price = Transfer price
(ii)
For any quantity that the market can absorb, Price offered by B or Market price
whichever is higher
For quantity that the market can no longer absorb, any price that B may offer
(iii) Maximum Transfer price =Total Cost + Profit subject to maxim price B can pay to keep its
ultimate product profitable.
Minimum transfer price -= variable cost
(iv) Transfer Price = Variable Cost to A
(v) Transfer price = Either Market Price or Variable Cost + Opportunity Cost of diverting
market sale
(vi) Transfer price = Variable Cost + Opportunity Cost + specific cost + (fixed cost/units
transferred)
Transfer Price/unit = (Market Price + 10) + (10,000/units transferred)
The question has an error. It says one unit of A needs one unit of B. Hence students can
assume B transfers to A. Then, considering each sub division independently,
(i)
B will offer A at market price of B less any avoidable selling expenses on units
transferred to A.
(ii)
A will stop buying from B since stock already exists.
(iii) Maximum Transfer price =Total Cost + Profit subject to maxim price B can pay to keep its
ultimate product profitable.
Minimum transfer price = variable cost
Transfer Pricing
7.24
(iv) Transfer Price = Variable Cost to A

(v) A will pay up to market price of B, less any avoidable selling expenses for transfers to A
(vi) Transfer price = Variable Cost + Opportunity Cost + specific cost + (fixed cost/units
transferred)
Transfer Price/unit = (Market Price + 10) + (10,000/units transferred)
Question 12
AB Ltd. makes component 'C' and billing machines. Division A makes component 'C' that is
used in the final assembly of the machine in Division B.
(One unit of Component 'C' is used per machine). Component C has an outside market also. A
and B operate as profit centres and each can take its own decisions. The following data is
given in the existing scenario for Divisions A and B, under which Division A has enough
special and external demand to use its capacity and hence is offering B rates of 800 `/ Unit
for quantity up to 750 units and 900 ` /unit for more than 750 units, so that its outside
contribution is not affected by transfers to B. A and B can sell any quantity up to
the maximum indicated under 'units sold', without affecting their future demands.
Division A
Division B
External
Market
(normal
sales)
Special
sales
External
Market
(normal
sales)
1,000
800
4,000
600
600
1,500*
Variable selling cost (`//u)
100**
--
Total variable cost (`//unit)
700
600
Contribution (`//unit)
300
200
1,250
750
900
2,000 units
900 units
Selling Price (`/u)

Variable manufacturing cost (`/u)
Units Sold
Production capacity
(*excluding
component C)
200** (** Not incurred on

inter
division
transfers)
1,700*
(*excluding
component C)
For the next period, A requires for its own use in its selling outlets, 50 units of billing
machines. produced by B. B's manager proposes as follows:
Option I - B will supply 50 machines to A on its variable manufacturing cost basis provided A
supplies to B, 500 units of Component C at A's variable manufacturing cost basis.
7.25
Option II - Both A and B resort to total variable cost per unit basis applicable to normal
external sale, though neither A nor B incurs any selling cost on inter division transfers. A will
be given 50 machines for its use. A will have to supply B all the 900 units that B requires.
Option III - Both A and B use the external market selling price (i.e. 1,000 and 4,000 `/Unit
for 900 units of Component 'C' and 50 machines respectively).
From a financial perspective, advise Division A's manager what he should choose. Support
your advice with relevant figures.
What is the change in the rate of discount per unit given by B to A (based on unit transfer
price to market price ratio) from option I to option II ?
(Note: Students need not work out the total cost statements. Steps showing relevant figures for
evaluation are sufficient).
(10 Marks)(May, 2012)
Answer
Note : The basic strategy for division A is to first divert the Special Sales and then the Normal
Sales in the external market to minimize the opportunity loss. The analysis is done on this basis.
Opportunity Lost (Units)
Special Sales
External Market
Agreed Selling Price by Division A
Agreed Selling Price by Division B
(Including the Transfer price of Division A)
Contribution (Lost) / Gain ` per unit
Special Sales
External Market
Total Contribution (Lost) / Gain (`)
Special Sales
External Market
Total
Contribution Gain per unit by buying from B (`/u)
Total Contribution Gained (50 Machines) `
Net Contribution Gained (50 Machines) `
Decision : Option 3 is preferred.
Rate of change in discount (1900 1600)/4000 = 7.5%
Option 1
Option 2
Option 3
500
-
750
150
750
150
600
2,100
700
2,400
1,000
4,000
(200)
-
(100)
(200)
200
100
(1,00,000)
(1,00,000)
(75,000)
(30,000)
(1,05,000)
1,50,000
15,000
1,65,000
1,900
95,000
(5,000)
1,600
80,000
(25,000)
165,000
Transfer Pricing
7.26
Question 13
PEX is a manufacturing company of which division PQR manufactures a single standardized
product. Some of the output is sold externally whilst the remainder is transferred to division
RPQ where it is a subassembly in the manufacture of that division's product. PQR has the
capacity (annual) to produce 30,000 units of the product. The unit costs of division PQR's
product are as under:
`
Direct material
40
Direct labour
20
Direct expenses
20
Variable manufacturing overheads
20
Fixed manufacturing overheads
40
Sells and packaging expenses-variable
10
150
Annually 20,000 units of the product are sold externally at the standard price of ` 300 per unit.
In addition to the external sales, 10,000 units are transferred annually to division RPQ at an
internal transfer price of ` 290 per unit. This transfer price is obtained by deducting variable
selling and packing expenses from the external price since those expenses are not incurred
for internal transfers.
Division RPQ incorporates the transferred-in goods into a more advanced product. The unit
costs of this product are as follows:.
`
Transferred-in-item (from division PQR)
290
Direct material and components
230
Direct labour
30
Variable overheads
120
Fixed overheads
120
Selling and packing expenses-variable
10
800
Division RPQ's manager disagrees with the basis used to set the transfer price. He argues
that the transfers should be made at variable cost plus an agreed (minimal) mark up because
his division is taking output that division PQR would be unable to sell at the price of ` 300.
7.27
Partly because of this disagreement, a study of the relationship between selling price and
demand has recently been carried out for each division by the company's sales director. The
study has brought out the following demand schedule:
Division PQR
Selling price (`)
200
300
400
Demand (units)
30,000
20,000
10,000
800
900
1,000
Division RPQ
Selling price (`)
Demand (units)
14,400
10,000
5,600
The manager of the division RPQ claims that this study supports his case. He suggests that a
transfer price of ` 120 would give division PQR a reasonable contribution to its fixed
overheads while allowing division RPQ to earn a reasonable profit. He also believes that it
would lead to an increase of output and an improvement in the overall level of company
profits.
Required:
(i)
Calculate the effect of the transfer price of ` 290 per unit on company's operating profit.
Calculate the optimal product mix.
(ii)
Advise the company on whether the transfer price should be revised to ` 120 per unit.
(11 Marks)(Nov, 2012)
Answer
Contribution Analysis of Divisions:
(i)
Contribution Division PQR

Selling Price (`)
200
300
400
Variable Cost (`)
110
110
110
90
190
290
30,000
20,000
10,000
27,00,000
38,00,000*
29,00,000
Contribution per Unit (`)

Demand (units)
Total Contribution(`)
*Optimal
The above table shows ` 300 price to be the most profitable and that cutting prices
would not result in increased profits.
(ii) Contribution Division RPQ (transfer price at ` 290)
Selling Price (`)
800
900
1,000
Variable Cost (`)
680
680
680
Transfer Pricing
120
220
320
14,400
10,000
5,600
17,28,000
22,00,000*
17,92,000
Demand (units)
*Optimal
7.28
(iii) Contribution Division RPQ (at alternative transfer price ` 120)

Selling Price (`)
800
900
1,000
Variable Cost (`)
510
510
510
290
390
490
14,400
10,000
5,600
41,76,000*
39,00,000
27,44,000
Demand (units)
*Optimal
The maximum capacity of the PQR division is given as 30,000 units. Hence there is no
question of internal transfer if the entire 30,000 units are sold by PQR in the external
market. However, from the above computations it is clear that Division PQR would sell
20,000 units in external market to optimize its profit and therefore the maximum
transfer to division RPQ is 10,000 units only. The question of transferring 14,400 units
would arise as an alternative to analyze the overall profitability only when PQR sells
10,000 units in the external market. Based on the demand projection of RPQ, the
demand level of 5,600 units is not relevant. It can be further noted from the question
that Division RPQ will purchase the entire quantity only from Division PQR and not
externally. Hence the various options would be as follows.
Option-1
Option-2
Option-3
PQR External Sales (units)
20,000
10,000
10,000
Transfer to RPQ (units)
10,000
14,400
10,000
Overall Profitability of the Company:

(iv) Transfer Price at ` 290
20,000
10,000
10,000
14,400
10,000
10,000
Contribution PQR (External)

[Refer computation (i) above]
38,00,000 29,00,000 29,00,000
Contribution PQR (Transfer) @ ` 190

[` 290 less ` 100 Variable cost#]
19,00,000 27,36,000 19,00,000
7.29

Contribution RPQ
[Refer computation (ii) above]
Total Contribution for the Company
22,00,000 17,28,000 22,00,000

79,00,000* 73,64,000 70,00,000
Fixed Costs
[PQR 30,000 units x `40 + RPQ 10,000 units x
`120]
24,00,000 24,00,000 24,00,000
Total Company Profit (Contribution-Fixed costs)
55,00,000 49,64,000 46,00,000
*Optimal
(v) Transfer Price at ` 120

20,000
10,000
10,000
14,400
10,000
10,000
Contribution PQR (External)

[Refer computation (i) above]
8,00,000 29,00,000 29,00,000
Contribution PQR (Transfer) @ ` 20

[` 120 less ` 100 Variable cost#]
2,00,000
Contribution RPQ
[Refer computation (iii) above]
Total Contribution for the Company
2,88,000
2,00,000
39,00,000 41,76,000 39,00,000

79,00,000* 73,64,000 70,00,000
Fixed Costs
[PQR 30,000 units x `40 + RPQ 10,000 units x `120]
24,00,000 24,00,000 24,00,000
Total Company Profit (Contribution-Fixed costs)
55,00,000 49,64,000 46,00,000
*Optimal
The revision of transfer price has no impact on the overall profitability of the company.
However, it will alter the profitability of the Divisions.
*The optimal level is 30,000 of PQR of which 20,000 units are for external sale and
10,000 units are transferred to RPQ under both the transfer prices.
# On
internal transfers, PQRs variable cost per unit is ` 100, since the ` 10 on selling is
not incurred.
Question 14
Enumerate the expected disadvantages in taking divisions as profit centres. (4 Marks)(May, 2013)
Answer
Transfer Pricing
7.30
The expected disadvantages of taking divisions as profit centres are as follows:
Divisions may compete with each other and may take decisions to increase profits at the
expense of other divisions thereby overemphasizing short term results.
It may adversely affect co-operation between the divisions and lead to lack of harmony in
achieving organizational goals of the company. Thus it is hard to achieve the objective of
goal congruence.
It may lead to reduction in the companys overall total profits.
The cost of activities, which are common to all divisions, may be greater for decentralized
structure than centralized structure. It may thus result in duplication of staff activities.
Top management loses control by delegating decision making to divisional managers.

There are risks of mistakes committed by the divisional managers, which the top
management, may avoid.
Series of control reports prepared for several departments may not be effective from the
point of view of top management.
It may under utilize corporate competence.
It leads to complications associated with transfer pricing problems.
It becomes difficult to identity and defines precisely suitable profit centres.
It confuses divisions results with managers performance.
Question 15
B Ltd. makes three products X, Y and Z in Divisions X, Y and Z respectively. The following
information is given:
X
(excluding material X for Divisions Y and Z)
22
40
Direct Labour (` / Unit)
Variable Overhead (` / Unit)
Selling price to outside customers (` / Unit)
25
65
90
Existing capacity (no. of units)
6,000
3,000
3,000
Maximum external Market demand (no of units)
5,000
5,500
5,000
Additional fixed cost that would be incurred to

install additional capacity (`)
45,000
9,000
23,100
6,000
2,000
2,250
Direct Material (` / Unit)
Maximum additional units that can be produced by

additional capacity
7.31
Y and Z need material X as their input. Material X is available in the market at ` 23 per unit.
Defectives can be returned to suppliers at their cost. Division X supplies the material free from
defects and hence is able to sell at ` 25 per unit. Each unit of Y and Z require one unit of X as
input with slight modification.
If Y purchases from outside at ` 23 per unit, it has to incur ` 3 per unit as modification and
inspection cost. If Y purchases from Division X, it has to incur, in addition to the transfer price,
` 2 per unit to modify it.
If Z gets the material from Division X, it can use it after incurring a modification cost, of
` 1 per unit. If Z buys material X from outside, it has to either inspect and modify it at its own
shop floor at ` 5 per unit or use idle labour from Division X at ` 3 per unit. Division X will lend
its idle labour as per Z's requirement even if Z purchases the material from outside.
The transfer prices are at the discretion of the Divisional Managers and will remain
confidential. Assume no restriction on quantities of inter-division transfers or purchases.
Discuss with relevant figures the best strategy for each division and for the company as a
whole.
(12 Marks)(Nov., 2013)
Answer
Statement Showing Contribution per unit
Particulars
Division X
Sale
to
Outside
Selling Price
Transfer Price
Direct Material
(Excluding Material X)
Direct Labour
Variable Overhead
Purchase Price X
Transfer Price X
Modification Cost
Contribution
(`)
Division Y
Internal Transfer
to
Division Z
Purchase
from
Transfer
from
Transfer
from
Outside
25.00
--8.00
--24.00*
8.00
--25.00#
8.00
65.00
--22.00
65.00
--22.00
90.00
--40.00
4.00
2.00
------11.00
4.00
2.00
------10.00
4.00
2.00
------11.00
6.00
2.00
23.00
--3.00
9.00
6.00
2.00
--24.00
2.00
9.00
8.00
2.00
--25.00
1.00
14.00
(*)
Division Y will not pay Division X anything more than ` 24, because at 24, it will
additional cost of ` 2 per unit to modify it, ` 23 + ` 3 = ` 26, the outside cost.
(#)
To purchase material X from outside is costly for Division Z as after modification at own
shop floor, cost of the same comes to Division Z is ` 28 (` 23 + ` 5).
incur
Transfer Pricing
7.32
If Division X goes to utilize its full capacity in that case labour would not be available for
modification to Department Z.
Accordingly Division Z may purchase material X at ` 25 from Division X i.e. market price to
outsiders.
Statement Showing Internal Transfer Decision (units)

Particulars
6,000 units
3,000 units
3,000 units
Maximum Capacity that can be added

(B)
6,000 units
2,000 units
2,250 units
Total Maximum that can be produced

(C)=(A)+(B)
12,000 units
5,000 units
5,250 units
Maximum External Demand
(D)
5,000 units
5,000 units
5,000 units
(C) (D)
7,000 units
---
250 units
5,000 units to Z*
2,000 units to Y
N.A.
N.A.
N.A.
2,000 units
transfer from X
(material X)
5,000 units
transfer from X
(material X)
Existing Capacity
(A)
Balance
Internal Transfer to Other Divisions

Internal Transfer from Other Divisions
(*)
Division X will supply its production to Division Z first (after meeting its external
requirement) as contribution from product Z is high.
Statement Showing Decision Whether to Expand or Not

Particulars

on Expansion
`45,000
`9,000
` 23,100
Contribution that can

be
earned
by
expansion
` 64,000
(4,000 units ` 11 +
2,000 units ` 10)
` 18,000
(2,000 units ` 9)
` 28,000
(2,000* units ` 14)
` 19,000
` 9,000
` 4,900
Expansion
Expansion
Expansion
Net
Benefit
Expansion
Decision
(*)
from
As maximum demand of product Z is 5,000 units which Division Z first complete with existing
capacity of 3,000 units. Balance 2,000 units from expansion.
(`)
Statement Showing Net Revenue Addition

Particulars
Total
7.33
Contribution
External Sales
55,000
(5,000 units
`11)
45,000
(5,000 units ` 9)
70,000
(5,000 units x
`14)
Contribution
Internal Transfer
75,000
(2,000 units `10
+ 5,000 units
`11)
---
---
75,000
45,000
9,000
23,100
77,100
Net Revenue Addition
1,70,000
1,67,900
Strategy for Company & Divisions

(i)
Division X will transfer maximum possible material to Division Z as Division Z is

offering maximum transfer price to Division X. At the same time Division Z is fetching
maximum contribution for the organisation so it is beneficial for both the Divisions as well
as organisation as a whole.
(ii)
As shown above all the three Divisions are getting net benefit when they are taking
decision to expand and hence, all the three Divisions should expand there activity by
incurring additional fixed cost on expansion.
Question 16
Divisions X and Y are two divisions in XY Ltd. Division X manufactures a component (X) which
is sold to external customers and also to Division Y.
Details of Division X are as follows:
Market price per component
Variable cost per component
Fixed costs per production period
` 300
` 157
` 20,62,000
Demand from Y Division per production period
20,000 components
Capacity per production period
35,000 components
Division Y assembles a product (Y) which is sold to external customers. Each unit of Y
requires two units of X.
Details of Division Y are as follows:
Selling price per unit
Variable cost per unit:
(i) Two components from X
(ii) Other variable costs per unit
Fixed costs per production period
` 1,200
2@ transfer price
` 375
` 13,50,000
Transfer Pricing
Demand per production period
Capacity per production period
7.34
10,000 units
10,000 units
The Group Transfer Pricing Policy stipulates that

Transfers must be at opportunity cost.
Y must buy the components from X.
X must satisfy the demand from Y before making external sales.
(i)
Present figures showing the weighted average transfer price, per component transferred
to Y and the total profits earned by X for each of the following levels of external demand
of X:
External demand = 15,000 components
(ii)
Compute Division Y's profits when Division X has each of the above levels of demand.
(Only relevant figures need to be discussed. A detailed profitability statement for each
situation is not required).
(8 Marks) (May, 2014)
Answer
(i)
Computation of Weighted Average Transfer Price

Particulars
External Demand
15,000
Components
External Demand
19,000
Components
External Demand
35,000
Components
Components
Transfer Price
(Base)
Variable Cost
Variable Cost plus

Opportunity Cost
for 4,000
Components
Variable Cost plus

Opportunity Cost for
20,000 Components
Variable Cost
`157.00
`157.00
`157.00
`28.60
`143.00
4,000
20,000 `143
20,000
20,000 `143
`185.60
`300.00
Opportunity
Cost
Transfer Price
`157.00
Opportunity Cost for a Component is the Contribution forgone by not Selling it to the
market.
Contribution
Market Selling Price Variable Cost
`300 `157 = `143
7.35

Statement Showing Profitability of Division- X
Particulars
External Demand
15,000 Components
(`)
External Demand
19,000
Components
(`)
External Demand
35,000
Components
(`)
31,40,000
37,12,000
60,00,000
(`157 20,000)
(`185.60 20,000)
(`300 20,000)
Sales :
Division-Y
Market
45,00,000
45,00,000
45,00,000
(`300 15,000)
(`300 15,000)
(`300 15,000)
Total Revenue
76,40,000
82,12,000
1,05,00,000
Less: Variable Cost
54,95,000
54,95,000
54,95,000
20,62,000
20,62,000
20,62,000
83,000
6,55,000
29,43,000
External Demand
15,000
Components
(`)
External Demand
19,000
Components
(`)
External Demand
35,000
Components
(`)
Selling Price per unit
1,200.00
1,200.00
1,200.00
Less: Variable Cost

per unit:
314.00
371.20
600.00
(`157 2)
(`185.60 2)
(`300 2)
Others
375.00
375.00
375.00
511.00
453.80
225.00
No. of units
10,000
10,000
10,000
Total Contribution
51,10,000
45,38,000
22,50,000
Less: Fixed Cost
13,50,000
13,50,000
13,50,000
Profit
37,60,000
31,88,000
9,00,000
(`157 35,000)
Less: Fixed Cost

Profit
(ii) Statement Showing Profitability of Division- Y

Particulars
Component X
Question 17
X Division and Y Division are two divisions in the XY group of companies. X Division
manufactures one type of component which it sells to external customers and also to Y
Division.
Transfer Pricing
7.36
Details of X Division are as follows:

Market price per component
Fixed costs
`300
`157
`20,62,000 per period
Demand from Y Division
20,000 components per period
Capacity
35,000 components per period
Variable cost per component
Y Division assembles one type of product which it sells to external customer. Each unit of that
product requires two of the components that are manufactured by X Division.
Details of Y Division are as follows:
Selling price per unit
`1,200
Variable cost per unit:

(i)
Two components from X
2 @ transfer price
(ii)
Other variable costs per unit
`375
Fixed costs
`13,50,000per period
Demand
10,000 units per period
Capacity
10,000 units per period
Group Transfer Pricing Policy

Transfers must be at opportunity cost.
Y must buy the components from X.
X must satisfy demand from Y before making external sales.
Required:
(1) Calculate the profit for each division if the external demand per period for the
components that are made by X Division is:
(i)
15,000 components
(ii)
19,000 components
(iii) 35,000 components

(2) Calculate the financial impact on the Group if Y Division ignored the transfer pricing
policy and purchased all of the 20,000 components that it needs from an external
supplier for `255 each. Your answer must consider the impact at each of the three levels
of demand (15,000, 19,000 and 35,000 components) from external customers for the
component manufactured by X Division.
(10 Marks) (November, 2014)
Answer
7.37
(i)
Computation of Weighted Average Transfer Price

Particulars
Components
Transfer Price
External Demand
15,000 Components
External Demand
19,000
Components
External Demand
35,000
Components
Variable Cost
Variable
Cost
plus Opportunity
Cost for 4,000
Components
Variable Cost plus

Opportunity Cost for
20,000 Components
157.00
157.00
157.00
28.60
143.00
4,000
20,000 `143
20,000
20,000 `143
185.60
300.00
(Base)
Variable Cost (`)

Opportunity
(`)
Cost
157.00
Transfer Price (`)
Opportunity Cost for a Component is the Contribution forgone by not selling it to the
market.
Contribution
Market Selling Price Variable Cost
`300 `157
`143
Statement Showing Profitability of Division- X

Particulars
External Demand
15,000
Components
External Demand
19,000
Components
External Demand
35,000
Components
(`)
(`)
(`)
Sales :
-
DivisionY
Market
31,40,000
37,12,000
60,00,000
(`157 20,000)
(`185.60 20,000)
(`300 20,000)
45,00,000
45,00,000
45,00,000
(`300 15,000)
(`300 15,000)
(`300 15,000)
Total Revenue
76,40,000
82,12,000
1,05,00,000
Less: Variable Cost
54,95,000
54,95,000
54,95,000
20,62,000
20,62,000
20,62,000
83,000
6,55,000
29,43,000
(`157 35,000)
Less: Fixed Cost

Profit
Transfer Pricing
7.38
Statement Showing Profitability of Division- Y

Particulars
Selling Price per unit

Less:Variable Cost
per unit:
Component X
Others
No. of units
Total Contribution
Less: Fixed Cost
Profit
External Demand
15,000
Components
(`)
External Demand
19,000
Components
(`)
External Demand
35,000
Components
(`)
1,200.00
314.00
1,200.00
371.20
1,200.00
600.00
(`157 2)
(`185.60 2)
(`300 2)
375.00
511.00
10,000
51,10,000
13,50,000
37,60,000
375.00
453.80
10,000
45,38,000
13,50,000
31,88,000
375.00
225.00
10,000
22,50,000
13,50,000
9,00,000
(ii) Financial Impact on the Group if Y Division Ignored the Transfer Pricing Policy
Particulars
External Demand
15,000
Components
External Demand
19,000
Components
External Demand
35,000
Components
(`)
(`)
(`)
19,60,000
19,60,000
19,60,000
0 `143
---
---
4,000 `143
20,000 `143
-----
5,72,000
---
--28,60,000
(19,60,000)
(13,88,000)
9,00,000
Extra Cost
Purchase
of
External
(`255`157) 20,000
Extra
Contribution
External Selling by X
Net Impact
by

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7

Raw material (per metre) on 1st June, 2004

1.20 (per metre)

The Institute of Chartered Accountants of India

(a) At 80% level (in ` )

Overall profit = 3,08,000 + 1,17,500 = ` 4,25,500

30,00,000 Sales (2,50,000/100) 725

Overall profit = 4,88,000+12,500 = ` 5,00,500

Overall profit = 2,08,000+1,17,500 =` 3,25,500

The Institute of Chartered Accountants of India

Advanced Management Accounting

28,00,000 Sales(2,50,000 725)

Variable cost (5,00,000 1.20)

6,00,000 Variable cost (2,500 80)

4,12,000 Fixed cost

Overall profit = 2,88,000 + 1,12,500 =4,00,500

The Institute of Chartered Accountants of India

In this case there are two options available

The Institute of Chartered Accountants of India

Advanced Management Accounting

(a) When component is purchased by division Y from outside

Less: cost of purchase 2500270

Variable cost 2500202.50

(b) When component is purchased from division X

Less variable cost 2500256.50

Less: Variable cost

Variable cost of division Y 2500202.50

The Institute of Chartered Accountants of India

Less: Cost of purchase 2500270

Variable cost 2500202.50

Companys total contribution

Less: Cost of purchase 2500249.75

Variable cost 2500,*202.20

(iv) Transfer price

seek to achieve goal congruence.

ensure that divisional autonomy is not undermined.

The Institute of Chartered Accountants of India

Advanced Management Accounting

Other direct materials, direct labour and variable OH

Total manufacturing cost

Variable marketing costs

Fixed marketing and Admn. OH

The Institute of Chartered Accountants of India

Existing If transfer is effected

Volume lost in the

The Institute of Chartered Accountants of India

Advanced Management Accounting

Contribution margin of sales increase (` 180 2,400)

Loss in contribution margin on original volume arising from decrease in

Increase in operating profit

Loss in contribution from loss of sales to outsiders (` 64 6,400)

Decrease in operating profit

Contribution to the Component Division

Total incremental contribution

Less: Contribution lost by the Component Division

Net contribution gain

The Institute of Chartered Accountants of India

Direct material cost

Material A, if transferred from Division A